White Ribbon Policies and Governance Procedures

You can download the White Ribbon Policies and Governance Procedures here.

The White Ribbon Campaign Trust was established in 2013 to change men’s attitudes and behaviours, predominantly through men talking to men about violence against women. We encourage people to wear a white ribbon as a personal pledge to never commit, condone or remain silent about violence towards women. We speak out to name behavior that is violent, intimidating or harassing to women. We are also committed to supporting those who choose to change their behaviour. The Trust encourages and supports men to take leadership in national and community-driven efforts to end violence against women. We assist men to educate and inform other men about actions they can take to prevent violence. We undertake local campaigns and activities to create social change to end all forms of violence against women. The Trust co-ordinates national and local campaigns to develop and distribute organizational and educational materials, raise funds as required and undertake other acts and activities to promote these core purposes.

Contents

 

The following document outlines the organisational policy framework used to achieve the aims above and ensure we are meeting our legal and ethical requirements to conduct our work, support our staff and be responsive to issues raised by the wider community.

The Trust (sometimes referred to as the board) is responsible for the governance of the organization and employs the White Ribbon Campaign Manager who has the role of leading the organisation and managing its day-to-day running.

The Trust approved the updated policies below on 23 June 2020. Policies will be reviewed at quarterly meetings in 2021.

 

The definition of staff

White Ribbon has a small staff, most of whom are contractors. For the purposes of contracts and policy, the definition of staff includes both contractors and employees.

 

The definition of volunteers

As a charitable organization White Ribbon relies heavily on the assistance of volunteers. For the purposes of definition, volunteers are unpaid workers, though from time to time they may be reimbursed for expenses incurred. The White Ribbon Board, Ambassadors and Riders are all unpaid and freely give their time and skills to work with White Ribbon to prevent violence against women. White Ribbon has a pool of general volunteers, who assist with events-based activities. White Ribbon Ambassadors are nominated by people in the community and undergo interviews, referee checks, Police and Women’s Refuge vetting. Ambassadors engage in online training at the beginning of their tenure and have regular contact with the Campaign team. White Ribbon Riders are trained by experienced Ride leaders. Health and safety is a priority and a detailed plan outlines hazard identification and management. Riders are provided with guidance on how to deal with any disclosures of violence from survivors and are well prepared to direct those needing support to local service providers. Board members are chosen for their expertise and commitment to advancing the kaupapa. All volunteers are committed to White Ribbon’s kaupapa and working to help prevent violence against women.

Key Roles and Responsibilities of the Trust Board

  • Contributing to, evaluating, approving and monitoring core business strategies developed by management
  • Monitoring agreed performance measures linked to the Trust’s strategies and comparing this with those of relevant organisations
  • Recruiting, supporting, evaluating, rewarding and, if necessary, terminating the Campaign Manager (CM). This also involves the Board in succession planning
  • Ensuring that stewardship frameworks are in place. Stewardship include establishing policies on risk management, financial controls, internal controls, compliance and reporting
  • Accepting accountability and responsibility to stakeholders of the Trust. Being transparent, including communicating to members, stakeholders and the public, and making information available upon request
  • Developing appropriate structures and ensuring the Board understands its role, operates efficiently and effectively, and avoids conflict of interest;
  • Enhancing the reputation of the Trust in the social welfare sector and the community
  • Underlying these roles is the fact that the Board is responsible for creating an environment in which the Trust is able to provide real value to its stakeholders. This means
  • Effective and valued campaign
  • Accountability to funders; and
  • Trust and respect of the community.

Trust Board member

Board members are to operate collectively in the interests of the Trust. One of the most vital roles of the Board is the appointment, training and evaluation of its members, both individually and as a group.

A Board member is ideally:

  • A team player, but able to maintain independence of thought in critically analysing business options;
  • Prepared to make the commitment of time and effort required to properly fulfil his or her duties and responsibilities as a Board member;
  • Someone who inspires ethical behaviour in others, and whose presence on the Board enhances the reputation of the Trust; and
  • A person that takes a strategic but flexible approach to key issues.
  • An individual possessing personal qualities such as courage, integrity, honesty, decisiveness, and a willingness to listen and learn (these are personal qualities that may be as important as academic qualifications, business experience and technical know-how on the Board).

Board’s responsibilities

As a group, the Board members have collective legal responsibility for the governance of the Trust. The Board members are responsible for the oversight of the Trust – the Trust’s management operates under the direction of the Board, not the reverse. This does not mean that Board members become involved in micro management of the Trust. On the other hand, the Board has a responsibility to set the parameters within which the Trust’s management will operate, the results that are expected, and the necessary reporting required for the Board to effectively monitor and meet its responsibilities to the Trust.

A Board member should keep himself/herself fully informed of the legal responsibilities and types of liability they may face. It is a matter of good practice for Boards to ensure appropriate indemnity insurance for their Board members. However, indemnity coverage is only effective if Board members act in good faith and with reasonable diligence and probity.

 

Specific legal responsibilities will arise from the ordinance under which the Trust is established. However, there are three broad principles of conduct that are applicable to all Board members. These are –

  • Duty of care – Board member must attend meetings, be prepared to make informed decisions by reading the information provided and requesting additional information if required, and carry out duties in a reasonable and responsible manner.
  • Duty of loyalty – Board member must make decisions in the best interests of the Trust solely, not any group he/she represents, and never for personal gain.
  • Duty of obedience – Board member must be faithful to the Trust’s mission and is not permitted to act in ways that are inconsistent with the central goals of the Trust.

 

Meetings and record keeping

All the Board’s business should be conducted through formally and appropriately constituted meetings – whether full Board meetings or committees established to advise the Board on aspects of the Trust’s business.

All meetings should be fully documented. That is, they should include –

  • Agenda;
  • Necessary papers to aid decision making by the Board, which should be circulated to members sufficiently in advance for their full consideration;
  • Minutes recording decisions made must be kept and endorsed by the Board at its subsequent meeting.

Procedures and rules for the Board’s decision making activities should be documented and made clear to all members, including attendance requirements, quorum and voting, and management of conflict of interest.

Any committee established by the Board must also have a Board defined and endorsed role, clear membership, rules of procedure and, where relevant, formally delegated authority from the Board. For example, if the Board established a small Executive Committee to progress matters between Board meetings, this committee must have properly constituted powers in respect of financial and other decision-making.

The Trust has a responsibility to support the Board in its corporate governance. Simple and practical steps should be available to ensure that Board members are able to provide appropriate strategic leadership and direction. These include –

  • Ensuring concise, well written papers are provided to Board members well in advance of meetings;
  • Verbal briefings during meetings are concise, precise and include all relevant facts to aid Board’s deliberations and decisions;
  • Critical issues are given sufficient priority and are drawn to the attention of the Board in a timely manner;
  • Financial and other accountability information, such as performance reporting, are provided to the Board regularly and in a comprehensible form.
  • Establish a schedule of programme evaluation – all the services and programmes operated by the Trust should be reviewed for effectiveness periodically;
  • Evaluate programmes, qualitatively and quantitatively, against the mission. The evaluation should travel beyond efficiency to determine whether appropriate outcomes are being achieved for clients and the mission is being fulfilled;

 

White Ribbon Advisory Committee – Terms of Reference

Background

The New Zealand White Ribbon Campaign has a vision of “Men treating women and families with respect, based on a Human Rights framework, to eliminate family violence and family harm.” Prior to 2016 the White Ribbon Campaign was supported and guided by an Advisory Committee established with support from the Families Commission.  With the creation of the White Ribbon Campaign Trust many of the committee’s roles relating to direct management of the campaign were transferred to the Trust, which holds the mandate for the business management, employment of staff, and financial management. This change reduced the role of the Advisory Committee.

The Strategic Plan for the White Ribbon Campaign was refreshed in 2017.  The Strategic Plan envisages a renewed role for the Advisory Committee, with particular emphasis on guiding, informing, and assisting to coordinate the annual campaign of activities which culminates in the White Ribbon Day events around the 25th of November.

 

Purpose

To assist the White Ribbon annual campaign of activities through the provision of high-level advice and expertise to the White Ribbon Trust. This will relate to the aims, objectives, outcomes and activities of the campaign. This ensures that the Campaign is a comprehensive multi-agency activity which meets the needs of all parties, in reducing the harm from domestic violence by positively influencing men to develop respectful relationships with women and families.

 

Role

The White Ribbon Advisory Committee is expected to:

  • provide high-level advice and expertise on the annual White Ribbon campaign
  • provide direction to the White Ribbon Trust, and the Campaign Manager, on the campaign
  • to communicate the activities of the campaign to their organisations and to other stakeholders and interested parties
  • provide final endorsement of the campaign plan

 

Functions

The functions of the White Ribbon Advisory Committee include:

  • Receiving and reviewing the multi-year White Ribbon Campaign Strategy, and providing to the White Ribbon Trust and the Campaign Manager recommended changes to this plan
  • Receiving and reviewing reports from the Campaign Manager on the annual campaign plan
  • Providing options and advice on specific aspects of the plan
  • Providing a conduit from and back to their organisations to ensure that other similar campaigns and activities are coordinated to ensure high quality results, and to counter duplication of activities
  • Providing information to the Campaign Manager on the relevant and related activities being undertaken by their organisations which will be aligned to the White Ribbon campaign plan and delivery in November each year

 

Composition

The following parties have participated in the Advisory Committee and it is noted the composition continues to evolve.

  • Accident Compensation Corporation
  • New Zealand Police
  • New Zealand Defence Force
  • Ministry of Social Development (It’s Not OK campaign)
  • Ministry for Vulnerable Children – Oranga Tamariki
  • Department of Corrections
  • Ministry of Justice
  • Ministry for Women
  • Salvation Army
  • Women’s Refuge
  • Toah Nnest
  • National Network of Stopping Violence
  • National Council of Women
  • Miranda Richie – Health Networks Ltd
  • Children’s Commission
  • Te Rito

 

Operating arrangements

The Advisory Committee will be Chaired by a White Ribbon Ambassador, holding the role of Chair of the Advisory Committee, under the White Ribbon campaign Trust.

Secretarial support will be provided by the Trust.

Meetings will be held in Wellington at one of the participating agencies.

Members of the Advisory Committee, who are not Wellington based, will be able to join the meeting by telephone or video (where available.)

Members of the Advisory Committee will meet their own costs of attendance, if this is applicable.

The committee will attempt to make decisions by consensus. If concerns are unable to be resolved by the White Ribbon Advisory Committee and or the Chair, the decision and all background information will be put to the White Ribbon Trust.

 

Reporting

The White Ribbon Advisory Committee is not expected to prepare any specific reports, however the minutes of the meetings will form a record of the matters discussed and recommendations made to the White Ribbon Campaign Trust.

 

Tangata Whenua Cultural Safety Policy

Policy:
White Ribbon is committed to meeting our obligations under the Treaty of Waitangi.

 

Rationale:
White Ribbon recognizes that New Zealand systems and structures have been based on the European model and have not fully met the cultural needs of Maori. This policy is a response to recognising, accommodating, and delivering culturally valid campaigns, materials and programmes.

Definitions:
Tangata Whenua         Indigenous people.

Cultural Safety            Cultural Safety is an attitude which involves showing respect and sensitivity to people, taking into account their total spiritual, emotional, social and physical needs.

 

This involves action which recognises, respects and nurtures the unique cultural identity of each person to safely meet their needs, expectations and rights.

 

Objectives:
To demonstrate White Ribbon’s commitment to the Treaty of Waitangi and outline our commitment to engaging with Tikanga Māori which will inform our Campaigns and ensure we are meeting our obligations under the treaty.

  • To ensure appropriate representation on the board
  • To ensure appropriate representation on the White Ribbon Ride
  • To ensure appropriate representation within the Ambassador Project
  • Where possible to make resources available in Te Reo
  • To actively engage with Maori when creating and evaluating campaigns to ensure engagement with Tikanga Māori

 

Procedures:

  • Actively ensuring there is at least one Maori board member
  • Actively ensuring there is Maori representation within the Ride leaders group
  • Actively ensuring there are Maori ambassadors
  • Engaging appropriate advice to create resources in Te Reo
  • Engaging appropriate advice when creating and evaluating campaigns
  • Ensure that appropriate cultural practices are observed at events and activities
  • Engaging with Maori media and ensuring appropriate speakers are briefed and provided
  • Engaging with Te Ahi Kikoha for advice and support on Maori issues

 

Review Protocol:

Policy Reviewed by: The White Ribbon Trust

Date Reviewed: 23 June 2020

Next Review Date: March 2021

 

Code of Conduct Policy

Policy:

All staff and volunteers must work to enhance the reputation of White Ribbon and must not bring the kaupapa into disrepute.

 

Rationale:
White Ribbon exists to end men’s violence towards New Zealand. To achieve this goal White Ribbon runs an annual National Campaign, a variety of programmes such as the Ambassador Programme, the White Ribbon Ride, Workplace Accreditation and the Youth Ambassador Leadership Programme. The organization also promotes White Ribbon throughout New Zealand over the whole year and supports local initiatives to grow the White Ribbon kaupapa. White Ribbon is committed to a workplace that is inclusive and respectful to all – employees, contractors, volunteers, clients and stakeholders. To help us achieve this, this Policy details our Code of Conduct and expected behaviours.

