SOFTBALL CANADA
DEI STRATEGY AND ACTION PLAN
We want to acknowledge and honor the labor and inputs of the DEI Committee.
Thank you to each person who contributed to the BelongINg Metric and the GDEIB surveys.
BACKGROUND
Softball Canada has undertaken a thoughtful and intentional approach to improve the diversity of the sport and to support inclusion across the softball experience. Led by staff, and the DEI Committee, this work has taken place over the past year and has led to the development of a multi-year plan to move Softball Canada forward. The Diversity, Equity and Inclusion Committee has played an important role in supporting the development of the Strategy and Action Plan.
APPROACH
To begin this work Softball Canada took important steps to listen to its staff, coaches, leaders, athletes, umpires to understand the current context of diversity, equity and inclusion within their ecosystem.
Board, committee members, staff, and P/Ts were engaged in completing the Belonging Metric which looked at the dimensions of diversity across the organization, as well as the experience of inclusion and belonging of those stakeholders. In parallel, the Global Diversity, Equity and Inclusion Benchmarks were completed by staff to provide an understanding of where the organization is in their DEI journey. As well, a review of Softball Canada’s internal policies was completed to create awareness of areas to pay attention to in those policies and to provide recommendations that could be built into the action plan.
These inputs were then pulled together and connected to shape goals and actions that the organization would build out. Over two formal action planning sessions, as well as several additional DEI Committee meetings, the group shaped the vision for the work, and then agreed on the Focus Areas to align with the strategic plan, and then built out goals and actions to move the work forward.
DEI VISION
Softball Canada leads a unified softball community that makes every member feel they are included and heard, and where we champion diversity, equity and inclusion in all areas of our organization.
FOCUS AREAS, GOALS & HIGH-LEVEL ACTIONS
These goals and actions will be undertaken as per the timing in the overall action plan which has been broken into short term (next year), medium term (1-2 years), long-term (3-5 years) priorities. Below is a high-level summary of the forty actions items that make up Softball Canada’s action plan.
PARTICIPATION
| GOALS | HIGH-LEVEL ACTIONS |
| Have accurate DEI data. |
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| Build relationships with organizations that serve equity seeking groups. |
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| Ensuring programs meet the needs of the membership according to DEI data. |
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| Move away from ‘add on’ DEI policies that reinforce the status quo. |
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EXCELLENCE
| GOALS | HIGH-LEVEL ACTIONS |
| Increase the diversity of participants and roles across the Softball community. |
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| Inclusion training for athletes and coaches. |
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INTERACTION
| GOALS | HIGH-LEVEL ACTIONS |
| All external communications meet an agreed upon DEI standard. |
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| The public is aware of the organization’s DEI progress. |
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| DEI is embedded in the values, missions and cultures of all P/T Associations. |
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| Review all Softball Canada resources with a DEI lens. |
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| All programs prioritize psychological safety, security and wellness. |
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CAPACITY
| GOALS | HIGH-LEVEL ACTIONS |
| Increase the funding available for DEI activities. |
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| Job design, compensation, and benefits meet GDEIB standards. |
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| Leaders are held accountable for implementing DEI policies and practices. |
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NEXT STEPS
The actions have been prioritized, and the work will now be undertaken to move these forward to implementation. Some of the actions will have many steps to move them forward. This work will take time, patience and resources to do it well.
