Access EquityPolicy SAMPLE ACWAProject

Header: [Insert Organisation Name/Logo]
Access & Equity Policy

[Insert Document Identification Code]
Document Scope
Board of Management
All employees
Approved by
Board of Management
Approval date
[Insert date of document approval]
Version
[insert document Version number]
This sample policy is a guide only designed to give ideas on breadth of content and
structure of an access & equity policy. It is recommended that all agencies develop
their own access and equity policy in consultation with their teams and tailored to
their own services, target groups and challenges.
1.
Purpose
This document will outline [insert organisation name]s commitment and to access
and equity, both in terms of service provision and internal organisation processes,
and provide a framework for its implementation throughout [insert organisation
name].
Sample
[insert organisation name] is committed to meeting the ethical and legal obligations
enshrined in various state and federal legislation whose purpose is to eliminate all
forms of discrimination and inequity in employment and provision of goods and
services.
This policy aims to reflect, promote and support the principles of diversity as outlined
in the NSW and national guiding documents which are referred to below.
2.
Background
2.1
Cultural Diversity
In 1985 the Federal Government developed the Access and Equity Policy in an effort
to improve provision of services to people from non English speaking backgrounds.
In 1989 this Policy was extended to include Aboriginal and Torres Strait Islander
people and all groups who faced barriers to services due to race, religion, language
or culture.
In 1993 the NSW Government developed the NSW Charter of Principles for a
Culturally Diverse Society as a guide to all government activity. The Charter
Access & Equity Policy (Doc. No XXX).
Page 1 of 12

embraced the cultural and linguistic diversity of NSW as a valuable resource. Later,
the federal government developed the Charter of Public Service in a Culturally
Diverse Society. This Charter is a nationally agreed framework which places
emphasis on building cultural diversity into the strategic planning, policy
development, budgeting and reporting processes of government, non government
agencies and the business sector. The foundation principles outlined in the Charter
are summarised here:
Access services are available to everyone who is entitled to them and should be
free of any form of discrimination.
Equity services should be developed and delivered on the basis of fair treatment
of anyone eligible to receive them.
Communication agencies should inform eligible clients of services, their
entitlements to them and how to access them. Agencies should also consult
regularly about the adequacy, design and standard of services.
Responsiveness services should be sensitive to the particular needs of clients
from diverse cultural and linguistic backgrounds and to be as responsive to them as
possible.
Effectiveness services should be results oriented and focussed on meeting the
needs of clients from all backgrounds.
Sample
Efficiency services should optimise the use of their resources through a user
responsive approach to service delivery.
Accountability agencies should have reporting mechanisms in place which
ensures they are accountable for implementing access and equity objectives for
clients.
In mid 2011 Multicultural Mental Health Australia released a new National Cultural
Competency Tool for Mental Health. This resource contains a set of National
Cultural Competency Standards and includes practical aids and strategies to assist
agencies enhance their cultural competency. The Tool was developed in recognition
that mental health services needed to respond better to the growing cultural and
social diversity within Australia. It is aligned with the National Standards for Mental
Health Services and is supported by state and territory Mental Health Directorates.
2.2
Disability
The first piece of Australian legislation addressing the needs of those with a disability
was the Invalid Pension in 1908. Momentum to address the needs of those with
disabilities has steadily increased since then, and now the main piece of federal
legislation addressing disability is the Disability Discrimination Act which was passed
in 1992. The DDA is primarily aimed at eliminating discrimination against people
with disabilities in employment, education, access to premises and access to goods,
services and facilities as well ensuring equality before the law; and promoting
acceptance within the community of the fundamental rights of people with
disabilities.
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In 1993 the NSW government enacted the Disability Services Act. The key purpose
of this legislation is to ensure that there are services available to enable people with
disabilities to achieve their maximum potential in the community. And that those
services help integrate people with disabilities in the community to further their
independence, provide employment opportunities, and increase self-esteem.
Also in 1993 the National Disability Services Standards were adopted after wide
consultation with government and consumer representatives. There are 12
standards designed to ensure that disability employment services provide good
quality service to people with a disability.
Later in 2006, on an international level, the United Nations adopted The Convention
on the Rights of Persons with Disabilities. The purpose of the Convention is to
promote, protect and ensure the full and equal enjoyment of all human rights and
fundamental freedoms for all people with disability, and to promote respect for their
inherent dignity. The Convention does not create any new rights or entitlements, but
expresses the existing rights in a way that is relevant to the needs of people with
disabilities. Australia ratified the Convention in July 2008 and by doing so, agreed
to develop and implement policies, laws and administrative measures for securing
the rights of people with a disability; and to abolish laws, customs and practices
which are discriminatory. (Source: Website: Attorney-General's Department, Department of Families, Housing,
Community Services and Indigenous Affairs)
In 2009 all States and Territories signed up to a new National Disability Agreement.
Under this agreement there will be the development of a National Quality Framework
for disability services in Australia. Under the NQF the National Standards for
Disability Services will also be reviewed. This review is intended to address gaps
and where appropriate, introduce generic or common quality requirements across
the country.
Sample
2.3
Children and Young People
[insert organisation name] recognises that children and young people, as a group,
are at a disadvantage in society in terms of their ability to affect their own life. This
disadvantage is based on their age (developmental capacity) and being afforded
relatively little power and resources to influence forces and decisions that impact on
their life. Further disadvantage can be borne through lower socio-economic status,
isolation, race, culture, gender, disability, sexual preference, language and other
family circumstances.
3.
Definitions
Access Barrier refers to a situation or characteristic within an agency that limits or

