POLICY DEVELOPMENT
WORKBOOK
DIVERSITY POLICY
KIT
CANADIAN COUNCIL FOR
INTERNATIONAL CO-OPERATION
Prepared by
Anne Buchanan
Organizational Development Team
October, 1998
ACKNOWLEDGEMENTS
This document is made possible through the financial support of the Multiculturalism
Secretariat of the Department of Canadian Heritage. It is part of a larger project,
Diversity in the International Co-operation Sector that is assisting the Canadian Council
for International Co-operation and its members to create a culture of inclusion within
organizations and across the sector.
A number of people have provided comments and suggestions throughout the writing of
this document. I would like to thank them for their suggestions to improve this
document. Finally, I would like to acknowledge the work of those whose ideas and
documents I have drawn from for this workbook who are referenced in the appendix.
Anne Buchanan
Programme Officer
Organizational Development Team
October, 1998
POLICY DEVELOPMENT WORKBOOK
DIVERSITY POLICY KIT
TABLE OF CONTENTS
INTRODUCTION
1
SECTION I: WHAT IS A POLICY
1
SECTION II: DEVELOPING A POLICY
1
SECTION III: WHAT SHOULD POLICIES CONTAIN
4
SECTION IV: DIVERSITY-BASED POLICY DEVELOPMENT CYCLE
5
SECTION V: SAMPLE POLICIES
8
1. SAMPLE OF A GENERAL NON-DISCRIMINATION POLICY
9
2. SAMPLE OF A HARASSMENT POLICY AND COMPLAINTS PROCEDURE
11
3. SAMPLE OF AN EMPLOYMENT/HIRING POLICY
13
4. SAMPLE OF A GOVERNANCE GENDER AND MINORITY EQUITY POLICY
15
GLOSSARY
17
SOURCES
21
INTRODUCTION
This Policy kit is designed to assist the Canadian Council for International Co-operation
(CCIC) and its members in their organizational policy development process. With the
introduction of the CCIC Code of Ethics, CCIC members have been examining their policies
to ensure they meet the compliance requirements of the Code. Members have told CCIC that
the policies needing particular attention were those related to non-discrimination, and gender
and minority equity. Although essential, policies are recognized as being only one step in the
organizational change process. In addition to the Code requirement for policies, therefore,
members are learning how to adapt the systems and practices in their organizations to result
in more diversity1. It is with this in mind that we have designed this kit.
The sector has had relevant experience developing policies on gender. Through that work,
we have learned of the importance of designing policy analysis processes to consider the
different ways the policy will impact on women and men. We now have an opportunity to
expand those lessons so that we similarly undertake policy development with an appreciation
of differences in race, sexual orientation, abilities, age, class or religion. This means
extending the gender lens to become the diversity lens.
The objective of this policy kit is to provide tools that organizations can use when
developing their own diversity policies. It draws extensively from what others have learned
in this field and combines these lessons with the needs of the CCIC Code of Ethics.
SECTION I: WHAT IS A POLICY
A policy is a course or principle of action adopted or proposed by an organization. Policies
are guidelines for people involved in the organization. They document what the agency is
trying to achieve, and how it proposes to achieve it. They help groups make choices about
how to allocate resources.2
SECTION II: DEVELOPING A POLICY 3
Policy development is
1. A process. How the policy is developed is as important as what is stated. It is essential
that all the key stakeholders are involved in the process, so that they become committed
to the final product. Time, patience and perseverance are required.
1
Diversity is defined here as having variety in terms of ethnicity, age, gender, class, religion, physical and
mental abilities, sexual orientation.
2
Betty Plewes and Rieky Stuart, Developing an organizational gender policy, (Ottawa: Match Publications,
1990)
3
This section is adapted from two documents: Guide to Multiculturalism Policy for Institutions,
Multiculturalism BC and Towards True Equity, ACCC
1
2. A tool for education. During the policy development process, people become aware of
the issues, their own role and the necessity for change.
3. A tool for change. Organizational culture can be changed by positive behavioural
change and removal of systemic barriers. It is impossible to create change without being
aware of the political realities of the system that is being required to change.
4. Demonstrating leadership. It is important for executive management to demonstrate
leadership in key organizational issues. The initiative for policy development can come
from any level. For successful, integrative policy development to occur, however, it is
essential to have strong support and commitment from the President and/or CEO of the
organization.
Strong support and commitment from key leadership is essential for the process to be
successful. As well, wide participation throughout the institution ensures that the policy is
relevant for the entire organization and not just for a few people. This will ensure the buy-in
that is essential for successful change.
There is no right way to develop a comprehensive policy. Many different approaches can
work and the initiative can originate at any level within or outside of the organization.
However, certain steps are necessary, regardless of the order.
