Diversity and Inclusion Policy

1. PURPOSE

DCIRS Community Care (“DCIRS”) recognises the value of individual contributions to organisational success because everyone brings unique skills, experiences and perspectives to work based on who they are. This policy:

• Describes the purpose of diversity and inclusion as a best practice goal;

• Defines positive behaviours to encourage diversity and inclusion; and

• Outlines negative behaviours and their consequences to people and DCIRS

This Policy will commence from 14 April 2026. It replaces all other diversity and inclusion policies of DCIRS (whether written or not).

2. APPLICATION

This Policy applies to all employees, volunteers and board members. Contractors (including temporary contractors), and agents of DCIRS are expected to abide by the expectations and requirements contained in this policy for the duration of their work or contract and for any defined activities post work or contract periods. All relevant individuals are collectively referred to in this Policy as "worker". The Policy includes work that is undertaken away from the usual workplace.

3. DEFINITIONS

Diversity in the context of this Policy refers to individual skills, experiences, perspectives, traits, cultures, beliefs, and other personal attributes that together, contribute to the collective thinking and output of the organisation, strengthening the outcomes and experiences of workers, participants, and stakeholders as these contributions are harnessed effectively.

See Bullying, Harassment, and Discrimination Policy for a list of human rights attributes that may affect interpretation of this Policy. Diversity encompasses more than just these attributes.

4. POLICY

DCIRS values the uniqueness that each individual brings to work and encourages each worker to contribute their ideas and experiences for the collective. DCIRS also recognises that individuals feel fulfilled at work when they can both contribute and be valued for their contributions. Part of this involves feeling safe to contribute at work.

Why Diversity?

Organisations that harness the collective potential of unique individuals in their workforce create space for: greater creativity; more robust decision-making; opportunities for fresh connections with partners, clients and stakeholders; and a broader range of community and business opportunities.

A narrow focus tends to produce similar results. When different minds with different backgrounds, skills, and personal attributes come to the table, opportunities, outcomes, and risk-thinking are expanded.

Consider someone with a different cultural background and language from other workers. They could connect with participant groups or stakeholders that were previously unavailable to the organisation.

Diversity is positive for the people who do the work, and it's good for business.

Diversity and inclusion together

It makes sense that to create a space where diversity in thinking about and doing work benefits the organisation, people must be appreciated for what they bring to the table and allowed to contribute freely. Inclusion is necessary for diversity to be successful.

People should be treated with dignity and respect, regardless of who they are, what they believe, or where they came from. When diversity and inclusion are brought together successfully, everyone benefits. But diversity can only work with inclusion.

Risks that breach a diverse and inclusive approach

When workers feel they cannot contribute, are not respected for their contributions, or feel singled out for their differences (in a negative way) inclusion has failed. Experiencing conflicts is a normal part of work. It can be channelled into robust decision-making through differences coming together to expand thinking, or it can result in relational damage and teams losing unity.

Feeling different from others in your group can be a common experience, and it is not always negative. However, differences can lead to exclusion or to forms of bullying, harassment, or discrimination. These behaviours are serious, posing psychosocial risks. Every worker is responsible for ensuring their words and actions comply with DCIRS's policies and the law when it comes to how they treat others in the workplace, including workers, participants, and other stakeholders.

Please refer to Bullying, Harassment, and Discrimination Policy and Mental Wellbeing Policy.

Acting with an inclusive mindset

When workers with different experiences and ways of thinking come together at work, it is important to see interpersonal opportunities and manage relational risks. Workers should:

• Be patient as others share their ideas and contribute, regardless of agreement

• Remember that liking someone and respecting someone are not the same thing

• Understand that it takes a team to produce organisational outcomes

• Stop to consider how they would feel in a similar situation

• Ask questions to engage the other person: seek the story leading to the outcome

• Listen with the intention to understand

• Avoid making assumptions about people or stereotyping them
  

An inclusive mind seeks to understand someone who is different from them. It doesn't always agree with the other person, but it always respects them and values their contributions. Inclusion extends a welcome to all workplace participants. It presents equality of opportunity by removing employment and development barriers based on irrelevant and illegal factors.

