Inclusion Diversity Blueprint Brian Fior Assistant Deputy Minister

Inclusion & Diversity Blueprint Brian Fior Assistant Deputy Minister Inclusive Diversity Office Cabinet Office Ontario Public Service

Our Journey 2012 2015 2013 - 16 2015 -20 2012 2011 2009 2008 2 2 2

Advancing Equity and Inclusion in the OPS Diversity & Inclusion Blueprint OPS Diversity Office OPS Anti-Racism Strategy OPS Accessibility Strategy Anti-Racism Directorate TBS • OPS HR Plan • Policy on Preventing Barriers in Employment • Respectful Workplace Policy • Disability Accommodation Policy • OPS Leadership Strategy • OPS Learning Strategy OPS Accessibility Office MGCS • Mental Health Framework • Workplace Discrimination and Harassment Prevention Program (WDHP) • Disability Support Services ADO • Accessibility for Ontarians with Disabilities Act • Multi-Year Accessibility Plan 3

Beyond the Blueprint How inclusion links to other OPS strategies OPS Inclusion and Diversity Blueprint OPS Anti-Racism Policy OPS HR Plan Equity Accessibility OPS Policy on Preventing Barriers in Employment OPS Accessibility Strategy OPS of the Future: 2018 Action Plan Diversity 4

Call to Action: Opportunity • Ontario is home to an increasingly diverse population and public service. • Representation within senior management in the OPS has not kept pace with evolving demographics. • The OPS is not as inclusive a workplace as it should be. Certain groups – including racialized and Indigenous employees and employees with disabilities – report experiencing more barriers than other OPSers. • Shifting demographics over the next three to five years present a unique opportunity to embrace new and different ideas and build an inclusive OPS where diversity drives innovative, creative, client-centric programs, policies and services. 5

Call to Action 6

The Plan Diverse Talent Refreshing the OPS inclusion priorities to focus on building a more diverse and inclusive leadership and workplace - where all employees participate fully and contribute to the development of policies, programs and services that meet the needs and expectations of all Ontarians. . Responsive Public Service better represents the public we serve in senior management and talent pipeline creates equitable policies, programs and services Greater Collaboration enables creativity and innovation in the way we work Inclusive Leaders equipped to create collaborative culture Diversity of Thought & Experience thrive in an inclusive workplace 7

Gathering the Evidence Evaluation Review of OPS Diversity Office learning initiatives and programs, including: • Bias awareness training • OPS Inclusion Continuum • Diversity Career Champions Program • OPS Inclusion Lens Employee Survey Data Analysis of: • 2017 OPS Employee Survey • Leadership Profile Data Collection Pilot 2016 • 2015 Ontario Internship Program Survey • Public Service Commission Annual Report • 2017 Q 4 Top 20 OPS Workforce Facts Research and Scans Jurisdictional scan for promising practices and trends in Diversity & Inclusion work, including: • Canada – public and private sectors • Commonwealth countries – public sectors • US – public and private sectors Literature review of inclusion priorities and measures Consultations • 110+ participants in focus groups and discussions • 439 respondents to OPS-wide survey via Inside. OPS • Employee Networks • OPS Bargaining Agents • OPS Inclusion Reference Group • 20+ ADM and Senior Management tables • 19 One-on-one conversations with Deputy Ministers • TBS/MGCS 8

Consultation and Research Findings Diversification • Diversity and inclusion programs lead to more engaged employees, diverse talent pools, and creative and collaborative workforces • Goals/targets are an effective way to diversify leadership and measure progress • Coaching and mentorship lay the groundwork for diverse, inclusive teams Inclusive Leadership • Inclusive leaders are critical to leveraging diversity of thought and tapping potential • Investment in developing leaders is required to build capacity • The OPS needs to improve data and measures, be transparent, and hold leaders/ministries accountable for results Capacity-Building • Inclusion training, competencies and policies are required to transform culture • Impactful, effective learning must go beyond awareness-raising to be practical, experiential and skillsbased; Diversity and inclusion concepts need to be embedded in all learning to transform culture • Increased visibility and role of Employee Networks will help drive diversity and inclusion initiatives 9

PRIORITIES VISION OPS Inclusion & Diversity Blueprint A diverse, inclusive, accessible and equitable OPS that reflects the public we serve and optimizes the full potential of all employees, where every voice matters Diversify the talent pipeline ACTIONS Set goals and targets to diversify senior leadership Identify and confront potential bias and systemic barriers in recruitment, hiring and promotion Strengthen mentoring and coaching Advance inclusive leadership Strengthen use of inclusive leadership competencies to hire, develop, promote and evaluate leaders Implement data, measurement and reporting framework for diversity and inclusion Build capacity to deliver more inclusive public services Incorporate core D&I concepts and skills development in all OPS learning Incorporate equity assessments in policy and program development and business practices Strengthen OPS stakeholder engagement capacity and improve organizational collaboration 10