 

Conduct

All employees are expected to treat each other, and those they deal with, in the course of their work, with respect and in a professional manner. White Ribbon does not tolerate any forms of harassment, discrimination or abuse including, but not limited to:

  • Sexual or racial abuse or harassment;
  • Verbal or on-line abuse, or bullying or harassment;
  • Gossip or the spreading of rumours that have the potential to compromise work place relationships;
  • Undermining the reputation or integrity of colleagues or the organisation; and
  • Any behaviour likely to breach the Human Rights Act 1993.

A non-exhaustive list of examples of what White Ribbon deems to be serious misconduct can be found in the Misconduct and Disciplinary Matters Policy.

 

Confidentiality

In the course of your employment you may have access to confidential information. Such information is strictly confidential and must not be used or divulged (directly or indirectly) by you, either during or after your employment with White Ribbon. A breach of confidentiality is a very serious matter and may be grounds for disciplinary action up to and including dismissal and/or legal action.

 

Copyright and Protection of Intellectual Property

You agree that you are not entitled to any copyright or moral right in or arising from any work you produce during your employment with White Ribbon. This includes any programme, strategy or system you develop during your employment with White Ribbon.

Any copyright or merchandising rights in such work shall be the sole and exclusive property of White Ribbon in accordance with the Copyright Act 1994.

White Ribbon often provides our resources to organisations for free as long as there is attribution.

 

Dealing with Media/Giving Interviews

White Ribbon engages with local media to promote the November campaign, advertise events, promote violence prevention, highlight achievements and to publicise business relationships – normally with the relevant manager’s prior approval.

Employees’ media contact must have the approval of the Campaign Manager prior to material being submitted to the media. Media includes (but is not limited to) print, television, radio and material for on-line distribution.

All media requests for interviews and/or comments must be firstly directed to the Campaign Manager and/or the designated media liaison person.

White Ribbon recognises that volunteers and employees of other organisations may be working with or on White Ribbon campaigns. Where another organisation is the primary employer, that organisation’s policy supersedes White Ribbon’s policy unless they bring White Ribbon into disrepute.

 

Privacy Statement

The document applies to all staff and volunteers who work in a paid or voluntary capacity, whether an elected/nominated official or not, and any affiliated person/s or organisation/s who deal with personal information relating to White Ribbon Staff, volunteers and or members of the public. The purpose of this document is to provide a foundation of best practice to ensure compliance by White Ribbon with the provisions of the Privacy Act 1993 (New Zealand Legislation website) (“Privacy Act”). The statement below is publicly available on the White Ribbon website.

White Ribbon collects personal information from you, including information about your:

  • name
  • contact information
  • location
  • interactions with us
  • billing or purchase information

We collect your personal information in order to:

  • ensure our volunteers are supported to help prevent men’s violence towards women
  • to better connect our volunteers and organisations that support White Ribbons goal to end men’s violence towards women
  • supply you with White Ribbon collateral

Besides our staff, we share this information with:

  • our distributors in order to have resources delivered.
  • our networks in order to connect people so they can take action to end men’s violence towards women
  • our networks as part of a character check if you are a White Ribbon Ambassador Nominee or a White Ribbon Rider with organising or speaking responsibilities

 

Providing information is optional. If you choose not to enter contact details, we’ll be unable to provide you with information on how to end men’s violence towards women.

You have the right to ask for a copy of any personal information we hold about you, and to ask for it to be corrected if you think it is wrong. If you’d like to ask for a copy of your information, or to have it corrected, please contact us at contact@whiteribbon.org.nz, or 81 Otaihanga Road, Paraparaumu, 5036.

Privacy Relating to the Treatment of Personal Information

Personnel records are to be kept securely by the Campaign Manager or appropriate manager. Access to this information can be obtained through your manager. You must ensure that all personal information is protected against unauthorised use, access and disclosure.  All employees must comply with the Privacy Act 1993.

 

Harassment and Bullying

Harassment and bullying in the workplace will not be tolerated. If any staff member feels they have been subjected to any form of harassment (sexual, racial, political, social, or religious) or bullying, it may be discussed (confidentially) with the Campaign Manager, your Manager or another appropriate senior employee. Complaints of harassment or bullying will be taken seriously, and instances of harassment or bullying may lead to dismissal or to other appropriate action being taken in respect of the person conducting such behaviour.

Any person who has experienced discrimination, harassment, bullying or any other inappropriate behaviour, has the right to complain and take action to stop this behaviour. If you experience these behaviours you should:

  • Tell the person(s) that their behaviour is unacceptable and that you would like it to stop; or
  • Report the matter to your manager or to any other member of management including the board, if you feel that you are unable to speak to the person yourself. Your complaint will be attended to in a completely confidential manner, unless we agree otherwise.

 

Dress Code

White Ribbon operates a smart casual dress policy. This means that we expect that all employees dress in a neat manner appropriate to:

  • The work they are doing;
  • The clients they are dealing with; and
  • What is typical within White Ribbon’s culture

The overriding consideration is that you look smart and professional at all times and that you dress appropriately for the occasion. Gang Patches are an example of unacceptable clothing.

 

Education specific dress code

At all times when you are representing White Ribbon, it may be advisable to wear clothing which has the White Ribbon logo on it or wear a White Ribbon metal ribbon.

Times to wear White Ribbon branded clothing or metal ribbon include but are not limited to:

  • Whenever you are in a White Ribbon vehicle
  • When participating in the White Ribbon Ride
  • When you are attending meetings
  • When you are promoting White Ribbon
  • When you are delivering Education Courses
  • When you are at a facility completing education follow up (e.g. evidence gathering)
  • When you are visiting a school or working with a school teacher
  • When you are delivering the Blueprints for Change programme
  • When you are promoting White Ribbon and the Blueprints for Change programme

 

Review Protocol:

Policy Reviewed by: The White Ribbon Trust

Date Reviewed: 23 June 2020

Next Review Date: March 2021

              

Equal Employment Opportunities Policy

Policy:

The White Ribbon Campaign Trust (the Trust) is a ‘good employer’ and practices equity in the workplace.

 

Rationale:

The Trust provides a supportive, safe, healthy, flexible and family-friendly working environment that will encourage full participation of staff and sustainable employment relationships.

 

Objectives:

  • To practise equity in the workplace
  • To ensure that all job applicants and staff are treated respectfully
  • To prevent unfair discrimination in employment against disadvantaged groups
  • To foster the full participation of a diverse workforce

 

Procedures:

  • The Campaign Manager will serve as the EEO Officer, and is responsible for ensuring staffing policies continue to meet EEO objectives.
  • Appointments to all positions will be based on merit. Where two preferred applicants for a job both have the required skills, experience and qualifications, and one is a member of a group particularly affected by discrimination, then the Trust may employ that person on the basis of affirmative action.
  • Any form of harassment will not be tolerated and action will be taken to address any such complaints in accordance the Trust’s Harassment Policy.
  • As far as is reasonably practicable, the Trust will maintain a physical environment that is accessible and safe for people with disabilities.

 

Review Protocol:

Policy Reviewed by: The White Ribbon Trust

Date Reviewed: 23 June 2020

Next Review Date: March 2021

 

Recruitment and Induction Policy

White Ribbon seeks to follow a robust and legally compliant recruitment process that ensures high quality appointments are made to all roles. Once appointed White Ribbon seeks to offer a quality induction process that allows new employees to feel confident in their roles and to become effective contributors as soon as possible.

 

Recruitment

Prior to undertaking any recruitment, the Board must approve filling the vacancy.  This approval must be in writing and include the remuneration payable for the role.

All roles should have a current Job Description and this should be reviewed prior to any recruitment activity.

All approved vacancies will be advertised internally and, where appropriate, externally.

White Ribbon is committed to complying with the Human Rights Act 1993 and to conducting recruitment processes that are fair to all applicants.

Police Checks may be conducted where required.

Reference checks must be carried out with at least two references (work related) before any offer of employment is made.

 

Induction

Managers of new employees are responsible for the induction process.  The White Ribbon Induction checklist, which can be found below in Appendix A, should be followed with additional induction activities added in as appropriate to the role.

 

Review Protocol:

Policy Reviewed by: The White Ribbon Trust

Date Reviewed: 23 June 2020

Next Review Date: March 2021

 

Training and Professional Development Policy

White Ribbon is committed to providing all employees with the tools required to undertake their roles to the best of their abilities and to supporting them in their career development.  Training and development will play a key role in this and White Ribbon’s approach to training and development is detailed in this policy.

White Ribbon is committed to providing appropriate training and development opportunities to all employees in order to support high performance in their current role and to prepare them for potential future opportunities.

Training and development may be focused on the specific technical requirements of an employee’s role, more general ‘business based’ skills (such as the use of software or presentation skills), or developmental needs (such as leadership skills).

Training needs may also be met via formal educational interventions with external providers.

Additionally, on-going training will be part of White Ribbon’s annual plan.  This may include areas such as Health and Safety, Driver Safety, Legal Compliance and other areas identified by Management including briefings and debriefing on the November Campaign.

 

Types of training and professional development

Training will be either ‘on the job’, via informal instruction or via formal courses and events. Predominantly White Ribbon will look to provide opportunities via ‘on the job’ methods.

 

Planning training and development

Managers and employees should, as part of the annual Performance Appraisal cycle, discuss and identify training and development needs and possible solutions to those needs. Agreed training and development needs and solutions should be recorded as part of the Performance Appraisal cycle. This is to be negotiated with your manager.

On the job based training should be agreed between the Manager and the employee and arranged by either the Manager or the employee.

Where a formal educational opportunity via an external educational provider (such as a qualification on the National Qualifications Framework via an Institute of Technology or a University qualification) is identified and approved, the following may be offered at the discretion of the Campaign Manager:

  • A contribution toward course fees;
  • Time off for attendance at lectures or study groups and for exam preparation and attendance;
  • Support toward the purchase of text books.

 

Review Protocol:

Policy Reviewed by: The White Ribbon Trust

Date Reviewed: 23 June 2020

Next Review Date: March 2021

 

Remuneration Policy

Our remuneration policy is one of the mechanisms we use to attract, engage and retain people with the capabilities we need to achieve our aims.  Paying people fairly has a positive impact on their engagement and intention to stay. White Ribbon is a charity that is working nationally to prevent violence against women.

White Ribbon’s pay practice is based on Fixed Remuneration.

The government’s mandated superannuation scheme KiwiSaver is included in the organisation’s pay practice.

White Ribbon’s salary range will be 70-130% of the market position.

White Ribbon will obtain market information from at least one remuneration survey provider each year to inform remuneration decisions.

White Ribbon will establish salary ranges based on position descriptions and the requirements of those descriptions.

Remuneration on appointment to a job will be at the midpoint for the job depending on the assessment of the candidate’s likely performance made during the selection process, the competition within the market, and the permanency of the position.

The Board will approve the remuneration of the Campaign Manager and the range of direct reports.

The Campaign Manager will approve the remuneration of all employees and make a recommendation to the Board for decisions that fall outside policy.

The remuneration of all employees will be reviewed annually, having regard to the market movement, need to retain people, and the organisation’s ability to pay.

Any changes to individual’s remuneration will be prioritised as follows:

  • Comply with Minimum Wage Act requirements
  • Reward high performers (in accordance with the Performance Appraisal Policy)
  • Address any pay inequities.

There will be no expectation or entitlement to any increase in remuneration and any change will be at White Ribbon’s sole discretion.

 

Review Protocol:

Policy Reviewed by: The White Ribbon Trust

Date Reviewed: 23 June 2020

Next Review Date: March 2021

 

Flexible Work Policy

A flexible working policy allows you to do your job at a time, place and way that helps balance your life and work. Flexible working offers benefits to you and our business, we will do our best to agree to flexible working arrangement requests that don’t cause serious difficulties for our business or affect your job performance.

Flexible working can help with:

  • managing family demands, e.g. childcare or looking after a family member who is injured or has a long-term illness.
  • part-time study
  • cultural or sporting activities
  • volunteering in the community
  • managing a medical condition
  • gradually moving into retirement

Policy:

You can apply to change your working arrangements any time, from the first day you’re employed. We’ll tell you as soon as possible — and within one month — if we’ve approved your request or turned it down.  We’ll consider every request and agree to it where this fits with the team, our business and customers.

How to make a request:

Apply by email to the Campaign Manager. It’s helpful to explain your reason for making the request, but you don’t have to. Your written request needs to say:

  • proposed changes to your hours, days and/or place of work
  • when you want it to start
  • whether it’s a permanent change — if not, set an end date
  • what else needs to happen for the arrangement to work
  • it’s a request under Part 6AA of the Employment Relations Act 2000.

Please allow a reasonable time for us to put the change in place if it’s approved. The start date (and the amount of time we may need) may depend on the type of arrangements you have asked for.

If we don’t follow our rules:

  • we don’t give you our answer to your request as soon as possible and within one month or
  • we don’t give you ground/s for refusal and the reasons for the ground/s if we say no to your request, or the grounds we give are not those set out in section 69AAF of the Employment Relations Act 2000.

then you can go to a Labour Inspector for help (and if this doesn’t fix the problem you can go to mediation and then if the problem’s still not fixed, go to the Employment Relations Authority).

