Diversity & Inclusion

framework & implementation plan

03/07
Table of Contents
1 Executive Summary

3 Background
5 Context
6 Building the Diversity and Inclusion Framework
7 Definitions

9 Diversity and Inclusion Framework

10 Purpose
10 Vision and Values
11 Goals
12 Activities
13 Roles and Responsibilities
14 Moving Forward with Implementation
15 Evaluating the Framework
16 Conclusion

18 Appendices
18 Essential Elements
19 Implementation Plan
22 Roles and Responsibilities
25 Training and Education Model
26 Inclusion Lenses

Performance Measurement Table (fold-out)

Executive Summary

“loves
technology,
speaks three
languages, cares
for an aging
parent …”


 Executive Summary

The Diversity and Inclusion Framework reflects Senior Management Team’s (SMT’s)
vision of creating an innovative organization that works smart, a City workforce
that attracts and leverages diversity in its staff to create programs and services
that meet the diverse needs of the changing communities we serve.

Diversity and inclusion go hand in Achieving these goals requires all It is about equipping staff at all levels
hand. Organizations that successfully parts of the organization to engage with the tools and support necessary
capitalize on the diversity of their in specific activities. The activities, to create an innovative organization
staff consistently work to identify outputs, indicators of success and data that develops our City’s competitive
and address systemic barriers collection methods are outlined in the edge in an increasingly competitive
embedded within policies, practices, Diversity and Inclusion Framework labour market.
programs and services that Performance Measurement Table.
inadvertently exclude individuals These measures will help us evaluate
or whole communities. how successful we are at reaching SMT’s Four Goals:
our goals.
1 Having a workforce that is broadly
This Framework provides staff reflective of the community
throughout this organization with Success is contingent upon corporate
2 Identifying and addressing
the tools and supports to identify and commitment and dedication of the
barriers within organizational
address systemic barriers in order to time and resources essential to ensure
systems
build a diverse and inclusive workforce each department is able to complete
broadly representative of the citizens the Implementation Plan. 3 Attracting and retaining a talented
and communities we serve. It provides workforce skilled at working in an
The Diversity and Inclusion
the means to integrate diversity inclusive and respectful manner
Framework is intended to ensure the
and inclusion values and practices with one another and with the
ongoing success of the Administration
into existing corporate processes, community
in attracting a diverse range of
and enable progress and results to
talented people who choose a 4 Creating processes, policies, plans,
be measured departmentally and
career with the City of Edmonton practices, programs and services
corporately.
because they are confident that that meet the diverse needs of
their experiences and views will be those we serve.
Developed by a cross-section
included in creating the policies,
of staff representing all City
programs and services that make
Departments and vetted by groups
City services accessible to all.
from throughout the corporation, the
Diversity and Inclusion Framework
lays out a methodology to be used by It is about maintaining public
each department to meet SMT’s four confidence that City programs and
goals. services meet the diverse needs of
its ratepayers.

 Diversity & Inclusion Framework & Implementation Plan | executive summary

 “has asthma,
likes to garden,
plays drums in
a rock band …”

Background


 Background

The need to develop and implement a Diversity and Inclusion Framework at the
City of Edmonton results from shifting immigration, migration and urbanization
patterns an aging society and a growing awareness of the range of human differences
in the City’s population. This ever-diversifying population has expectations that their
municipal government will provide services and programs that meet their needs
and aspirations. In addition, there are tremendous pressures on the City to effectively
recruit and retain employees to fill vacancies in an increasingly competitive job market.

To effectively serve the broadest To provide Edmontonians with the By extension, if these employees
segment of the City possible, and best municipal services we must bring the full spectrum of community
attract and retain the best employees, access and recruit from the full views to their jobs, the City can rely
the City must: talent available in our community. A on internal resources to assist in
workplace that recognizes difference delivering services to citizens that
• look at how it includes the
and values the contributions made meet their expectations.
perspectives of the community
by all employees is more likely to
and its own employees and
attract and retain the best employees
• look at how it can build a available. “does crafts,
workforce that broadly reflects the has more than
diversity in the community. two cultural
heritages, wears
This framework exists to ensure tri-focals …”
that the City recognizes Edmonton’s
growing diversity and that all
Edmontonians have the opportunity
to fully participate in the programs
and services that the City provides.
As a representative body and service
provider, the City must find a way to
serve all citizens in a manner that
meets their expectations and fosters
full contribution by all members of
the community. “is a single “lives with
parent, lives on a hidden
an acreage …” disability, is
an athlete …”

 Diversity & Inclusion Framework & Implementation Plan | background

 responsibility / leadership
accountability

Implementing a Diversity and scope of

goals &
Inclusion Framework enables measurement activities
& evaluation
the City to:
• gain greater competitive
advantage by increasing its vitality
essential
and resources for programs and
elements
Integration
services policy of business
review & plan
development objectives
• attract and retain talented people
by supporting and involving
employees and heightening their
education resources
sense of purpose and commitment & training

• increase city services that respond

to the diversity of citizen needs
thereby increasing willingness to
support such services

• open the City to pockets of • Citizen Evaluation – In addition Transportation Master Plan and
people who may otherwise feel to on-going public involvement Focus Edmonton are developed in
disenfranchised and opportunities, citizens have consultation with the community
the opportunity to evaluate and stakeholder groups.
• contribute to improving the quality City services and provide input
of life for all of us. • Department Efforts –
through the corporate Customer
Each department aims to be
Satisfaction Survey, the Edmonton
The City of Edmonton has taken responsive and relevant to citizen
Transit System Rider Survey and
numerous steps to create processes, needs and in doing so delivers
the Civic Census.
policies, plans, practices, programs inclusive programs and services.
and services to improve connections • Workplace Inclusion - One example includes the
with citizens and enhance employee The Employee Code of Conduct, Celebration of Our Faiths program
inclusion. Very often these activities Working Relationship Agreement which is jointly sponsored by
are the creation of innovative City and Employee Expectations the City of Edmonton and the
employees. all contain principles designed Edmonton Interfaith Centre for
to contribute to a diverse and Education and Action.
Examples include:
inclusive workplace. These
• City Policies –The City has
principles and documents are The strength of the Diversity and
developed policies that foster
complimentary to the Diversity Inclusion Framework is how it honours
access including Accessibility to
and Inclusion Framework these existing activities and provides
City of Edmonton Owned and
Occupied Buildings, Integration of • Citizen Consultation and Input a structure to link and build on these
Persons with Disabilities, Public - Long term plans such as the activities, measure progress and
Involvement and Leisure Access Urban Parks Master Plan, the celebrate successes corporately.
Program.

background | Diversity & Inclusion Framework & Implementation Plan 

 Building the Diversity
and Inclusion Framework
These elements include:
The Office of Diversity and Inclusion
1 Informed and committed leadership
was created in 2005 to support
departments in developing and 2 Comprehensive scope of goals and activities
implementing a strategic framework
3 Integration of objectives within business plans
that builds diversity in the workforce,
throughout the organization
helps create respectful and inclusive
work environments and finds ways 4 Dedicated resources
to weave diversity and inclusion
5 Focused education and training opportunities
practices and principles into policies,
business plans, practices, performance 6 Policy review and development
expectations, program and services.
7 Shared responsibility and individual accountability, and

8 Measurement and evaluation.

The process of building the Diversity
and Inclusion Framework began with
a comprehensive review of research
to identify current best practice in the
area of diversity and inclusion. This
review resulted in the identification
of essential common elements for
achieving sustainable diversity
and inclusion practices within
organizations. (See Appendix 1)

“volunteers at a
seniors’ home,
has three pets…”

 Diversity & Inclusion Framework & Implementation Plan | background

 “writes short
stories, was born
overseas …”

The Diversity and Inclusion Framework outlines how the City of

Edmonton will achieve its vision and goals to be a municipality
respectful and inclusive of human difference.

