Title:Revisionstotheexecutivesearchprocessorigin:Officeofgeneralministerandpresident

AdministrativeCommitteeBusinessItem#AC-16-2304

Title:RevisionstotheExecutiveSearchProcessOrigin:OfficeofGeneralMinisterandPresident

Background

Atthe2013GeneralBoardMeetingin Indianapolis,theboardapprovedamotion,GB-13-0848,SupplementalDocument to theExecutiveSearch Process. Themotionstated thefollowing:“theAdministrativeCommitteedraftasupplementaldocumenttotheExecutiveSearchProcesstoprovideculturalorientationandpreparationtoboardsand/ororganizationsissuingcallstopersonsfromhistoricallyunderrepresentedgroups.”

AtaskforcewasnamedbytheAdministrativeCommitteeandchairedbyformermoderatorReginaMorton (2011-2013)toresearchandreflectonwhatitmeanstoprovidesuchorientationandpreparation.Thetaskforcecompletedtheworkandtheirreportwasreceivedatthe2015GeneralBoardmeetinginKansasCity.

AttheSpring2016AdministrativeCommittee,afirstdraft of arevisedExecutiveSearchProcess,incorporatingthetaskforcefindings,waspresented.Afterreviewingthedraft,theAdministrativeCommittee passedamotioncalling forthedivision ofthedocumentintotwoparts:“onepartwouldbesuggestedchangestotheExecutiveSearchProcessandthesecondpartre-formedintotheSupplementalDocumenttotheExecutiveSearchProcessasaGuidetoBoardsandOrganizationsIssuingCallstoPersonsfromHistoricallyUnderrepresentedGroups.”

AttachedistheresultoftheAdministrativeCommitteerecommendation.

RecommendedAction

TheAdministrativeCommitteeapprovestherevisedExecutiveSearchProcesswhichincludesthesupplementaldocument,A Guide toBoardsandOrganizationsIssuingCallstoPersonsfromHistoricallyUnderrepresentedGroups.Onceapproved,thisdocument willbedisseminatedtothewiderchurchbytheOfficeof GeneralMinisterandPresident.

The GeneralBoard ofthe Christian Church(Disciples of Christ)

ExecutiveSearchProcess(rev. 10-2016)

I.Purpose

A.Allsearch processesin thechurch areamatter ofspiritualdiscernment.

B.Thisprocess establishesguidelinesfor therecruitmentandselectionofexecutive leaders inthegeneralandregionalexpressionsof theChristianChurch (DisciplesofChrist). This documentis recommendedtotheinstitutionsofhighereducation in covenantalrelationshipwith the church.Todevelop a churchthat isfaithfultoGod’scall for theunityof thebodyofChrist,theseprocedureswill assist the church in recruitingandmaintainingexecutiveleadershipthat is reflective of thepeopleofGodwhomweare calledto serve.Thechurchseeks to be aPro-reconciling/Anti-Racistorganizationthat is workingto dismantleinstitutional racismin its humanresource systems,policiesandpractices.

II.Scope

A.Thisprocessisofferedas aguidingpolicyforthecalling of executives inall GeneralMinistries,Racial/EthnicMinistries, Regional Ministries,andthe OfficeofGeneralMinister andPresident.

B.Sincepersonsareoftencalledfrom leadership positions inonepartofthechurch intoleadershippositionsin otherpartsofthechurch, itis importanttohaveconsistentpractices acrossall ministriesofthechurch.Therefore,this processis tobeused asanexemplaryframework for executivesearchesthroughoutthechurch.

III.Background

A.AccordingtoParagraph 71ofTheDesign,theGeneralBoard istoofferguidelinesfortheselectionofGeneralMinistryExecutives.

