April 2006 - General Guidelines for the Cultural Diversity Advisory Committee (CDAC):
Clarifying Procedures for Operation (Re-issue)

Purpose:  To provide a basis for consistent information and operations as an effective advisory unit to the National Council on Disability (NCD).

General Tips on the Role of Committee Members

1. Membership selection information is included in the CDAC Charter (www.ncd.gov)
2. Members will select a reasonable amount of issues/activities for CDAC’s involvement based on NCD’s priorities and work plan for the fiscal year.
3. CDAC’s perspectives can expand NCD’s knowledge about how the lives of people with disabilities of all ages from diverse cultures are affected by the implementation and enforcement of federal laws.
4. CDAC can inform NCD about general and specific concerns and provide advice recommending policy and procedures that are perceived as barriers by people with disabilities from diverse cultures.
5. CDAC’s primary role as a unit is to advise NCD rather than the public.  In this regard, CDAC members need to clarify whether personal; other organization, or CDAC—comments [previously shared with NCD through the council liaison’s report at NCD quarterly meetings] are being expressed when speaking with members of the public. 
6. Making recommendations to the President and Congress is an NCD function as an agency.

Relationship with NCD Staff and Council Liaisons

1)   NCD’s staff and council liaisons are available to provide guidance to the CDAC and to assist with inquiries about the functioning of the CDAC.  The staff liaison also performs various detailed responsibilities related to the operation of the committee and requirements of the federal legislation authorizing its establishment, the Federal Advisory Committee Act.

2)   When a question arises regarding an issue about which the committee has made no recommendation to NCD, the committee member can respectfully refer the person asking the question to the NCD staff liaison or council liaison for CDAC.

CDAC Leaders and Official Meetings

1. Official meetings will be scheduled by the NCD designated federal official (staff liaison)
2. CDAC will elect a Chair and Vice Chair from the committee membership to serve 1 term.
3. The Chair (or Vice Chair when designated) needs to assume responsibility for obtaining maximum input from all members prior to consulting with NCD staff on the agenda items.
4. The NCD staff liaison approves the agenda after providing an opportunity for council liaison input, both liaisons assuring that CDAC efforts are aligned with NCD’s work and priorities.
5. The Chair (or Vice Chair when designated) needs to assume responsibility for leading—carrying out—the agenda at the official (public) meetings of the committee.
6. To meet federal law requirements for public meeting notice, the announcement of the official meetings must be sent by the staff liaison to the NCD public relations staff at least 30 days before the meeting date for publication in the Federal Register
7. CDAC will conduct public meetings at least quarterly during the fiscal year.

Discussion Leadership and Agenda Items: Official Meeting or Discussion Teleconference

1. With staff liaison consultation, CDAC can rotate the lead for various discussions—(i.e., members other than the Chairperson and Vice-Chairperson can volunteer to facilitate a discussion, based on factors such as interest or experience regarding a specific issue)
2. CDAC can decide to include in its agenda program briefings—(i.e., inviting an person involved with an area/topic of interest to present information deemed important)
3. The committee will use a standard format for its agenda (e.g., roll call, welcome and introductions, program briefing (optional), discussion of relevant issue(s), reaching consensus on any item(s) intended as advice to the NCD, determination of any next assignments with timelines for completion, adjourn), announcements, and adjournment.
4. The NCD staff liaison opens & closes the official meetings.

Reporting CDAC Advice to NCD

1. Advice to NCD needs to represent consensus of the committee (i.e., agreement as a unit)
2. Advice to NCD needs to be stated concisely in written format.
3. Advice to NCD regarding an issue needs to be formalized by the Chairperson (or a member designated by the Chairperson).
4. The advice needs to be reviewed by the NCD staff, General Counsel and council liaison to CDAC prior to submitting information to the NCD Chair and/or Executive Board.
5. When appropriate, the NCD council liaison will include the CDAC advice as a part of the committee’s report at the quarterly meeting.
6. The NCD staff liaison to the CDAC will report back to the CDAC Chairperson the outcome, including any concerns, questions, and/or actions taken at the quarterly meeting.

Communication among CDAC Members

1. CDAC communication is conducted primarily via the Internet.
2. Messages to one person should be addressed directly and only to that person’s e-mail address
3. Messages to a specific group can be posted on the appropriate workgroup listserv
4. Group discussions can also be held through a small group or full committee listserv
5. Messages that need to be read by a member who does not have access to the Internet shall be communicated through a preferred method such as telephone, postal mailing, or TTY.

Agreement on Cultural Competence
At its November 2001 public meeting, CDAC members voted to adopt the definition of cultural competence from the October 30, 2000 Amendments to P.L. 106-402 - The Developmental Disabilities Assistance and Bill of Rights Act of 2000.  Administering agency - Administration on Developmental Disabilities, Administration for Children and Families, U.S. Department of Health and Human Services.  Cultural competence is defined as a set of values, behaviors, attitudes, and practices within a system, organization, program or among individuals and which enables them to work effectively cross culturally.  Further, it refers to the ability to honor and respect the beliefs, language, interpersonal styles and behaviors of individuals and families receiving services, as well as staff who are providing such services.  Striving to achieve cultural competence is a dynamic, ongoing, developmental process that requires a long term commitment of time.