Inclusion and Diversity Priorities and Actions PRIORITY 1: DIVERSIFY THE TALENT POOL A. Set goals and targets to diversify the leadership cadre • Set a three-year corporate goal to increase the percentage of under-represented groups in the leadership ranks, including racialized employees and employees with disabilities. • Establish annual ministry targets in leadership development programs, succession plans, recruitment short-lists, and coaching/mentoring to meet the corporate goal. B. Identify and confront potential bias and systemic barriers in recruitment, hiring and promotion • Review the OPS Policy on Preventing Barriers in Employment and develop an OPS Anti-Racism Policy to support the identification and removal of any systemic barriers in recruitment and employment practices. This includes any identified barriers for racialized employees and employees with disabilities with particular strategies for those with severe disabilities. • Conduct an analysis of employee data and trends to ground the monitoring of issues and to guide evidence-based strategies for improvement. C. Strengthen mentoring, coaching and sponsorship • Improve mentoring opportunities and programs (including matching processes) for underrepresented groups (including racialized employees and employees with disabilities) and track the career progression of mentees to evaluate impact. • Implement a sponsorship framework to retain, develop and advance high-potential employees from under-represented groups, including racialized employees and employees with disabilities. 11

Inclusion and Diversity Priorities and Actions (cont’d) PRIORITY 2: ADVANCE INCLUSIVE LEADERSHIP A. Strengthen use of inclusive leadership competencies to hire, develop, promote and evaluate leaders • Embed inclusive leadership behaviours in all leadership development programming and tie them to performance plans and assessments (e. g. , OPS Leadership Strategy) to hold leaders accountable for their behaviour. • Embed diversity and inclusion content in leadership development programs, including anti-racism and disability awareness training. • Create new tools and approaches to provide leaders with more individualized feedback on their behaviours from a broader range of people. B. Develop an outcomes-based data and performance measurement framework to hold leaders and ministries accountable for outcomes, track OPS-wide progress, and implement evidence-based strategies • Improve quality and consistency of data sources, measures and monitoring to provide a clearer picture of the representation and movement of employees within the organization and for other measures of inclusion. Include race-based data collection, standards, analysis and reporting to identify and monitor potential systemic racism. • Implement a process to collect data on employment accommodation decisions and to hold leaders accountable for providing appropriate accommodation and supports for employees with disabilities throughout their recruitment and employment with the organization. 12

Inclusion and Diversity Priorities and Actions (cont’d) PRIORITY 3: BUILD CAPACITY TO DELIVER MORE INCLUSIVE PUBLIC SERVICES A. Incorporate core diversity and inclusion concepts and skills development in all OPS learning • Develop a continuous learning curriculum/learning path and criteria for diversity, inclusion, accessibility and anti-racism content for OPS learning. Use it to review/strengthen current content and address gaps as needed. • Develop an anti-racism 101 learning module for all OPS staff and ensure training on anti-racism as well as various aspects of disability are embedded in OPS learning as appropriate. B. Incorporate equity assessments in policy and program development and business practices • Link and promote the various equity-focused lenses and assessment tools (e. g. OPS Inclusion Lens, Indigenous Inclusion Lens, Rural Lens) as one integrated toolkit and additional levers to business practices and decision-making. • Develop new tools to address gaps (i. e. , an Anti-Racism Impact Assessment Tool; an Accessibility Lens). C. Strengthen OPS stakeholder engagement capacity and improve organizational collaboration • Create new/better opportunities for collaboration and engagement (e. g. OPS Inclusion Reference Group, Ministry Accessibility Leads Committee) and clarify and promote the role/purpose of Employee Networks. As a result, stakeholders will be better able to provide advice, coordinate/share expertise, and effectively guide and implement the OPS’s Inclusion and Diversity Priorities and Actions, the Government’s Anti-Racism Strategic Plan, Multi Year Accessibility Plan and AODA requirements. 13