B.Given thechurch’shistoryofracismanda persistentcultureofprivilegeandexclusivity, the churchdevelopedthecurrentexecutive searchmodelin 2000 asGB-00-1676with the goalofhaving allministries andregionsadoptanexecutivesearchpolicybasedonthatmodel.Implementationofpoliciesbasedonthemodelhasbeennotbeenconsistent acrossthechurch.Whilea numberofsearcheshavecloselyand successfullyfollowed themodel,some searcheshavenotbeenconductedin line withthe currentsearchmodelandhaveresultedinoutcomesthatledtoa calltoreexaminethemodel as well as theprocessofimplementation.

C.For thesereasons,in Octoberof 2011, theAdministrativeCommitteeauthorized theGeneralMinister andPresidentandtheModeratortoappoint ataskforceto revise the currentExecutive Search Model,givingattentiontotherecommendationsfrom theAdministrative Committee.The

appropriaterecommendationshavebeenincorporatedintothispolicydocument.

D.The taskforcemetandfollowedthroughwith theprocessofreviewingtheinstructionsfrom theAdministrativeCommittee;evaluatingtheexistingmodel;discussing recentsuccessesand challengeswithexecutivesearch;andmappingout awayforward in establishing arevisedprocess.Thetaskforcewasmadeupof adiverse cross-section ofleadershipfromthe churchas well as personswith subject-matter expertise intheareaofexecutivecalling and recruitment.

E.Oneofthemostsignificantoutcomesoftheinitialdiscussionwastherecognitionthat,in additiontoarevisedsearchprocess,thechurchneedsa more comprehensive andconsistentleadershipdevelopmentstrategythathelpscultivateandensuretheavailabilityofqualifiedunderrepresentedracialethniccandidatesfor executive positions acrossthechurch.Without suchastrategy, the executive searchprocesswillcontinuetoyieldmixedresults andthechurchcannotfullyachieve itsultimategoalswithrespectto ProReconciliation/Anti-Racism.

F.Institutionalpreparedness is critical to thesuccessofanexecutive searchprocess andsubsequentcall.Preparednessincludes:

1.Seeing theimageof God inthedifferencesamongcultures, aswell as in the similarities;

2.Building an appreciationandunderstandingof thevariouscultural differenceswe encounter;

3.Acceptingthosewhoseculturalimageof God isnotour own;and

4.Encouraging eachother tolive intoall Godcreatedus tobe.

IV.Glossary:

A.Anti-racism–A conscious,intentionalefforttoeradicateracisminorganizations andstructures byclaiming ananti-racist identityThisidentityinvolvesrecognizing and renouncingskin color-based privileges,benefits,attitudes,andrules thatgovern thelife oftheinstitutionwhichproduceoutcomesthatare racist.

B.Anti-racist–Thenatureofidentitychangeresulting from an intentionaland sustainedeffort toexaminestructuresand policiesoftheinstitutiontoward theendofdismantling inherentracialbiasesandoppressivepractices.

C.Applicant pool–All personsapplying fora position.

D.CulturalCompetence–within theChristian Church (DisciplesofChrist),a calltoworktogetherwith an understandingofandappreciationforpeopleofdifferentculturalbackgrounds,recognizingthat all ofGod’speople arecreated inGod’s ownimage, areequallyvaluedandtheimageofGod is reflectedthroughthoseofdifferentcultures.

E.Executiveleadership-The seniorpolicy-making positions withinanorganization, includingbutnot limitedtoGeneralMinister andPresident,Regional Minister, President,VicePresident,AssociateGeneral orRegional Minister, ExecutiveDirector,Director andothersfittingtheroleofexecutiveleaders.

F.Externalcandidate–An applicantfora positionwho is notcurrentlyemployed bythe calling entity.

G.HistoricallyUnder Represented Groups–A termthatrefers togroupswhohavebeendeniedaccessand/orsufferedpastinstitutionaldiscrimination.

H.InstitutionalRacism–The ways in whichinstitutionalpoliciesandpractices create disparate outcomesfordifferent racial groupsforthebenefitofwhitepersons.1

I.Internal candidate –An applicantfora positionwho is currentlyemployed bythe calling entity, whois a memberof thegoverningboardfor thatentity, or who is an immediatefamilymemberof anemployee orboardmember.