Key steps in developing a diversity policy:
1. FORM A TASK GROUP
• Develop clear terms of reference, which includes mandate, membership composition,
functions, reporting responsibility and frequency of meetings.
• The task group should:
¾ report to the highest level of the organization, such as the President or CEO;
¾ be composed of key stakeholders, i.e., representatives of various departments,
unions, management and the community;
¾ have staff support for its work;
¾ direct the policy development work and then may also co-ordinate the
communications, implementation and evaluation of the policy. Delegating some
of these functions to other groups involves more people and lightens the load for
the task group.
2. PREPARE FOR POLICY DEVELOPMENT
• Be clear and realistic about why the organization is developing the policy. This
clarity will help guide what you want to do. Be clear what the limitations are for the
organization. To what extent is the organization willing to change and in which
areas? Why is it important and possible to make those changes? Which areas are not
flexible? Why not? It is vital that this discussion takes place to ensure everyone is
clear about what is possible and what the organization will not tolerate.
2
•
•
•
•
•
Create a vision of what is possible to achieve within the organization. This can serve
to inspire the group as it moves through the policy development process. It can also
serve as a reality check based on what is feasible given available resources.
Education/training on the issue of inclusion and organizational change helps to
develop a shared understanding of the issues. You may want to bring in an outside
facilitator to assist you with this.
Identify an action plan for your policy development.
Develop a communications plan, to keep senior management and the rest of the
organization informed of your activities.
Research the issues in your organization by conducting an organizational assessment.
This assessment should include factual and perceptual information about your
agency.
¾ Factual information should include community demographics and trends
compared with staff and client statistics.
¾ Perceptual information helps you to assess the organizational culture and identify
the barriers faced by staff, clients and the community in the provision of your
service.
3. DEVELOP THE POLICY
• Refer back to the vision statement you developed.
• Policies from other similar organizations may be helpful. Use the sample policies in
this guide to assist you.
• Follow the steps of the Policy Development/Analysis Cycle found in Section IV.
• Ensure that your policy specifies accountability responsibilities, so that the policy
also points you to an implementation plan. See Section III below for other
suggestions of what your policy should contain.
• Once you have a draft, meet with key stakeholder groups, inside and outside the
organization, to get feedback on your draft policy. Your presentations may include
your vision and some key findings from your research.
• Revise your draft based upon feedback.
• Once revisions are incorporated you may want to go back to your key stakeholders
with the revised policy.
4. BOARD REVIEWS AND PASSES THE POLICY
• Make your presentation to the Board on your recommended policy. You may want to
outline your vision for the institution, the process you have followed and some of
your findings such as relevant demographic data, future demographic projections and
perceptions about the institution.
• If the Board does not pass the policy initially, you may be able to revise some aspects
of it and resubmit.
5. COMMUNICATE THE POLICY
• Communicate the policy to key stakeholder groups. You may want to review the
implications of each clause and provide examples of what it means.
3
•
•
•
Ensure that the policy is widely distributed throughout the organization. Consider
developing a brochure or a catchy flyer with the policy and circulate it within the
organization, and to the community.
Ensure that messages, examples, language, and symbols used in the communication
are gender-aware and diversity-appropriate.
Ensure that the policy is included in the policy manuals of the organization.
6. IMPLEMENT THE POLICY
• Develop an action plan for implementing the policy. This should include each clause
of the policy, how each of them will be implemented, who is responsible for the
implementation and the time frame.
• Specific action plans should also be developed by each department and consolidated
into the whole. Incentives and sanctions should be included to motivate all parties
concerned to implement the strategy.
7. EVALUATE
• Develop measures of success for each clause in the policy. This should include
attainable goals for the first year and measures of success over the next five years.
• Ensure that there is an annual review by the most senior level of the organization on
the action plan and the progress toward the policy goal for that year. Adjust goals for
the coming year based upon accomplishments of the current year.
SECTION III: WHAT SHOULD POLICIES CONTAIN
4
Policies are most useful when they contain:
• A brief statement of the problem the policy is intended to alleviate;
• A statement of the overall goal or objective that the policy is trying to achieve;
• A series of more concrete objectives stating what different parts of the organization will
aim for in their activities that relate to the overall goal;
• A strategy (who, what, when, how) outlining key priorities or activities for
organizational action to achieve the objective;
• Provision for ways to measure the present situation and progress toward the objectives
and goal;
• Provision for periodic review of progress toward the policy goal by the organization,
reviewed at the most senior level;
• Incentives and sanctions to motivate all parties concerned to implement the strategy;
• Provision for periodic review of the policy to make necessary adjustments to any of the
elements outlined above.
4
Plewes, Stuart p. 9.
4
SECTION IV: DIVERSITY-BASED POLICY DEVELOPMENT CYCLE
The above information explains the steps to developing specific policies to address inclusion.
