HomeMy WebLinkAboutDraft Diversity StrategyDiversity Strategy
In its simplest form, diversity means difference. And, here at the city, we've made it a priority
to understand, respect and value difference.
Individual differences include race, culture, ethnicity, religion, gender, sexual orientation, age,
marital status, ability, socio-economic differences, health status ... and more. Some differences
are obvious, others are not.
All of these things are strengths. They make us unique as individuals, as a corporation and as
a community. It's as simple as that.
Why do we need a strategy?
`;4/l truth goes through three stages: First, it is ridiculed. Then, it is Rio%ntly opposed.
Fina//y, it is accepted as se/f-evident." - Schopenheimer, German philosopher
This community will never be less diverse than it is today. We know that.
We also know a little bit about what we look like today. Miniature Kitchener; based upon the
most recent StatsCan numbers (2001 and 2006 census) and other current data, captures
the many elements of our diversity as a community. It looks at Kitchener as if it had a
population of 100 people and describes what that diverse group would look like in certain
categories.
• 27 per cent of the Kitchener's residents are born outside of Canada (2006);
• The 2001 Census identifies 32 religions in the Kitchener CMA area (2001);
• Twelve per cent of our population are defined as "low income" (2006);
• 15 per cent of Kitchener's population identify themselves as a member of a
racialized group (2006);
• Two per cent of the city's population reported themselves to be of aboriginal origin
(2006);
• Currently, 14 per cent of Canadians are persons with disabilities (Participation and
Limitation Survey, Statistics Canada, 2001). As our population ages, this number
will rise to 20 per cent in the next 20 years;
• By as early as 201 1, 70 per cent of the nation's jobs are expected to be filled
through immigration (WRIEN, One year Evaluation Report, 2007);
• Thirty per cent of Kitchener's population is between the ages of 20-39, while three
per cent are 80 and older.
We are now more aware of the range and importance of diversity, and the need to ensure
that all citizens have opportunities to participate in the life of the corporation and the
community. Inclusion and engagement reduce marginalization and promote social cohesion.
And diversity - in its broadest sense - is value-added,
"You need to /ook harder for people who break the mould, a little bit. You are not just
looking for people who are a a different co/our or gender' you re looking for people who
bring something new to the table for any number of reasons, whether cultural or
Intel%ctual. We ~e beginning to understand that creativity and innovation come from
diversity in its broadest sense of that term. When you find unconventional voices and
add them to the mix of the culture, that culture becomes more resilient, more vibrant.
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-Malcolm Gladwell, UWMagazine, (Spring 2007)
Conversations with community members indicate there is much more we can do -together -
to improve access, equity and inclusion at the City and in the city, and foster the benefits of
diversity in the community. Our citizens want to see themselves reflected in the life of the
corporation -participating in our programs, delivering services, and at the decision-making
tables -and we want that, too, because:
"Our shared vision is for Kitchener to be a community where all residents have
equitable access to, and meaningful inclusion in, the social, economic and cultural
fabric of civic life."
Our corporate approach has, until recently, been on of demand and response: the
community asks, and we respond.
We want, instead, to be proactive about diversity. And not because it's the bandwagon to
be on, but because it's the right thing to do.
A Plan for a Healthy Kitchener (2007-2027J, the People Plan (2008) and the City of
Kitchener Strategic P/an (2009) include recommendations around an inclusive corporate
culture, physical accessibility improvements in city facilities, strategies for youth, seniors and
leisure access, strategies for improving communication and outreach to diverse audiences,
and policy development to support access, equity and inclusion for all citizens.
The city has already invested in strategic plans for youth services, older adults and leisure
access. We have been working on diversity in the workplace, and implementing the
Accessibility for Ontarians with Disabilities Act (AODA).
There is no doubt we are going to have a much more diverse workforce in the future. The
statistics are in. There is a growing labour shortage in Canada. Here at the city, for example,
over the next eight years, as much as 36 per cent of our management team will be expected
to retire, and by the year 2021, 63 per cent will likely retire.
And that's why we need a proactive approach. A skilled, diverse workforce best understands
the needs and desires of the diverse community it reflects.