J.Power-Thecollectiveor individualabilityto be or toact in ways thatfulfill our potential.Itspurpose istobeusedfor good,but it canbeusedtocontrol,dominate,hurtandoppressothers. Misuseofpoweris the keythat locksthesystem ofracism andanysystemofoppression in place.2

K.Pro-Reconciliation/Anti-Racism–The effort to eradicate the sinofracism in the bodyofChrist aspart ofthelargereffortto bereconciled one toanother and allto Jesus Christ as God requires.

L.RacialEthnicPersons–Personsincluding butnotlimitedto:NativeAmericans/FirstNationsPeople,PersonsofAfrican Descent,HispanicAmericans(LatinosandLatinas),andAsianPacificIslanderAmericans.

M.Racism- Raceprejudiceplusthe misuseofpower ofsystemsandinstitutions.Itis acomplexsystemofbeliefsandbehaviorsgrounded in apresumedsuperiorityof thewhite race.

N.Race Prejudice- Anyactionor attitude,conscious or unconscious,thatdemeans or subordinates anindividual or groupbasedonskin color,race, language, or culture. Raceprejudice issin because itservestodividethe bodyofChristanddehumanizes children ofGod.

V.Policy

A.TheGeneralBoard’ssearchprocessis designed todo thefollowing:

1.Ensurethat all applicants are consistentlytreatedwithfairnessandequity;

2.PromotethePro-Reconciliation/Anti-Racism missionpriority ofthechurch;

3.Developleaders to becomepotentialcandidatesfor executivepositions

4.Createsufficientdocumentationandverificationofthechurch’sselection anddecision-making withregard toexecutive calls in orderthatthechurchmightrecognizewhen it is livingintoits goalsconcerningPro-reconciliation/Anti-racismandhighlight areas whereimprovement is still needed.

B.Onceanexecutivesearchprocesshasbeenadopted,deviationsarestronglydiscouraged.Wheneverdeviationsarenecessary, theyshouldbe

2FromCrossroadsAnti-RacismandUCC.org.

discussedwith the ReconciliationMinisterandtheGeneral Minister andPresidentto ensurethattheplanneddeviationcontinuestoupholdtheguidingprinciplesofthisprocessor makesimprovements inaccomplishing its stated goals.Thedeviationsshouldbe documented.

VI.Procedures

A.PreparingtheMinistryandIts GoverningBody

1.Clarifyvision, missionand values.

2.Assessthefinancialsustainabilityof theministry.

3.Using an experienced facilitator, recommended by the Minister of Reconciliation, conduct a formal cultural assessment that includes key stakeholders. selected from a list provided by Reconciliation Ministry, conduct a formal cultural assessment that includes key stakeholders. The following resources in Appendix A are suggested: Cultural Competency Self-Assessment/The Cultural Proficiency Continuum Self-Assessment; Cultural Competency Continuum.

4.Using the experienced facilitator, conduct an anti-racism audit. The following resource in Appendix A is suggested: Institutional Self-Assessment/Anti-Racism Audit Questionnaire.

5.Identify potential barriers or hindrances to the success of the new executive.[BS1]

6.3.Develop anexecutivecompensationpackagethat is equitable.(Executive salaries shouldbe greaterthanthosetheysupervise).

7.4.Thegoverningbodymaycallaninterimexecutive to serveduringthistimeoftransition.

