Diversity, Equity, and Inclusion Starts with the Board of Directors
When boards of directors are functioning properly – ethically and legally – regardless of whether the organization is in a start-up phase or is more mature, their primarily responsibility is to ensure the effectiveness of the organization, which must, above all else, begin with exerting their responsibilities to create an organization that prioritizes, supports, and invests in diversity, equity, and inclusion (DEI).
Unfortunately a lot of people think of non-profit boards as nothing more than figureheads – as necessary but ultimately impotent. Nothing could be farther from the truth. Not only do boards hold the ultimate responsibility for organizational effectiveness which encompasses all strategic, legal, financial, programmatic, and ethical aspects of the organization they work for – they hold the highest level of decision-making within the organization, a topic which I have written about, and spoken about for years.
And, organizational effectiveness cannot be achieved without first obtaining public trust, and that trust is in part garnered by committing to represent all members of the public, regardless of age, income, race, religion, gender, colour, and any other societal division. It is at this level that DEI begins.
I have had the opportunity to observe the work of boards within our movement from diverse perspectives – as a board president, board member, advisory board member, consultant to boards, as an employee subject to the decisions of boards, and, probably like many of you, by simply watching boards function within our movement.
My experiences, combined with my academic work in the area of board governance, have helped to inform my own views on how boards function in our movement. Good board governance begins with people who deeply understand their obligations as board members and who govern accordingly. In contrast, like many of you, I have also seen powerful organizations in our movement lose their efficacy, reputations, donors, and employees, and who have faced serious legal consequences because their boards have failed to understand and implement diversity and inclusive practices.
The reality is that boards are made up of human beings who come with their own views, with varying degrees of experience, their own personal histories, and their own biases. Typically, board members have outside careers, and in agreeing to serve, board members add a substantial workload to their lives. Given that these positions are always voluntary, this additional workload can feel overwhelming, thankless, and board members often do not fully understand the scope of the responsibility that they have agreed to subsume.
They often fail to fully realize that as board members they hold the ultimate responsibility for the organization’s fundraising, legal compliance, financial management, and so forth. And, they often don’t fully realize that the organization’s perspective on DEI, which is foundational to everything else that the organization does, also rests with them.
Creating a culture of diversity, equity, and inclusion, however, is not easy. It takes a deep commitment to education, to understanding, to listening and learning, and to undertaking a number of actions over a long period of time. That said, it is not just about adhering to a diversity checklist and ticking the items off one by one. It is a multi-pronged process which is far too complicated and robust to be adequately covered within this blog.
In an effort to provide concrete suggestions that every board member can take away and implement immediately, however, there are a series of activities that boards should minimally undertake as a starting point.
The first step for any board is to have the conversation. While the topic of DEI may be uncomfortable for some, it needs to be discussed openly. It requires self-examination and it also requires the board to take a hard look at themselves and at their organization. This may mean coming to terms with where they may have fallen short in the past. The Board must make the decision to genuinely commit to DEI as an organization, and to acknowledge that the commitment must start with the board members themselves. This can begin by being clear about how diversity is defined, understanding why it is important, and further understanding what the implications are for not committing to embracing people’s differences and valuing diversely lived experiences.
The second step in the process is for boards to examine their history and ask if or why DEI hasn’t been prioritized in the past. They need to examine where there have been resistance to DEI practices, or if there has ever truly been a genuine desire to combat the systemic racism that exists in all institutions.
The board should draft a diversity statement, ideally with the help and support of outside experts. The statement should recognize the role diversity plays in the organization’s success, and demonstrate the correlation with the organization’s mission, vision, and strategy, including that it understands that DEI starts with establishing a diverse and inclusive board. This is a public declaration of the organization’s commitment to creating a culture where everyone feels valued, respected, and supported regardless of where they come from. It may include guidelines for employment practices and dealing with donors.
The commitment starts at the top – it is up to the board to ensure that necessary policies and guidelines exist and that they are followed and enforced.
The board then needs to undertake a board self-audit. They need to look deeply and authentically at themselves and analyze the composition of the board. They need to ask themselves questions like: Is this board diverse? Does this board have representatives from differences races, religions, cultures, genders, and sexual preferences? Is this board truly representative of the people whose hearts and minds they are seeking to change? Is this board reflective of the values of those that the organization is seeking to reach? Is this board able to truly consider diverse viewpoints as it deliberates and decides upon matters of strategy and activism? Is this board open to setting aside entrenched definitions of success and be open to alternative ways of thinking and unconventional ways of doing.
If, after taking stock of the board’s composition, the board finds that they are not as diverse as needed, then it is incumbent on the board to work to rectify its homogeneity and develop an intentional plan to recruit diverse board members. Doing this can include cultivating community connections, reaching out to donors, and seeking out other decolonized ways of recruiting new board members. For many boards, this will be hard because this is the true test of walking the walk, not just talking the talk. It may feel threatening, especially if boards are accustomed to doing things a certain way, and they're either subconsciously or blatantly aware that meaningful DEI practices raise the bar of what is expected, challenge organizations to change, and force individuals to grapple with their own role in upholding power structures.
Since the organization’s ED reports to the board, the board should work with the ED to understand and rectify any possible resistance to embracing diversity throughout the organization. This should include a broader plan for inclusiveness within all aspects of the organization’s operations such as its hiring and orienting practices, it’s policies and processes, how it assesses employee performance, and how it engages with its donors, supporters, and with society at large. Diversity programs may be spearheaded by a diversity task force, it should include public statements about how inclusivity is important to the organization’s mission. As well, it should include training for all employees by a qualified person, and it should include some form of diversity metrics.
Real change is painfully slow and we don’t always know what will work. This is something that we as animal activists know better than most, but we need to keep trying. We need to keep learning. We need to commit to ongoing education.
Organizations can only help animals if they are relevant and connected to the communities they serve. Organizations can only help animals if they are committed to obtaining public trust. Organizations can only help animals if they centre on the needs of the people who are doing the work. Organizations can only help animals if their decision making includes diverse perspectives. Organizations can only help animals if they are genuinely diverse.
So, my challenge to all of you is to look hard at your own boards, and make a commitment to ensuring that your boards are reflective of the people you seek to influence.
This blog is provided for general information purposes only. It is not intended to provide legal advice or opinions of any kind. No one should act, or refrain from acting, based solely upon the materials provided on this website, any hypertext links or other general information without first seeking appropriate legal or other professional advice.
The intention of this blog is to promote the longevity and engagement level of the activist community within the Animal Advocacy Movement (AAM). The majority of the advice will be geared towards employees within the AAM in Canada and the United States, but may be applicable to other countries.
Krista is the Executive Director of For The Greater Good where she consults with animal protection organizations on matters of organizational development, strategic planning, and board governance. Krista serves on several boards including One Protest, The Rancher Advocacy Program, Egg-Truth, Dairy-Truth, and is an advisor for RARA, Rights for Animal Rights Activists. Krista previously served as the VP of Mercy For Animals in Canada, and the President of the Board for Happily Ever Esther Farm Sanctuary.
Krista holds a doctorate in social sciences where her research focused on the employment experiences of animal rights activists in Canada and the United States. She also holds five additional degrees in human resources, including a master’s degree in organizational development and leadership. Krista is Associate Faculty for her alma matter, Royal Roads University, where she supervises master’s students and teaches. Krista is also a peer reviewer for the Journal of Critical Animal Studies.
Formerly, Krista founded a boutique employment and labour law firm in Toronto, and before that she spent fifteen years in HR including as the vice president of HR for one of the largest software companies in the world.