What is required now is a broad strategy that weaves all these components together, that
guides and supports all our diversity-related activities and ensures we are proactive and
comprehensive in our approach. It means the work we do remains focused. It ensures
diversity, access, equity and inclusion are considered throughout the corporation, and not just
in isolated pockets. It gives us a common vision.
What follows, then, comprise the foundations of the policy, and works towards fulfilling the
vision for Kitchener that our strategic plan reflects, and that our partners in the community
also endorse.
Vision
Compass Kitchener vision:
Together; we will build an innovative, caring and vibrant Kitchener with safe and thriving
neighbourhoods. (2000)
In 2006, the Plan for a HealthyKitchene~ identified the Citizens' Diversity Vision 2027 as
follows: "Our shared vision is for Kitchener to be a multicultural community in which different
ethnic groups are encouraged to retain their cultures and lifestyles."
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Recognizing the need for a broader notion of diversity that asserts access, equity and
inclusion for all members of the community, in the fall of 2008, Compass Kitchener approved
this broader vision for diversity:
"Our shared vision is for Kitchener to be a community where all residents have
equitable access to, and meaningful inclusion in, the social, economic and cultural
fabric of civic life."
What do we need to do?
Our systems were developed at a time when our community was much more
uniform/unvaried/the same. We are learning that a "one size fits all" approach, and "the way
we've always done things" are not always inclusive. Inherent barriers exist. We recognize our
community has changed; we need to change to meet the needs of the community.
Through ahigh-level review of promising practices, it becomes apparent that a diversity
strategy must examine the "big-picture" of an organization: it must be multi-dimensional, far-
reaching and sustainable. It must be tied to an accountability structure and have indicators in
place to measure progress.
Promising practices take into account the many elements of an organization: employment,
workplace culture, programs, services, planning, policies, roles and responsibilities of all staff,
training. All these components must work together to integrate value and respect for
diversity into the life of the corporation.
When we work towards inclusive engagement and participation, we are working toward
reducing marginalization and increased social cohesion. And producing richer, more vibrant
outcomes.
As a local government, we need to be a leader and role model in the community. We have
some work ahead of us.
Clearly, establishing a diversity strategy requires organizational commitment and resources.
Training our employees, considering the implications of our decisions, building a workforce
that reflects the community, and identifying and addressing barriers in our organization are all
ways to apply the strategy to our community and corporation. It also is our goal to attract and
retain a talented workforce, and ensure our activities and programs also meet the needs of
the community and our employees.
All of these factors affect the bottom line - a healthy community and an organization
committed to excellence.
Purpose
• To create a corporate culture that is inclusive and represents the diversity of our
community;
• To establish a framework that supports all departments, work environments and activities
within the City of Kitchener to embrace the spirit of access, equity and inclusion.
Our goals
• We will have a workforce that is broadly reflective of the community;
• We will identify and address barriers within our organizational systems;
• We will attract and retain a talented workforce skilled at working in an inclusive and
respectful manner with one another and with the community;
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• We will create processes, policies, plan, practices programs and services that meet
the diverse needs of those we serve.
Proposed corporate commitment (values, principles):
The City of Kitchener believes in recognizing, understanding and respecting all people. Our
focus is on facilitating full access and a respectful and safe environment for our employees
and citizens, including them fully in the life of the corporation:
• Where we continue to build an organization that values individual differences;
• Where we deliver our best service to our community;
• Where we value and retain employees, and create an environment that encourages
everyone to reach their full potential;
• Where we actively identify, address and remove barriers to participation in all our
decisions, services and activities;
• Where every individual has a responsibility to create an environment of access, equity and
inclusion, where they are not just goals to which we aspire, but traits of our character.
Conclusion
Healthy communities are great places to live. Diversity creates social, economic, and
environmental viability. By creating this strategy, we make it easier to measure progress in
each department, and in the corporation as a whole. As it relates to community values and
culture, embracing diversity takes us a step further on the road to making us a better
corporation.
Creating a diversity strategy also honors the work that we have already done at the city to
make our programs, services and activities more accessible, and to improve connections with
the communities we serve.
People will continue to live here, pay taxes, and create a prosperous community, if we have
services that meet the community's needs. Kitchener is a great place to live and work, but it
needs to be extraordinary to compete in the world economy. Otherwise, we are at risk of
falling behind.
This strategy is the right thing -the good thing -the only thing -- to do.
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