B.Convening the SearchTeam

1.Make-upoftheteam–

a)Oneofthefirst stepsin anexecutive searchprocess is theformationof a searchteam.Giventheimportanceofthetaskathand,thesuccessofthesearchteamwill help secureasuccessfulfuturefor theorganization.Additionally,the searchteamis oftenthefirst andmostmemorableencounteranexecutivewill havewith theorganization. The searchteamisnotonlyresponsibleforevaluatingcandidates,buttheteamhastheadditionalroleofrepresentingtheorganization toprospective candidates.Thesearchteamevaluatesthepotentialfitbetween acandidate andtheorganization,with aneyetoward seeing thecandidate as a successfulcolleague. Itisimportanttochoose a diversegroupofsearchteam members.

b)Therecruitmentprocess for executive leadership positions inthegeneralandregionalexpressionsofthechurch shallbe conductedbyateamofpersonswho reflectthemanymembersofthefamilyofGod.Whiledemographicsofteamsmayvary, it is expectedthatthe teamshall becomposedwith thefollowing goals in mind:

i.Whenpossible,themajorityofthemembers shouldhaveexperienceparticipatingin successful searches. It isimportantto haveteam memberswhohaveparticipated insearchesthathave yieldedresultsthatare in linewith thechurch’s Pro-reconciliation/Anti-Racismgoals.

ii.All team members shouldbefair,open-minded,andfullycommittedtothechurch’sPro-reconciliation/Anti-Racismgoals.

iii.Ideally,everysearch teamshallbefiftypercent (50%)underrepresentedracialethnic persons. Nosingle ethnicgroupshouldmakeupmorethanseventy-fivepercent(75%)oftheteam. Adiverseteamismore likelyto generate adiversecandidate poolandfinalist list

iv.Search Committeesshouldconsistofmenandwomenwithno lessthan25%representationofeither.

v.Team membersshould be knowledgeable intheareaofministryand/orfieldof the identifiedposition.

c)TheTeamChair–

i.Thechairoftheteamischosen bythecalling personorboardand mayhelpappointthemembersoftheteam.

ii.Thechairsets thetonefor theteam, is responsibleforcoordinatingtraining,ifneeded,andholdingthemembersofthe teamaccountable.

iii.Ideally, thechairshouldnotbethecalling person. Thishelpsreducetheundueinfluencethatthechairmighthaveoverthe selection process.

iv.Thechairshouldbesomeonewhohasparticipatedin theintroductoryAnti-racismtraining as recommended byReconciliation Ministry.

v.Thechair or otherdesigneeis theprimarypoint ofcontactfor thecalling individual or board,thesearchteam,andthecandidates.Ultimately, the chairinsuresthatthesearchprocessfollows the approvedprocessandthat it isdocumentedappropriately.

2.ResponsibilitiesofeverymemberoftheSearchTeam

a)Engage in appropriatespiritual practicesrelatedtodiscerningcall.

b)Protecttheconfidentialityofallapplicantsandparticipants intheprocess.

c)Followthe agreedupondecision-makingprocess.

d)Drawupon variousnetwork connectionsin supportofrecruitmentefforts,especiallyin seeking qualifiedhistoricallyunder representedracial ethnicpersons.

e)Participate fullyand consistentlyin allmeetings and deliberations.

f)Give fairconsiderationtoall candidatesandtreatallpersonswithrespect.

g)Concerns thatcannotbe resolvedbydirectly addressing themwiththechairandthecommitteeshouldbeimmediatelyreportedto theGeneral Minister President.If theposition is located intheOfficeofthe GeneralMinisterandPresident,thenthereport wouldbemadetotheModeratoroftheGeneralAssembly.

3.Training oftheSearchTeam

a)GeneralTraining–The chairofthesearchteamis generallyresponsibleforcoordinating anytraining thatisnecessaryforthesearch teamto doitswork. At a minimum,this shouldinclude

reviewing the formalizedexecutive searchprocessandproceduresmanual.

b)Anti-Racism Training–As partof theteam building component,search committeesshouldengageReconciliationMinistry’s 2-hourmodule.Expensesforthis programshouldbeconsidered as partofthesearchcommitteebudget.