The first steps in creating the Diversity diversity The City of Edmonton inclusion The City of Edmonton
and Inclusion Framework were to defines diversity as the range of defines inclusion as involving
define diversity and inclusion, create human difference. Each person has and valuing human differences
a vision of what the City hopes to layers of diversity which make his/ and viewing such differences as
accomplish and articulate values to her perspective unique. strengths.
guide achieving this vision. Senior
Management Team identified the
corporate diversity and inclusion
vision and established the corporate
It’s not enough to employ a workforce of individuals with
Working Group tasked with
developing the Diversity and Inclusion
varying backgrounds and views. We need to include their
Framework and Implementation Plan. experiences and views when working with each other and when
developing programs and services. This way we ensure respect
and consideration of the diverse needs and perspectives of all
Edmontonians when creating municipal programs and services.
Inclusion and diversity go hand in hand.

background | Diversity & Inclusion Framework & Implementation Plan 

 Layers of Diversity
These layers are represented below and illustrate the ways in which people, including
employees, may differ from one another.

recreation
sexual ability habits
orientation personal
habits family/marital
age status
gender
religion
population
characteristics character language
ethnic
origin

personality work
experience
religion race educational
background

section/
unit
income

field of work
work seniority
status

work
management location
status
department/
branch

 Diversity & Inclusion Framework & Implementation Plan | background

 “lives with
her parents,
plays volleyball,
is a few pounds
overweight …”

Diversity & Inclusion

Framework


 Purpose,Vision and Values

purpose To integrate diversity and inclusion values and practices into existing
corporate processes and enable progress and results to be measured departmentally and
corporately.

vision – our ideal future state To have a respectful and supportive workplace that
attracts and retains a talented workforce broadly representative of the citizens and
communities we serve. We want an organization which leverages our own diversity
to create programs and services which meet the diverse needs of those we serve and
enable their full inclusion in the life of their city. We seek an innovative organization
that works smart and is instrumental in maintaining our City’s competitive advantage.

Values – How we’ll conduct We value a Corporate Culture in which …

ourselves to achieve our vision • people are treated with dignity,
respect and fairness
We value Diversity by …
• harassment and discrimination are
• accepting, respecting and valuing
not tolerated
individual differences
• individuals are encouraged to take
• capitalizing on the diverse
action and be creative when resolving
backgrounds and experiences
problems
of our staff and community
members. • self-awareness and personal
“wears a turban,
accountability are expected.
We value Inclusion by …
was trained
• identifying, addressing and overseas, runs
removing barriers in processes, marathons …”
policies, plans, practices, programs
and services

• facilitating opportunities that

result in effective and meaningful
participation

• creating ideas and solutions built

upon a range of perspectives.

10 Diversity & Inclusion Framework & Implementation Plan | framework

 The 4 Goals

The vision includes tangible goals:

3
1 Attract and retain a talented

workforce skilled at working in an

Have a workforce broadly
inclusive and respectful manner
reflective of the community
with one another and with

the community

4
2 Create processes, policies, plans,

Identify and address barriers practices, programs and services

within organizational systems that meet the diverse needs of

those we serve

framework | Diversity & Inclusion Framework & Implementation Plan 11

 Activities

Achieving the goals requires all parts of the organization to engage in specific activities.

Have a workforce broadly

1 reflective of the community 3 Attract and retain a talented workforce
skilled at working in an inclusive and
· Undertake regular employee survey respectful manner with one another and
· Undertake employment outreach with the community

· Review recruitment, development and · Develop and implement respectful

retention practices to ensure barriers to workplace policy
employment are identified and addressed · Establish and implement procedures to
(lens) address violations of respectful workplace
· Create mentoring opportunities across the policy
organization · Implement Communication Plan to increase
· Create internship opportunities across the employee awareness of diversity and
organization inclusion goals, expectations, roles and
performance measurement
· Promote City of Edmonton
· Implement Education and Training Plan

Identify and address barriers

2 within organizational systems 4 Create processes, policies, plans, practices,
programs and services that meet the diverse
· Build awareness of Diversity needs of those we serve
and Inclusion Lens
· Processes are established to actively solicit
· Apply Diversity and Inclusion Lens to identify perspectives and ideas from staff
barriers in policies, plans, practices, programs
and services · Diversity and Inclusion Lens applied

· Develop and implement actions plans to · Public Involvement Framework

address identified barriers

The activities, outputs, indicators of success and data collection methods are
outlined in the Diversity and Inclusion Framework Performance Measurement Table.
(see fold-out at back of document). These measures will help us evaluate how successful
we are at reaching our goals.

12 Diversity & Inclusion Framework & Implementation Plan | framework

 Roles and Responsibilities

Informed, committed leadership as well as shared responsibility and individual

accountability are essential to successful diversity and inclusion efforts.

The effectiveness of the Diversity and Inclusion Framework depends on each

employee fulfilling his or her role. In addition to employees fulfilling their roles,
the organization leadership must also provide guidance, resources and support.

Each department is responsible to implement the framework specific to the

requirements of individual operations. The Office of Diversity and Inclusion will
support departments and will provide leadership at the corporate-wide level.

How each employee furthers the diversity and inclusion goals is defined by the
particular function(s) performed within the Administration. An overview of staff
roles and responsibilities is provided in Appendix 3.

This includes the roles of:

• City Council “always wears
the latest
• City Manager
fashions, speaks
• Senior Management Team (SMT) French …”
• Department Management Team

• Supervisors

• Employees

• Human Resources Branch

• Communications

• Office of Diversity and Inclusion.

framework | Diversity & Inclusion Framework & Implementation Plan 13

 Moving Forward with Implementation

Organizational changes require a transition period during which people become

familiar with their new roles, learn about new concepts and find ways to turn ideas
into daily practice.

An Implementation Plan, based on the eight essential elements, is provided to

establish standards of practice during the initial implementation phase through
to the operating, maintaining and monitoring phase (See Appendix 2).

There are three over-arching requirements to support corporate 3. Time for Implementation
wide activities.
implementation requirements
There are many competing priorities
needed to support the
Departments will be able to identify facing departments. Achieving the
Implementation Plan. budget and human resources goals of the Diversity and Inclusion
They are: necessary for sustainability by Framework requires dedicated staff
completing the activities identified attention over a period of time.
in the Implementation Plan. These
1. Resources for Implementation priorities can then be integrated Employees who develop innovative
(People & Money) into business plans, and budget ideas to meet new challenges need
submissions can be developed leadership support and will also
Human and financial resources need to spend time developing and
where needed.
are necessary to implement the implementing creative solutions. It is
Diversity and Inclusion Framework. these solutions that will make the City
It is recommended a Diversity and of Edmonton a leader in diversity and
Inclusion Department Working Team 2. Capacity for Implementation inclusion practice and increase our
be established in each department to (Capabilities & Competence) competitive edge.
support the implementation process.
Training and time are required
Communication and awareness to further develop the capabilities As with any organizational change,
building activities as well as and competencies needed to meet individuals need time to learn how
monitoring, reporting and recognizing the corporate goals of building a to implement Diversity and Inclusion
efforts will also need resources to diverse and inclusive workforce. Framework activities. Managers and
ensure their completion. Sustainable Supervisors will need time to review
and predictable funding is required Training can be delivered at corporate, progress reports from business areas
to support these implementation department or business area levels as well as gain knowledge to provide
activities. The Office of Diversity using internal and external resources. guidance and support in
and Inclusion has identified partial A Diversity and Inclusion Training their departments.
training, communication and Model is recommended to support
workforce data collection budget the implementation process
(See Appendix 5).

14 Diversity & Inclusion Framework & Implementation Plan | framework

 Evaluating the Framework

The approach outlined in the Diversity and Inclusion Framework is new and will
be evaluated for its effectiveness in achieving stated goals. The indicators of success
identified in the Performance Measurement Table form the basis for evaluating the
framework.

Additionally, an evaluation of the “It’s not enough to employ a workforce of

transition phase will provide an
opportunity to improve elements individuals with varying backgrounds and
in the Diversity and Inclusion
Framework that could benefit views. We need to include their experiences and
from greater clarity or instruction
including evaluation of:
views when working with each other and when
• Diversity and Inclusion Lenses developing programs and services.”
• Awareness and communication
activities and

• Training activities

“always makes
a lunch, sings in
a choir, has a
class 4 driver’s
license …”

framework | Diversity & Inclusion Framework & Implementation Plan 15

 “prefers manual
labour to
a desk job, has
three grown
children …”

Conclusion

The Diversity and Inclusion Framework provides staff

throughout the organization with the tools and supports to
build an increasingly diverse and inclusive workforce broadly
representative of the communities it serves.