Target-setting to Diversify Senior Leadership

OPS Demographics Based on 2017 OPS Employee Survey data, female, Indigenous, and racialized employees and employees with disabilities have the greatest gaps in representation at senior management levels. Group Ontario Labour Force % OPS % SMG 1, ITX 1 % EXEC 2 % EXEC 3 -4 % Deputy Ministers % (Responses: 36, 357) (Responses: 704) (Responses: 563) (Responses: 184) (Responses: 23) Female 48 60. 2 52. 1 53. 2 44. 4 30. 4 Male 52 39. 4 47. 6 46. 8 55. 6 69. 6 Francophone 4 7. 4 6. 0 4. 4 3. 9 4. 4 LGBTQ+ Not Available 10. 7 10. 4 8. 6 10. 5 4. 4 Indigenous 2 2. 7 1. 6 2. 2 1. 1 4. 4 Person with a Disability Visible Minority (Racialized) 8 14. 0 10. 3 11. 7 7. 7 8. 7 25 22. 6 19. 7 16. 8 11. 5 9. 1 1. 2. 3. 4. Data is point-in-time and based on varying participation rates and sample sizes at each executive level. OPS statistics are from 2017 OPS Employee Survey data as of July 12, 2017, excluding deputy minister data. Deputy minister data is from the 2016 Leadership Profile Data Collection Pilot Survey. Ontario Labour Force data is from Statistics Canada (2011 and 2012). 15

Goal and Methodology of Setting Targets Set a three-year corporate goal to diversify senior leadership in the OPS so that it is more representative of the Ontario labour force. Establish annual ministry targets in leadership development programs, succession plans, recruitment short-lists, and coaching/mentoring to achieve the corporate goal. Methodology: 1. Identify gaps between the Ministry leadership profile (OPS survey) and the demographic data from the Ontario Labour Force with respect to representation for the six identified underrepresented groups: (Indigenous, racialized staff, persons with disabilities, women, LGBTQ+ employees and Francophones). 2. Assess for opportunities (e. g. historical turnover rates, future retirements, leadership development program allocations). 3. Set targets to close gaps. More specifically, establish targets around: • Coaching and Mentoring: (Provide mentoring/coaching opportunities for high potential staff from underrepresented groups) • Leadership development: (Provide opportunities for participants from underrepresented groups to participate in leadership development programs) • Succession planning: (Identify individuals from underrepresented groups as successors) • Recruitment shortlists: (Identify qualified candidates from underrepresented groups in recruitment shortlists) 4. Track and report on progress. 16

Sample Targets Coaching and Mentoring All Managers, Directors and ADMs will mentor/coach at least one employee from the underrepresented group on an annual basis. Leadership Development The ministry will assign spots in leadership development programs to employees who self-identify as racialized or as women, as follows: Advancing into Management o Based on 6 spots - 2 spots will be for eligible applicants who self-identify as racialized or women Succession Planning The ministry will align successors to EXE 2/EXE 3 positions more closely to Ontario labour force demographics, as follows: For 24 positions in the talent management system, the ministry will identify: o 6 qualified successors who self-identify as racialized Recruitment Shortlist The ministry will strive to have a minimum of 1 qualified shortlisted candidate who self-identifies as belonging to (a ministry) underrepresented group for interviews at the EXE 3 level. 17

Communications Campaign

Story and Channels There are 65, 000+ stories alive in the OPS. There are 65, 000+ different strengths, perspectives and ideas to bring to the table. We proudly and passionately serve Ontarians from all walks of life. A province of 13 million faces, stories and journeys that coalesce into one screenshot of a future with everyone included at every level. We believe that as Ontarians and OPSers, we all deserve to have our voices heard, to fulfill our potential and to work in a welcoming, inspiring atmosphere. We are working on building an innovative OPS where public service excellence is driven by the strengths in our differences. So let’s go all in on inclusive diversity and build the OPS of the future, together. Channels TALK TO US VIDEO SERIES BLOG PODCAST YAMMER 19

Timing PHASE 1 LATE APRIL LAUNCH PHASE 2 JUNE LAUNCH PHASE 3 LATE JULY LAUNCH VIDEO CAMPAIGN THEME Talk to Us VIDEO CAMPAIGN THEME Infinitely Better VIDEO CAMPAIGN THEME Safe to Self Intimate and engaging one-on-one conversations between members of the Inclusive Diversity Office and OPS employees; discussions about inclusive diversity, their experiences and individual journeys Creative, stylistic short-form videos designed to tease out the definition and benefits of inclusive diversity; the series utilizes a tapestry of relatable images in concise narrative moments subtly relating to the overarching theme TACTICS Three videos, three blogs, a new Inclusive Diversity podcast hosted by members of the Inclusive Diversity Office; guest features include OPS employees, experts Videos addressing the benefits of collecting demographic data and what it is used for in an inclusive diversity context TACTICS Three videos, three blogs, three podcast episodes TEDx. OPS event organized and sponsored by the Inclusive Diversity Office Four videos, four blogs and a redesigned Inside. OPS landing page 20

Questions & Discussion 21