4.Decision-making process andcapacityof theSearchTeam

a.Thesearchteamandthecallingindividual orthe responsibleboard shouldestablishadecisionmaking process (majorityvote,consensus,etc.) beforetheteambeginsit work.

b.Whenthesearchteam is expectedtopresentmorethanonefinalist to thecalling individual or to theresponsibleboard,thismustbe communicated tothesearchteam atthebeginning oftheprocess.

c.Thecalling individualor the responsibleboardshould alsoinformtheteamiftheirdecision willrequire asubsequentvotefromtheboard or confirmation bythecalling individual.

C.RecruitmentProcess

1.Thesearchteamshouldprepare a recruitmentplanbefore theinitialjobpostingis made. In additiontoidentifying methodsfordistributingthe jobposting,therecruitmentplanshouldalsohighlightwhat stepswill be taken toactively seekhistorically underrepresented racialethnicpersonsforcandidacy.

2.Decisions shouldbemadebeforethejobposting is madeabouthowinternalandexternalcandidateswill be handled.

3.CurrentmembersofaBoard withgoverningresponsibilityforthe

/callingentity who decidetoapplyfor thepositionshould recusethemselvesfrom allmatters relatedtothesearch.This shouldbedonein consultationwith theboardchairinorder to ensureappropriatelevels ofconfidentiality andtomaintaintheintegrityof theoverallprocess.

D.EvaluationProcess

1.An independentevaluatorwith HR or pertinentfieldexperience shouldbe utilized.

2.Theevaluatingprocess for candidatesshould bedone inawaythat isconsistentfor all candidates.

3.Team members areencouragedtoreviewthe materialsof allinterestedcandidates.Blindindependentevaluatorsare tobeusedtohelp theteam focus itsenergyon thosecandidateswho are qualifiedfor theposition byrankingcandidates as exceeds,meets orbelowexpectations.

E.InterviewProcess

1.All team membersmust be knowledgeableregardingfairhiringpractices andshouldbebriefedinbestpracticesfor conductinganinterview.

2.All interviews shallbeconductedin a mannerthatis equitableforallcandidateswith similarmethodsand circumstances.

3.For finalcandidateinterviews, in-person interviewingis the preferredmethod.Ifthere is a needtodeviatefrom thismethodforoneor morecandidates,thenall candidatesshouldbegiventhesameoptionsfordeviationandshouldbe madeawarethatin-personinterviewing is thepreferredmethod.

4.Once theinterviewprocess is completetheteamshouldcompileadocumentthatallows afaircomparisonof all thecandidatesinterviewed.

F.Call Process

1.There area numberofoptionsforhowthefinalcalldecisioncouldultimatelybe made.Thiswillvarybasedon whetheritrequires a boardvoteor thefinaldecision rests with an individualhiring manager.Thefinal processforhowthe decisionwillultimatelybe madeshouldbedetermined atthe beginningof theprocessandshouldbecommunicated totheSearchTeam attheinitialmeeting.

2.A decisionshouldalsobemadeupfrontabout thewaythe finaldecisionwill be communicatedto all candidates.

VII.Responsibilities

A.All expressionsof theChristian Church (DisciplesofChrist) areaccountable tothewholechurchfor implementingandexercising theprovisionsofanexecutive searchprocessinamannerthatwill producesystemicchangehelpingto dismantletheexistingsystemsand culturesthatperpetuateracism,sexismand otherformsofprivilegedexclusivity.Allchurch organizations are requestedtostudyand reflectonthisprocess, toadopt or incorporate anexecutive searchprocess,andtoreport theactionof theorganizationwithin two yearsfollowing thefinalapproval bytheboard.

B.Generalministries,racial ethnic ministries,andregionsadoptingexecutivesearch processes,whichdifferfrom thisexecutive searchprocess,arerequestedto forward acopyofsuchprocesstotheGeneralBoardviatheOfficeofGeneralMinisterandPresident.Theorganization is requestedtosupplement itsprocesswithwrittencommentsidentifying howtheprocessadoptedbytheorganizationwill bettermeetthe Pro-Reconciliation/Anti-Racismposition ofthechurch.