It honours the many City processes, policies, plans, practices,

programs and services that currently improve connections
with citizens and enhance employee inclusion.

By formally integrating diversity and inclusion values and

practices into existing corporate processes, the Diversity and
Inclusion Framework enables progress and results to be measured
departmentally and corporately.

This Framework provides the means of achieving the Senior

Management Team’s goal of creating a respectful and supportive
workplace that attracts and retains a talented workforce. It
supports the imperative to leverage our own diversity to create
programs and services that meet the diverse needs of those we
serve and enable their full inclusion in the life of their city.

16 Diversity & Inclusion Framework & Implementation Plan | framework

 Appendices

appendix | Diversity & Inclusion Framework & Implementation Plan 17

 appendix 1

Appendix 1 – Essential Elements

(Successful diversity and inclusion frameworks include these elements)

macro level

Policy Review & Measurement & Informed & Committed Comprehensive

Development Evaluation Leadership Scope

Policy and administra- Measurement and evalu- Leadership is committed Strategies are integrated
tive directives provide a ation are instruments for to organizational change and multidisciplinary,
framework for delegat- knowledge building and ensuring respect and and address organiza-
ing decision making, future planning. credibility for the tional systems, policies,
reduces misunderstand- initiative by continually practices, programs and
ings and uncertainties activity: A measurement articulating the vision, services.
and serves as a basis for framework supports the being visible spokes-
directing all employees way we evaluate the persons and leading activity: A Diversity and
toward achievement of effectiveness and ability Inclusion Lens supports
through example.
the organization’s goals. to achieve the identified changes in the way we
goals work and provide ser-
The way policy is devel- vices to the community.
tool: Performance
oped is as important as
Measurement Process tool: Diversity &
what it yields
and Content Inclusion Lens

micro level

Shared Responsibility Education & Training Integrated into Dedicated Resources

& Individual Business Plans
Accountability

Everyone has a respon- Education and training Departments identify Both financial and human
sibility for the success is designed to meet links between business resources are allocated
in achieving diversity the specific needs of objectives and relevant to sustain the strategies
and inclusion goals and each workplace and diversity issues to ensure and programs. Leadership
individuals are evaluated are designed to address effective and sustainable and staff are dedicated
on their performance behavioural change. strategy development to moving the process
related to these goals. and action plans forward.
tool: Training Model

18 Diversity & Inclusion Framework & Implementation Plan | appendix

 appendix 2

Appendix 2 – Implementation Plan

The implementation plan is created from the eight essential elements and is intended to build capacity and
sustainability in each department as it integrates this framework into existing corporate business processes,
practices, programs and services. The plan is broken into two phases – a transitional phase (Establishing Stan-
dards of Practice) and an ongoing phase (Operating, Maintaining and Monitoring).

The plan uses a step-by-step approach within each essential element category. The final step is a product or
process that will be used to create department action plans to move into the ongoing phase. These final steps
are highlighted in blue.

A department team is required to complete the steps. The ODI will support department teams as they develop
these standards of practice.

Phase 1: Establishing Standards of Practice

essential element department actions office of diversity & inclusion support

1. Make diversity and inclusion a standing item on meeting • Provide information on monthly
agendas and report on progress in each department basis to share at meetings.
2. Be visible spokespeople articulating business case Examples include highlighting annual
and support for diversity and inclusion (Use existing dates, community events, upcoming
communication vehicles) learning opportunities for staff, trends,
and issues.
Leadership 3. Recognize efforts of department representatives and other
staff who take action to integrate framework • Capture departmental communication
4. Determine ongoing leadership activities for department process in overall communication plan
• Mentor and collaborate with leader-
ship on possible recognition activities

1. Learn definitions of diversity and inclusion and how • Provide training on definitions,
Comprehensive
to use lens how to use lens
Scope
2. Pilot lens in each branch, report experience and share • Support department teams
learning when piloting lens
3. Determine departmental priority areas to apply lens to • Report on corporate wide results
improve customer service, programs, practices and process to of using lens
report percentage of barriers addressed

1. Identify policies owned by department • Modify lens based on learnings

2. Review policies to see which ones are priorities • Mentor, assist departments in
to update in terms of integrating diversity and identifying priority policies for review
Policy Review inclusion values or practice • Capture departmental policy review
3. List policies for updating and outline process plans to create corporate wide
and timeline to complete update summary

appendix | Diversity & Inclusion Framework & Implementation Plan 19

 appendix 2

Appendix 2 – Implementation Plan cont’d

essential element department actions office of diversity & inclusion support

1. Apply new Corporate Business Planning process • Work with Corporate Business
2. Identify business objectives Planning branch to understand process
Integration into 3. Identify challenges meeting objectives • Work with departments to understand
Business Plans 4. Identify possible ways diversity and inclusion can positively business objectives
address challenges and include as strategies in new plans • Mentor and assist departments in
identifying how diversity and inclusion
5. Identify diversity and inclusion efforts designed to support
can positively address challenges
meeting business plan objectives
• Support leadership by providing
information to share at meetings

1. Monitor and report items discussed during Diversity • Roll up information into corporate
and Inclusion standing item on meeting agendas summary to share with SMT, rest of
2. Gather department successes, challenges, actions taken, corporation and with community
Performance new hires and promotions, complaints or grievances, • Share census results with departments
and Evaluation names of individuals deserving recognition • Work with Corporate Business
3. Forward information collected to team representative and Planning and departments to ID
ODI measures on Citizen Satisfaction
4. Determine departmental mechanism to collect data re- Survey
quired to support framework and monitor progress

1. Establish Team to support integration of framework into • Work with DMT’s to establish criteria
existing department processes for team membership that reflects
2. Provide time for members participating on team to com- diversity of perspectives and skills
Dedicated plete tasks that support integration of framework • Work with department teams to help
Resources 3. Provide time for employees to attend training that support them achieve integration
integration of framework into department business prac- • Provide and support existing train-
tices ing opportunities, in conjunction with
4. Determine requirements to achieve business plan objectives human resources and department
and identify specific financial and human resources required training administrators, to support
to implement departmental diversity and inclusion efforts integration of values and practices
necessary to meet business objectives

1. Managers and Directors (or equivalents) identify in • Provide competencies associated with
Personal Contribution Plan (PCP’s) goals related to diversity and inclusion for managers
Shared integration of diversity and inclusion and directors to use when developing
Responsibility, PCPs
2. Communicate and build awareness in departments on
Individual roles and responsibilities of each employee in supporting • Develop and implement communi-
Accountability and integrating the framework cation plan, support departments,
3. Determine process to measure individual performance using communicate framework roles and
evaluation criteria (diversity competencies and employee responsibilities
expectations)

20 Diversity & Inclusion Framework & Implementation Plan | appendix

 appendix 2

Appendix 2 – Implementation Plan cont’d

essential element department actions office of diversity & inclusion support

1. Provide time and encouragement to those interested in • Provide overview training in

developing knowledge and skills to support integration of conjunction with department team
the framework • Work with Human Resources to
Education and 2. Identify desired department resource team integrate practices into corporate
Training 3. Resource team to identify priority training areas in training sessions
department • Summarize departmental, corporate
4. Create outline for ongoing integration into existing training and ODI training opportunities
and new training in development

phase 1: phase 2: Ongoing

Establishing
Standards of
+ Operating,
maintaining
= Individual
departmental
Practice* & monitoring* action plans

Each plan will contain:

This phase takes the results
1. Activities that align with
of Phase One (items noted
the essential elements
in italics) and formulates
2. Support provided by the Office
individual departmental
of Diversity and Inclusion
action plans for ongoing
3. An outline of an annual
and sustainable efforts to
evaluation process – including
integrate diversity and inclusion
monitoring and reporting
into everyday practice. components
4. A description of the core
team established in each
department that has necessary
diversity and inclusion expertise
to act as a resource for staff.