An organization may, in addition, choose to put a diversity lens on all policies developed in
the organization much like what has been done with gender. The following cycle5 provides a
guide for organizations wishing to consider diversity when reviewing existing policies or
developing new ones:
¾ Policy analysis done with a diversity lens should focus on whether what the
policy is saying challenges or reinforces existing power structures. Diversitybased analysis should be a common thread woven from beginning to end
throughout the entire policy process, not an add-on section. In some cases,
diversity issues are central to the policy in question (as we see in our Code items
such as 3.1.5, 3.1.6, or 3.5.6). In other cases, policies may at first glance appear
not to have diversity implications. The differential effects may only show up
later. Therefore, it is always good practice to keep asking the diversity questions
throughout the policy development process. This requires examining
disaggregated data, questioning basic assumptions and developing an
understanding of various inter-relationships.
There are many approaches to developing and analyzing policy. Below are some
steps as a guide:
1. Identifying, defining and refining the issue
Begin by identifying a problem or an opportunity requiring policy
development
¾ Ask yourself: what is the issue? Who says it is an issue? Why has it
become an issue? What are the root causes? What are the values
influencing the issue?
To ensure a diversity perspective consider:
•
how equity may be an issue in the policy
•
involving people from various diverse backgrounds in identifying the
issue.
2. Define desired/anticipated outcomes
Propose desired goals and anticipated outcomes
¾ Ask yourself: what outcomes does the organization want to achieve with
this policy? For whom? What would other stakeholders expect from this
policy? Is the development of a policy the best means to produce the
desired outcome or is there another means? What outcome-indicators
should be identified? What monitoring and accountability processes are
needed to ensure outcomes?
5
Adapted from Status of Women Canada, Gender-based analysis: a guide for policy-making
5
To ensure a diversity perspective consider:
•
that multiple outcomes may be needed to take into account the effects of
diversity on policy implementation;
•
consciously choosing outcomes that break down societal barriers or
ameliorate current inequitable situations;
•
what diversity-specific factors could modify the possibilities of achieving
the outcomes; for example, pregnancy, family and cultural/religious
responsibilities, physical access, harassment?
3. Conducting Research
Decide what knowledge is needed and what sources can best provide it.
Clarify the research design, the type of analysis to be done and then carry out
the research.
¾ Ask yourself what you need to know about the issue? What information is
required to ensure that all perspectives will be taken into consideration? What
information sources are available? What is the analysis seeking to determine?
Who determines the research questions and what are they? What factors will
affect the research design?
To ensure a diversity perspective consider:
that policies that do not address diversity concerns may leave out relevant facts
and data;
•
how the research will address the differential experiences of diversity?
•
4. Developing and Analyzing Options
At this stage, options indicated by the research are articulated and refined.
¾ Ask yourself what options are indicated by the data/information/research? Who is
helping you analyze the data and determine the options? How are the options
directly related to the desired outcomes previously identified in step 2? How do
these options influence or change the factors affecting the issue as previously
identified? How to ensure accountability?
To ensure a diversity perspective consider:
How the options may disadvantage some or provide benefits for others?
•
How does each option reinforce or challenge stereotypes and systemic
discrimination?
•
How the options will support equity, and avoid discrimination or point out where
equity may be compromised?
•
Seeking diverse perspectives in developing the options and assessing their costs,
benefits, acceptability and practicality.
•
5. Recommendations/Decision-seeking
The rationale for the recommendation is derived from the analysis of options, and
presents the recommendation in terms of its favourable and unfavourable impacts and
implications.
6
¾
Ask yourself who will be involved in choosing the option to recommend? On
what basis will the recommendation be made? What are the underlying
assumptions and values implicit in the option being recommended? What sort of
documentation is needed to support the recommendation?
To ensure a diversity perspective consider:
what ways diversity equity is a significant element in weighing and
recommending options;
•
outlining methods in the recommendation to ensure that the policy is implemented
in a diversity-sensitive and equitable manner.
•
7
SECTION V: SAMPLE POLICIES
This section provides samples of four kinds of policies to help organizations as they develop
their own policies relating to diversity. The samples are written with questions for
organizations (in italics) to consider when undertaking the process and with ideas of
wordings (in plain letters) that can be elaborated upon and adapted.
Policy development is an evolving process. Organizations need to undergo their own
analysis and discussions, rather than just adopt these policies as their own. Policies must be
written based on the reality of each organization’s structures, resources, etc. and be regularly
analyzed and improved.
Actual policies, therefore, would have more specific information relevant to each
organization. They would be accompanied by an action plan that elaborates on the ideas
expressed in the implementation strategy section.
These kind of policies are just some of the ways to help an organization create an inclusive
environment. Issues of inclusion touch all areas of an organization and so, as is mentioned
above, it is also important to use a gender and diversity lens in all policy analysis and
development processes. Other areas of the organization that may need to address this issue
include board and committee structures; training and orientation; community relations;
membership; programming; and communications.