restricts a persons access to their service. The barrier may be in form of policy,
practice, staffing, structure, physical space, attitude, organisational culture and so
on.
Access & Equity is about removing the barriers to access, increasing supports to
enable participation and opening up opportunities for all.
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Culture has no single definition, but can be described as: The totality of socially
transmitted behaviour patterns, arts, beliefs, institutions, and all other products of
human work and thought. Also, the predominant attitudes and behaviours that
characterise the functioning of a group or organisation. (www.thefreedictionary.com/culture)
Direct Discrimination is when a person is treated less favourably than another in
the same or similar circumstances eg denying access to a service because of a
clients sexuality.
Disability is conceptualised as being a multidimensional experience for the person
involved. There may be effects on organs or body parts and there may be effects on
a person's participation in areas of life. Correspondingly, three dimensions of
disability are recognised: body structure and function (impairment), activity
(restrictions), and participation (restrictions). The classification also recognises the
role of physical and social environmental factors in affecting disability outcomes. In
1998 the ABS defined disability as any person with a limitation, restriction or
impairment which has lasted, or is likely to last, for at least six months and restricts
everyday activities. (Parliamentary Library @ www.aph.gov.au/library/intguide/sp/disability.htm)
Discrimination under federal and state legislation occurs unlawfully when someone,
or a group of people, is treated less favourably because of their race, colour, national
or ethnic origin, sex, sexuality, marital status, race, age, disability, transgender
status, carer responsibilities (employment only), pregnancy or breastfeeding, trade
union activity or some other characteristic. Such discrimination is unlawful when it
occurs in employment, state education, provision of goods and services,
accommodation, and in registered clubs.
Sample
Diversity is recognising and valuing individual differences. Embracing diversity has

the potential to broaden perspectives, challenge conventional approaches and
stimulate creativity and innovation.
Equal Opportunity is about ensuring that people have an equal start and are not
discriminated against or treated unfairly on the basis of difference.
Equity is about ensuring that all people have the supports they need to access,
participate and achieve to the same level. For some groups this will require
additional supports to be in place to ensure they can have equal opportunity. Equity
therefore, through fair treatment of all, does not necessarily mean same treatment of
all.
Indirect Discrimination is treatment, that may appear to be fair or neutral on the
surface, but that has an unequal effect or impact on a particular group of people eg
if participation in a program requires high literacy to complete the registration form,
then those with low literacy will be discriminated against; or work schedules/rosters
that do not cater for religious observances.
Multiculturalism is the doctrine that several different cultures (rather than one
national culture) can coexist peacefully and equitably in a single country.
(www.thefreedictionary.com/culture)
Page 4 of 12