appendix | Diversity & Inclusion Framework & Implementation Plan 21

 appendix 3

Appendix 3 – Roles and Responsibilities

How each employee furthers the Senior Management Team (SMT) 1. Leading by example by participating
diversity and inclusion goals is primar- Serving as the governance body cham- as visible champions of diversity
ily defined by the particular function pioning and overseeing the integration and inclusion principles and actions
they perform within the administration. of diversity and inclusion activities into 2. Ensuring the Diversity and Inclu-
The employee role applies to all staff, corporate practices, SMT is responsible sion Framework is in alignment with
regardless of position. The following for: the City’s vision and integrated into
department processes, policies, plans,
provides an overview of the roles and
1. Approving the Diversity and Inclu- practices, programs and services
responsibilities of City staff. A corre- sion Framework, its goals and activi-
sponding Inclusion Lens is provided in 3. Supporting and empowering
ties and any changes made to it.
employees to implement the
Appendix 4 to serve as a tool to assess
2. Leading by example by participating Diversity and Inclusion Framework
inclusion awareness and actions for as visible champions of diversity and
4. Taking corrective action to address
each of these functions. inclusion principles and actions
diversity and inclusion issues that
3. Ensuring the Diversity and Inclusion arise in their departments
Framework is integrated into the
City Council 5. Requiring managers and directors to
City’s vision and implement it into
1. Approving City Manager’s include diversity and inclusion goals
business plans and corporate initia-
Personal Contribution Plan in annual Personal Contribution Plans
tives
2. Receiving regular reports on progress 6. Establishing diversity and inclusion
4. Identifying diversity and inclusion
toward goals identified in the frame- as a standing item on meeting
goals as part of their annual Personal
work agendas to monitor progress, address
Contribution Plans
challenges and identify areas
3. Participating in annual recognition
5. Demonstrating leadership and deserving of recognition
efforts as a way for Council to
ensuring support for diversity and
demonstrate leadership and support
inclusion activities within the organi-
for diversity and inclusion activities Supervisors
zation
6. Securing organizational funding, As individuals who oversee people in
City Manager when required, to support develop- work areas, supervisors are responsible
1. Identifying diversity and inclusion ment and implementation of diver- for:
goals as part of annual Personal sity and inclusion activities
1. Using the Supervisor Inclusion Lens
Contribution Plan 7. Establishing diversity and inclusion to create and maintain an inclusive,
2. Reporting regularly to City Council as a standing item on meeting agen- welcoming work environment for
on progress of reaching goals das to monitor progress, address employees and citizens
identified in the framework challenges and identify areas deserv-
2. Using the Supervisor Inclusion Lens
3. Highlighting areas where corrective ing of recognition
to identify systemic barriers that exist
action is being taken and where in employment practices and suggest-
recognition and rewards have ing ways to address these barriers The
Department Management Team
taken place overall review process will be driven by
As individuals managing city depart-
Human Resources
ments, each is responsible for direct-
ing changes to department business 3. Engaging in employment outreach to
attract and retain a diverse workforce
processes related to the Diversity and
Inclusion Framework including: 4. Creating mentoring and internship
opportunities

22 Diversity & Inclusion Framework & Implementation Plan | appendix

 appendix 3

Appendix 3 – Roles and Responsibilities cont’d

5. Identifying personal goals related 4. Creating and maintaining an inclu- 4. Cultivating community partnerships
to diversity and inclusion in yearly sive, welcoming work environment in an efficient manner by connecting
performance evaluation process for co-workers and residents with established community networks
6. Establishing processes to actively 5. Creating and sharing innovative to facilitate employment outreach ef-
build an inclusive workplace by solutions that address problems in a forts
soliciting perspectives and ideas positive, customer focused, inclusive 5. Reviewing employment systems to
from staff on ways to increase and respectful manner identify and address barriers
inclusion of employees in the work- 6. Outlining the approach used to 6. Monitoring, reporting and recognizing
place and increase citizen access to identify diversity and inclusion issues corporate and department outreach
programs, services and involvement related to business objectives activities
opportunities
7. Outlining actions taken to address 7. Responding to and addressing com-
7. Creating team structures that reflect identified diversity and inclusion plaints
a diversity of perspectives to achieve issues 8. Awareness and incorporation of cur-
objectives of the team
8. Identifying personal goals related rent hiring trends and best practices
8. Recognizing staff members and to diversity and inclusion in yearly
teams for diversity and inclusion performance evaluation process
successes Communications Branch
9. Supporting co-workers and residents
9. Supporting employees when they As the corporate communications
when discrimination, harassment or
are the subject of discrimination, disrespectful behavior happens to resource, Communications Branch is
harassment or disrespectful behavior them responsible for:
10. Monitoring, reporting and 10. Not tolerating discrimination, 1. Developing and implementing a
recognizing departmental diversity harassment or disrespectful behavior Communications Plan to increase
and inclusion activities employee awareness of inclusion and
diversity goals, concepts, activities,
Human Resources Branch expectations, roles and measurement
Employees As the corporate employment resource,
As employees working for the City of 2. Promoting measurable successes in
Human Resources is responsible for:
Edmonton, each person is responsible achieving the City’s inclusion and
1. Ensuring Human Resources policies, diversity goals in external publications
for:
plans, practices and programs sup- 3. Recognizing and promoting principles
1. Using the Employee Inclusion Lens to port a diverse and inclusive work- of inclusion and diversity in report-
increase their understanding of what force by using the Human Resources ing of City initiatives, programs and
is meant by diversity and inclusion Inclusion Lens services (internally and externally)
2. Demonstrating behaviors consistent 2. Providing processes for connect- 4. Using the Communication Inclusion
with diversity and inclusion values ing organization needs to outreach Lens when developing communication
specified in the Diversity and resources and services plans and preparing communication
Inclusion Framework and in products and services
3. Cultivating organizational relation-
the Employee Inclusion Lens
ships (unions, Office of Diversity and
3. Learning and applying knowledge Inclusion, departments) that ensure
and skills to: departments can achieve business
a. Work in an inclusive operational needs
and respectful manner
b. Identify and address barriers
to inclusion

appendix | Diversity & Inclusion Framework & Implementation Plan 23

 appendix 3

Appendix 3 – Roles and Responsibilities cont’d

Office of Diversity and Inclusion 1. Promoting and providing informa- Working teams should be comprised
tion to the corporation on best prac- of individuals from a range of business
supporting role
tices, current research and trends areas. This group is responsible for:
The Office of Diversity and Inclusion is related to diversity and inclusion
a corporate resource for supporting the 1. Working with department staff to
2. Developing and implementing a
implementation of the Diversity and identify department priorities related
Communication Plan, in conjunction
Inclusion Framework and Implementa- to building an inclusive workplace and
with Corporate Communications, to
delivering inclusive services
tion Plan. In this capacity, the Office of increase employee awareness of di-
Diversity and Inclusion is responsible versity and inclusion goals, benefits, 2. Leading integration and implemen-
for: expectations, roles and performance tation of Diversity and Inclusion
measurement Framework into existing department
1. Providing input and advice in processes, policies, plans, practices,
3. Coordinating recognition activities
creation of plans to integrate programs and services
at the corporate level that support
Diversity and Inclusion Framework 3. Using the Diversity and Inclusion
achievements by the corporation,
activities and goals within depart- Framework Implementation Plan to
departments and individuals in fur-
ments develop ongoing department plans to
thering diversity and inclusion goals
2. Providing support to business units sustain diversity and inclusion efforts
4. Developing and promoting strate-
to build awareness and use of in their areas. (See Appendix 2)
gies to increase the diversity of the
Diversity and Inclusion Lenses 4. Monitoring, evaluating and updating
City’s workforce in conjunction with
3. Consulting with business units to Human Resources and departments departments through the mainte-
assist in developing action plans to nance phase of Diversity and Inclusion
5. Developing and promoting corporate
address identified systemic barriers Framework Implementation Plan
customer service strategy, including
4. Supporting departments with a Customer Service Inclusion Lens, 5. Identifying issues that require Depart-
reporting and monitoring activities that recognizes the diversity of City ment Management Teams attention
and methodologies customers and citizens
5. Facilitating implementation of the 6. Co-ordinating reporting to corpora- Unions and Associations
Diversity and Inclusion Training tion on progress, achievements and
Model in conjunction with depart- As organizations representing employees’
areas of concern
ments and Human Resources (See interests in the workplace, Unions and
7. Building relationships with external Associations are supportive when they:
Appendix 4).
organizations to stay informed of
6. Facilitating development of issues of access and inclusion 1. Demonstrate leadership by being
respectful workplace policy and pro- respectful of diversity and fostering
cedures to address policy violations inclusive union or association environ-
7. Overseeing development and Diversity and Inclusion Departmental ments
implementation of data collection Working Teams 2. Demonstrate support for inclusion by
to measure workforce diversity and Each department must create a working providing a balanced approach when
inclusion team to implement the Diversity and participating in complaint and investi-
Inclusion Framework. The resource de- gation proceedings
leadership role
mand will be intensive during the first 3. Demonstrate support by building
As the corporate body responsible
year of implementation and is expected awareness and understanding within
for advancing diversity and inclusion their membership of the Diversity and
to taper off into a maintenance mode in
practices, the Office of Diversity and Inclusion Framework
subsequent years.
Inclusion is responsible for:

24 Diversity & Inclusion Framework & Implementation Plan | appendix

 appendix 4

Appendix 4 – Training and Education Model

The objective of the model is to further 1. Diversity and Inclusion – The basics Priorities identified in focus group sessions
develop knowledge and skills in employ- Create and present an overview which will highlight which existing training ses-
ees so they serve co-workers and citi- is accessible to everyone. Content of sions would be enhanced by addition of
zens in an inclusive, respectful manner. module to include the following: diversity and inclusion concepts.