Policies must be realistic, based on resource availability. Policy-making should find the
balance between what we would like to have and what is possible given resources available.
Sometimes lack of resources mean that tough choices must be made. This may lead to an
ethical dilemma if the choice taken conflicts with the policy. It is therefore important to
consider these realities when developing policies. It is also important, however, that
adequate resources be allocated to ensure that the approved policy can be implemented.
The following samples are offered to illustrate how different areas of an organization need to
address the issue of inclusion. If limited resources are available, however, an organization
may prefer to bring the diversity-specific policies together, linking the objectives and
planning priorities.
Policy development is a process. There needs to be room for judgement. Organizations
should build on what is possible at the moment while making a commitment to constantly
improve.
Included at the end of this document is a list of sources from which the sample policies were
adapted. The enclosed policies are actually an amalgamation of ideas found in those sources
and bear only limited resemblance to any one of the originals. You may wish, therefore, to
contact these and other organizations directly to receive their policies.
8
1. Sample of a general non-discrimination policy
Statement of Issue
What problem/issue will this policy alleviate?
Example: Discrimination is an act of differential
treatment toward a group or an individual as a member
of a group based on prejudice and negative attitudes.
Such acts usually create a disadvantage for the individual
or group being discriminated against. Racism is any
action or practice, by individuals or institutions that
subordinates people because of their race, colour or
ethnicity. Racism, like sexism, homophobia, or other
forms of discrimination against people based on their
abilities, age, class, or religion combines prejudice and
power to the advantage of one, dominant group while to
the disadvantage of another, minority, group.
Discrimination may be intentional or systemic and it
works to exclude or restrict access or participation in an
organization. Such exclusion goes against the
fundamental principles of this organization to promote
social justice through the equitable distribution of power,
wealth and access to resources.
Statement of Goal
NGO is committed to … What is your organization’s
goal? Perhaps something like: the elimination of
discriminatory behaviours, policies or practice that
prevents or undermines the full and equal participation of
all who wish to join and pursue the mission of the
organization. We will take pro-active steps to ensure
that full and equal participation is possible.
Implementation Strategy
How will the organization implement those objectives?
What steps will be taken to reach the goal?
What priority is given to the various steps?
What is the timeline for carrying it out?
What results are expected?
Ideas for elaboration include:
This statement of the
issue allows you to
identify the problem or
issue for which a policy
is required.
In this example, we
define what it is we
mean by discrimination.
By also explaining that
it is systemic we are
clear that this is
something we must
address within our
existing organizational
policies and practices.
This is the overall goal
or objective that the
policy is trying to
achieve.
This section should state
what are the key
priorities or activities for
organizational action to
achieve the goal.
Resources will be invested annually to ensure an on-going
commitment to the elimination of discriminatory behaviours,
policies and practices. High performance standards will be
maintained. A diversity analysis framework will be used to
assess and develop policies and programmes.
9
Accountability
What system of monitoring and evaluating the policy will
your organization establish?
Is your Board responsible to act as a model for this
policy? Your Executive? Are your department heads
responsible for the non-discrimination aspects of the
program in your organization? If not, who else is?
What reporting requirements are necessary? How often
should those reports be made? By whom and to whom?
What recourse is open within the organization if
discrimination occurs?
Ideas to be adapted and expanded include:
The Directors and Executive will be responsible to
ensure the implementation of this policy and will serve
as a model.
This section highlights
the responsibility
throughout the
organization for the
policy.
Although the policy will
be applied to all levels of
the organization, its
ultimate success rests on
the commitment and
follow-through by the
Board of Directors and
senior management.
The Management and Department heads will be
responsible for implementation of the policy throughout
the organization. They will be required to submit biannual reports to the executive stating progress made on
the policy implementation.
10
2. Sample of a harassment policy and complaints procedure
Statement of Issue
What problem/issue does this policy intend to alleviate?
For example: Workplace harassment is any remark or action
that demeans any employee or undermines personal dignity
and worth. It is a form of unlawful discrimination. It has the
effect of offending, humiliating or intimidating another
person. It can create a negative climate and prevent full
participation in activities and services and/or reduce
enjoyment of work.
There are various forms of harassment including those based
on race, sex, sexual orientation, abilities, religion, age, class or
economic disadvantage or even appearance (weight, height,
etc.). Any person who persists in such behaviour which she or
he knows or should know is unwelcome may be guilty of
harassment. Workplace harassment does not have to occur
repeatedly to be taken seriously. One incident of a severe
nature can be defined as harassment.
This statement of the issue
is an opportunity to
identify the problem or
issue for which a policy is
required.
In this example we define
harassment and highlight
that it is illegal. A reason
for it being a problem for
the organization is also
given.
