As Nova Scotia welcomes healthcare workers from around the world, long-term care homes are becoming more diverse. But as CEO Krista Beeler points out, recruitment is not enough. “You have onboarded them, but have you culturally onboarded them? Have you welcomed them to the facility?”
At the Dykeland Lodge in Windsor, cultural competency is not a trend or a checklist. It is a breathing, evolving practice shaped by leadership, learning, and a true commitment to community. For Krista Beeler, this is a commitment with years in the making. Throughout the past 15 years, Krista has worked in hospital settings, independent living, and home support—eventually transitioning to working in long-term care. Throughout her journey, one priority has remained constant: Building learning opportunities for her staff.
At Dykeland Lodge, the question of meaningfully integrating diverse workers sparked a shift from existing efforts to an intentional, structured approach. While the organization had already put time and resources into celebrating cultural events and committees, there was a need to bring this work together in a more cohesive manner. As Krista explained: “We were focusing on it, but it needed to have a revamp… something more cohesive.”
Cultural competency goes beyond policy: It’s about building the communication tools to understand who people are and translating that understanding into the workplace on a daily basis. “It’s very important for us to be welcoming, to be kind, to understand people’s past, to understand people’s cultures, and to understand where we are today in the world,” said Krista.
This shift involved developing a direct training pathway considering staff experience: Embedding cultural competency in everyday operations at Dykeland Lodge. This program is geared to create a deeper sense of trust amongst staff in terms of how Dykeland Lodge approaches diversity and equity.
Like many organizations, Dykeland Lodge has encountered challenges along the way. In long-term care, generational differences can significantly change how people engage and comprehend conversations around inclusion and diversity. As Krista put it: “Age can be a barrier. It is a different generation—understanding what might make someone uncomfortable, and how to explain it differently.”
Operating in rural communities further adds another layer. In comparison to large urban centers, access to resources and exposure to diverse communities can be more limited: “The diversity we’re seeing here is very different from what you’d see in a city like Halifax,” Krista explained. But rather than seeing these differences as obstacles, the team has approached them with openness: Leaning into conversation, education, and continuous progress. As Krista indicates: “Education for adult learners, especially in rural areas, is very important to me.”
Supporting a diverse workforce is a key priority for Dykeland Lodge—this means going beyond hiring to ensure staff are supported in the workplace. Cultural competency onboarding, community resources, and mentorship opportunities all play a role in helping employees navigate cross-cultural communication to settle into life at Windsor. Krista discussed how this is a process that must be approached with intention: “I don’t want people to just come here for two years and leave. I want them to come and settle.”That approach reflects a broader understanding of what retention truly means—building not just a workforce, but a community.
Within the long-term care home in itself, the impact of culturally responsive care can be both meaningful and complex. Many residents live with cognitive conditions that affect their memory, often carrying perspectives shaped by earlier decades: “About 70% of our residents have some form of cognitive concern. They may forget what they learned yesterday, but remember what they experienced when they were 20,” said Krista.
To support both staff and residents, the team uses approaches like Gentle Persuasive Approach (GPA) training, aiding caregivers in their capacity to navigate sensitive interactions with understanding and empathy: “ It helps staff understand that this isn’t something to take personally, it’s part of the resident’s health condition.” said Krista. Over time, with exposure and consistency, a significant difference emerges. “The longer residents are immersed in different cultures, languages, and accents, the easier it can become.” Krista added.
Looking ahead, Krista sees cultural competency as vital for the future of Nova Scotia in long-term care. SWith an aging population and rising demand for healthcare workers, this sector will continue to depend on a diverse and international workforce. “We do not have enough domestic support to fulfill the commitment to long-term care.” Krista explains. At Dykeland Lodge, this reality is actively guiding recruitment strategies and long-term planning. The goal is to build a diverse team.
Krista added that this goes beyond the workplace: It is about showing newcomers the warmth and care that is at the core of Nova Scotia as a province: “I do not want broad-brushed assimilation. I want who we are as Nova Scotians to be reflected as a melting pot.”
For healthcare organizations, the way forward is to build meaningful connections with staff, residents, and the wider community. Cultural celebrations, partnerships, and daily acts of inclusion all contribute to creating a responsive, strong system of care: “It’s not just about one day or one month—we’re meant to celebrate that every day,” said Krista.
For other leaders considering the journey of making their companies more culturally competent, Krista’s advice is both insightful and practical: Prioritize education and communication. As she said: “It’s about educating—and then tweaking that education year after year.” At its core, both long-term care and cultural competency are about people. When individuals feel seen, valued, and heard—care becomes a sense of belonging.