The application of diversity and inclusion

Diversity and inclusion have broad applications. They form part of a positive and healthy culture and should be seen as "the way we do things" at DCIRS rather than a form of compliance. However, it is important that everyone understands how diversity and inclusion may be applied in the workplace, particularly when it comes to avoiding personal bias, which can be at a subconscious level. The following examples with their suggestions are not exhaustive:

• Recruitment and selection practices and decisions can be supported by:

  • Encouraging a breadth of applicants

  • Broadening diversity of the recruitment panel

  • Supporting the applicant to meet the requirements (e.g., language or disability)

  • Avoiding stereotypes and forms of discrimination

  • Making decisions based on inherent role requirements

• Performance and misconduct practices and decisions can be supported through:

  • Assessing the issues and seriousness using known facts and actual risks

  • Broadening decision-making where there is a risk of discrimination

  • Asking for feedback to highlight issues and areas for improvement

• Promotion and reward can be fairly managed through:

  • Documented procedures that treat everyone the same

  • Objective decision-making over subjective decisions (also avoiding perceptions)

  • Keeping clear payroll records and undertaking regular remuneration reviews

• Development and support are provided to everyone through:

  • Equal access to training and development initiatives and opportunities

  • Support to access and undertake development initiatives

  • Discussing support needs with individuals and/or groups and implementing reasonable support requests and requirements

  • Enabling workers to access their workplace rights

• Participant care and services are supported by:

  • Maintaining the standards outlined in NDIS and Aged Care regulations

  • Safeguarding and inclusion policies and practices

  • Feedback and continual improvement mechanisms

Other areas of risk and opportunity include:

• Underrepresented groups within the organisation or within leadership

• Regular payroll reviews to avoid pay-gaps

• Diversity and inclusion training and understanding for managers and leaders
  

Manager and supervisor responsibilities

Managers and supervisors are responsible for undertaking workplace processes in fair and objective ways that promote diversity and inclusion and avoid harm to individuals through exclusion or unfair treatment. Workplace activities should drive towards diverse and inclusive practices that promote individual wellbeing because people and contributions are valued.

Training, development and support must be fairly accessible to everyone within a group, with consideration for those who may require support to access a workplace opportunity or information that they require to do their job. Performance and misconduct matters must be handled sensitively and drive fair and equitable outcomes.

Encouraging and monitoring diversity and inclusion at DCIRS

DCIRS commits to encouraging diversity and inclusion and will monitor diversity and inclusion initiatives and practices. DCIRS may do this in the following ways:

• Registers and reporting tools such as: incident reports, risk assessments, training and development records, grievances and complaints, and conflicts-of-interest

• Continual improvement initiatives

• Feedback mechanisms from participants and their families and carers

• Feedback from workers

• Surveys to assess cultural aspects of diversity and inclusion

• Reviewing recruitment and selection, training and development, support, performance and misconduct, and promotional and reward processes and outcomes

• Payroll reviews that consider pay-gaps and equity across role-holders

Breaches of Diversity and Inclusion Policy

Workers must comply with the terms and conditions contained in this Policy. Any breach of DCIRS's policy may result in disciplinary action.

In the case of employees or volunteers of DCIRS who are found to have breached this Policy, they may be subjected to disciplinary action. The type and severity of the disciplinary action will depend upon the circumstances of the case and the seriousness of the breach. Disciplinary action may include termination of employment or volunteering.

Contractors or agents of DCIRS who are found to have breached this Policy may have their contracts with DCIRS terminated or not renewed.

Additional support and contacts

Emily Mills, Managing Director, is the primary contact for serious concerns or breaches relating to this Policy.

Katie Meadows can be contacted for HR advice at yourhrpartner@zoho,com or call/text 0479 162 735.

5. ASSOCIATED DOCUMENTS

• Code of Conduct Policy

• Conflict-of-Interest Policy

• Bullying, Harassment, and Discrimination Policy

• Grievances and Complaints Policy

• Incident and Risk Reporting Policy

• Mental Wellbeing Policy

• NDIS Choice and Control Policy

• NDIS Safeguarding Policy

• Performance and Misconduct Policy

• Recruitment and Selection Policy

• Training and Development Policy

• Workplace Health and Safety Policy

• Participant Conduct Agreement

6. VERSION AND REVIEW INFORMATION

DCIRS reserves the right to amend and vary this policy from time to time.

Version 1.0: 14 April 2026 | Reviewed 14 April 2028