Loading...
HomeMy WebLinkAboutCSD-003-22Clarftwn Staff Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: General Government Committee Date of Meeting: January 10, 2022 Report Number: CSD-003-22 Submitted By: George Acorn, Director of Community Services Reviewed By: Andrew C. Allison, CAO By-law Number: File Number: Resolution#: GG-013-22 Report Subject: Leading Equitable and Accessible Delivery in Clarington Recommendation: 1. That Report CSD-003-22 be received for information. Municipality of Clarington Report CSD-003-22 Report Overview Page 2 In the Fall of 2020, staff were approached by the Abilities Centre in Whitby to participate in the Leading Equitable and Accessible Delivery (LEAD) initiative. This initiative guides organizations through a facilitation process that results in an action -oriented work plan to assist the organization to embed accessibility and inclusion into their processes, programs, services, and organizational culture. This process moves Accessibility and Inclusion away from being a "check box" exercise. Looking at Accessibility and Inclusion from a consistent approach and being included in long term strategies and policies ensures the long-term sustainability and strategic approach to this important issue which removes the risk of inconsistency in its application. Staff, with the help of the Abilities Centre, have identified nine strategic themes with actionable work plan items in each area. This work plan document has been prioritized with broad timelines to guide the work associated with this important initiative. By participating and implementing this LEAD initiative, the Corporation will be well positioned to embed accessibility and inclusion at every level of our organization and ensure that we promote an inclusive and welcoming environment for everyone. 1. Background 1.1 In Fall 2020, the Abilities Centre in Whitby offered the Municipality of Clarington the opportunity to participate in the Leading Equitable and Accessible Delivery (LEAD) process. The Abilities Centre is a national LEAD facilitator and has worked with organizations across Canada. The Municipality of Clarington embraced the process as the first government entity to participate in this initiative. 1.2 The LEAD project in Clarington began in Spring 2021. A LEAD Working Group was formed, which included representatives from the Diversity and Inclusion Staff Team, Senior Leadership Team, Council Liaisons to the Accessibility Advisory Committee (AAC) and Diversity Advisory Committee (DAC), and two community representatives — both who are members of the AAC and DAC. 2. Methodology 2.1 The LEAD Working Group was guided through a facilitation process to identify focus areas, support a rationale for the work that we are doing, and develop action items to support the work plan. The facilitation process took a close look at the nine themes of the LEAD toolkit. These are Leadership, Structure, Governance, Strategy, Financial Management, Supplier -Partnership Management, People Management, Program and Service Delivery, and Facility and Technology Supports. Municipality of Clarington Report CSD-003-22 Page 3 2.2 A draft Improvement Plan was developed and sent to the LEAD Project Group, made up of members of the Client Services team within the Community Services Department. The Abilities Centre reviewed the Improvement Plan with the Working Group to provide clarification and a full understanding of the recommendations. 2.3 The LEAD Project Group took the Improvement Plan and prioritized and set a time frame for the work to be completed. Each item was provided with a high, medium, or low priority. Each was then categorized in a time frame, long term (over 5 years), medium term (3 to 5 years), short term (1 to 3 years) or quick win (less than 1 year to implement.) Action items were prioritized based on their correlation and dependency on other items in the plan. Links to relevant resources and relevant staff have been identified to support each action item. 2.4 An overview of this Improvement Plan was presented back to the members of the LEAD Working Group in November 2021. The Abilities Centre provided an Executive Summary (Attachment 1) of our facilitation sessions where some of the priority areas are highlighted. This information was subsequently shared with the Department Head team, who agreed a report to Council was a good opportunity to share the great work with this initiative. 2.5 The Improvement Plan identifies a guiding principle related to each of the nine themes. There are recommended projects to support the principle, with outcomes and supporting action items that will help us to reach success in each of these themes. Implementation 2.6 While there are a large number of action items contained in the plan, many of these can be implemented at little or no cost to the organization. These action items involve recommendations such as policy enhancements, increased staff engagement, targeted community consultation and intentional strategy development. 2.7 One critical action item that supports work on many subsequent priorities is the completion of a Workforce Demographic Survey. This survey will provide a baseline for our organization so we can track our progress over time. This progress tracking will assess the impact of our other corporate -wide changes, inform additional action items where needed and will help us report on initiatives taken through LEAD and our Diversity and Accessibility portfolios. 2.8 The Workforce Demographic Survey has been submitted as part of the 2022 budget request. If approved, the survey will be conducted through a third party. The survey will provide us with quantitative and qualitative data that would assist us in a number of areas like comparing our workforce composition with the demographics of the community we serve, identifying gaps we may have in attracting employees from demographic groups which are represented in our community, identify inclusion and Municipality of Clarington Report CSD-003-22 Page 4 diversity metrics including disability and gender to develop recruitment and succession planning strategies, understanding the nature of our workforce to see where different demographics of employees are within the organization in work areas, job types and levels, develop pathways for employees with disabilities and intersecting identities to advance their careers. 