C.Working with the OGMP, theAdministrativeCommitteeonbehalfoftheGeneralBoardwill conductperiodicassessmentsofexecutivesearchestoensuretheyarefollowingtheexecutive searchprocess. Aspartofthecovenantalaccountabilityto the church,whencallinganewexecutivewhois elected or recognized bytheGeneralBoard,generalandregionalministries shouldprovidea written report totheGeneralBoardregardingtheuseofanexecutive searchprocess.TheGeneral MinisterandPresident shallappropriatelycelebratetothewhole church thoseministries whoadoptandutilize an executive searchprocess.

VIII.Recommendations

A.StrategyforLeadershipDevelopmentandRecruitment–Thereis clearrecognitionoftheconnectionbetweentheGeneralBoard’sDisciplesSearchProcessandtheurgentneedfor trainingandprofessionaldevelopmentfor prospective future leadersthroughoutthechurch.Such astrategyis anecessityfor thesuccessfulrecruitmentandretentionofexecutive leadershipthat is reflectiveofthepeopleof Godwhomwe arecalledtoserve.Whencompleted,thisstrategyand anysubsequentprogramwill be incorporatedasan integralpartof theGeneralBoard’sSearchProcess.Ministriesshouldhave awrittenstrategyforleadershipdevelopmentandrecruitment.

B.SearchTeamDocumentation

1.SearchProcess ChecklistandVerificationDocument

a.Includes alistofboardmembers

b.Notationofvariance ininterviewpractice

2.EvaluationSummaryDocument(attached)

Exhibit A

TheCulturalProficiencyContinuumSelf-Assessment

Readeachofthepointsonthecontinuum,presentedinitalics,andtheindicatorsthatfollow.Placeamarkinthecolumnthatbestmatches yourabilitytodescribehowcultureisregarded.Pleasetreatthisinstrumentasaneedsassessment,notatesttobepassed.Fortheinstrumenttohavevalueforyou,itmustprovideyouwithaprofileofwhatyoualreadyknowandwhatyouhave yettolearn.

TheContinuumforCulturalProficiency

TheContinuumand Indicators / Yes / No / NotSure
CulturalDestructiveness – I candescribe howculturesthatare differentfrom minearenegated,disparaged, or purgedby:
•describinghow systems ofoppression(i.e.,racism,sexism,homophobia)arerepresentedinthehistoryofour country/Church
•describinghow historicaloppression is usuallyinvisiblein ourhistoryand literaturetexts
•describinghowtheinvisibilityof culture inschoolsleads tonon-dominantgroups not beingviewed aslegitimate
•describingone specificexample ofculturaldestructivenessin ourschool/program
CulturalIncapacity– Icandescribe how myculturalvaluesand beliefscan beelevatedand how culturesthataredifferentfrom mine canbe suppressedby:
•describinghow superiorityand inferiorityarerepresented inthehistoryof ourcountry(e.g. theneedfor civilrightsacts,Churchleadershiprepresentation)
•describingdiscriminatorypracticespresent insomeministrysettings
•describinginstancesoflowexpectationsheld bychurchleaders,members
•describingexamplesofsubtlemessagesto peoplethattheyarenotvalued
TheContinuumand Indicators / Yes / No / NotSure
CulturalBlindness–I candescribe how Ican actto notseedifferences amongculturesand tonotrecognizedifferencesby:
•describinghowthemessagesthatpeopleintendto sendare oftennotwhatisheardbyothers
•describingthe valueplacedin thisministry/organizationon pretendingnotto seedifference
•describinghow literatureandresources do notincludethe meaningfulrepresentation of non-dominantgroups
•describinghow we useexpressionssuchas‘youneedtoworka littleharder’and‘don’tbe sosensitive’todismisspeople’sstruggles.
CulturalPre-competence– I candescribe how mylack ofknowledge,experience,andunderstandingofothercultureslimits myabilitytointeractwithpeoplewhoseculturesaredifferentfrom mineby:
•givingexamples ofthefrustration of knowingthatcurrent practicesarenoteffective and notknowingwhatto do
•describinginstancesofjumpingto easysolutionsthathave no sustainingeffect
•describingtheneededparadigmshiftthatoccurswhenmovingfromtalkingaboutothersas beingthe problemto listeningand discussinghow wechangeourpracticesto meettheneedsofpeoplefromotherculturalgroups
•describingthe movementat thispointinthecontinuumas representingatippingpoint
CulturalCompetence–Ican describe myuse of theessentialelementsas standardsforadaptingmybehaviorby:
•describinghowIamaware of theimpactmyculturehason others
•describinghow valuingdiversityisdifferentfromtolerance
•describinghowone adaptstodiversityinorderto beeffective
•describinghowone usestheessentialelementstoleveragechange,personally, and organizationally
TheContinuumand Indicators / Yes / No / NotSure
CulturalProficiency–I candescribe my effectiveexperiencesin a varietyofculturalsettingsby:
•describinghow learningaboutculturesis alife-longprocess
•describingexamplesofadvocacyas a moralconstruct
•describingexamplesofesteemingthe culturesofothers
•describinghowonelearnsaboutthe culturesofothers,includingorganizational cultures