 

Review Protocol:

Policy Reviewed by: The White Ribbon Trust

Date Reviewed: 23 June 2020

Next Review Date: March 2021

           

Leave and Holidays Policy

Taking time off can help you to have a healthy balance between your work and personal life. This policy applies to all our employees but does not cover parental leave. Your leave details are in your employment agreement — they may vary from your co-workers.

You can take:

  • annual leave for holidays
  • public holidays, eg Anzac Day or Christmas Day
  • sick leave if you’re too ill or injured to work, or must care for someone who depends on you
  • bereavement leave if someone close to you dies
  • leave for other reasons eg jury service, training and education.

How to request leave:

We will consider all your requests for leave. Let us know as early as you can before you want to be away from work. This will give us time to organise work while you’re away. We will be more likely to agree to your request.

Annual leave:

Your annual leave entitlement is in your employment agreement. We encourage you to take this time off within a year of earning it.

Sick leave:

You can take sick leave if you are too ill or injured to work, or must care for someone ill or injured who depends on you for care. Stay home if you are sick, especially if your illness could spread to others. Your sick leave entitlement is in your employment agreement.

Public holidays:

You are entitled to 11 paid days off a year for public holidays if they fall on days you would otherwise be working.

If you work on a public holiday, you’ll be paid at least time and a half — or more if it’s in your employment agreement. You will also get a paid day off at a later date if the public holiday was an otherwise working day for you.

Bereavement (tangihanga) leave:

You may be able to take paid bereavement, or tangihanga, leave if someone close to you dies. You can take the leave at any time and for any purpose relating to the death. It does not have to be used straight away or all at the same time.

 

Review Protocol:

Policy Reviewed by: The White Ribbon Trust

Date Reviewed: 23 June 2020

Next Review Date: March 2021

Family Violence Policy

White Ribbon is committed to doing all we reasonably can to support employees who are victims of family violence and to support employees who are perpetrators to change their behavior. We also support former perpetrators. Our employees who are victims of family violence will not be discriminated against. Wherever possible, we will maintain the confidentiality of employees who are victims of family violence. All requests for family violence leave or short-term safety measures at work will be considered urgently.

 

Leave provisions

An employee seeking leave due to domestic violence is entitled to up to 10 days of paid leave in addition to annual leave.

An employer may request supporting documentation from the police, government departments, a health professional or a family violence support service. This will be at the discretion of the key/designated staff member or manager.

Unpaid leave will be available for employees who are supporting a victim of family violence to go with them to court, to hospital or to mind children (at the discretion of the manager).

Unpaid leave will be available for users of violence who are committed to rehabilitation (at the discretion of the manager).

 

Staff training

Key staff member/s in our organisation receive specialist training to recognise family violence, respond and then refer staff to specialist services.

We have put in place a training programme to give staff the knowledge and skills to support victims and users of domestic abuse in the workplace.

We integrate violence prevention into our business practices and continue reinforcement of the training and awareness at all levels of our organisation.

 

Short-term safety provisions

A workplace safety plan will be developed between the employee who is concerned about their safety at work due to family violence, a specialist agency (such as Shine or Women’s Refuge), and a key staff member. This might cover areas like:

  • Stopping the perpetrator from contacting the victim at work.
  • Flexibility in work hours.
  • Re-routing payslips and deposits if needed.
  • Designating a person to monitor attendance and follow up in the event of unplanned absences, including an appropriate emergency contact or potential code word to use in the event of danger.
  • Change of work phone number and email address.
  • GPS turned off on work cell phone.

If the victim and perpetrator of family violence are both employed in the organisation, we will create a “safe zone” to ensure there is limited contact between the two at work.

 

Longer-term safety provisions

At the discretion of the employer, an employee who is a victim of family violence may be granted flexibility in their work hours and/or a change in the location of their work to ensure their safety.

 

Referrals to support services

We will provide our employees with information about the key support services for victims of family violence, and the appropriate services for those employees who want to stop using violence. (eg Shine, Women’s Refuge, National Network of Stopping Violence)

This policy and information regarding support services will be included in our induction for all new employees and/or made available to all employees.

Our organisation has relationships with specialist support service providers.

We will pay (or provide leave without pay) for a user of violence to attend at an accredited support programme to help them to stop using violence.

 

Education and awareness

We will ensure all of our staff are made aware of our family violence policy.

Our organisation supports the financial independence of employees. Wages will not be paid into a bank account that does not include the name of the employee, in order to ensure employees are not subjected to financial coercion and control.

Ongoing training enables key staff and/or all staff to identify possible victims of family violence.

Ongoing awareness campaigns are run each year to help prevent violence in the workplace and or prevent violence in our communities.

We will ensure a private means for colleagues to raise concerns about a fellow employee.

Family violence policies are incorporated into our individual employment contracts.

 

Review Protocol:

Policy Reviewed by: The White Ribbon Trust

Date Reviewed: 23 June 2020

Next Review Date: June 2021

 

Health and Wellbeing Policy

We want our workplace to have a positive and healthy culture. To achieve that our workplace policies, practices and environments are designed with your wellbeing in mind. This policy applies to all employees at our workplace, and to anyone who comes into our workplace.

Mental wellbeing

Our workplace has a role in promoting, protecting and supporting our employees’ mental wellbeing. We recognise the experience of mental distress is common and that anyone can be affected at any stage of their lives. We are committed to supporting any employees experiencing mental distress.

If you are experiencing distress, we will do as much as we can to help you to stay at work and/or support your return to work when you are ready. Any health conditions or disabilities will be treated in confidence. We will never share any information about you unless you have agreed to it, and only to ensure your wellbeing and safety and that of those around you.

How we will promote good mental wellbeing

We will manage you in ways that promotes your mental wellbeing.

As your employer, we will do the following:

  • Encourage a culture of openness – you can speak up about any concerns at any time and know you will be heard.
  • Make sure you feel supported to seek help for any issues or distress, including using our conflict resolution processes.
  • Make sure you understand what is expected of you at work – in your work tasks and acceptable behaviour.
  • Check in with you at agreed times to ensure your workload is manageable, and to discuss any issues.
  • Offer flexible work practices wherever possible and/or legally required.
  • Support opportunities for professional skills development and growth.
  • Employ and promote you based on your abilities, rather than any perceived disabilities.
  • Not tolerate bullying, harassment, or discriminatory behaviour.

Our expectations of you

You can do a lot to protect your own mental wellbeing at work.

As our employee, we expect you to:

  • treat everyone with respect and civility
  • speak up if you need help or support
  • speak up about any bullying, harassment, or discriminatory behaviour you notice happening in our workplace
  • take your own steps to stay mentally healthy at work (eg taking rest breaks, speaking up if stressed)
  • support workmates to speak up if they need help for anything affecting their mental health
  • access support if you need it – see the Help finding support section in this policy
  • ask about options (eg flexible working arrangements, special leave) if you feel you need time away from work to manage your mental health.

Encouraging positive actions

To maintain a mentally healthy workplace we will:

  • consult with you and other staff about what workplace wellbeing means to you, and what initiatives you might like
  • provide contact details for support services you can access easily and discreetly
  • encourage you to take breaks, both to rest and to connect with others
  • regularly support mental health and wellbeing initiatives, such as Mental Health Awareness Week
  • organise occasions for you to connect with other employees at and away from work
  • encourage you to get outside during breaks, which is good for your physical and mental wellbeing
  • call for volunteers who can encourage and support good mental health in our workplace.

Alcohol

Our workplace culture does not put alcohol at the centre of how we socialise, celebrate and say thank you.

Our expectations of you

We expect you not to come to work under the influence of alcohol or affected by alcohol in a way that could impact on health and safety or your work performance (e.g. hungover).

If you do come to work affected by alcohol, we may consider you to have breached our code of conduct. You could face disciplinary action.

Support for harmful drinking and alcohol addiction

If you are concerned about how much you drink, and would like help to reduce your alcohol intake, see the Help finding support section in this policy.

Drinking alcohol at work

If we allow alcohol at our workplace or at any work-related events, we will always supply alcohol in a responsible manner.

This includes:

  • not supplying alcohol when drinking could increase the risk of injury
  • making sure no one drinks alcohol and then drives or operates machinery
  • not allowing anyone who is intoxicated to drink more
  • not supplying alcohol to anyone under 18 without having approval (“express consent”) from their parent or guardian.

We take host responsibility seriously, especially around alcohol. See the Responsible hosting section of this policy.

Alcohol in our workplace(s)

  • You may drink alcohol in our workplace(s) outside of work hours only, but only with the permission of the Campaign Manager
  • You may drink alcohol while travelling/at meetings: You represent our organisation when you are at meetings or travelling on company business. We expect you to be mindful of how much alcohol you drink, and always behave responsibly and within the law.

Smokefree at work

We are a smokefree workplace. If you work with us we expect you to follow our smokefree policy.

Our smokefree policy is about protecting everyone against the effects of second-hand smoke while they are at work.

This means you cannot smoke:

  • anywhere inside our workplace, at any time
  • in a vehicle operated by White Ribbon you share with others
  • anywhere we have placed smokefree signage outdoors, including workplace entrances and exits.

SunSmart

As your employer we are required to protect you from workplace risks. This policy is specifically relevant when running events or projects such as the White Ribbon Ride.

Because exposure to solar ultraviolet (UV) radiation can cause cancer, we will take steps to minimise your exposure during work hours.

If you need to work outside, we will monitor UV levels, make sure your work time in the sun is limited, and that you have access to shade wherever possible.

You are also expected to take steps to protect yourself if you are outside when UV levels are high (generally September to April, 10am – 4pm).

Ways you could do that may include:

  • limiting your time in the sun by working inside or in shade as much as you can
  • wearing long-sleeved shirts with collars, long trousers or knee-length skirts or shorts
  • wearing a wide-brimmed hat that shades your face, head, neck and ears
  • wearing close-fitting sunglasses
  • wearing a water-resistant, broad spectrum sunscreen that is at least SPF30, applying it 20 minutes before going outside, and reapplying it every two hours
  • regularly drinking water to stay hydrated.

If you have any concerns about sun exposure when working, or any suggestions for how we can better protect you, contact a White Ribbon Manager.

Responsible hosting

We take our host responsibilities seriously when hosting work functions and work events.

At some events alcohol may be served. The decision to serve alcohol must be made by the Campaign Manager as there are clear links to alcohol and family violence.

If approved, we will follow host responsibility guidelines ensuring alcohol is served responsibly and within the law.

We will:

  • have drinks served rather than having alcohol freely available
  • serve substantial, nutritious food
  • provide low alcohol and alcohol-free drinks
  • check if we need an alcohol licence to be serving alcohol
  • make sure people don’t drink too much alcohol
  • refuse to serve anyone we believe has already had too much alcohol
  • not serve alcohol to anyone under 18, without the approval (“express consent”) from the young person’s parent or guardian
  • make sure everyone can get home safely.

Your responsibilities if alcohol is served

If you are drinking alcohol at a work event you are responsible for:

  • ensuring you do not drink too much
  • always following all laws
  • showing the same standard of behaviour that you would during work hours
  • treating everyone with respect

Help finding support

There may be times you need support to deal with difficult issues or to help someone close to you deal with theirs.

If you need support, we will:

  • encourage you to ask for help as early as possible to reduce the chances of problems growing – all disclosures will be treated confidentially
  • do what we can to help you find the support you need
  • allow you time off work to deal with issues, as set out in the sick leave section of your employment agreement
  • encourage you to seek appropriate help if you know or strongly suspect an employee might harm themselves or needs help – or if you need help yourself.

You could also find support by:

  • talking to your manager or a colleague for advice and support
  • going to see your doctor or another health professional
  • calling or texting 1737 to talk to a trained counsellor. This service is completely free and available 24/7.
  • calling 111 if there is an immediate crisis.

Help to stop smoking

We recognise smoking is an addiction and that it kills more than 5000 New Zealanders a year. If you do smoke and would like help to stop smoking:

  • go to http://www.quit.org.nz, text 4006 or call 0800 778 778
  • visit smokefree.org for information about stop smoking services in our region
  • talk to your GP or health provider
  • ask at your local pharmacy.

Training

We will train our managers and other appropriate employees how to recognise and respond to employees who need support in our workplace for whatever is causing distress.

If you would like training, please talk to the Campaign Manager.

We will also provide resources to you about other health and wellbeing subjects. If you feel you would like information on a particular issue, please ask the Campaign Manager.

Stay at work/return to work

We understand there are many reasons why you may need support coming back to work after time away from the workplace.

We also understand there may be times when some extra support or flexibility from us could help you stay at work during these times.

If you are away from work for any reason, we will keep communicating with you.

We will talk to you in ways you are comfortable and will work alongside your support people and health professionals (where appropriate) to see what changes we can make to help you come back to work or to stay at work.

What we agree will be supported by a return-to-work/stay-at-work plan.

When you are back at work

When you have returned to work, we will continue to talk to make sure the plan is working for both of us.

All details will be treated in confidence. We would share your information only after discussions with you, only with your consent, and only to ensure the wellbeing and safety of you and those around you.

Breaches

These policies reflect ‘the way we do things around here’.

Depending on the seriousness of the breach, if you are found to have breached these policies we will:

  • talk with you to make sure you know the terms of the policy you have breached, including what appropriate support we can offer (such as counselling, quit smoking support)
  • make sure you know the required behaviour expected from now on
  • take disciplinary action if necessary.