Statement of Goal
What is the organization’s goal related to workplace
harassment? For example: NGO is committed to providing a
working and business environment free from harassment.
Relationships between any persons involved with the
organization will be governed by a mutual respect for each
individual’s dignity and worth. NGO will take an active role
to eliminate all forms of harassment in the organization.
This is the overall goal or
objective that the policy is
trying to achieve.
Statement of Objectives
Examine current practices (e.g. How does your organization
currently address harassment? How does your organization
deal with complaints?) What resources are available in the
organization to respond to complaints? What then is the
objective to ensure that everyone involved in the organization
understands and prevents harassment? What is the objective
that will address the response of the organization to actual
complaints?
The policy may include information such as:
This policy does not preclude a complaint being lodged with
the Human Rights Commission.
This section provides more
concrete objectives
explaining what the
organization will do to
achieve the overall goal.
An actual policy would
include objectives that fit
within the needs and
practicalities of the
organization.
Issues around resource
allocation to ensure
implementation must be
addressed.
11
Implementation Strategy
How will the organization implement the objectives?
What steps will be taken to reach the goal?
What priority is given to the various steps?
What is the timeline for carrying it out?
What results are expected?
This section should state
what are the key priorities
or activities for
organizational action to
achieve the goal
Examples of items within this section might be:
All employees will participate in an education programme to
explain what harassment is and what steps people can take
should they wish to lodge a complaint.
Allegations of harassment in the organization will be dealt
with fairly, consistently and in respect of confidentiality of the
rights of all parties involved, including the complainant, the
witnesses, and the alleged perpetrator. Whenever there is a
concern, the staff affected should follow these steps:
1. Ask the alleged harasser to stop. Speak or write to
her/him directly to say that the behaviour is unwelcome.
A discussion between the parties should attempt to resolve
the issue constructively. It is recognized that, in some
situations, direct contact is not possible. In such cases,
report the harassment to your direct supervisor.
2. Keep a record of the harassment. When did it start (dates,
times), where, what happened? Were there witnesses?
Were there threats of reprisals?
3. Lodge a complaint. If harassment continues after s/he has
been told it is unwelcome, you should report the problem
immediately to your supervisor or a manager.
Accountability
Is your Board responsible for these issues in the
organization? If not who is responsible? What is involved in
that responsibility?
For example: Department heads will be held responsible for
the implementation and assessment of the policy and
complaints procedure at the department level. They will be
required to submit bi-annual reports to the executive stating
progress made on the policy implementation.
Staff will be held accountable for their attitudes and behaviour
towards the public and co-workers. This will be an area
included in performance evaluations.
This section highlights the
responsibility throughout
the organization for the
policy.
This is an important
section to ensure that the
policy is acted upon and
not just shelved with noone taking responsibility
for its implementation.
Periodic assessment of the policy will also be necessary to
ensure that it is up-to-date.
12
3. Sample of an employment/hiring policy
Statement of Issue
What issue does this policy intend to alleviate?
For example: One of the means through which individuals
become involved in the organization is employment. Systemic
barriers sometimes deny access and opportunity to participation
to certain disadvantaged groups. Barriers that may affect the
ways in which people are able to access the opportunities and
benefits that the organizations offer include exclusions from:
•
Information (NGOs do not have information about diverse
communities or vice versa);
•
Connections (minority groups are not part of the network
with which NGO connects)
•
Experience and expertise (diverse experiences are not
valued by organization)
•
Decision-making (disadvantaged groups are excluded from
decision making process)6.
This statement of the
issue is an opportunity
to identify the problem
or issue for which a
policy is required.
This example explains
the particular issue
related to employment
that the policy is
addressing, namely
equity. It also explains
why it is important to the
organization.
NGOs become irrelevant to minority communities if their staff
does not reflect the diversity found in Canadian society. The
promotion of equity is a fundamental principle of this
organization and this must be reflected in its recruitment and
hiring policies and practices.
Statement of Goal
Example: NGO is committed to equity in recruitment, hiring,
training and professional development and advancement. NGO
will identify and determine ways to remove existing
employment and advancement barriers. NGO will take positive
steps to attract and assist the integration and full participation of
previously disadvantaged groups.
This is the overall goal
that the policy is trying
to achieve.
Statement of Objectives
This section provides
more concrete objectives
explaining what the
organization will do to
achieve the goal.
How does your organization carry out recruitment, hiring,
training, etc.? How can it ‘attract and assist the integration of
disadvantaged groups’? What then are the hiring objectives?
What resources (skills, persons, time, funds, etc.) does the
organization have to provide professional development and
advancement? What then is the objective to ensure an equitable
process that “assists the participation of previously
disadvantaged groups”?
6
Issues around resource
allocation to ensure
implementation must be
addressed. Objectives
must fit within the needs
and practicalities of the
organization.