Participation Barrier refers to a situation or factor that makes it difficult for a
person or group of people to participate in a program/service. For example, a
participation barrier for young people may be lack of transport, isolation, lack of
parental consent, lack of disposable income. See also Access Barrier.
Unjustifiable Hardship refers to major difficulties or unreasonable costs that an
organisation would incur by making adjustments to improve access to services or
employment. If making workplace adjustments would cause hardship it is up the
employer to show that they are unjustified.
Workplace Adjustments are changes to the workplace that an employer is obliged
to make for a person with a disability if that person is deemed the most suitable for
the position, and where the adjustments will not cause unjustifiable hardship to the
organisation.
4.
Responsibilities
4.1
A Whole of Organisation Commitment
The principles of access and equity will run through all facets of [insert organisation
name] from recruitment to the Board of Management to all operations across the
organisation.
4.2
Responsibilities
[insert organisation name] is committed to acting and operating in accordance with
the national Charter of Public Service in a Culturally Diverse Society.
Sample
[Insert organisation name] will uphold its legal, moral and ethical responsibilities
toward access and equity in the following areas: (Recommend that agencies
workshop their commitments with Board of Management and all staff. Use the
following points as a guide and modify as appropriate to your service.)
It is the responsibility of all employees (paid and voluntary) to:
Apply the principles of access and equity in the way they do their job.
Bring access and participation barriers, and ideas for solution, to the attention
of management.
Share positive/successful strategies with colleagues and supervisors.
Speak out and be pro-active about addressing discrimination in the
workplace.
More specifically,
The Board of Management is legally responsible for making sure [insert
organisation name] adheres to anti-discrimination legislation. Where obligations and
specific functions are delegated to the Service Manager/Executive Officer, the
Service Manager/Executive Officer shares some of the liability.
Page 5 of 12

Managers are responsible for ensuring that unlawful discrimination does not occur
in any aspect of service delivery or employment; and also that employees are
protected against discrimination from colleagues and clients. Further, managers will
take action against employees found to be discriminating as well as take action for
or on behalf of, employees who are the subject of discrimination or harassment.
Employees are responsible for adhering to this policy and its implementation within
the context of their role.
5.
Planning for improved access
5.1
Planning Processes
Improving access and equity is a fundamental goal through all aspects of service
delivery. It is not achieved through additional or add-on separate services or
projects.
The strategic and business planning processes will identify priority areas for
improving access and equity.
The Board of Management is responsible for the strategic planning process and the
setting of overarching priorities, including those concerned with access and equity.
The Service Manager/Executive Officer is responsible for business planning and
budgets designed to achieve the strategic direction.
Sample
[insert organisation name] will:
Incorporate access and equity goals and strategies into strategic and
business planning; and the key performance indicators will be identified and
reported against.
Include community consultation in its strategic planning processes. See

[insert name of your organisations planning policy].
Plan for, monitor, review and report on strategies to improve access and
equity so that [insert organisation name]s services are available to all young
people/children/families eligible to receive them.
Address, wherever possible and practicable, the special needs of

disadvantaged groups within our client group/s.
From time to time [insert organisation name] may consider it necessary to develop a
program to meet the specific needs of a particular group. As per Section 126A of the
Anti Discrimination Act, [insert organisation name] may apply to the ADB for an
exemption where the program is designed to increase access by the group that
usually or typically suffers discrimination and barriers to access. [insert organisation
name]s priority, however, is to make all its programs accessible to all eligible client
groups.
5.2
Data Collection
Page 6 of 12