See our code of conduct and the ‘Serious misconduct’ clause of your employment agreement for more information about what behaviour is expected and what action may be taken for breaches.

 

Review Protocol:

Policy Reviewed by: The White Ribbon Trust

Date Reviewed: 23 June 2020

Next Review Date: June 2021

 

Use of White Ribbon Vehicles

White Ribbon’s resources must be managed in a prudent and responsible manner to ensure both White Ribbon’s financial sustainability and that we retain the trust and confidence of our funders, supporters and participants.

Vehicles

Certain roles will be assigned White Ribbon owned or operated vehicles.  Rules around the use of these vehicles are detailed below.

Rules for the use of White Ribbon Vehicle:

  • Only White Ribbon approved drivers may operate White Ribbon vehicles.
  • Vehicles must be used for work purposes and cannot be used for private purposes without express permission.
  • All users must obey all road rules.
  • There must be no smoking or drinking in a White Ribbon vehicle.
  • Vehicles must be kept clean and tidy.

 

At times employees may be required to use their personal vehicle for company use and White Ribbon will reimburse staff for occasional use at the Inland Revenue declared Mileage Rate or for an agreed amount when use is both private and for White Ribbon.

White Ribbon’s Health and Safety policies and procedures apply when using White Ribbon vehicles on White Ribbon business. In addition, users of White Ribbon vehicles must be conversant with the current traffic regulations and road code.

White Ribbon does not expect employees to drive for excessive amounts of time.

Review Protocol:

Policy Reviewed by: The White Ribbon Trust

Date Reviewed: 23 June 2020

Next Review Date: June 2021

 

Feedback and Complaints Policy

Policy:

The Trust treats internal and external complaints seriously and considers them to be opportunities for improvement to our practice, professionalism and contribution to the community.

The Trust welcomes feedback on all our activities to help improve our resources and services.

Rationale:
The Trust considers any feedback to be valuable in the continuous improvement of our performance.

 

Objectives:

  • To treat all complaints seriously and deal with them in an appropriate and procedurally fair manner
  • To foster an organisational learning culture that values and incorporates feedback

 

Procedures:

  • On completion of projects, staff are to undertake surveys and evaluations to ensure the efficacy of programmes
  • Staff will report to the Trust in a timely manner following the completion of each programme
  • Staff or contractors to refer all internal complaints to their manager as soon as possible.
  • The manager will work with the staff concerned to find a mutually suitable resolution
  • External complaints are made directly to the Campaign Manager
  • External complaints procedure is visible and accessible to visitors and the community
  • External complainants will be treated with respect and given the opportunity to have their complaint heard in person with the Campaign Manager or appropriate manager
  • Agreed resolutions to any external complaints will be recorded in writing
  • The Campaign manager will take responsibility for making any resultant changes and informing staff concerned
  • The Trust may seek legal or other specialist advice concerning matters raised in complaints or due process
  • Any serious external complaints will be reported by the Campaign manager to the Board, through the Chair
  • In the event that the person making the complaint is dissatisfied with the process or its outcomes, they may address their concerns in writing to the Chairperson of the Board, who will respond as soon as possible. Complainants will also be advised of their right to seek independent legal advice, if they wish.

 

Complaints Process as outlined on the website

White Ribbon has a dedicated process to address your concerns, resolve any outstanding issues, and help us to keep improving.

Please use our resolution process for complaints about, for example:

  • An order, whether via email, by phone, or on our web shop
  • Our web shop generally
  • An enquiry you’ve made
  • A product you have purchased from us
  • A situation where you feel we didn’t communicate with you clearly
  • A situation where you believe you weren’t treated with courtesy or respect
  • Ambassador conduct or suitability
  • White Ribbon Ride and or Riders’ conduct
  • White Ribbon Events and or events where there is a White Ribbon component
  • Projects, courses or workshops organised or run by White Ribbon
  • Conduct of White Ribbon staff, contractors or volunteers
  • Conduct of the White Ribbon Trust
  • Conflict of Interests

 

How to complain

You will need to write to us either via email or letter:

contact@whiteribbon.org.nz

OR

The Manager
White Ribbon
81 Otaihanga Road
Paraparaumu 5036

 

Please include:

  • your name and email address
  • your company name, if applicable
  • account details, if applicable for a shop or product complaint

 

Timeframes for resolving complaints

When we receive complaints, we aim to:

  • acknowledge complaints within 5 working days
  • respond to complaints within 15 working days

If you have more than one complaint, or your complaint is about more than one issue, we may need more time. If this happens, we’ll let you know.

Assessing complaints

When we assess complaints, we aim to:

  • keep an open mind and take a fresh look at the issues raised
  • acknowledge any mistakes and put them right if we can
  • be fair
  • see things from your point of view
  • understand the reasons why you have lodged a complaint and address those reasons
  • escalate your complaint to the correct person as necessary
  • keep in mind the context of our scope and role
  • operate within legal boundaries and business policies.

 

What we need from you

It’ll make it easier for us to resolve your complaint if you:

  • clearly identify the grounds for your complaint
  • provide any extra information we ask for
  • act honestly and treat us with courtesy and respect – we’ll do the same for you.
  • We will use the personal information you give us to correspond with you in relation to your complaint. We generally do not share your personal information unless it’s necessary for the purpose for which you gave us the information (to fully and fairly investigate your complaint). The information will not be shared with other parties without your permission, however if natural justice (the ability for someone to respond to a complaint) is not possible, this may limit White Ribbon’s ability to take appropriate action.
  • We will not use your information for any other purpose or disclose it except, in exceptional situations, for other reasons permitted under the Privacy Act 1993 or if – in rare instances – we were required by law (for example, to investigate a criminal offence or if someone’s life is in danger).

 

Review Protocol:

Policy Reviewed by: The White Ribbon Trust

Date Reviewed: 23 June 2020

Next Review Date: June 2021

 

Health and Safety Policy

The health, safety and welfare of staff, contractors, volunteers and programme participants is of prime importance to White Ribbon, and it is our intention to meet the legislative requirements, to strive for excellence in health and safety management.

Policy:

It is the policy of White Ribbon, so far as is reasonably practicable, to protect the health, safety and welfare of all staff, contractors, volunteers and programme participants; and to act in compliance with our legal obligations.

Within the general policy, we aim to effectively manage hazards and risks arising from any campaigns, programmes or facilities and activities, and in particular White Ribbon will:

  • provide and maintain a safe working environment that is safe and without risk to health;
  • provide such information, instruction, training, and supervision as is necessary, to ensure that health and safety hazards and risks are identified, understood and managed effectively;
  • support workers through the provision of resources to achieve the required health and safety objective outcomes;
  • require accurate reporting, notification and investigation of all injuries and incidents;
  • provide prompt, effective work based rehabilitation for all work related injuries, and non-work injuries where appropriate and possible;
  • provide the training and information necessary to ensure an appropriate level of competency in health and safety related matters;

All staff, contractors and volunteers have responsibilities under the legislation requiring that no action, or inaction, causes harm to themselves or any others in the workplace. In particular, White Ribbon requires all workers to:

  • report all incidents and injuries as soon as practical after the event;
  • participate in the health and safety management systems, including the wearing of safety equipment where provided;
  • report to management any identified risks to health and safety of staff, contractors, volunteers and programme participants;
  • actively participate in rehabilitation for work related injuries/illnesses.

White Ribbon’s health and safety performance will be monitored and reviewed by the Trust on an annual basis or at an appropriate Trust Meeting.

 

Review Protocol:

Policy Reviewed by: The White Ribbon Trust

Date Reviewed: 23 June 2020

Next Review Date: June 2021

 

Off-site Policy

This aim of this policy is to provide a safe environment as required by the Health and Safety at Work Act 2015. White Ribbon has created this policy to cover such activities as off-site campaigns and events. White Ribbon currently undertakes the Blueprints Programme, White Ribbon Ride, Workplace Accreditation Training, Youth Ambassadorship Leadership Programme and a range of stand-alone campaign events. The principle aim is to, as far as reasonably practical, identify the risks and hazards associated with off-site activities and prevent these risks/hazards from causing harm to anyone. It is recognised that the best prevention strategy is through planning, preparation, knowledge and risk management. White Ribbon acknowledges that many events that are organised with significant input and participation from White Ribbon will be undertaken by third parties. In these instances, White Ribbon will ensure that all parties are aware that a health and safety plan may be required.

General Principles

White Ribbon will, as far as reasonably practicable, take steps to provide a safe environment for staff, contractors, volunteers and programme participants in off-site locations.

White Ribbon acknowledges a duty of care to:

  • Provide adequate resources to conduct the agreed upon activity
  • Consider the occupational health and safety implications of proposed activities at the planning stage.
  • Review and consider all activity plans prior to any activity taking place.
  • Escalate activity plans to the Trust for authorisation where the risks are considered significant.
  • Monitor the effectiveness of compliance with the policy and guideline requirements.
  • Ensure staff, contractors, volunteers and programme participants receive the appropriate information, instruction and training necessary, and adequate supervision, to safely perform any required activities.

Review Protocol:

Policy Reviewed by: The White Ribbon Trust

Date Reviewed: 23 June 2020

Next Review Date: June 2021

 

White Ribbon NZ Ride Health and Safety Policy

Introduction

The Ride is an integral activity to the White Ribbon NZ’s campaign. As organisers of this event, White Ribbon NZ are committed to ensuring Riders are safe and free from injury or loss. At no time should the safety of the Riders or any third party be compromised for any reason.

Ride Planning

  • To proactively ensure that Riders are exposed to minimal dangers, the Campaign Team will work alongside Ride Leaders to plan the Ride routes. These routes will be planned to ensure that each day of the Ride:
    • is a reasonable distance
    • has adequate rest stops
    • has over-estimated travel times, not under-estimated travel times
    • provides healthy food and drinks at regular intervals
    • has accommodation provided at the end of the day
  • The planning process will also ensure that any potential hazards or problem areas are identified before the Ride takes place. These hazards will be avoided or a proactive plan made to ensure the safety of the Riders.
  • The Campaign Team will have organised support from New Zealand Defence Force (NZDF). NZDF will support the Riders by transferring their belongings from point to point.
  • Event organisers will be consulted before events take place to ensure:
    • they contact the Police to request a police escort for the Riders where practical
    • that the Ride Leader will be informed of the event location and any special instructions e.g. which entrance the Riders should take
    • appropriate parking is available for the Riders’ bikes. The parking area needs to have a hard and flat surface
    • the parking area for the bikes is marked ‘Out of Bounds’ until the bikes have cooled down so that audiences can not burn themselves
    • that a Rider is present if and when audiences want to look at the bikes (after they have cooled down)
    • they have been encouraged to provide a wet-weather plan

Participant Vetting

Since the Ride events take the Riders into educational organisations and could involve coming into contact with vulnerable people, an appropriate vetting process needs to take place. This process varies according to the Rider participation type and its definition:

  • Ride Leaders – the people responsible for the organisation of the ride
  • Ride Speakers – identified riders who will speak regular at events
  • Registered Riders – Riders who wish to take part in the whole ride and who may be subsidised by the campaign
  • Unregistered Riders – people who join at the last minute, and people who consciously avoid the requirements by not registering

Dependent on the Ride participation type, the following vetting process will take place:

  • Police Vetting – Ride Leaders and Speakers (as opposed to incidental speakers)
  • Declaration Signing – Registered Riders
  • Unregistered Riders – A briefing from the Ride Leaders

Ride Leaders

Each Ride Leader will be responsible for:

  • appointing a Road Captain who will decide on the formation that their Ride will travel in
  • ensuring a tail-end Charlie is appointed to stay at the back of the Ride to ensure that all Riders are accounted for
  • briefing the Riders each day or ensuring the Riders are briefed each day with a morning or evening update on each forthcoming activity, potential hazards and a general reminder on the Ride Code of Conduct (as listed in the Riders section below)
  • ensuring any new Riders that join the Ride are adequately briefed and aware of the Ride Code of Conduct

Riders

Professional attitudes and behaviour are expected at all times. Riders will be under public scrutiny and are representatives of White Ribbon NZ. Any Rider found to be riding in a dangerous or inappropriate manner should be reported to the Ride Leader at the first convenient opportunity. The Ride Leader should, with the support of others, caution the Rider and/or ask the Rider to leave the Ride if the breach cannot be rectified to the satisfaction of the Ride leader.

In order to minimise any potential harm to Riders and any third parties, Riders will:

  • ride within the law, not break the law in terms of speeding or road traffic regulations and, in particular, they must not be in control of their motorcycle whilst under the influence of alcohol or drugs
  • have a relevant current motorcycle driving licence
  • ensure that their motorcycle is in a roadworthy condition, correctly warranted and licensed
  • follow any instructions from Ride Leaders or Road Captains
  • not wear back patches, gang t-shirts or any other gang-related regalia
  • ride with head lights on
  • observe the two-second rule for safety
  • ride in a staggered formation unless directed by the Road Captains or Ride Leaders to do otherwise by hand signals
  • be courteous to all other road users
  • use a bike that is above 250ccs when travelling outside of towns and built up areas
  • follow the checklist of equipment necessary for the Ride e.g. wet weather gear
  • no alcohol or drugs are permitted on the ride

As Riders will be entering educational environments and meeting with young children and youths, the need to protect themselves from any possible allegations of inappropriate behaviour is vital. In order to do this the Riders will not:

  • allow themselves to be on their own with one child at any time
  • use inappropriate language in front of children or speak about concepts which are not age appropriate
  • make sure they are behaving in a way that cannot be misinterpreted or can be perceived as inappropriate. This includes physical contact. If a child wishes to show affection, Riders should ensure that hugs are witnessed by another adult and their hands are visible at all times.
  • Engage in any intimate contact with third parties. There is no reason for intimate contact, this should never occur, without exception
  • Share personal information with third parties. This includes sharing contact numbers, addresses or social media information. Riders will not accept friend requests or personal messages on any social networking sites from children or vulnerable persons.