Ontario, “Recruitment and Selection in the Field of Equity”, Making Equity Work. Toronto, 1995.
13
Implementation Strategy
What are expected results? What steps will be taken to obtain
these results and within what timeline? What is the priority of
the steps to be taken?
Steps that might help in designing this strategy include:
Review and evaluate existing criteria for recruitment, selection,
retention, evaluation, and promotion to identify systemic
barriers and recommend new criteria to incorporate
commitment to employment equity and access. Discuss with
other organizations possible benchmarks for progress.
Identify previously disadvantaged/excluded groups and
individuals from those groups to help design an action plan that
will ensure broadening of the existing network of connections.
A couple of items that might be included are:
This policy will be communicated to all staff and applicants by:
1. including a copy in the staff and Board orientation packages
and;
2. explaining the policy to all new staff and Board members.
This section should state
what are the key
priorities or activities for
organizational action to
achieve the goal.
An actual policy would
have details on who,
what, when and how.
The policy should
include an effective
mechanism to appeal
discriminatory practices
in recruitment, hiring,
training and
professional
development and
advancement.
Board members and relevant staff will participate in at least one
training programme to ensure they are able to carry out their
duties in line with this policy.
Accountability
Is the Board responsible for addressing this issue in the
organization? Is anyone else?
Some ideas to be expanded on include:
The Executive is responsible to ensure an action plan for the
implementation of the policy, setting out objectives, actions
required, accountability, responsibility, timelines and evaluation
of activities. Periodic assessment of the policy will also be
necessary to ensure that it is up-to-date.
Department heads will be held responsible to ensure that this
policy is adhered to when making employment and advancement
decisions. They will be required to submit bi-annual reports to
the executive stating progress made on the policy
implementation.
This section highlights
the responsibility
throughout the
organization for the
policy.
Although the policy will
be applied to all levels of
the organization, its
ultimate success rests on
the commitment and
follow-through by the
Board of Directors and
senior management.
Any staff member who is in a position to make or influence a
decision affecting an applicant or employee’s status or working
conditions will be held accountable if it is found that s/he has
directly discriminated.
14
4. Sample of a governance gender and minority equity policy
Statement of Issue
What problem/issue does this policy intend to alleviate?
For Example: As a NGO that works in the international cooperation sector, we are particularly aware of issues of inequity
and discrimination. The inequity is demonstrated not only in
differences in the distribution of wealth and in indicators of social
well being, but also in access to power and decision-making. Our
Board has traditionally consisted of primarily able-bodied white
men. Therefore, the power and control within this organization
has tended to rest with only one segment of society. Women and
other ‘minorities’ are underrepresented on our Board and often
face historical barriers to participation.
This statement of the
issue is an opportunity to
identify the problem or
issue for which a policy
is required.
Statement of Goal
For Example: NGO is committed to working toward gender equity
and the participation of minorities within its governance
structures. NGO will work toward the elimination of systemic
barriers that have prevented this participation. NGO believes that
those being affected by the decisions of a board of directors should
be reflected in the decision-making process and be able to
influence that process.
This is the overall goal
that the policy is trying
to achieve.
Statement of Objectives
How does the organization attract participation onto the Board?
How can wider representation be integrated into the process?
What objective on access is then necessary?
This section provides
concrete objectives that fit
within the particular needs
and realities of the
organization.
What might be preventing wider representation? What resources
are available to ‘eliminate systemic barriers’? What objective is
possible to address barriers?
Resource allocation to
ensure implementation must
also be addressed.
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Implementation Strategy
What steps will be taken to reach the goal? What is the priority of
these steps? What are the expected results?
Steps that might help in designing this strategy include:
•
A review of the existing membership strategy for Board
recruitment to identify systemic barriers to gender equity and
participation of minorities.
•
Identify previously disadvantaged groups and invite
individuals from those groups to help the organization design
and recommend new criteria to bring about gender equity and
participation of minorities in the governance structures
through expansion to broader, more diversified networks.
This section should state
what are the key
priorities or activities for
organizational action to
achieve the goal.
An actual policy would
have details on who,
what, when and how.
Accountability
Who holds responsibility for Board structure? In what way are
they accountable? What system of monitoring and evaluating the
policy will be established?
Ideas include:
The membership committee of the Board is responsible for leading
and monitoring this policy.
All Board members are responsible to ensure that all Board or
Board committee members are treated with mutual respect.
This section highlights
the responsibility
throughout the
organization for the
policy.
This is an important
section to ensure that the
policy is acted upon and
not just shelved with noone taking responsibility
for its implementation.
An annual action plan will be developed to guide the
implementation of the policy, setting out objectives, actions
required, accountability, responsibility, timelines and evaluation of
activities. Periodic assessment of the policy will also be necessary
to ensure that it is up-to-date.