• Overview of Framework Working in collaboration with the Human

and Objective Resources training section and departmen-
Goals
1. Employees know what is meant • Goals and Measures tal training administrators, modules will
by diversity and inclusion • Roles and Responsibilities be developed and integrated into priority
2. Employees can identify areas in their • Introduction of Inclusion Lens sessions.
jobs where diversity and inclusion and its function
plays a key role in how effectively
Three different modules are necessary 3. Offer customized training based on
and inclusively they interact with
to ensure relevance for specific audi- department identified priorities
others
ences; one module for Manager and The use of the Diversity and Inclusion Lens
3. Employees know what is expected of
Directors, the second for supervisory will allow departments to identify areas
them and have knowledge and skills
level staff and a third appropriate for in which they wish to focus their diversity
to perform as expected
all employees. The employee module and inclusion efforts. These efforts may
4. Employees have increased ability to
will emphasize the role of staff when vary between departments depending on
provide inclusive programs and ser-
vices and can apply the framework interacting with others and will en- their business objectives.
as it relates to their identified role(s) courage mixed participation from
all levels within the corporation. To ensure diversity and inclusion practices
5. Employees have easy access to learn-
are relevant to these objectives, specific
ing opportunities, appropriate to job
function education and training sessions may be
2. Integration of diversity and desired. The Office of Diversity and Inclu-
6. Maintain a core expert resource
inclusion into current training sion and Human Resources training sec-
mechanism in each department that
Best practice research recommends tions will work with departments to assist
supports sustainable and cutting
edge practice. that diversity and inclusion practices them in developing customized training as
be integrated into existing training needed.
sessions.

communication activities

Three types of education and training

will be available. Communication and roll out integration customization
awareness building activities will add
Goals & Measures Diversity & Inclusion Diversity & Inclusion
support to training activities. concepts, values, goals sessions designed to
Roles & Responsibilities
Introduction to the Lens and roles integrated meet Department,
The graphic here illustrates the types of into existing Branch, and
training proposed. A description of each corporate training Section needs
approach follows.

awareness building

appendix | Diversity & Inclusion Framework & Implementation Plan 25

 appendix 4

Appendix 4 – Training and Education Model cont’d

Principles Individuals creating diversity and 3. Type of Sessions – Information sessions

The success of training initiatives inclusion modules, whether internal tailored to work group – lecture format,
depends on a number of factors. The employees or hired consultants should participatory workshops, and self
following principles will be applied in be able to demonstrate how these -directed opportunities, off site visits,
online e-learning and class room set-
the development and implementation motivating factors were addressed in
ting.
of diversity and inclusion education and the training.
4. Session Environment - Respectful
training to achieve success.
- by its very nature diversity highlights
1. Reflects diversity and inclusion Avoiding the Post Training Traps differences between people and where
concepts and values differences exist, conflict can arise.
The goals, principles and design factors
2. Designed to improve citizen/em- The learning environment must ensure
are intended to ensure learners don’t
ployee or organizational interactions differences can be expressed in a
face barriers when trying to integrate respectful way and personal dignity
3. Reflects and respects diversity of new learning and skills. Barriers typi- is maintained at all times. Environment
work performed by employees
cally include: must also consider comfort level for
4. Inclusive of existing training employees based on their work setting
vehicles and leaders • Lack of managerial support
and accommodate for differences
to apply new learning
5. Interactive between field workers and those in of-
• Lack of opportunity to practice fice settings. Note: Opportunities can be
6. Easy to deliver
new skills designed specific to department, branch
7. Sustainable, renewable & evaluated
• Lack of time, money, or section needs.
confidence, interest
Critical Design Factors • Lack of information
Training Approach
The adult learning approach for this about opportunities
The model uses a question/inquiry
education and training model will • Inability to see change leads to
approach that encourages and supports
consider the motivation behind the decreased motivation or effort
the learner to ask questions, develop
learner as a critical success factor. Five • Competing priorities
strategies to answer questions. The
motivating factors integrated into the • Scheduling conflicts specific approach will be developed in
model are: • Red tape consultation with expert(s) in field of
1. Improved social relationships adult education.
– co-workers and citizens
The Learning Environment
2. Meeting external expectations The training model identified what will
– performance expectations Problem Solving Model
be covered during training modules yet • Understand the question/
3. Contributing to personal allows for instructor, worksite and work problem/issue
advancement – opening doors
function flexibility to meet the different • Develop research questions and
4. Stimulating escapism – energizes needs of employees. procedures
and reinvigorates e.g. sessions one
would not normally think as part of 1. Timing of Sessions – Fall, winter and • Gather, organize and interpret
work duties spring sessions information
5. Interesting in learning – something 2. Length of Sessions – Half day, • Think of alternatives and
new, different, useful Mid-week; possible solutions
• Make a choice
• Take action (if desirable)
• Evaluate, modify for future use

26 Diversity & Inclusion Framework & Implementation Plan | appendix

 appendix 5

Appendix 5 – Inclusion Lens: A Tool for City of Edmonton Employees

To effectively serve the broadest segment of the City possible and to attract and retain the
best employees, the City will:

• look at how it includes the perspectives of the community and its own employees and
• look at how it can build a workforce that broadly reflects the diversity in the community

Q: What is an Inclusion Lens? Q: When do I use the Inclusion Lens? Diversity The City of Edmonton defines
The Inclusion Lens is a tool to help staff You can use it at the beginning of diversity as the range of human differ-
gain greater insight into how each of us a project to help you include the ence. Each person has layers of diversity,
can create a more inclusive workplace. diversity of staff and customers which make her or his perspective
It uses a series of questions to help us (e.g. hiring or promoting staff, building unique.
better understand inclusive behaviour a team, developing a process, imple-
Inclusion The City of Edmonton
and action. It also helps us reflect on our menting a program).
defines inclusion as involving and
own behaviours and actions to see how
You can use the Inclusion Lens after you valuing human differences and viewing
inclusive each of us are.
have implemented a process or practice such differences as strengths.
The Inclusion Lens also helps us analyze to help assess your success at achieving
Systemic Barriers These are obstacles or
our policies, practices, programs and the goal of including the diversity of
barriers that may not be intended to ex-
services to see if they are inclusive of a staff and customers in your planning
clude individuals or even whole commu-
wide range of individuals and groups. and implementation.
nities but actually do exclude people.
Systemic barriers or obstacles can occur
Q: Why would I use an Inclusion Lens? Q: Which Inclusion Lens do I use?
when policies and practices, programs
You would use an Inclusion Lens to You may choose to begin with the
and services are created without benefit
increase your understanding of the Inclusion Lens specific to your position
of a range of perspectives during their
actions and behaviours that lead to and/or function(s). You can review the
development. Using only email to
building a more inclusive workplace Inclusion Lens specific to other positions
advise citizens of important issues, for
and a more inclusive way of delivering that you may also be working with
instance, would exclude all citizens who
programs and services. Links to further or including in your project.
don’t have computer access.
information are provided in each lens.
A diverse and inclusive workforce draws
on the experiences and views of its staff
to create programs and services that
reflect the range of diversity in the
communities the City serves.

appendix | Diversity & Inclusion Framework & Implementation Plan 27

 “volunteers at
an seniors’ home,
speaks Dutch …”
 Employee Lenses

appendix | Diversity & Inclusion Framework & Implementation Plan 29

 The City of Edmonton defines diversity
as the range of human difference. Each
Diversity
person has layers of diversity, which
make her or his perspective unique.