Score Sheet

Thereis no scoresheet in the traditionalsense. The purpose of the exerciseis foryou to havetheopportunityto reflect onwhatyou know and valuepriorto coachingothers. Please accept ourinvitation to reflect on the marksandcommentsyouentered into the Yes,No, and Not Surecolumns.

SupportingEducatorstoCreateEquitableSchools. assessment/

Cultural Competence Continuum

CulturalDestructiveness / CulturalIncapacity / CulturalBlindness / Cultural
Pre-Competence / Cultural Competence / CulturalProficiency
Disregardscross-culturalawareness,knowledge, behavior,skillsinstaffingpattern, serviceprovision,program design, etc. / Doesnotacceptmultipleperspectives as valid;thereisone“right”or“best “way / Disregardsdiversereligious/culturalpracticeswhen schedulinghoursofoperation / Exhibitsemergingvisualrepresentationofallethnicities,genders,etc,asactiveandvaluedcommunity members / Providesregularstafftraininginculturalcompetenceanditsrelationshipstoserviceprovision / Providesservicesinlanguagesthatmeettheneedsofpopulationsserved(consumers)
Createsadvertisingthatperpetuatesstereotypes(e.g.womenasdepressed,substanceabusersasblackmales) / Speaks on behalf of vs. supportingspecialpopulations in effortstospeakforthemselves / Plansandimplementsspecialeventsassuming ashared value(e.g.
ChristmasParty) / RecognizesthatitisNOTconnectedwithneighborhoodsandcoalitionsthatpromotevariousgroups,seekstocorrectsituation / Ensurethatallwrittenandvisualmaterialisrespectful,inmultiplelanguages an Braille,withemphasisonthevalueofdifference / Takesproactivestanceontheadvancementofcultural competencewithinthecommunity
Createscriteriathatexclude orcreateartificialbarriers,orjobrequirementsthathavenothingtodowithperformanceability / Seesdiversity asmeetingquotas / Doesnotrecognizeorcompensateforspecializedskillsoractively objectstocompensationforspecializedskills / Solicitsdiversityfeedbackfromallstaffatalllevelsona regularbasis / Implementsculturallycompetentplansandevaluatesperiodicallyforeffectiveness / Providesmodelingandtrainingtootherorganizations on diversity
Refusestoselectandrecruitbilingualstaff / Downplaysneedtohiretranslatorsandtranslatepaperwork / Requiresallsessionstobeconducted in Englishregardlessofindividualorfamily’sneeds / Recognizesorganization’shigh dropoutrateofminorityparticipantsandseeks change. / Has balancedbilingualstaff/customerratioandprovidessupporttostafffor“other”languagesandskills / Providesmentoringprogramandpaidstipends
ProvidespaperworkinEnglishonly / Putsdown familyvalues / Isrigidaboutfollowingpaperworkrequirements / Recognizesthatpaperworkandbureaucracy are drivingindividualsandfamiliesaway / Establishescommitteetorevisepaperwork,programliterature,etc.,forbilingualcustomers / Streamlinespaperworkandensuresthatallmaterialis in multiplelanguages
Doesnotrecognizetheimportanceoffamily participation / UsesprimarilyAnglo-orientedmethodsoftreatmenttoorigidtoconsider newmethodsfordifferentcultures / Ignoresthestrengthofthefamilyunit / Recognizesthelackoftrainingforstaffandiswilling t implement aculturally appropriatetrainingprogram / Screensforculturallyoffensivematerialanddeletesfromwrittenandspoken communication / Offersphonelineservicesinmultiplelanguages
Refusestobesensitivetodifferentcultures / Lackstraining to providespecialservicestominorities / Recognizesstaffhaveculturallimitationsandencouragestraining / Takesresponsibilityforbringingfamilyintothetrainingcircle / Valuesfamiliesandtheirculturesandcommitstoeducatingfamily onissuescriticaltotreatmentsuccess
Includesculturalissuesintrainingplan / Displayssensitivitytoculturalissuesandprovideseducationtotheirorganizations