 

Riders’ Mental Health

White Ribbon acknowledges that riders may need to debrief and talk about the issues they are exposed to while on the ride. Where possible the ride should have a pastor or councillor attending and the ride leaders must try to be aware of the mental health of their riders and take appropriate steps should a rider require assistance.

 

Training for Riders for Responding to disclosures of sexual violence

The Ride must ensure that we do no harm. We are not professional social workers but there is a possibility someone might disclose information to a rider. Riders should have a basic understanding of what they should do if a person discloses sexual violence.

 

If the disclosure is a bad experience it will be a long time before they disclose again

  • Validate and listen
    • “It sounds like that was an awful experience for you… thank you for your strength and sharing”
  • Believe them
    • Very low % make up claims
    • There is no one way people present when disclosing, don’t judge on presentation
  • Ask if they are safe now, is it going to happen again
    • If under 16
      • obligation to report
    • If over 16
      • Ask for permission to take it further
      • If ‘yes’ – refer the information to the event organiser and/or local crisis centre
    • Stay grounded
      • Being overwhelmed or angry does not help
      • Use a technique to keep calm (deep breathing)
      • This models helpful calming behaviour
    • Your role is to listen and pass the information on (if appropriate)
    • How to end a conversation
    • Your own mental health and history
    • Disclosures can affect you
    • Debrief (anyone can ring helpline or Rape Crisis)
    • If this is the first disclosure of a crime, in law you can be asked to testify. Write down what you remember, and ensure you inform the Ride Leader.

 

Review Protocol:

Policy Reviewed by: The White Ribbon Trust

Date Reviewed: 23 June 2020

Next Review Date: June 2021

 

Code of Conduct

Each Rider shall be asked to sign the Code of Conduct below

NAU MAI HAERE MAI KI TĒNEI EKENANUI
WELCOME TO THE WHITE RIBBON RIDE

RIDE RULES

  • No alcohol or drugs are permitted on the ride
  • No back patches, gang t-shirts or regalia
  • Must have motorcycle 250cc or larger while on the open road

ROAD SAFETY

  • The Ride Leaders are in charge of the Ride
  • Road Captains are in charge of each leg of the Ride specifically on-road safety and protocol and their instructions should be followed. They are acting as volunteers.
  • Tail-end Charlies assist the Road Captains
  • All road traffic rules and regulations apply
  • Motorcycles must have head lights on
  • Observe the two-second rule for safety
  • All riders will ride in staggered formation unless directed by the Road Captains to do otherwise by hand signals
  • All riders will be courteous to all other road users

WHITE RIBBON PLEDGE

By taking part, you agree that you will stand up, speak out and act to prevent men’s violence towards women

DISCLAIMER

  • You are responsible for your actions and the safe operation of your motorcycle
  • The White Ribbon Trust and White Ribbon Ride leaders are not responsible for your safety or actions
  • White Ribbon is a public event so as a group and as individuals, you will be under public scrutiny
  • How you act will reflect on all of us and on the White Ribbon cause. Please keep this in mind as you participate in the ride.

 

Name ____________________________________            Date ________

 

Signature _________________________________

 

Health and safety Policy for the Blueprints Programme

Policy

The purpose of this policy is to outline White Ribbon’s approach to Health and Safety to ensure all staff can perform their roles safely and effectively, and that the programme works in conjunction with the White Ribbon Health and Safety policy.

 

Policy Objectives for Youth Social Worker:

White Ribbon will comply with all Health and Safety legislation and take all practicable steps to integrate positive and effective safety measures into the day to day practices of the Youth Social Worker.

  • Youth Social Worker will be provided with a clean, safe and welcoming work facility.
  • White Ribbon and Ormiston Police staff to maintain a respectful and supportive environment.
  • White Ribbon and Ormiston Police Youth Aid Sergeant will inform and train Youth Social Worker on all Health and Safety objectives and procedures by way of White Ribbon and Police induction process.
  • White Ribbon will ensure their organisations Health and Safety resources and processes are readily available, easy to use and regularly reviewed.
  • White Ribbon will identify, assess and manage risks and hazards associated with vehicle use and service provision through the process of elimination, isolation or minimisation.
  • Ormiston Police will ensure Youth Social Worker is provided with NZ Police driving certificate for any use of Police vans (One day certification).
  • White Ribbon will foster the well-being (physical, mentally and emotionally) of Youth Social Worker, by supporting them in their work, especially in challenging times.
  • White Ribbon Relationships Manager will complete an individual goal setting and training document within the first month of the Youth Social Worker’s employment. This will be reviewed and updated six months into employment.
  • External supervision will be available every 3 – 4 weeks. (Up to two sessions per month).
  • Youth Social worker will provide one-on-one mentoring sessions with participants in a safe, respectful and dignified way.
  • Mentoring sessions for the Blueprints Programme may in some circumstances continue past the programme completion. Such sessions will be the responsibility of the White Ribbon Relationships Manager (if the Blueprints programme is discontinued).
  • Additional meetings with whanau, caregivers and external agencies must be carried out in a respectful, safe, dignified and culturally appropriate manner.
  • Youth Social Worker’s initial meetings with participants referred to programme, their whanau and/or care giver/s, will always take place with a Youth Aid Police Officer present.
  • Youth Social Worker will have availability to access Police Youth Aid Officers, or White Ribbon Relationships Manager when requiring additional support for any future meetings if required.
  • Youth Social Worker will ensure they have lodged in writing with the Youth Aid Sergeant (or person in charge on the day, who is of similar Police Seniority) all home visits, including the address, proposed time frame of the visit. This will occur on a daily basis and is for their personal safety.
  • Youth Social Worker must always carry a mobile phone during working hours and ensure they respond to any calls from White Ribbon Relationships Manager and/or Police working within the programme.
  • When working offsite, the Youth Social Worker may be required to travel to work events or for professional development to another town or city. When such events require overnight stays, accommodation and food allowance will be arranged by White Ribbon Relationships Manager. Transport may also be arranged in these circumstances.
  • Risk Assessment (RAMS) forms must be completed and signed off by White Ribbon Relationships Manager and Police Youth Aid Sergeant (or similar seniority) prior to any group external outings, camps, activities.

 

Youth Social Worker, under the Health and Safety Act at any external premises must –

  • Take reasonable care for their own health and safety
  • Take reasonable care others are not harmed by something they do or do not do
  • Comply, as far as reasonably possible, with instructions from White Ribbon’s management, so that White Ribbon can comply with Health and Safety regulations.

 

The Youth Social Worker should maintain a safe nurturing and environment and is responsible for ensuring all participants are aware of:

  • Relevant White Ribbon Policy
  • Emergency Procedures
  • Relevant Health and Safety procedures and legislation

 

Review Protocol:

Policy Reviewed by: The White Ribbon Trust

Date Reviewed: 23 June 2020

Next Review Date: June 2021

 

Conflict of Interest-Register of Interests Policy

Policy:

To ensure that any actual or perceived conflicts of interests, on the part of Trustees, staff and volunteers (and any external Chair for a Board sub-committee), and contractors, are declared in advance.

 

Rationale:

This policy will provide guidelines on the nature of conflicts and on dealing and managing conflicts as they arise.

 

Procedures:

  • Trustees, staff and contractors must disclose any real or perceived conflicts of interests (in a Conflicts of Interest Register (“Register”) kept by the Campaign Manager) and advise the Chair.
  • The Trust must keep a Register of conflicts.
  • The Register will be monitored by the Campaign Manager and maintained by the Trust Secretary.
  • Staff and contractors are responsible for declaring conflicts of interest at time of engagement by signing a conflict of interest declaration, which will be held on their file.
  • Staff and contractors are expected to notify the Campaign Manager immediately if their circumstances change and the change is to be recorded on the Register.
  • On an annual basis the Campaign Manager will request staff and contractors to update Register.
  • The Campaign Manager will review and consider, if anything, needs to be done adequately to avoid or mitigate the effects of the conflict of interest. The findings and any action must be recorded in the Register and signed off.
  • Any complaints/ concerns about potential or perceived conflicts of interested or breaches with regard to this policy will be directed to the Chair in written form.
  • The Chair will follow-up on the complaint and respond in writing with his/her conclusions. If a conflict been identified this will be recorded in the Register.
  • In the event of non-compliance with the policy, mediation may be required and the steps outlined in the Misconduct and Disciplinary Proceedings Policy will be followed in addressing the issue with staff. Non-compliance for the Campaign Manager will be managed by the Chair and the Board.
  • In the event of non-compliance of Trustees, the matter would be referred to the Chair, or Board in the case of the Chair.

 

 

Review Protocol:

Policy Reviewed by: The White Ribbon Trust

Date Reviewed: 23 June 2020

Next Review Date: September 2021

Fraud Prevention, Detection and Response Policy

Policy:

The Trust is committed to the eradication of fraud, corruption and misappropriation and to the promotion of high standards of integrity.

Rationale:

The purpose of this policy statement is to set out clearly the responsibilities of both the Trust staff members and volunteers with respect to fraud prevention and detection and the organisation’s response if fraud is detected. The Trust has an obligation to look after public moneys and resources as well as fundraised moneys for which it is responsible.  It has an associated responsibility to maintain an internal control environment and systems of internal control to maintain organisational integrity and prevent and detect fraud.  The key components of the internal control environment are outlined in this policy.

 

Procedures:

Fraud is defined as deliberate deceit by a staff member, volunteer or Trustee, undertaken in order to obtain a benefit for themselves and/or someone else. This includes such acts as theft, conspiracy, bribery and misappropriation.

The Trust is committed to preventing fraud.  Key components of our systems which are aimed at preventing fraud include:

    • Implementing pre-employment checks, including Police checks for finance staff;
    • Induction procedures which ensure that all staff and volunteers are aware of their responsibilities in relation to the policies and procedures operated by the Trust;
    • Due diligence on new suppliers, including credit checks and checks for conflicts of interest
    • Ensuring staff, volunteers and managers are aware of their responsibilities for preventing and detecting fraud, through regular review and staff training (at least annually).
    • Ensuring there is an independent accountant so that all bills and accounts must be approved both internally through the Campaign Manager and the external accountant.

Should fraud be detected, the Trust has a “zero tolerance policy”.  All cases of fraud, or suspected fraud, against the Trust will be thoroughly and promptly investigated and, where substantiated, disciplinary action (in accordance with the Trust’s Disciplinary Policy) and referral to the Police will follow.  The Trust will also actively seek to recover any money or property lost as a result of fraud.

Trust and Campaign Manager’s Responsibilities

While responsibility for the prevention and detection of fraud rests primarily with the Trust, it delegates operational responsibility to the Campaign Manager when there is a need to:

  • assess the types of risks involved in the operations for which the Trust is responsible
  • regularly review and test control systems for which they are responsible
  • ensure controls are being complied with, and
  • satisfy themselves that systems continue to operate effectively.

 

Staff Responsibilities

Every Trustee and member of staff has a duty to ensure that public funds are safeguarded, whether they are involved with cash or payment systems, receipts, or dealings with third parties.  Trustees and staff should alert the Campaign Manager where they believe the opportunity for fraud exists due to poor procedures or lack of effective control.

In addition, it is the responsibility of every Trustee and member of staff to report details immediately to the Campaign Manager if they suspect that a fraud has been committed, or they become aware of or concerned about, any suspicious acts or events.

Trustees and staff should also assist in any investigations by making available all relevant information and by co-operating in any interviews.  All information relating to the investigation must be treated in confidence.

 

Guidelines for Fraud Investigations

The purpose of any investigation of fraud, or suspected fraud, is to confirm or repudiate the suspicion(s) that have arisen.  It is important for Trustees and staff to be clear that any irregularity, however apparently innocent, will be reviewed.

   Processes

  • Any allegation or suspicion of fraud reported by a Trustee or staff member is to be referred to the Campaign Manager in the first instance.
  • The Campaign Manager will keep the Chair of the Trust informed of any allegations of fraud and progress on any investigation.
  • The Campaign Manager and the Chair of the Trust will decide whether an investigation will take place internally, or whether an independent investigator will be engaged. The seriousness of any issue and/or the likely impact upon the Trust should determine the scope of any investigation, including the extent of resources that may be used.
  • In accordance with the Official Information Act 1982, the Privacy Act 1993 and the Protected Disclosures Act 2000, every endeavour will be made to withhold information that might lead to the identification of the person supplying it.
  • All investigations should be conducted in a professional manner having regard to the integrity of the entity and the natural rights of the staff member involved. The Trust will ensure that the process for investigating allegations of fraud is impartial, fair, prompt, transparent and consistent.

 

The Trust will also instruct the Campaign Manager to engage an auditor to undertake an annual audit or review which shall be presented annually to the Trust.

