2019 Diversity Committee Policy

Statement of Purpose

Duties and Responsibilities

Membership

Communication & Meetings

Facilitator/VP Responsibilities

Member Responsibilities

Policy Change and Review

Budget

Tracking

Statement of Purpose

The purpose of the Diversity Committee is to confront, dismantle and raise awareness about interpersonal discrimination and organizational oppression based on social identity within the coops. The Diversity Committee works cooperatively with staff members, committees, teams, officers and other entities to educate the ICC community on social justice issues and social identity diversity. The overall mission of the Diversity Committee is to empower marginalized house members, improve their general quality of life in the co-ops, foster allyship, celebrate marginalized identities, and uphold ICC expectations of respect, accountability, and acceptance.

The Diversity Committee recognizes that the humanity and integrity of all peoples and individuals are to be respected, and that all members (present and future) are enabled and capable of contributing to the Inter-Cooperative Council. Oppression toward target social identities is widespread and is antithetical to the values and mission of the ICC and the wider cooperative movement.

Oppression manifests and perpetuates in many forms, whether intentionally or not, within organizational policies, rules and physical barriers, as well as, member social norms, house-level expectations and other events.

Duties and Responsibilities

  1. Member Recruitment and  Retention
  1. Host an annual community outreach event that take an intersectional approach to tackling institutional ‘-isms’ (SR 4.4.3.A.2) and that focus on the inclusion and celebration of certain marginalized identities.
  1. Collaborate with the Marketing and Recruitment Committee to ensure that retention and recruitment activities promote diversity, inclusion, and equity in the ICC (SR 4.4.3.D)
  1. Collaborate with other committees and teams in the ICC to positively impact the inclusiveness of house cultures.
  1. Continually work to ensure that policies and decision-making in the ICC are fair, equitable and inclusive of present and future members, both in theory and in practice.
  1. Collaborate to evaluate equity of organizational processes (e.g. scholarship applications) to make them more effective and efficient (SR 4.4.3.B)
  2. Draft Emergency House Operations Training for new members of EHOT that provides a respectful and intersectional approach to the kinds of issues and conflicts that the Team might be asked to review. Directly contribute to ICC training policies as it relates to positions of authority that may involve sensitive issues such as officers in houses, and the people that are involved in EHOT. (SR 4.4.3.A.1)
  1. Provide anti-oppression work and sensitivity training with the ICC staff, committees, teams, central leadership, BoD, and house officers as well as with members:
  1. Aim to promote open, candid and relevant discussions regarding diversity issues through various mediums.
  2. Contribute to the staff hiring process to ensure that candidates will contribute to the mission of diversity and equality within the ICC (SR 4.4.3.)
  1. Explore educational activities and events that serve to challenge power, unrecognized privilege and oppression in the ICC.
  1. Organize and conduct Cooperative Leadership Training (see SR 4.5.3.4 C). This section is developed in collaboration with the Education Committee which coordinates all trainings, makeups, and fines. See the EdCom Policy for further questions.
  1. The purpose of Cooperative Leadership Training is to equip new Officers with the skills and resources to create and foster a safe and inclusive space for all ICC members. Cooperative Leadership Training is planned by the Diversity Committee, with assistance and input from the Education Committee, the Dispute Assistance and Resolution team (DART), along with the Member Services Department.
  2. Content
  1. Communication & Conflict
  2. Power, Privilege and Oppression
  3. Mental Health
  4. Bystander Intervention
  1. Attendance
  1. All New House Officers (as specified below) are required to attend CLT in their first term serving as a house officer. (SR 4.5.3.4)
  2. The following officers are required to attend CLT as of 12/3/18: House President, Food Steward, Kitchen Manager, Social Chair, Treasurer, Work Manager. Other positions are strongly encouraged to attend.
  1. Maintenance Managers are required to attend separate regular training managed and tracked by the Maintenance Department.
  2. If a house has no New Officers, the house is required to send a minimum of 2 house members to CLT - exceptions below.
  1. If King House has no new officers, the house is required to send a minimum of 1 house members to CLT.
  2. The smaller houses, including Ruths’ and Osterweil, are permitted to send one member if they have no new officers.
  1. Houses that fail to send the required members will be fined $100 dollars.
  1. New Chairs of DART and CHR are required to attend during their first term as a Chair (if they have not attended in the last two years).
  2. New members of DART and CHR are strongly encouraged to attend.
  1. Generate and evaluate the bi-annual Membership Survey in odd fiscal years with the Marketing and Recruitment Committee.
  1. Responsibility for creating questions that are conducive to furthering the goals of the ICC and that solve financial, ethical, and community problems (SR 4.4.3).
  2. Collect data identifying major groups of people that occupy the ICC, and use this data to assist underprivileged groups living in the ICC.
  1. Research applicant and member financial resources in light of housing and related costs by 2022 and committing to a system of updating this research annually by 2023.
  2. Research socioeconomic and financial status of members via the membership survey.
  1. Monitor and implement the Strategic Plan to proactively address diversity concerns while ensuring that Annual Objectives continually remain in line with members’ needs.
  1. Assess the standing rules for equity and inclusion among members and propose changes to the standing rules that fall short of this or draft additions to meet those requirements. (SR 4.4.3.B)
  1. For example, expanding upon SR 12.10 to help our members with disabilities that may find it hard to engage with staff to request an accommodation.
  1. Appropriately integrate the Strategic Plan with the Annual Objectives when possible to make sure that yearly goals are being met. (SR 4.4.3.C)