Employee Inclusion Lens The City of Edmonton defines inclusion as

Inclusion involving and valuing human differences
· for all City of Edmonton employees,
and viewing such differences as strengths.
all positions

These are obstacles or barriers that may

Systematic not be intended to exclude individuals
Barriers or even whole communities but actually
do exclude people. Systemic barriers or
obstacles can occur when policies and
practices, programs and services are
created without benefit of a range of
perspectives during their development.
Using only email to advise citizens of
important issues, for instance, would
exclude all citizens who don’t have
computer access.

A diverse and inclusive workforce draws

on the experiences and views of its staff
to create programs and services that
reflect the range of diversity in the com-
munities the City serves.

30 Diversity & Inclusion Framework & Implementation Plan | employee lenses

 Employee Inclusion Lens Can i do more?

What Can You Do To Respect Diversity and Build an Inclusive Workplace

for Yourself, Co-workers and Citizens?

1. Be open to differences in values, communication styles, and behaviours of individuals from

backgrounds different from your own
• Acknowledge people in a friendly manner with common courtesy
• Listen carefully to understand what people are saying or asking
• Be patient and ask questions politely to improve understanding
• Adapt your speaking style and vocabulary for the intended audience

2. Create a safe, welcoming workplace where people feel secure and are treated with respect:
• Promote co-operation and a welcoming environment for all
• Promote an environment free of discrimination, harassment and disrespect for all
• Work to understand perspectives brought by all individuals
• Incorporate a range of perspectives to create innovative solutions
• Treat people they way you would like people to treat you
• Take time to get to know each new staff member

3. Reflect on how you react when someone you are providing service to, or working with has
practices different from yours.
• Are you respectful, helpful, patient?
• Did you value these differences? How do you show you value these differences?
• Or, are you uncomfortable with these differences? Are you critical; dismissive;
or demeaning in your words, behaviours or attitudes? How do you show this?
• How did your reaction affect the person?
• How did your reaction affect the person’s view of the City?
4. Are there other positive actions you could take? If so, list them here.

building skills, knowledge, self-awareness

Visit the Office of Diversity and Inclusion website at [Link] to learn more about:
1. How your own background and experiences may create opportunities or barriers when you work
with or serve people different from you
2. Accessing electronic and corporate resources to learn ways to be more inclusive
3. Signing up for training opportunities related to diversity and inclusion, serving diverse customers,
learning to identify barriers and developing cross-cultural skills
4. Identifying and addressing barriers in plans, policies, practices, programs and services and making
changes that increase inclusion
5. Taking positive action to address diversity and inclusion issues that come to your attention

employee lenses | Diversity & Inclusion Framework & Implementation Plan 31

 The City of Edmonton defines diversity
as the range of human difference. Each
Diversity
person has layers of diversity, which
make her or his perspective unique.

The City of Edmonton defines inclusion as

Inclusion involving and valuing human differences
and viewing such differences as strengths.

Leadership & Supervisory Lenses

· For City Staff who supervise people
· For City Staff who hire people These are obstacles or barriers that may
Systematic not be intended to exclude individuals
Barriers or even whole communities but actually
do exclude people. Systemic barriers or
obstacles can occur when policies and prac-
tices, programs and services are created
without benefit of a range of perspectives
during their development. Using only email
to advise citizens of important issues, for
instance, would exclude all citizens who
don’t have computer access.

A diverse and inclusive workforce draws

on the experiences and views of its staff
to create programs and services that reflect
the range of diversity in the communities
the City serves.

32 Diversity & Inclusion Framework & Implementation Plan | employee lenses

 Leadership and Supervisory Inclusion Lens 1 Yes No

What Can You Do To Respect Diversity and Build an Inclusive Workplace

for Yourself, Co-workers and Citizens?

Lead by example
1. Clearly outline expectations you have of yourself and others in the workplace in terms of creating a
respectful, inclusive and non-discriminatory environment.
2. Gain knowledge and identify personal and work goals to help build a diverse and inclusive workforce.
3. Explore how your upbringing and experiences affect how you interact with people different from
you and how you view yourself, your world and the workplace.

Create a Respectful Work Environment

1. Do you know how to show respect for people from various backgrounds, lifestyles, viewpoints
and needs (e.g. ethnicity, race, gender, creed and sexual orientation)?
2. Do you implement actions that promote, create and maintain an inclusive, welcoming and co-
operative work environment for employees and residents? What are they?
3. Do you take time to get to know each new staff member?
4. Do you work to understand the perspectives brought by all individuals?
5. Do you have ways to actively gather input and ideas from staff and residents?
6. Do you create teams composed of diverse perspectives representing different levels within your area?
7. Do you give direct feedback to staff whose behavior may be considered inappropriate?
8. Do you acknowledge staff who contribute positively to creating an inclusive workforce?

Provide Support
1. Do you provide time to staff to integrate diversity and inclusion practices and values into plans,
policies, programs, and services?
2. Do you encourage staff to take training or learn in other ways to be inclusive?

Evaluate Performance
1. Do you have a way of gaining insight into problems and successes in your area?
2. Do you recognize achievements of staff that create and contribute to creating inclusive workplace?
3. Do you take actions to address problems identified in your area?
4. Are staff evaluations based on criteria you previously outlined to them?

building skills, knowledge, self-awareness

Visit the Office of Diversity and Inclusion website at [Link] to learn more about:
• How your own background and experiences may create opportunities or barriers when you work
with, serve or supervise people different from you
• Accessing electronic and corporate resources to learn ways to be more inclusive
• Signing up for training opportunities related to diversity and inclusion, serving diverse customers,
learning to identify barriers and developing cross-cultural skills
• Identifying and addressing barriers in plans, policies, practices, programs and services and making
changes that increase inclusion
• Taking positive action to address diversity and inclusion issues that come to your attention

employee lenses | Diversity & Inclusion Framework & Implementation Plan 33
 Leadership and Supervisory Inclusion Lens 2 Yes No

What Can You Do To Respect Diversity and Build an Inclusive Workplace for
Yourself, Co-workers and Citizens?

inclusive hiring and retaining employment practices

Pre-posting
1. Do you consider what knowledge, skills, experience and diversity would complement your team?
2. Does your business area generally reflect the diversity of the community?
3. Do you assess the position to accurately determine if the qualifications required to be successful in
the position are valid? (E.g. Bus cleaners must have a class 3 license to move buses as required. Could
one or two cleaners per shift get by without their Class 3 license and just clean?)
4. Are general diversity and inclusion responsibilities/competencies defined in every job description?

Postings
1. Do you build into your job requirements competencies related to diversity and inclusion?
For example:
• Shows respect for differences in backgrounds, viewpoints, and needs in reference to areas
such as age, gender, sexual orientation, ethnicity, faith, family status
• Promotes co-operation and a welcoming environment for all
• Works to understand perspectives brought by all individuals
• Pursues knowledge of diversity and inclusiveness
2. Do you ask HR to advertise positions in places other than the conventional locations? (E.g. include
postings in remote job site locations, community newspapers, community agencies, professional
associations, employment agencies, job fairs, internet or education institutions for staff, volunteer
and practicum positions, in places where large numbers or under-represented groups reside.
3. Do you engage in employment outreach activities and work with HR to attract a wider pool of
applicants?

Interviews
1. Are interview panels composed of individuals who contribute diverse background and experience
relevant to the position you are trying to fill?
2. Do interview questions validly test for skills, knowledge and experience relevant to the position you
are trying to fill? If you’re not sure if they do, do you seek help from HR?
3. Do you create a comfortable environment for interview candidates? Are you aware that people from
different backgrounds may present different interview behaviour than you are used to seeing? In this
situation, what adjustments could you make to ensure a comfortable setting but still assess if the
person has the skills, abilities and experience for the position?

Hiring and Retaining

1. Do you hire, retain and promote individuals from diverse backgrounds?
2. Do you hire and promote staff on the basis of job related abilities rather than on basis
of personality or personal chemistry?
3. Do you provide mentoring opportunities in your area?
4. Do you provide internship/training opportunities in your area?
5. Do you include diversity and inclusion criteria in performance evaluations of staff?