 

Review Protocol:

Policy Reviewed by: The White Ribbon Trust

Date Reviewed: 23 June 2020

Next Review Date: September 2021

 

IT Policy

Information technology (IT) can help you do your job and balance your work and life. Your IT use should not interfere with your work duties or harm the business. This policy sets out acceptable use of IT and applies to all staff. This applies to work IT, personal IT used at work, or for work and any other IT used for work purposes.

Policy:

You must use IT and systems responsibly and reasonably. Your use must not interfere with your work duties, harm our business or other people, or be illegal.

This means you can’t:

  • harm our organisation or its reputation
  • infringe rights or the law
  • cause legal problems for White Ribbon, eg defaming someone or making false claims
  • harass, bully or offend anyone
  • disclose any confidential information about our business, customers, clients or other private or confidential information except as is lawfully required by your job
  • risk the security, safety or ability of our systems, eg by downloading, streaming or storing music, video or images or by opening suspicious or unexpected attachments except as is lawfully required by your job.

You are also responsible for:

Keeping any work devices safe and secure when they are outside the workplace.

Hardware and software:

You can use our hardware and software — including PCs, tablets, data sticks, compact discs, digital files and information, operating systems, programs, apps and social media.

You can use our internet access, including Wi-Fi, if you:

  • use software and hardware we’ve approved
  • keep passwords secret and hard to guess
  • keep our Wi-Fi user names, access codes and passwords confidential.

You can’t view or download material, or visit websites that could be thought offensive, inappropriate or illegal.

You can use our computers and internet connection:

For personal use, if you have permission.

Outside the workplace if you have permission from your manager

 

Email:

If you use our work email account(s), you must follow the policy.

You must:

  • only use email accounts you have permission to.
  • meet New Zealand’s anti-spam rules when sending emails to numerous addresses, eg marketing messages to customer lists.
  • get permission before you send unsolicited electronic messages to people, e.g. marketing or promotional material.

 

Social media:

Use of our work social media account(s) must follow the White Ribbon Social Media Policy below. You can:

  • Access and use social media using our IT for work purposes only.

 

Mobile devices:

We may lend you a mobile phone and/or tablet. Your use of our devices must meet the rules set out at the start of this policy.

  • You cannot use our mobile devices for personal use unless we have agreed to this. Your mobile is for your use only, except for emergency situations.
  • You cannot view or download material or visit websites that could be thought offensive, inappropriate or illegal.
  • You must keep the phone/mobile device safe and secure. It must have a password that is secret and hard to guess.
  • You may have to pay to replace a device you lost or damaged either on purpose or because you were careless.
  • Never let other people use your device unless we allow you to.
  • You must return the phone or tablet to us if we ask you to or when you stop working for us. We will keep ownership of the device — and its number if it’s a phone — unless we agree otherwise.

If you are allowed personal use of a work-owned mobile device, you must not:

  • Make international calls.
  • Make calls or texts with additional charges e.g. to 0900 numbers.
  • Download or use unreasonable amounts of data.

If you are allowed personal use of a work-owned mobile device and you make calls or texts that are in breach of this policy, you may be expected to pay for their cost.

Photos and videos:

  • You can only take photos or videos in the workplace for lawful and work-related purposes.
  • You can take personal photographs or videos, e.g. for Snapchat, Pinterest and Instagram, in the workplace with our permission.
  • You can take photos or videos in the workplace, e.g. for Snapchat, Pinterest and Instagram, but must get permission from any people in the photos or videos.
  • You can post, publish or distribute photos or videos taken in the workplace with our permission or if it’s for a lawful work-related purpose.

Social Media Policy

Social Media is an important area of engagement for White Ribbon. The purpose of this policy is to clarify the purpose and ‘house rules’ for White Ribbon’s online media use i.e. Facebook, Twitter, Instagram and YouTube accounts. We recognize the vital importance of participating in these online conversations and are committed to ensuring that we participate in online social media the right way.

White Ribbon’s online media sites are used to:

  • encourage informed debate about men’s violence towards women
  • increase the profile of the White Ribbon Campaign
  • act a media channel for White Ribbon communications
  • grow the White Ribbon database

 

Administration for the sites:

  • Administration Manager – currently held by the White Ribbon Campaign Manager and Assistant Manager

 

Content Creators:

  • Currently the Campaign Manager and anyone the Manager deems appropriate.

 

Operation of the site:

  • Only the Administration Manager and Content Creators can begin new posts.
  • Anyone is able to comment on these posts provided they comply with the House Rules.
  • Submitters are able to post links on an existing feed. These links will not normally be deleted unless they breach the House Rules.
  • The Administration Manager is responsible for ensuring posts are monitored on a daily basis and for ensuring they comply with the House Rules.
  • Users are encouraged to send posts to the message section where they are then posted if relevant.

 

House Rules for Users (This is included in the ‘About Section’ of the Facebook site)

The White Ribbon Facebook site has been established to encourage informed debate about reducing men’s violence towards women and to exchange information and views about the White Ribbon campaign.

In participating on this site, you will be deemed to have agreed to the following terms of use:

  • Be respectful of other users of this page.
  • Stay on topic and do not upload content or post a comment that is unrelated to the purpose of this page.
  • Do not use language or content that:
    • Appears to be spam
    • Is racist, sexist or discriminatory
    • Contains insults or put downs
    • Is likely to be offensive, inflammatory or provocative (this includes swearing and obscene or vulgar comments)
    • Is obscene, abusive or insulting
    • Contains potentially harmful advice
    • Is not accurate

 

  • Do not break the law or encourage others to do so (this includes defamation, breaching privacy, breaching another person’s intellectual property rights such as copyright, condoning illegal activity and contempt of court).
  • Do not post personal information – addresses, phone numbers, email addresses or other online contact details – relating either to you or other individuals.
  • Do not impersonate or falsely claim to represent a person or an organisation.
  • Do not make any commercial endorsement or promotion of any product, service or publication.
  • If you are aged 16 or under, please get your parent’s/guardian’s permission before participating. Users without this consent are not allowed to participate or provide us with personal information.

 

The White Ribbon Facebook page is moderated by White Ribbon campaign staff. Their role is to ensure that the House Rules for Users are adhered to.  Any content or posts that breach the House Rules will be removed.

Where appropriate, users may be reminded of House Rules.  Users that continue to breach House Rules may be banned from the site.

If there are any queries or concerns about the House Rules or their use contact the campaign staff at www.whiteribbon.org.nz/about/contact-us/

 

Criteria for selecting posts:

Material posted by the Administration Manager and Content Creators may be posted if they meet the following criteria and are not knowingly false or libelous.  Posts have to be relevant to the purpose of the White Ribbon site.

Links and images relevant to the White Ribbon Campaign include but are not limited to:

  • violence towards women (which can include)
  • violence against children
  • preventing violence towards women
  • agency and community responses to preventing violence towards women
  • research, evaluation, policies and services related to preventing violence towards women
  • community, national and international news and events related to preventing violence
  • sector information (eg job vacancies, news)
  • sector support (eg campaigns, workshops, celebrations)
  • Government responses and initiatives relating to violence prevention
  • White Ribbon Campaign project and news
  • Issues related to men’s movement and women’s movements

 

Criteria for responding to comments:

The administrator’s responses should not be personal and should reflect the agreed policy positions of the White Ribbon Committee. The administrator can rely on the community to self-moderate in most instances.  Responses should be at a high level however.  All responses should comply with the House Rules.

Generally the administrator responds to:

  • Thank people for comments, submitting and participation
  • Correct factual inaccuracies
  • Provide missing information or clarify a post
  • Add further relevant links to a post
  • Draw attention to the House Rules

 

Breach of House Rules

  • If the Administrator deems the breach to be minor, (such as mildly inappropriate language) a reminder of the House Rules’ is posted. This should occur as quickly as possible. The reminder should be posted on the site under the applicable thread. The reminder should link to the person/identity’s page to ensure the message is received and they are notified via Facebook.
  • If the Administrator deems the breach to be of such a serious nature (eg abusive language), the Campaign Manager should be informed immediately. A decision will be taken whether a reminder of the House Rules was sufficient or whether a ban is required.
  • Posts may be temporarily removed from the site while a decision is being made.

 

Marketing and Sponsorship Policy

  • The people in our posters and resources are not paid and must complete permission forms and state they are violence free. If information comes to light about a person or group used to promote the campaign that may damage the reputation of the campaign, the Campaign Manager would provide this information to the Trust with a recommended course/s of action or take action if urgency is required.
  • The Trust has determined that White Ribbon should not use alcohol, tobacco or gambling in any advertising or within any sponsorship that would promote the use of those products.
  • White Ribbon should not engage in any marketing or sponsorship that reinforces gender stereotypes or promotes gender inequality.
  • Should you wish to make a complaint, please refer to our complaints policy.

Review Protocol:

Policy Reviewed by: The White Ribbon Trust

Date Reviewed: 23 June 2020

Next Review Date: September 2021

 

Volunteer Policy

Volunteers are an integral and valued part of the White Ribbon team.  While working for White Ribbon, they are, like all staff members, expected to adhere to White Ribbon policies, rules, code of conduct and procedures and reflect White Ribbon values in the same way as paid staff. We acknowledge that volunteers cannot be held accountable in the same manner as staff, but every effort should be made to educate volunteers as to the expectations and values of White Ribbon.

The purpose of this policy is to:

  • Define what we mean by the word Volunteer;
  • State the White Ribbon philosophy on Volunteering, and;
  • Outline rights and responsibilities of White Ribbon and its Volunteers;

Definitions and Scope:

A ‘Volunteer’ is an individual who for personal or charitable reasons freely (and without expectation of financial gain) contributes time, service and skills to assist White Ribbon in its efforts to end violence against women.

This policy applies to all those who Volunteer for White Ribbon, regardless of the size, level, or scope of their role. Volunteers may be involved in many of the White Ribbon programmes and activities and serve at all levels.

Volunteering Philosophy:

Volunteers are at the heart of White Ribbon which was established by and without Volunteers, much of the work of White Ribbon as we know it would not be done. Volunteers make it possible for us to promote the kaupapa in communities throughout New Zealand; hold events nationwide; raise funds and to govern.

Volunteering for White Ribbon is inclusive and open to all who are willing to work in line with the rules and values of our kaupapa. White Ribbon acknowledges that there is a role for former perpetrators to assist White Ribbon in our goal to end men’s violence.

Former perpetrators must demonstrate that they are no longer violent and do not hold the views that may have led or supported gender-based violence. White Ribbon acknowledges that some former survivors may hold views that are incompatible with White Ribbon’s goal to work with former and current perpetrators.

White Ribbon will endeavour to ensure that these volunteers are given every opportunity to participate if they can engage constructively with violence prevention. White Ribbon will work to ensure that Volunteers are provided with roles that are meaningful and relevant to their needs and interests, treated with respect and as equals, given appropriate induction, training and supervision, offered full involvement and participation and are recognised for their efforts.

 

Rights and Responsibilities:

White Ribbon is committed to involving its Volunteers in facilitating and improving the volunteer experience. In this undertaking both White Ribbon and its Volunteers have rights and responsibilities:

 

As a Volunteer for White Ribbon you have the right:

  • To perform a role that is meaningful and satisfying;
  • To be assigned to a role that fits your interests and needs;
  • To receive the induction, training and supervision necessary to fulfil your role;
  • To receive feedback on the tasks you perform;
  • To be treated with respect and as an equal partner in our organisation;
  • To be trusted with confidential information necessary to carry out your role;
  • To be kept informed on relevant matters within White Ribbon;
  • To expect that your time will not be wasted by poor planning or coordination;
  • To work in a safe and healthy environment, and be given health and safety information relevant to your role, and;
  • To have access to White Ribbon’s policies and procedures.

 

As a Volunteer for White Ribbon you have the responsibility:

  • To be honest about your expectations and abilities;
  • To not take on more responsibility than you can handle;
  • To take part in induction, and orientation processes e.g. background checks, paperwork and training;
  • To be reliable and punctual or provide notice so that alternative arrangements can be made;
  • To be accountable, perform your role to the best of your ability and ask for help when you need it;
  • To follow organisational policies and procedures including the Code of Conduct;
  • To respect those confidences entrusted to you;
  • To voice your opinion and have input on ways in which your role might be performed better;
  • To be open-minded and respectful of others opinions, and;
  • To represent White Ribbon accurately and positively to others.

 

White Ribbon will make every effort to ensure that Volunteers are advised of their rights and responsibilities.

White Ribbon has a number of categories of volunteers. Within each category there are different expectations due to the nature of each role.

Ambassadors:
Ambassadors are considered volunteers however, this policy recognises that they are required to sign a specific form which codifies their behaviour and the implications for bringing White Ribbon into disrepute. Ambassadors also undergo a mandatory Police and Community check to ensure their current behaviour is appropriate for an organisation that promotes non-violence.

White Ribbon Riders:
White Ribbon Riders are considered volunteers however they are required to sign a form agreeing to the Ride Rules. Riders are divided into different categories and have differing expectations and roles. These have been codified.

Board members:
Board members are also considered volunteers as they donate their time. They also have a code of conduct and rules outlined in the White Ribbon Campaign Trust Deed.

General Volunteers:
General volunteers can take part in the campaign undertaking a range of tasks. If a role is of particular significance a job description will be created and the volunteer will be asked to sign the document and abide by the rules. All volunteers will have access to policies so they are aware of their responsibilities and their rights.