Membership

  1. Per SR 4.1.2, the Diversity Committee (DivCom) will consist of the VP for Diversity, at least one member of the Board of Directors, appointed by the ICC Coordinating Committee (CoCo), and one Staff Advisor appointed by the ICC General Manager.  In addition, ICC members who are part of the Member Assistance Program may be assigned to DivCom through the application and hiring process, with all assignments approved by CoCo.  Members who have an interest in DivCom activities who are not part of the Member Assistance Program are also encouraged to attend.
  2. In addition, SR 4.4.2 states, “In addition to the standard membership structure specified in 4.1.2, it is encouraged that members with traditionally underrepresented social identities and/or members actively involved with campus diversity organizations especially consider joining and sharing their perspectives.”

Communication & Meetings

  1. In the absence of extenuating circumstances or holidays, meetings are to be held regularly, generally weekly for an hour or biweekly for two hours.  The agenda is compiled by the VP for Diversity prior to the meeting, and meetings are facilitated by the VP for Diversity or their delegate.  Meeting times are set by the VP for Diversity and every attempt should be made to accommodate the schedules of the other members of the committee.
  2. Decision Making: Decisions are made by Kwunsensus.  Board of Directors representatives, Member Assistance Program participants, the Vice President for Diversity, Staff Advisors, and general ICC members are full participants in this process.
  3. Spring/Summer - DivEd: It is a more effective use of time and resources for Divcom and Edcom to work together as a team during the spring/summer term. From time to time they may break off into their own groups.
  1. To continue brainstorming and enacting Annual Objectives (AO) that fall under both DIversity and Education.
  2. Both Div and Ed VP’s present at meetings
  3. Meetings consisting of a combination of Education Committee and Diversity Committee goals and agendas--- compromise

Facilitator/VP Responsibilities

  1. The VP is responsible for leading the committee by organizing the goals of Diversity committee into regular meetings lasting between one to two hours. This might be weekly or biweekly meetings. In addition to leading the committee meetings, the VP will also present an agenda 24 hours in advance of the meeting.
  2. The VP is expected to collaborate with their staff advisor.
  3. Receive bi-weekly updates from Coopers for Healthy Relationships (SR 4.13.2)
  4. The VP is responsible for making sure that minutes are taken during meetings. They may choose to delegate this.
  5. Tracking to-do’s and accomplishments is the responsibility of the VP, and they can use the method that works for them best. Noting to-dos may be delegated to a member during meetings.

Member Responsibilities

  1. Members are expected to come to regular meetings for DivCom. This might be weekly or biweekly meetings. Members must be present and have their assignments (to-do’s) done before every meeting.
  2. Members may be requested to record minutes of discussion as well as to-dos or other meeting roles: keep time, vibes watch, rotate facilitation, and so forth.
  1. Guide for Taking Meeting Minutes
  1. Members are expected to attend and participate in activities and events hosted by the committee.

Policy Change and Review

  1. Changes to the Standing Rules can be made using the Proposal Writing Checklist & Sample
  2. Changes to the DivCom policy will be reviewed by the committee at least once per year and any decisions about proposed edits will follow the decision making process above.

Budget

  1. For current budget information, look at the Fiscal Year budget spreadsheet and scroll down to committees.
  2. The Member Services Department or Staff Advisor and the VP for Diversity are responsible for managing the budget within the guidelines of the Standing Rules.

Tracking

Previous policy approved by DivCom 2014

Drafted 1/27/19; Approved by DivCom 4/15/19

Reviewed by Staff, 6/25/19

Reviewed by the DivEd Committee, 6/26/19