34 Diversity & Inclusion Framework & Implementation Plan | employee lenses

 The City of Edmonton defines diversity
as the range of human difference. Each
Diversity
person has layers of diversity, which
make her or his perspective unique.

Planning & Policy Inclusion Lens The City of Edmonton defines inclusion as
Inclusion involving and valuing human differences
· For City Staff who create plans
and viewing such differences as strengths.
and policies

These are obstacles or barriers that may

Systematic not be intended to exclude individuals
Barriers or even whole communities but actually
do exclude people. Systemic barriers or
obstacles can occur when policies and prac-
tices, programs and services are created
without benefit of a range of perspectives
during their development. Using only email
to advise citizens of important issues, for
instance, would exclude all citizens who
don’t have computer access.

A diverse and inclusive workforce draws

on the experiences and views of its staff
to create programs and services that reflect
the range of diversity in the communities
the City serves.

employee lenses | Diversity & Inclusion Framework & Implementation Plan 35

 Planning & Policy Inclusion Lens Yes No

What Can You Do To Respect Diversity and Build an Inclusive Workplace for
Yourself, Co-workers and Citizens?

Gathering Information
1. Do you have current statistics or community demographic profiles to help you better understand the
community make up?
2. Do you have current statistics of a demographic profile of the City’s client base? Do you know how or
if this base is different by policy, plan, practice, program or service?
3. For the plan or policy you are working on, do you know what’s driving the need for change? Are you
using the demographic resources above to confirm these drivers?
4. Do you know what and how diversity and inclusion practices can be integrated into business plans to
address these drivers? Are you using this information to improve your plans and policies and to make
them more inclusive?
5. Are you aware of policies and plans that frequently impact underserved groups, whose awareness of
such policies and plans may be low?
6. Have you identified barriers that prevent or limit underserved groups from participating in the
development of, or knowing about, specific policies or plans?

Connecting with Residents

1. As required by City Policy, do you use the City of Edmonton Public Involvement process to increase
public involvement in planning, policy development and processes? Access the City of Edmonton
Public Involvement resources on e-city for more information. Questions you might ask yourself to
increase participation include:
• Are public involvement processes easy to get to by public transportation?
• Are public involvement processes accessible to persons in wheelchairs, seniors or others with
mobility difficulties?
• Is there a need to make available translation services for visually impaired,
blind or deaf individuals?
• Is there a need to make available translation services for persons who speak languages
other than English?
• Is there a need to offer childcare when hosting an involvement process?
2. Do you recognize and use the knowledge and expertise of staff who have insight into the audience
you are targeting by involving these staff in the design/review process?
3. Do you engage community leaders from a variety of groups, including the hard to reach groups, in:
• Information gathering, needs assessment opportunities
• Plan or policy development opportunities
• Evaluation opportunities
4. Are you participating in networks internally and externally to improve your ability to connect with
residents in an effective and efficient way? For example: mass surveys may work for certain citizens,
connecting with residents via agencies may work for other citizens.
Different areas in the corporation have relationships with different agencies; communities of
interest. Tapping into these networks can help you connect with groups other than those you
might already reach.

36 Diversity & Inclusion Framework & Implementation Plan | employee lenses

 The City of Edmonton defines diversity
as the range of human difference. Each
Diversity
person has layers of diversity, which
make her or his perspective unique.

Program Development & Services Lens The City of Edmonton defines inclusion as
· For City Staff who create programs and Inclusion involving and valuing human differences
services for citizens and viewing such differences as strengths.

These are obstacles or barriers that may

Systematic not be intended to exclude individuals
Barriers or even whole communities but actually
do exclude people. Systemic barriers or
obstacles can occur when policies and prac-
tices, programs and services are created
without benefit of a range of perspectives
during their development. Using only email
to advise citizens of important issues, for
instance, would exclude all citizens who
don’t have computer access.

A diverse and inclusive workforce draws

on the experiences and views of its staff
to create programs and services that reflect
the range of diversity in the communities
the City serves.

employee lenses | Diversity & Inclusion Framework & Implementation Plan 37

 Program Development and Services Inclusion Lens Yes No

What Can You Do To Respect Diversity and Build an Inclusive Workplace for
Yourself, Coworkers and Citizens?

Gathering Information
1. Do you have current statistics or community demographic profiles that help you understand
the community make up such as family size, languages spoken and age?
2. Do you have current statistics of a demographic profile of the City’s client base? Do you know
how, or if, this base is different depending on the program or service?
3. For the program or service you are developing, do you know what’s driving the need for a new/
revised program or service? Are people requesting a new program, service? Is your area receiving
complaints which a new program or service may address?
4. Do you know what other programs or services are offered for, and used by, the audience you are
developing the new program or service for?
5. Do you know what barriers exist that prevent, or limit, your target audience from participating in
existing programs or services? If so, what diversity and inclusion practices might address these
barriers?
6. Do you know what other areas within the organization may be impacted by the program or service
or who may able to assist with its development?

Involving Residents
1. Do you initiate public involvement processes when creating new programs or services? Access the
City of Edmonton Public Involvement resources on e-city for more information.
2. Do you recognize and use the knowledge and expertise of staff who have insight into the audience
you are targeting by involving these staff in the design/review process?
3. Do you connect with agencies, groups or outside experts who have insights or work with the
audience you are trying to reach to ensure program development is appropriate?
4. Do you engage community leaders from target audience in the:
• Planning and needs assessment phases,
• Development, implementation and evaluation phases?

Development, Implementation and Evaluation

1. Do programs and services adapt and respond to expressed needs such as:
• Easy access to transportation, childcare provided
• Respect for faith or spiritual practices, dietary or translation needs
• Meeting times, locations and structures vary to accommodate various work schedules
• Skilled staff able to work with diverse populations, sensitive to needs, competent
• Advertising in various formats and venues appropriate to reaching intended audience(s)
• Acknowledging hesitation to provide personal information when registering in program or service
• Seeking input from participants following program or service
• Engaging with those who did not participate to find out what barriers they faced

38 Diversity & Inclusion Framework & Implementation Plan | employee lenses

 The City of Edmonton defines diversity
as the range of human difference. Each
Diversity
person has layers of diversity, which
make her or his perspective unique.

The City of Edmonton defines inclusion as

Inclusion involving and valuing human differences
and viewing such differences as strengths.

Communications Inclusion Lens

· For City Staff who communicate with These are obstacles or barriers that may
each other or the public Systematic not be intended to exclude individuals
Barriers or even whole communities but actually
do exclude people. Systemic barriers or
obstacles can occur when policies and prac-
tices, programs and services are created
without benefit of a range of perspectives
during their development. Using only email
to advise citizens of important issues, for
instance, would exclude all citizens who
don’t have computer access.

A diverse and inclusive workforce draws

on the experiences and views of its staff
to create programs and services that reflect
the range of diversity in the communities
the City serves.

employee lenses | Diversity & Inclusion Framework & Implementation Plan 39

 Communications Services Inclusion Lens Yes No

What Can You Do To Respect Diversity and Build an Inclusive Workplace for
Yourself, Co-workers and Citizens?

Communications – Access to Information

1. Is the existing information available to the public up-to-date?
2. Is this information described in something easy to transport and carry (pamphlets)?
3. Is there information available on the role of the City of Edmonton and/or specific branches,
departments?
4. Is information provided by the City of Edmonton for public display where anyone coming into the
office can see it right away in general sitting/waiting area?
5. Is there any department specific information about the services/programs or special topics of
interest on display?
6. Is any information about the City of Edmonton located outside the organization such as at agencies,
organization that serve diverse groups? Do you know where or how it is being used?
7. Is this information accessible in the workplace?
8. Is the information available in different formats – online, print, alternate languages etc?
9. Does the City of Edmonton have access to information about the various cultures, religions
etc. within the community. Does it use this information to inform the development of relevant
communication materials?