3. Concurrence 3.1 Not applicable. 4. Conclusion 4.1 Staff look forward to the implementation of the LEAD Improvement Plan and the benefits of a consistent and intentional incorporation of accessibility and inclusion in our processes, programs, services and ultimately our organizational culture. Staff Contact: Lee -Ann Reck, Manager, Client Services, 905-623-3379 ext. 2508 or Ireck@clarington.net. Attachments: Attachment 1 — Executive Report - LEAD Improvement Action Plan - Prepared by Abilities Centre Interested Parties: There are no interested parties to be notified of Council's decision. Attachment 1 to Report CSD-003-22 Executive Report Leading Equitable and Accessible Delivery (LEAD) Improvement Action Plan Presented by: Abilities Centre Facilitators: Yin Brown - ybrown@abilitiescentre.org Pinder DaSilva - pdasilva@abilitiescentre.org Summary Having gone through LEAD Self -Assessment Process, the Municipality of Clarington is ready to operationalize the LEAD Improvement Action Plan. Departmental support and resources are crucial in implementing the actions identified, such as in Human Resources, to work on workforce diversification and accessibility and inclusion training. Such support will enable Clarington to be a leader and model accessibility and inclusion in Durham Region, being the first municipality to embark on the LEAD process. Background In April 2021, the Municipality of Clarington undertook the LEAD Process, a system integrated approach for municipalities, non -profits and corporations to implement organization -wide accessibility and inclusion practices. Going through the LEAD Process showcases the organization's commitment to its' journey towards becoming more accessible and inclusive, both in its operations and programs and services for Clarington residents and businesses. A total of 14 individuals participated in the 2-day self - assessment, including the CAO, Councillors, Directors, Managers and community stakeholders, from various departments and levels. Abilities Centre provided the facilitation and will provide additional follow-up support throughout the LEAD process. Following is a high-level summary of the areas for improvement in the ten LEAD themes, with the applicable self -rating (out of 4). Recommendation Highlights A. Organizational Management 1. Leadership, rating 2.5: Develop a diversity recruitment and advancement strategy to increase diversity representation at the management level, collecting demographic data, determining metrics and implementing process. 2. Structure, rating 3: a. Include accessibility and inclusion as a standing agenda item in quarterly cross - departmental meetings, for continuous improvement and collaboration b. Ensure employee diversity and inclusion committee has representation from the disability and other marginalized communities www.abilitiescentre.org You Belong • Abilities Centre" Attachment 1 to Report CSD-003-22 3. Governance, rating 2.25: Review and embed accessibility and inclusion reference and requirements in Policies, Terms of Reference, Memorandum of Understanding, Requests for Proposal and contracts, beyond reference to AODA. 4. Strategy, 2.25: Develop strategic plans with key accessibility and inclusion indicators across all departments, prioritizing customer service, parks and recreation. B. Organizational Resources 5. Finances, rating 2.5: a. Council and all departments budget for accessibility and inclusion, similar to Community Services, or have a percentage of the corporate budget dedicated to accessibility and inclusion. 6. Suppliers and Partnerships, 2.5: Research and implement applicable guidelines and training on accessible, inclusive and socially responsible procurement practices. 7. People Management Workforce Development, 2.75: a. Develop a corporate diversity recruitment strategy inclusive of persons with disabilities, at all levels and across all departments, expanding on existing employment partnerships with disability organizations. b. Incorporate accessibility and inclusion requirements in job descriptions, and explicit statements welcoming applicants from disability and other marginalized communities. Workforce Training, 2.75: a. Develop annual calendar of accessibility and disability -inclusion training delivered in a variety of formats by facilitators with lived experience; include accessibility awareness in annual calendar of events. b. Create a feedback mechanism to identify resources managers require to support employees with disabilities and other marginalized groups, and to improve on accessibility training and events. c. Utilize monthly "Lunch and Learns" and other team and departmental meeting times to insert learning moments related to accessibility and inclusion. Accommodation and Performance Review, 2.5: a. Enhance accommodation policy and procedure throughout the employment cycle, beyond onboarding. b. Audit Return -to -Work processes through the lens of accessibility, inclusion and lived experience rather than focusing on medical, physical & functional lirm assessments. Abilities Centre Attachment 1 to Report CSD-003-22 c. Implement personal/diversity days to support employees with disability and cultural identities. d. Strengthen accessibility and inclusion indicators in performance reviews. C. Organizational Delivery 8. Program and Service Development and Delivery, rating 3.5: Develop all programs and services from an equity and accessibility lens from the design stage, especially for adults and seniors, such as public consultations, registration and payment methods. 9. Communications and Marketing, 3.1: Ensure accessible communication systems, information formats and marketing are implemented by all departments to increase participation from marginalized groups. 10. Facilities and Digital Supports, 2.9: Make continuous accessibility upgrades to assistive technologies and indoor facilities beyond community centres.