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GLOSSARY
To aid in the understanding of the various terms used in this area of organizational
change we are enclosing here a list of the most common definitions. The language related
to anti-discriminatory organizational change is evolving and so we continue to see new
terms and phrases being developed and old ones being re-interpreted. These terms have
been drawn from three sources: The Association of Canadian Community Colleges’
Towards True Equity, The Canadian Labour Congress’ Teach me to Thunder: A Manual
For Anti-Racism Trainers and Canadian Heritage’s Toward Full Inclusion: Gaining the
Diversity Advantage.
Aboriginal Peoples: The original inhabitants of North America. Other recommended
terms that refer to these groups of people are First Nations Peoples and Indigenous
Peoples.
Anti-Racist Organizational Change: A process of dismantling visible and invisible
barriers to the full social participation of non-dominant groups, and of establishing
organizations responsible to the larger community.
Barriers: Obstacles preventing people because of their ethnicity, gender, physical or
mental ability, religion, age, level of literacy and/or sexual orientation from participating
as they are qualified and entitled. Generally falling into three areas:
attitudinal/behavioural; procedural; physical. Visible barriers include qualifications and
requirements that are not job-related, such as unnecessary certification and credentials,
“Canadian experience”, and working conditions that lack reasonable accommodation for
special needs. Invisible barriers include those unstated but widely accepted assumptions
that can be discriminatory, such as what constitutes an acceptable accent or dress,
stereotypes about different groups and their abilities, and failure to recognize or give
weight to knowledge of cultures and languages.
Bias: The prejudgement of others in the absence of information about them as
individuals. A special perspective; an inaccurate and limited way of perceiving the world
or a given situation. A negative bias towards members of particular cultural, racial,
religious, and linguistic groups, expressed through speech, written materials, and other
media, which harms the targets in many ways.
Behaviour: Outward expression of values. Values are communicated by individuals in
behaviour such as language, signs, gestures, actions, customs and styles.
Culture: The aspects of individual and group identities that include: language; religion;
ethnicity; gender; experience of migration/immigration; social class; political affiliations;
family influences; age; sexual orientation; geographic origin; experience or absence of
experience with discrimination.
Disability: Any restriction or lack resulting from an impairment of ability to perform an
activity in the manner or within the range considered normal.
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Discrimination: An act of differential treatment toward a group or an individual as a
member of a group that usually creates a disadvantage for that individual or group.
Consciously dealing with persons on the basis of prejudiced attitudes and beliefs, rather
than on the basis of their specific characteristics and individual merits.
Dominant Culture: The most powerful cultural grouping. In most parts of Canada,
composed of white, English-speaking, middle-to-upper income, Christians.
Diversity: Variety in terms of ethnicity or national origin, sex, abilities, age, physical
characteristics, religion, values, culture, sexual orientation and class.
Employment Equity: A policy that seeks to eliminate the discrimination which can take
place in employment. It provides opportunity for equally qualified candidates who have
been denied opportunities in the past for reasons other than their abilities. Employment
equity promotes fair hiring practices that will help ensure that employees are hired for
only one reason-their qualifications to do their job.
Ethnic: An adjective used to describe groups which share a common language, race,
religion, or national group. Everyone belongs to an ethnic group. The term is often
confused with racial ‘minority’.
Ethnocentrism: Belief in the superiority of one’s own race and culture. The tendency to
judge all other cultures by the norms and standards of one’s own culture. Problems arise
when one views other cultures with disfavour, as inferior, backward or irrational.
Ethnocultural: The combination of the ethnic group and the cultural heritage shared by
groups of people of certain national, religious, and/or linguistic background. There are a
wide variety of ethnocultural groups amongst people of African, Asian, European and
indigenous North, Central and South American backgrounds in Canada.
Equity: Equality of opportunity, access, and outcome; recourse to principles of justice to
correct or supplement law.
First Nation: Term reflecting the self-naming process of Aboriginal people in Canada
today. The term “first” recognizes the fact that Aboriginal people were the original
inhabitants of what is now considered Canada. The term “nation” stresses the idea that
they are a political collective with all the attributes of nationhood (e.g. shared language,
geographical territory, common culture, internal political organizations).
Immigrant: A person who has arrived and settled in Canada within her/his lifetime.
Inclusion: Equitable participation in a public or community institution of all members of
the community, as clients, stakeholders, employees or volunteers (as appropriate).
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Indian: In Canada, this term has a specific legal meaning and applies to a person
registered, or entitled to be registered as an Indian according to the Indian Act. Preferred
terms include Aboriginal Peoples, First Nations Peoples and Indigenous Peoples.
Institutional Change: A planned approach to developing and implementing inclusive
policies, programs and practices that are adaptive to the needs of a diverse and evolving
society. Successful institutional change results in the removal of structural and
behavioural barriers that reduce access and inhibit the full participation of everyone in all
aspects and at all levels of the institution.