Communications – Language
1. Are the materials and information presented in plain language?
2. Are brochures brief and to the point?
3. Does the City of Edmonton have current statistics on languages other than the official languages
spoken in the community?
4. Is information available in languages other than English or French?
5. Does voice mail or answering machines offer basic information in other predominant languages
spoken in the community?
6. Are there concepts, or terms, in written materials that may be culturally specific and need to be
defined to make them more accessible?
7. Is there a budget allocated for translation services?
8. Are existing materials regularly reviewed and assessed for bias and appropriate changes made?

Communications – Visuals
1. Does the City of Edmonton have pictures/posters depicting diversity in the workplace
and visible to guests?
2. Do photographs used in communication materials represent the diversity in the community?
3. Has the City of Edmonton ensured diversity within various groups in pictures or graphics?
4. Are the positions of individuals from underserved groups portrayed equitably
(who’s in foreground, first/last, served or being served?)
5. Do City of Edmonton calendars represent dates of significance recognized by various religions
and cultures in the community?

40 Diversity & Inclusion Framework & Implementation Plan | employee lenses

 The City of Edmonton defines diversity
as the range of human difference. Each
Diversity
person has layers of diversity, which
make her or his perspective unique.

The City of Edmonton defines inclusion as

Inclusion involving and valuing human differences
and viewing such differences as strengths.

Human Resources Inclusion Lens

· For City Staff who recruit people to work
for the City
These are obstacles or barriers that may
Systematic not be intended to exclude individuals
Barriers or even whole communities but actually
do exclude people. Systemic barriers or
obstacles can occur when policies and prac-
tices, programs and services are created
without benefit of a range of perspectives
during their development. Using only email
to advise citizens of important issues, for
instance, would exclude all citizens who
don’t have computer access.

A diverse and inclusive workforce draws

on the experiences and views of its staff
to create programs and services that reflect
the range of diversity in the communities
the City serves.

employee lenses | Diversity & Inclusion Framework & Implementation Plan 41

 Human Resources Inclusion Lens Yes No

What Can You Do To Respect Diversity and Build an Inclusive Workplace for
Yourself, Co-workers and Citizens?

General
1. Are employment practices reviewed on a regular basis to identify possible barriers in recruitment,
hiring, promotion and retention of diverse staff? Are they in compliance with current provincial
employment standards and human rights legislation?
2. Are employment practices documented and accessible for reference and to encourage consistency
in practice?

Job Classification
1. When reviewing job classes or when creating new jobs, do you confirm if job requirements conform
to existing human rights and employment legislation, equal opportunity, duty to accommodate and
non-discriminatory employment practices?
2. Do you assess if the basic job requirements are bona fide and valid to predict successful job
performance? Do you consider Alberta Human Rights Commission decisions and their impact on job
requirements? Are job requirements modified when impacted by legal decisions?

Recruitment
1. Do you review position requirements (education and experience) with hiring supervisor to ensure
appropriate job classification is chosen?
2. Are basic job requirements consistently applied when advertising for the same position and level?
3. Do job postings indicate City of Edmonton is an equal opportunity employer?
4. Are job advertisements written in easy to read, non-bureaucratic, plain language designed to
attract a wider pool of candidates?

Outreach
1. Aside from conventional methods, are positions advertised in remote work site locations, community
newspapers, community agencies, professional associations, employment agencies, job fairs, internet
and or educational institutions for staff, volunteer and practicum positions, in places where large
numbers of underrepresented groups reside? E.g. Aboriginal communities?
2. Are mechanisms in place to carry out consultation and collaboration with under-represented groups?

interviews

Required Skills for All Employees

1. Shows respect for differences in backgrounds, viewpoints, and needs in reference to areas such as
age, gender, sexual orientation, ethnicity, faith, family status
2. Promotes co-operation and a welcoming environment for all
3. Works to understand perspectives brought by all individuals
4. Pursue knowledge of diversity and inclusiveness

Desired Skills required for specific job functions

1. Ability to speak multiple languages including American sign language
(e.g. customer service positions)

42 Diversity & Inclusion Framework & Implementation Plan | employee lenses

 Testing and Screening Yes No
1. Are tests/screening tools validated for job-relatedness?
2. Are tests/screening tools examined for cultural, gender, racial, age or other biases?
3. Are tests/screening administered by personnel with right skills and training to avoid biased
assessments?
4. Are tests and interview locations accessible in physical and geographical terms?
5. Are selection test materials made available in various media to accommodate applicants’ needs
(e.g. Braille, tapes for hearing impaired)
6. Does the selection process have an unusually high factor for “personal suitability”?

Supporting the Hiring Supervisor

1. Are managers and interviewers aware of individual and collective responsibility to be aware of
human rights, equal opportunity and discrimination legislation?
2. Is the interview panel composed of individuals who contribute diverse backgrounds,
perspectives, experience of individuals who possess diversity and inclusion competencies?

Union Relations
1. Recruitment policies, practices have been communicated to and involved unions, managers
and employees?

employee lenses | Diversity & Inclusion Framework & Implementation Plan 43

Notes
 performance measurement table l long term (3-5 yrs) s short term (1-2 yrs)

department actions activities outputs performance indicators desired outcomes data collection

· Undertake regular employee survey · Census developed · Participation rate · Census results demonstrate, over time, · Employee Census
· Undertake employment outreach and conducted · Census Results the City of Edmonton has a diverse
1 · Review recruitment, development · City demographics workforce similar to demographics found
and retention practices to ensure from Statistic Canada in the community and in available workforce
Have a workforce
barriers to employment are identified populations.
broadly reflective of and addressed (lens)
the community
· Create mentoring opportunities
across the organization
· Create internship opportunities
across the organization
· Promote City of Edmonton

· Build awareness of · Diversity and Inclusion · Participation rate (each department · Use of the lens informs policies, · Department reports
2 Diversity and Inclusion Lens Lens distributed to report back on use of the lens) plans, practices, programs and services l s

Address barriers · Apply Diversity and Inclusion Lens · Training sessions provided to · # of training sessions offered · Barriers to inclusion are eliminated in
to identify barriers in policies, plans, all departments on use and · # of COE staff who participate in training processes, policies, plans, programs and
within organizational practices, programs and services application of the Lens services. l
systems · Develop and implement action plans to · Action plans developed · Staff report increased ability to identify
address identified barriers and address barriers l s

· Develop and implement respectful · Policies and procedures · Qualitative Employee Census/ · An inclusive workplace free of discrimination, · Employee Engagement Survey
3 developed, distributed
workplace policy Engagement results harassment and violence. l s and/or Census
Have a workforce · Establish and implement procedures and clearly communicated · # of complaints and grievances received · Staff are more informed about respectful · Track reports, complaints,
skilled at working to address violations of respectful · Communication Plan · # of complaints and grievances addressed workplace policies, roles, goals, expectations grievances, and number of
workplace policy implemented · % of adjudications from AB Human and measures l s investigations annually
in an inclusive
· Implement Communication Plan to · Education and Training Rights & Citizenship Commission of · Staff and citizens report COE as inclusive, · Customer Satisfaction Survey
manner with one Plan implemented those complaints that are favorable
increase employee awareness of diversity facilitative and responsive to the people
another and with and inclusion goals, expectations, roles · COE responds to all reports of discrimination, we serve l s
and performance measurement harassment, bullying and workplace violence
the community
· Implement Education and Training Plan · # of successful workplace
accommodations implemented

· Processes are established to actively · Processes identified in each · COE departments develop diversity · Staff report contributing ideas and · Employee Engagement Survey
4 solicit perspectives and ideas from staff section, branch, department and inclusion processes perspectives using established processes s · Census Survey
Create programs · Diversity and Inclusion Lens applied · Diversity and inclusion processes · Staff report increased ability to soliciting and · Department reports
· Public Involvement Framework applied by COE departments including a variety of perspectives and ideas l s · Customer Satisfaction
and services which
· Composition of diversity and inclusion · Staff and citizens report COE as inclusive, Survey results
meet the diverse team reflects a diversity of perspectives facilitative and responsive to the people
needs of those we serve l s
we serve.
 “is a single
parent, lives on
an acreage …”

“lives with
a hidden
disability, is
an athlete …”

“does crafts,
has more than “always wears
two cultural the latest
heritages, wears fashions, speaks
tri-focals …” French …”

“volunteers at a
seniors’ home,
has three pets…”

“lives with
her parents,
plays volleyball,
is a few pounds
overweight …”

“wears a turban,
was trained
overseas, runs
marathons …”