AdaptedbySharonGloverwithpermissionfromBuildingBridges:ToolsforDevelopinganOrganization’sCulturalCompetence;DevelopedbyLaFrontera,Inc;FundedbyUSOfficeofMinorityHealth

InstitutionalSelf-Assessment

Thestatementslistedbelowareintendedto assistmembersofa specificreligiousorganization,inthiscasetheDivisionofHomelandMinistries,throughaself-assessmentprocessrelatedtoinstitutionalracism.Foreachitembelowpleaseratetheiteminregardtothewayinwhichtheministryasanorganizationrateonascaleon1(veryintentional)through5(notintentionalatall).Thistoolisintendedtoassistorganizationsindefiningareasforfurtherworkandaction,andit assumesthat the eradication of institutionalracism is anongoingand lifelongprocess.

Respondtothe followingstatements aboutyour organization on a scale between 1 to 5;1beingveryintentionaland 5 beingnot intentional atall.There are five areasto beexamined.

1.PROGRAM ANDRESOURCEDEVELOPMENTPROCESS

a.Are decisionsmade in secret tominimize conflict withoutan openprocess?1 (very intentional) 2 3 4 5 (not intentional atall)

b.Are there a common agreed-uponpoliciesand practices for racialinclusiveness?1 (veryintentional) 2 3 4 5 (not intentionalatall)

c.How would you rate the evaluation ofthese specific policies andpractices?1 (very intentional) 2 3 4 5 (not intentional atall)

d.Is there prioritygiven to issues andprograms ofpersonsofcolor?

1 (veryintentional)2345 (not intentional atall)

2.BUDGETANDRESOURCESALLOCATION PROCESS

a.Doesthe budget allocationprocessreflect a desire toempower persons ofcolor?

1 (veryintentional)2345 (not intentionalatall)

b.Is there intentionality to offer programs and projectsthe deal with the root causes ofinstitutionalracism?

1 (veryintentional)2345 (not intentionalatall)

c.Are there effort tomake fundingallocationsspecific toracialinclusionor part oftheorganizationalprogram budget?

1 (veryintentional)2345 (not intentionalatall)

d.Are the funding allocations for programs ofracial inclusioncommunicatedto allstaff?

1 (veryintentional)2345 (not intentional atall)

3.PERSONNELPOLICIES/PRACTICES

a.Is there a defined and implemented racial inclusionplanforyour organization?1 (veryintentional) 2 3 4 5 (not intentional atall)

b.Is accesstoemployment and promotionalopportunitiesintentionallyequitableforofpeople ofall ethnicities?