The Service Manager/Executive Officer is responsible for ensuring that sufficient
data on clients and service usage is collected to enable:
detailed service usage analysis who is participating in what, when.
detailed understanding of the client base; including, for example: age, sex,
employment, education level, living arrangements, language, culture/ethnicity.
being kept informed of our client group, their needs, and how well we are
servicing them.
identification of existing and potential barriers clients may face in accessing

and participating our programs/services and what strategies may help to
overcome them.
A variety of methods may be used in data collection such as:
background information and needs identification through intake/assessment.
demographic information through intake process and program registration.
client feedback forms/surveys (formal and informal).
client participation rates.
logging front desk enquiries.
referral in and out data.
Sample
5.3
Community Profiling
[insert organisation name] will stay informed about the current and emerging profile
of the community in which we provide services in order to assist in identifying gaps
in our current client groups in relation to the population that is eligible to receive our
services.
The Service Manager/Executive Officer is responsible for ensuring adequate
community profiling prior to strategic planning processes.
5.4
Identifying Gaps and Access Barriers
[insert organisation name] is a service established to provide (specify) services to
(insert client group/s).
We recognise that within this client group/s there may be multiple barriers to our
services for people in certain groups such as (modify as appropriate):
older/younger people
people with limited access to transport
minority religious groups
people with a disability
gay, lesbian and transgender people
people from culturally and linguistically diverse backgrounds
Page 7 of 12
men/women/girls/boys
people in financial hardship
To inform the strategic planning processes [insert organisation name] will undertake
a gap analysis in order to identify any minority groups within our broad target group
that are not currently accessing our services; and further, that effort will be made to
identify the reasons or barriers that those group/s face, and then address them.
5.5
Budgets
While additional resources can assist in improving equal employment opportunity as
well as access and equity for clients; our commitment to access and equity is not
dependent upon on additional funding or resources.
[insert organisation name] will undertake all practicable and reasonable measures to
improve accessibility of our services and is committed to redistribution of existing
resources (funding/staff/consumables) according to greatest need.
Budget allocation may be for, but is not limited to, for example (adapt to your service
specifications):
interpreter services
installation of ramps / handrails
installation of accessible bathrooms
child minding / child friendly spaces
provision of after hours services
provision of outreach services
provision of literature / brochures, etc in relevant languages
services identified for and tailored to specific minority groups
Sample
The Service Manager/Executive Officer is responsible for ensuring preparation of

budgets that reflect the business and strategic direction of the organisation, including
strategies to improve access and equity.
5.6
Reporting
[insert organisation name] will report on progress in improving access and equity
through the following mechanisms:
Report
Annual Report
Annual funding/service reports
Program/project reports
6.
Responsibility (modify as appropriate)

Board of Management
Service Manager/Executive Officer
Program Coordinator/Team Leader
Networking and developing community links
Page 8 of 12

[insert organisation name] recognises that maintaining connections with other
community organisations will help ensure programs and services remain responsive
to community needs.
Community links will be maintained through networking with a broad range of local
community organisations and groups, working in partnership where appropriate and
by developing referral pathways.
[insert organisation name] supports employees at all levels within the organisation
attending meetings and events relevant to their position for the purpose of
developing new, and strengthening existing, links with a range of groups within the
community.
The Service Manager/Executive Officer is responsible for ensuring that all
employees have capacity within their roster/workload to participate in relevant
networking/interagency events.
7.
Documentation and Communication
Promote services in a way that is welcoming, friendly and easily

understandable to all visitors and eligible clients.
Develop strategies to consult and seek feedback from clients about how to
better provide services to meet their needs and improve access.
Sample
Provide service brochures and information in plain English.
Provide a service brochures and information in a range of languages that

reflects our target/client group and the community in which we operate.
Provide service information through the ethnic media and other community
service and cultural outlets.
Provide disability appropriate information as required by our target/client

group and the community in which we operate.
8.
Develop all documents for internal/staff use in plain English.

Advertise and promote our Charter of Client Rights and Responsibilities /
Client Code of Conduct (modify titles to be consistent with equivalent policies in
your organisation).
Employment and Workforce Development
[insert organisation name] encourages the development of a workforce that

represents and reflects the cultural values and diversity of our target/client group.
We recognise that such a workforce can foster a creative and resilient organisation
that knows and responds to its community.
Page 9 of 12

