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David Queeley

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David Queeley

  1. 1. Planning for the INTERcultural City Practice + Visions Tufts University Intercultural Planning Group www.sites.tufts.edu/tuftsicp October 22, 2010
  2. 2. David Queeley, President, Community Sustainability Planning Planning for the INTERcultural City
  3. 3. Presented at Planning for the Intercultural City Tufts University October 22, 2010 David Queeley
  4. 4. Defining Cultural Competency  Ability to interact effectively with people of other cultures, and;  An awareness of other cultures  Cultures can be centered around race, ethnicity, identification with a country or place of origin, neighborhood, ways of doing or being, etc.
  5. 5. Tools  Listening…  Willingness to understand and/or embrace other cultures  Try to understand belief systems, habits, and typical behaviors  Embrace other cultures without trying to change them  “Lean” into some of the discomfort that arises from cross cultural difference  Developing skill sets to interact with other cultures  “Get to Yes”: develop conflict resolution and negotiation skills  Facilitation training
  6. 6. Tools Cont’d  Diversity training o Should include study of race/ethnicity, gender, sexual orientation, class, poverty, equity, age, ability/disability, social justice, inclusion, and religion o Understanding how you/your organizational culture can impact individuals and groups
  7. 7. Case Study  Boston Nature Center, Mattapan, MA 02126 Background  Local Population: primarily African-American, Caribbean, and Haitian, with a smaller mix of Latino, Caucasian, Indian and Asian.  Average Home Value: $148,000, lower than the Boston- Cambridge-Quincy metro area as a whole.  Median age is 34.4  Average Income is $38,581 Study Area • BNC and BNC Community Gardens • Total site = 75 acres in heart of Mattapan • Contains the largest community garden in US at one time: approx. 500 gardeners
  8. 8. Case Study cont’d  Garden organization has been in place for over 20 years  Board like structure with President, Treasurer, and three other officers  Gardeners paid annual fee of $20/year
  9. 9. Issues  MAS as “outside” organization  Lack of knowledge of MAS core mission and values  MAS desire to have a truly urban site for all the right reasons  MAS as new landowner  Uncertainty about where $$ from gardeners were going; difficult for MAS not to understand this issue on its newly acquired property  Perceptions of me as a representative of MAS/outside organization  With gardeners approval, MAS made all plots 20 x 20 and added water service
  10. 10. Lessons Learned  Even if you are ostensibly a member of a cultural group you are working with, you may have something to learn  Listen, listen, listen…  Take the time to get to know those you’re working with: have meals together, research something about their history and ask about it, learn their language
  11. 11. Conclusion If, as Jennifer Chin has noted, ‘planners have a “special responsibility to plan for the needs of the disadvantaged and to promote racial and economic integration” ’, then moving toward cultural competence is essential to well-planned cities and suburbs of the future. This is especially true given the current paradigm shift that more than half of all persons of color residing in metro areas actually living in suburbs, and that the country will become Majority/Minority by 2042.

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