Out-of-pocket expenses:

Volunteers are eligible for reimbursement of reasonable expenses incurred while undertaking business for White Ribbon. The volunteer coordinator shall distribute information to all volunteers regarding specific items that may be reimbursed. Prior approval must be sought for any major expense.

White Ribbon Resources:

Volunteers, particularly Ambassadors and Riders, may be provided with White Ribbon resources for their own use and for distribution in the wider community.

 

Review Protocol:

Policy Reviewed by: The White Ribbon Trust

Date Reviewed: 23 June 2020

Next Review Date: September 2021

 

 

Ambassador Appointment Policy

The White Ribbon Campaign Ambassadors are appointed by the White Ribbon Campaign Trust.

  • They undergo a series of checks
  • They are nominated via an official form (see Appendix A)
  • Interviews are conducted and a Women’s Refuge check to see whether the ambassador has any history known to them and of there is any unofficial history of domestic abuse
  • A police check is also conducted unless they have a recent check
  • Those ambassadors who were former perpetrators are required to identify their past behaviour
  • A short report is provided to the Trust where there are perceived to be no relevant issues.
  • A longer report is provided to the Trust should issues related to the appointment come to light during the process.
  • The committee then considers the nomination and the nominee is informed of the outcome
  • The ambassador is then provided with further information, training and resources
  • Should the behaviour of the ambassador be inconsistent with the kaupapa of White Ribbon, the committee reserves the right to terminate the ambassadorship. This is clearly stated in the nomination form.
  • As soon as any information comes to light that may threaten the integrity of the campaign, the campaign manager would contact the chair of the White Ribbon Campaign Trust.
  • The chair (or in his absence the deputy chair) can make the decision to terminate the ambassador – if the incident is urgent
  • The Trust would be informed by email and this would be discussed at the next meeting
  • If the incident is not urgent this would be discussed confidentially with the Trust
  • If deemed in the best interest of the campaign a press statement might be released
  • The White Ribbon website would then be altered accordingly

 

Ambassador Investigation Process:

White Ribbon’s investigation process for Ambassadors is often complicated by the need for discretion and confidentiality and that Ambassadors can be public figures who attract attention. White Ribbon acknowledges the test for removing Ambassadors is whether their behaviour brings White Ribbon into disrepute, not whether their behaviour is always exemplary. Anyone may complain about the behaviour of an Ambassador.

The Process:
The process for investigating the behaviour of Ambassadors should where possible, follow the guidelines set up in our complaints policy. Investigations are conducted by either the Campaign Manager or a Trust Board member.

We will use any personal information you give us to correspond with you in relation to your complaint. We generally do not share your personal information unless it’s necessary for the purpose for which you gave us the information (to fully and fairly investigate your complaint). The information will not be shared with other parties without your permission, however if natural justice (the ability for someone to respond to a complaint) is not possible, this may limit White Ribbon’s ability to take appropriate or public action.

Where privacy is requested by the complainant and White Ribbon agrees to this condition, White Ribbon will attempt to verify the information provided and provide a report to the Trust.

Following an investigation, a confidential report will be provided to the Trust and the Trust will make a determination. This decision will then be conveyed to the complainant and or Ambassador by either the Campaign Manager or a member of the Trust. The deliberations maybe withheld from either the Ambassador or complainant for reasons of privacy.

 

Review Protocol:

Policy Reviewed by: The White Ribbon Trust

Date Reviewed: 23 June 2020

Next Review Date: September 2021

 

Misconduct and Disciplinary Proceedings

Our employment policies and arrangements are designed to create a positive environment in which people can be successful in their job.  Like any relationship, all parties need to communicate well to ensure clear understanding of their needs and expectations so that both parties can maintain and enhance the work environment and employment relationship.

All employment relationships will be maintained in a way that is consistent with the Employment Relations Act 2000 and the following principles:

  • Supports White Ribbon’s purpose and ethos
  • Supportive of individual and organisational accountability
  • Supportive of individuals and their aspirations
  • A prudent use of stakeholder or White Ribbon funds

It is the responsibility of both parties to maintain a positive relationship.  Our Code of Conduct sets out the expectations we have for our employment relationship.  Our Job Descriptions set out the Key Result Areas for each job and the values we will demonstrate in delivering the Key Result Areas.

Performance expectations are expressed in the performance agreement negotiated annually between the employee and their Manager during the Performance Appraisal cycle.  We will use employment-related legislation and case law to guide us in resolving all employment relationship issues.

Procedures for dealing with issues of performance, misconduct or serious misconduct are detailed in individual Employment Agreements. Employees will be supported by their manager and or an Employee Assistance Programme provider if this is included within the individual contract.

Serious Misconduct

Serious Misconduct is conduct that seriously compromises White Ribbon’s trust and confidence in the employee. Examples of serious misconduct may include, but are not limited to:

  2. Refusal to carry out your duties or to carry out any proper and lawful instruction we give you or any other person acting with our authority.
  3. Physical violence against any person on our premises.
  4. Being at work under the influence of alcohol or non-prescription drug.
  5. Repeated or persistent breaches of these conditions of employment.
  6. Being adjudicated bankrupt when your position within White Ribbon involves responsibility for budgets and or the handling of funds.
  7. Being convicted of any crime;
  8. involving dishonesty; or
  9. for which you are sentenced to any term of periodic detention or imprisonment.
  10. Your supplying any false or misleading information in support of your application for employment with us.
  11. Conduct which is likely to bring White Ribbon into disrepute whether or not in the course of employment.
  12. Having a conflict of interest detrimental to our interests.
  13. Breach of any security or confidentiality provision.

This is not intended to be an exhaustive list and we reserve the right to terminate without notice for any other offences we regard sufficiently serious.

The following procedure will be followed if you are suspected of serious misconduct:

  1. We will enquire into the circumstances as soon as practicable after they come to our notice and give you reasonable opportunity to comment on the matter.
  2. You may be represented at all stages throughout the enquiry;
  3. We may temporarily suspend you from work (on pay) while investigations into your conduct are being made. You will first be given an opportunity (which may be brief) to comment on the suspension. If your suspension continues for more than eight weeks because of delays in the investigation associated with your actions or if we agree to any request you make to defer the investigation or we are required by a court to defer the investigation, we may, at our sole discretion continue to suspend you without pay;
  4. If, after hearing your explanation, we are satisfied that there has been serious misconduct, we may terminate your employment without notice or on other terms which we consider appropriate.

Disciplinary Action

White Ribbon may invoke these procedures in a situation where there is, for example an instance of misconduct or serious misconduct, or a breach of the employment agreement. Following a fair and reasonable process, the organisation may:

Step 1.             Give a formal written warning, the details of which will be placed on your file. The warning will remain on file unless White Ribbon decides to remove it.

Step 2.             Give a final warning if the formal written warning is not heeded or there is further misconduct or serious misconduct. This will state that further misconduct or serious misconduct may result in dismissal. This warning will also remain on file unless White Ribbon decides to remove it.

Step 3.             Dismiss you, either summarily or on notice, if the final warning is not heeded, or if there is further misconduct or serious misconduct. In cases of serious misconduct, you may be dismissed without notice and without payment in lieu of notice.

Resolving Employment Relationship Problems

The Employment Relations Act 2000 requires all employers to provide their employees with a plain language explanation of the services available for resolution of employment relationship problems.

The following are the options available to employees who believe there is an employment relationship problem.

White Ribbon encourages employees to check their facts before taking things further.

Discuss the apparent problem with family or friends or advisers, and find out what the law is and/or what the employment agreement says. For additional information:

  • Contact the Employment Relations Info line – Call free 0800 800 863
  • Visit the website at http://www.employment.govt.nz to obtain information and factsheets
  • Talk to a lawyer, community law office or industrial relations consultant

Employees are encouraged to talk to their manager or an appropriate person in the organisation. It is ideal if we can solve our own problems quickly and fairly wherever possible.

If the problem can’t be solved internally, a Mediation Service run by the Ministry of Business, Innovation and Employment can be accessed. The Mediation Service provides information about employment rights and obligations, as well as providing impartial mediators to help solve the problem.

If the Mediation Service does not provide a solution, the Employment Relations Authority may be approached for help. Employees taking this more formal step may wish to have someone representing them. The Authority will investigate the problem and make a decision.

If the decision is not satisfactory to the employee, the problem can then be taken to the Employment Court or ultimately to the Court of Appeal.

If an employee has a personal grievance it must be raised within 90 days after the action complained of, or the date the employee became aware of it (unless there are exceptional circumstances as outlined by the Employment Relations Authority).

If an employee believes they have a personal grievance based on discrimination or sexual harassment they may be able to make a complaint under the Human Rights Act. A personal grievance can’t be referred to both the Human Rights Commission and the Employment Relations Authority.

If the problem is about minimum entitlements under the law, a Labour Inspector can be contacted to enforce employee rights under minimum rights legislation, such as the Minimum Wage Act 1983 or the Holidays Act 2003.

 

Review Protocol:

Policy Reviewed by: The White Ribbon Trust

Date Reviewed: 23 June 2020

Next Review Date: September 2021

Leaving the Organisation Policy

White Ribbon’s intent is to maintain positive and constructive relationships with all employees – future, present and past.  This policy details our mutual obligations when you leave our employment

When you leave White Ribbon we ask that you:

  • return all company property;
  • hand over all current work to the appropriate people; and
  • hand over to someone duly authorised all notes of confidential information which you may have acquired during your employment.

Exit Interviews

When you leave White Ribbon you may be invited to attend an exit interview in your last week. This is a confidential and voluntary interview aimed at helping White Ribbon to understand how to improve organisational performance.

 

Review Protocol:

Policy Reviewed by: The White Ribbon Trust

Date Reviewed: 23 June 2020

Next Review Date: September 2021

 

 

Business Continuity and Disaster Recovery Plan

White Ribbon is committed to maintaining business continuity and has a straightforward disaster recovery plan.

White Ribbon does not operate from a single location as employees and contractors may work from their homes or at other approved locations. This has ensured that remote working is the norm and is a vital part of White Ribbon’s plan to provide continuity and achieve a swift post-disaster recovery.

White Ribbon should ensure that there are adequate backups of information in the event equipment is destroyed. Information must be backed up at more than one location.

White Ribbon must ensure plans for events are held by more than one person so that continuity is possible should a staff member become incapacitated.

Because White Ribbon is such a small organisation, staff members are supported to share responsibilities to mitigate the risks associated with staff attrition or illness.

The Campaign Manager must ensure appropriate insurance is held by the organisation.

 

Review Protocol:

Policy Reviewed by: The White Ribbon Trust

Date Reviewed: 23 June 2020

Next Review Date: December 2021

 

Record Keeping Policies and Procedures

White Ribbon is committed to ensuring records are kept securely.

Appropriate information must be kept confidential.

Documents are filed in the appropriate folder for each given year.

Appropriate documentation for taxation and auditing processes must be retained.

The Campaign Manager is responsible for providing timely updates and reports for Trust Meetings and setting an agenda approved by the Chair. All documentation must be made available to all Trustees.

Financial reports compiled by the White Ribbon Accountant are to be made available to Trustees one week prior to Trust Meetings.

It is the responsibility of the Trust Secretary to ensure minutes are kept of all Trust Meetings and that these are supplied to Trustees and approved.

A budget is to be prepared by the campaign manager each financial year and must be signed off by the Trust.

The White Ribbon Accountant may only authorize spending that has been:

  • approved in the budget
  • is within the Campaign Manager’s delegation
  • is approved by the Trust

 

Auditor

  • An audit or review must be scheduled each year.
  • The appointment must be approved by the Trust.
  • The audit or review must be presented to the Trust.
  • The Trust must review the report and consider any implications.

 

Review Protocol:

Policy Reviewed by: The White Ribbon Trust

Date Reviewed: 23 June 2020

Next Review Date: December 2021

 

Child Protection Policy and Procedures

Summary

Ensuring the wellbeing and safety of children, including prevention of child abuse or maltreatment, is an important goal of White Ribbon. This policy provides guidance to staff on how to identify and respond to concerns about the wellbeing of a child, including possible abuse or neglect.

The process for responding to a concern about a child is on page X of this policy

The interests of the child will be the paramount consideration when any action is taken in response to suspected abuse or neglect and family violence. White Ribbon commits to support the statutory agencies (Oranga Tamariki and the New Zealand Police (the Police)) to investigate abuse and will report suspected cases and concerns to these agencies as per the process in this policy.

The Designated Responsibility for Child Protection lies with the Campaign Manager who will be responsible for the maintenance and review of this policy, in addition to carrying out the responsibilities outlined in this policy. Staff, contractors and volunteers will not assume responsibility beyond the level of their experience and training. White Ribbon commits to ensure they have access to the training they need.

Purpose, scope and principles

Our child protection policy supports our staff to respond appropriately to potential child protection concerns, including suspected abuse or neglect and family violence. It is our organisation’s commitment to protect children from abuse and to recognise the important roles all of our staff have in protecting children.

This policy provides a broad framework and expectations to protect children, including (but not limited to) staff behaviours in response to actual or suspected child abuse and neglect.  It applies to all staff, including volunteers and part-time or temporary roles and contractors. It is intended to protect all children that staff may encounter, including siblings, the children of adults accessing services and any other children encountered by staff as they provide their service.