Institutional Racism: The conscious or unconscious exercise of notions of racial
superiority by social institutions through their policies and procedures as well as through
their organizational culture and values. Institutional racism results in the unequal
treatment of, or discrimination against, non-dominant individuals or groups.
“Mainstream”: A designation for the group (or groups) which comprise the majority of
people and/or control the majority of resources and decisions in a given institution, region
or society.
Majority: Any group that controls the largest share of the scarce resources of wealth,
status and power.
Minority: A misleading term used to describe non-dominant ethnic identities in Canada.
While these people are numerically few in many parts of Canada, they are not
numerically a minority in the world.
Multiculturalism: The government of Canada recognizes the diversity of Canadians as
regards ethnicity, national or ethnic origin, colour and religion as a fundamental
characteristic of Canadian society. It is committed to a policy of multiculturalism
designed to preserve and enhance the multicultural heritage of Canadians while working
to achieve the equality of all Canadians in the economic, social, cultural and political life
of Canada (Canadian Multiculturalism Act, 1988).
Organizational Culture: The values, customs and traditions that members of an
organization share as a group.
Persons with disabilities: The term preferred by persons with physical and mental
disabilities over terms like ‘handicapped’, ‘disabled’ or ‘crippled’.
Prejudice: Pre-judging a person or group negatively, usually without adequate evidence
or information. It is an attitude in contrast to a behaviour. These negative attitudes are
frequently not recognized as unsoundly based assumptions because of the frequency with
which they are repeated. They become common sense notions that are widely accepted,
and are used to justify acts of discrimination.
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Race: A social (rather than biological or scientific) category used to classify humankind
on the basis of general external physical characteristics such as colour of skin, hair
texture, stature, and facial features.
Racism: Belief in the inherent superiority of one race over all others and thereby the
right to dominance. Refers not only to social attitudes towards non-dominant ethnic and
racial groups, but also to social structures and actions which oppress, exclude, limit and
discriminate against such individuals and groups.
Stereotype: Beliefs held by individuals about the presumed physical and psychological
characteristics of members of a social category. These beliefs can be either positive or
negative. When applied so generally that individual differences are not recognized, or
even defined, they are considered impediments to quality human relations.
Systemic Discrimination: Institutional discrimination resulting from seemingly neutral
policies, practices and procedures that have an exclusionary impact on different groups of
people with shared identities, such as race, age and/or gender. Also referred to as
“institutional” racism or sexism.
White: Term used to denote people belonging to the dominant group in Canada. White
people, too, face discrimination because of their ethnicity, religion, language, geographic
origin and economic class.
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SOURCES
Association of Canadian Community Colleges, The. Towards True Equity: A Training
Guide for Developing a Comprehensive Race and Ethnic Relations Policy. Ottawa,
1993.
Canadian Labour Congress. Policy Statement on Sexual Orientation. Ottawa, 1994.
(available on internet site: http://www.clc-ctc.ca)
Estable, Alma, Mechthild Meyer and Gordon Pon. Teach Me to Thunder: A Manual for
Anti-Racism Trainers. Ottawa : Canadian Labour Congress, 1997.
Graff, Linda L. By Definition: Policies for Volunteer Programs. Dundas, 1997.
(information on obtaining a copy is available on internet site: http://www.volontario.org )
Marquis Project, The. Workplace Diversity Policy. Brandon, February, 1998.
Multiculturalism BC. Guide to Multiculturalism Policy for Institutions. (1185 West
George St. Suite 950, Vancouver, BC V6E 4E6. Telephone: 660-2395 Fax: 660-1150)
Multiculturalism Secretariat, Department of Canadian Heritage. Toward Full Inclusion:
Gaining the Diversity Advantage. Hull, 1993.
Ontario Anti-Racism Secretariat. “Recruitment and Selection in the Field of Equity”,
Making Equity Work. Toronto: Ministry of Citizenship, 1995.
Plewes, Betty and Rieky Stuart. Developing an Organizational Gender Policy. Ottawa:
Match International Centre Publications, 1991.
Status of Women Canada. Gender-based analysis: a guide for policy-making. Ottawa:
Status of Women Canada, 1996. (available on internet site: http://www.swc-cfc.gc.ca)
University of British Columbia. Discrimination & Harassment: Definitions, Examples
and Resolutions. Vancouver, 1996. (available on http://www.studentservices.ubc.ca/equity)
YWCA of Metropolitan Toronto. Workplace Harassment Policy. Toronto: YWCA,
1993.
-------. Internal Complaints Mechanism Procedure. YWCA of Metropolitan Toronto,
1997.
--------. Anti-Discrimination/Anti-Racism Policy. Toronto, 1992.
--------. Employment Equity Policy. Toronto, 1996.
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