Diversity and Inclusion Framework Diversity and Inclusion Framework - Page 16

FOCUS AREA WHO Training in affinity bias has been conducted for all staff who participate in recruitment activities. PC&P RI Working arrangements Policies and practices reflect inclusion principles. PC&P Workplace culture Develop a working knowledge of the migration experience Develop an understanding of the refugee experience. Training of staff to improve knowledge and skills in working with CALD. Staff report understanding and awareness of migrant and refugee experience. The number of partnerships that have been developed with Migrant and Refugee organisations. RI PL’s Culturally and Linguistically Diverse (CALD) Australia has a culturally diverse population, and Interrelate services need to be inclusive of all families who are part of our multicultural society. The term “culturally and linguistically diverse” (CALD) is commonly used to describe people who have a cultural heritage different from that of most people from the dominant Anglo Australian culture. Interrelate is committed to building an effective organisation that is safe, responsive and culturally appropriate in meeting the needs of CALD staff, individuals, families and communities, by supporting the strengths that reside in those communities. To do this we need to recognise that people from culturally and linguistically diverse backgrounds are all unique. There are many different cultural and ethnic groups, considerable diversity within each of these groups, as well as many other factors which affect each person’s identity, including people who may have a bicultural or multicultural heritage. It also requires the organisation to acknowledge and respect the individual rights of these individuals to practice their faith, cultural practices and customs and to embrace what makes us unique. MEASURE OF SUCCESS Work to increase awareness of the effects of affinity bias and other unconscious biases, through training and prompts to serve as reminders before panels meet to make hiring decisions. Review policies and practices to identify and remove systemic barriers to inclusion. Recruitment ACTION PLAN ACTIONS Identify practices and systems that hinder cultural competency. Leadership Communication Customer service Develop opportunities to increase understanding of people from diverse backgrounds. Foster inclusive cultures by celebrating days of significance to our wider communities including Harmony Day. Build key events into the annual marketing calendar. Foster inclusive cultures by celebrating the diversity of our staff through communication strategies to all staff. Use an accredited professional interpreter when a person is unable to communicate effectively in English. Monitor access to services by people from culturally and linguistically diverse backgrounds through data collection. Modify service delivery to support cultural inclusion. A culturally aware workforce supports diversity in service delivery. Case-studies for the annual report (1-2) to showcase our work with CALD communities. Sites report on activities that they have initiated or participated in that celebrate CALD communities. BDM’s PL’s Marketing Team BDM’s PL’s Marketing Team Staff stories promoted to inform and educate staff. Staff are competent in PL’s accessing interpreter services and actively use these services when needed. Data Team The percentage (%) of CALD clients in regions in line with ABS data (CRM). Programs reflect client needs. Client satisfaction reflects cultural responsiveness.