In addition to guiding staff to make referrals of suspected child abuse and neglect to the statutory agencies – i.e., Oranga Tamariki and the Police – this policy will also help our staff to identify and respond to the needs of the many vulnerable children whose wellbeing is of concern.

We recognise that in many of these cases, the involvement of statutory agencies would be inappropriate and potentially harmful to families/whānau. Throughout New Zealand statutory and non-statutory agencies provide a network of mutually supportive services, and it is important for White Ribbon to work with these to respond to the needs of vulnerable children and families/whānau in a manner proportionate to the level of need and risk.  Contact details for agencies and services in our community are provided on our website.

To ensure White Ribbon demonstrates continual improvement in child protection practice, we will work to maintain a good working relationship with child protection agencies and support our staff to protect children from abuse by consulting with experts with specialist knowledge and providing the necessary training options.

This policy applies to all staff, including contractors and volunteers.

Definitions

  • Child – any child or young person aged under 17 years and who is not married or in a civil union.
  • Child protection – activities carried out to ensure that children are safe in cases where there is suspected abuse or neglect or are at risk of abuse or neglect.
  • Designated person for child protection – the manager/supervisor or designated person responsible for providing advice and support to staff where they have a concern about an individual child or who want advice about child protection policy.
  • Disclosure – information given to a staff member by a child, parent or caregiver or a third party in relation to abuse or neglect.
  • Oranga Tamariki – the agency responsible for investigating and responding to suspected abuse and neglect and for providing care and protection to children found to be in need.
  • New Zealand Police – the agency responsible for responding to situations where a child is in immediate danger and for working with Oranga Tamariki in child protection work and investigating cases of abuse or neglect where an offence may have occurred.
  • Physical abuse – any acts that may result in physical harm of a child or young person. It can be, but is not limited to: bruising, cutting, hitting, beating, biting, burning, causing abrasions, strangulation, suffocation, drowning, poisoning and fabricated or induced illness.
  • Sexual abuse – any acts that involve forcing or enticing a child to take part in sexual activities, whether or not they are aware of what is happening. Sexual abuse can be, but is not limited to:
    • Contact abuse: touching breasts, genital/anal fondling, masturbation, oral sex, penetrative or non-penetrative contact with the anus or genitals, encouraging the child to perform such acts on the perpetrator or another, involvement of the child in activities for the purposes of pornography or prostitution.
    • Non-contact abuse: exhibitionism, voyeurism, exposure to pornographic or sexual imagery, inappropriate photography or depictions of sexual or suggestive behaviours or comments.
  • Emotional abuse – any act or omission that results in adverse or impaired psychological, social, intellectual and emotional functioning or development. This can include:
    • Patterns of isolation, degradation, constant criticism or negative comparison to others. Isolating, corrupting, exploiting or terrorising a child can also be emotional abuse.
    • Exposure to family/whānau or intimate partner violence.
  • Neglect – neglect is the most common form of abuse and although the effects may not be as obvious as physical abuse, it is just as serious. Neglect can be
    • Physical (not providing the necessities of life like a warm place, food and clothing).
    • Emotional (not providing comfort, attention and love).
    • Neglectful supervision (leaving children without someone safe looking after them).
    • Medical neglect (not taking care of health needs).
    • Educational neglect (allowing chronic truancy, failure to enrol in education or inattention to education needs).

Training

We are committed to maintaining and increasing staff awareness of how to prevent, recognise and respond to abuse through appropriate training.  As part of their induction, new staff are made aware of the policy on child protection.

Identifying child abuse and neglect

Our approach to identifying abuse or neglect is guided by the following principles:

  • We understand that every situation is different and it’s important to consider all available information about the child and their environment before reaching conclusions. For example, behavioural concerns may be the result of life events, such as divorce, accidental injury, the arrival of a new sibling etc.
  • We understand when we are concerned a child is showing signs of potential abuse or neglect we should talk to someone, either a colleague, manager/supervisor or the Designated Person for Child Protection – we shouldn’t act alone.
  • While there are different definitions of abuse, the important thing is for us to consider overall wellbeing and the risk of harm to the child. It is not so important to be able to categorise the type of abuse or neglect.
  • It is normal for us to feel uncertain, however, the important thing is that we should be able to recognise when something is wrong, especially if we notice a pattern forming or several signs that make us concerned.
  • Exposure to intimate partner violence (IPV) is a form of child abuse. There is a high rate of co-occurrence between IPV and the physical abuse of children.

 

We recognise the signs of potential abuse:

  • Physical signs (e.g., unexplained injuries, burns, fractures, unusual or excessive itching, genital injuries, sexually transmitted diseases).
  • Developmental delays (e.g., small for their age, cognitive delays, falling behind in school, poor speech and social skills).
  • Emotional abuse/neglect (e.g., sleep problems, low self-esteem, obsessive behaviour, inability to cope in social situations, sadness/loneliness and evidence of self-harm).
  • Behavioural concerns (e.g., age- inappropriate sexual interest or play, fear of a certain person or place, eating disorders/substance abuse, disengagement/neediness, aggression).
  • The child talking about things that indicate abuse (sometimes called an allegation or disclosure).

 

We are aware of the signs of potential neglect:

  • Physical signs (e.g., looking rough and uncared for, dirty, without appropriate clothing, underweight).
  • Developmental delays (e.g., small for their age, cognitive delays, falling behind in school, poor speech and social skills).
  • Emotional abuse/neglect (e.g., sleep problems, low self-esteem, obsessive behaviour, inability to cope in social situations, sadness/loneliness and evidence of self-harm).
  • Behavioural concerns (e.g., disengagement/ neediness, eating disorders/substance abuse, aggression).
  • Neglectful supervision (e.g., out and about unsupervised, left alone, no safe home to return to).
  • Medical neglect (e.g., persistent nappy rash or skin disorders or other untreated medical issues).

 

Every situation is different and staff will consider all available information about the child and their environment before reaching conclusions. For example, behavioural concerns may be the result of life events, such as divorce, accidental injury, the arrival of a new sibling etc.

This organisation will always act on the recommendations of statutory agencies, including Oranga Tamariki and the Police. We will only inform families/whānau about suspected or actual abuse after we have discussed this with these agencies.

When we respond to suspected child abuse or any concerning behaviour we write down our observations, impressions and communications in a confidential register. This is kept separate from our other records and access will be strictly controlled.

Staff involved in cases of suspected child abuse are entitled to have support.  We will maintain knowledge of such individuals, agencies and organisations in the community that provide support.

Confidentiality and information sharing

We will seek advice from Oranga Tamariki and/or the Police before identifying information about an allegation is shared with anyone, other than the service manager or designated person. Staff should be aware that:

  • Under sections 15 and 16 of the Children, Young Persons, and Their Families Act 1989 any person who believes that a child has been or is likely to be, harmed physically, emotionally or sexually or ill-treated, abused, neglected or deprived may report the matter to Child, Youth and Family or the Police and provided the report is made in good faith, no civil, criminal or disciplinary proceedings may be brought against them.
  • When collecting personal information about individuals, it is important to be aware of the requirements of the privacy principles – i.e., the need to collect the information directly from the individual concerned and when doing so to be transparent about: the purposes for collecting the information and how it will be used; who can see the information; where it is held; what is compulsory/voluntary information; and that people have a right to request access to and correction of their information.
  • Staff may, however, disclose information under the Privacy Act/Health Information Privacy Code where there is good reason to do so – such as where there is a serious risk to individual health and safety (see privacy principle 11/Code rule 11). Disclosure about ill-treatment or neglect of a child/young person may also be made to the Police or Child, Youth and Family under sections 15 and 16 of the Children, Young Persons, and Their Families Act 1989.

 

Child safe practice guidelines

To avoid situations where staff may be alone with children, all staff should examine the opportunities or possible situations where staff may be alone with children. Wherever possible an open door policy for all spaces should be used (excludes toilets).  Staff should be aware of where all children are at all times.

Visitors should be monitored at all times by staff and volunteers and outside instructors should be monitored by staff.

If activities require one to one physical contact (i.e., classes in swimming, gymnastics etc.) parents and caregivers should be advised.

Where a child or young person requires assistance, e.g., if they are intellectually or physically disabled, if possible involve the parents/caregivers and outside agencies (in education such as the Ministry of Education’s Special Education group) to assist.  If this assistance is not available, ensure that the staff members are aware of the appropriate procedures when giving assistance.

Staff should avoid being alone when transporting a child or young person, however when transportation is a requirement of the project/programme, White Ribbon notes there may be a short amount of time when a staff member is transporting one child. Staff members should be aware and mitigate where possible the risk this creates.

 

 

 

Disclosure Process

 

 

Review Protocol:

Policy Reviewed by: The White Ribbon Trust

Date Reviewed: 23 June 2020

Next Review Date: December 2021

 

Appendix A

Volunteer Confidentiality and Code of Conduct Agreement

 

 

 

I, ………………………………………………… declare that I will not at any time, directly or indirectly, disclose any information obtained during my duties for White Ribbon Campaign Trust NZ to any person other than to a fully authorised White Ribbon staff member or to a person with a clear right to that information.

I declare that I have read White Ribbon’s Code of Conduct and agree to abide by the code of conduct. I realise that breaches of the Code of Conduct will be taken seriously and may result in warnings or termination depending on the severity of the breach.

 

 

 

Signed ……………………………………………………

 

Name …………………………………………………….

 

Date ………………………

 

 

Induction Checklist

As the hiring manager, use the checklist below to help you prepare for the arrival of your
new employee.

Responsibility

 

 Before 1st day

 

 On 1st day

 

 End of 1st

Week

 End of 1st Month

 
Pre-employment welcome and information

§  Send welcoming letter

§  Confirm terms and conditions of employment

§  Ensure you have read and signed employment agreement

§  Ensure you have read and signed Code of Conduct Policy Agreement

§  Confirm starting date and time and what to bring i.e. IRD number, bank account details, drivers license

§  Advise first day arrangements – where to come, when to arrive, who to ask for and what to bring on their first day.

  

 

  

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•

 

•

 

•

 

•

 

•

  

 
Preparations for
new employee§  Advise employees of
start date and role of
new colleague§  Ensure desk/office ready and fully equipped§  Arrange communication links i.e. email, passwords, access keys§  Arrange timetable for induction programme
and organise others to
be involved§  Appoint and brief ‘buddy’ or mentor§  Prepare induction pack (as detailed in Appendix) 		    

•

 

•

 

•

 

•

 

•

 

•
First day reception

§  Remind work group and supervisor of new employee’s start

§  Welcome new employee

§  Introduce to supervisor, work colleagues and ‘buddy’ or mentor

§  Tour immediate work area and office

§  Location of facilities including kitchen, toilet, emergency exits, first aid

 

  

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•

 

•

 

 

•

 

•
Initial information and administration

§  Gain all relevant pay information and details including bank account and IRD number and pass on to accounts

§  Explain pay cycle (i.e. weekly, fortnightly, monthly) and when they will receive their first pay

§  Explain salary
review process

§  Sign confidentiality agreements, terms and conditions, restraints of trade and/or any other relevant forms

§  Discuss employment conditions and clarify
any issues

  

 

  

 

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Further information and orientation

·          Understanding of organisation’s history, mission and goals

·          Familiarisation with the management structure and meet key people

·          How to apply for leave

·          Health and Safety:

·          Domestic Violence Policy

·          Emergency procedures
and exits

·          Safety hazards, rules, equipment

·          Safety policies and procedures

·          Know the key requirements and expectations of their role

Have a clear understanding of their duties and that of their team

  

 

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•

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·          Have a clear understanding of the roles and responsibilities of other teams and how their role interacts with these teams

·          Performance management process and how their performance will be assessed

·          Understanding of relevant policy and procedure i.e. internet/email policy,
EEO policy

·          Received or be scheduled for any relevant training which will facilitate performance of the role

 •

 

 

 

 

•

 

 

 

•

 

 

 

•

 

Code of Conduct Agreement

 

 

 

I, ………………………………………………… declare that I have read White Ribbon’s Code of Conduct and agree to abide by the code of conduct. I realise that breaches of the Code of Conduct will be taken seriously and may result in warnings or termination depending on the severity of the breach.

 

 

Signed ……………………………………………………

 

Name …………………………………………………….

 

Date ………………………

 

 

[form to be attached to job contracts/agreements.  Volunteer forms must include the relevant wording]

 

Accident/Incident Register

 

White Ribbon Hazard Register

 

 

The Health and Safety at Work Act 2015 specifies that everyone has a duty to eliminate risks to health and safety, so far as is reasonably practicable; and if it is not reasonably practicable to eliminate risks to health and safety, to minimise those risks so far as is reasonably practicable.

 

Date of Assessment Location Hazard Risk level Likelihood Eliminate or minimise Control
 
 
 
 
 

 

 

Conflict of Interest Register

 

Name Position Date Interest Advised Interest Disclosed Nature of potential conflict Action taken / Recommendations Date implemented Review / Comments
 
 
 
 
 
 
 

 

 

 

Confidential Register – Concerns of Abuse and/or Neglect

 

Name Date Time Location Staff present Concerns Disclosure Action Taken
 
 
 
 
 
 
 

 

White Ribbon Ambassador Nomination Form

 

Police Vetting Service Request & Consent Form

Employment Template

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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