[insert organisation name] will employ a range of strategies to promote equal
opportunity through the following mechanisms.
8.1
Recruitment
Advertise vacant positions in a variety of media including in specialised

community media / notice boards.
Review position descriptions and remove unnecessarily prescriptive selection

criteria.
Encourage applications from diverse ethnic groups and sexes who are
typically under-represented in the field.
Ensure diversity on recruitment selection panels, including representatives

from external organisations and client/target groups.
Where a person with a disability is deemed the best person for the job then
[insert organisation name] will make reasonable workplace adjustments to
make it possible for that candidate to perform the duties of the role. (See
Disability Discrimination Act 1992.)
As per exemptions allowed under the Anti Discrimination Act, [insert

organisation name] may from time to time deem it necessary to advertise a
position for one sex only, or for a particular race or ethnic background, or
particular age group, where it is deemed an essential requirement of the job.
Sample
8.2
Employment Conditions
Ensure that all staff have equitable access to equipment, office

accommodation, staff training.
Maintain equal opportunity in all aspects of employment including:

promotions, wages, benefits, and all other privileges, terms and conditions of
employment including redundancies, retrenchments and terminations.
8.3
Professional Development
[insert organisation name] will include training in its professional development
calendar for Board of Management and all employees that covers (modify as
appropriate):
Access and Equity
Implementation of this access and equity policy
Cultural awareness and cross cultural communication
Disability awareness and communication
Client assessment and referral mechanisms
other
Page 10 of 12

As well as covering core principles all training will be skills based and tailored to
address the specific goals, needs and challenges within [insert organisation name]
at that time.
8.4
Valuing the Whole Team
[insert organisation name] recognises that its employees have diverse backgrounds
and knowledge and may have many skills and talents additional to those specifically
required for their position.
The Service Manager/HR Manager is responsible for drawing on the skills and
abilities of all employees and valuing those employees through:
Undertaking and maintaining a qualifications, skills and special interest audit

of all employees;
Supporting and encouraging bi-lingual staff to maintain and extend their

language skills;
Supporting, encouraging and developing a system of internal referral whereby

enquiries from people who need language support or have specialised needs
can be referred to the most appropriate staff member;
Developing and encouraging the internal use of systems to facilitate

knowledge sharing and consultation between staff;
Drawing upon the expert knowledge of staff in the development and delivery
of staff training and in-services.
Sample
8.5
Policy & Procedure
The Service Manager/Executive Officer is responsible for ensuring:
That all employees have ready knowledge of, and training in, all policies and
procedures required for them to perform their roles and participate fully in
agency activities.
That all employees have ready access to current information relating to

human resources policies and practices, rights and obligations, including
award/industrial instrument information.
That policies and procedures are monitored, reviewed and rolled out with a
view to identifying and addressing access barriers.
Maintenance and implementation of comprehensive complaints and

grievance policies and procedures.
9.
Supporting Documents
National Cultural Competency tool for Mental Health Services.

http://www.dhi.gov.au/Multicultural-Mental-Health-Australia/home/default.aspx
National Standards for disability Services.

http://www.fahcsia.gov.au/sa/disability/standards/Pages/policy-nsds1993.aspx
Charter of Public Service in a Culturally Diverse Society

http://www.immi.gov.au/media/publications/multicultural/nmac/append_g.htm
Page 11 of 12

Access & Equity Checklist Form (Doc. No XXX) ACWA Sample
OH&S Policy Framework (Doc. No XXX) ACWA Sample
Your organisations:
Code of Conduct & Behaviour
Planning Policy
Complaints Policy & Procedure
Grievance Policy & Procedure
Other HR Policies and Procedures
Professional Code of Ethics
Charter of Client Rights/Responsibilities
Award/Industrial Instrument
10. Relevant Legislation

10.1 Federal
Racial Discrimination Act 1975 & 1982
Sex Discrimination Act 1984
Human Rights and Equal Opportunity Act 1986
Disability Discrimination Act 1992
Age Discrimination Act 2004
10.2 NSW
Anti Discrimination Act 1977 and amendments
Disability Services Act 1993
Occupational Health & Safety Act 2000
Sample
11. Document Control Details

Document Name
Document Author
Delegated Authority
Date of Authorisation
Signature
Date of Review
Replaces
Access & Equity Policy ACWA Sample

[Position title]
[Position that authorised the document]
[Date, Month, Year]
[electronic or actual signature of
Delegated Authority
[x yrs after authorisation date]
[Document Version this one replaces]
Page 12 of 12

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