HomeMy WebLinkAboutHUR 01-24Report to
Executive Committee
Report Number: HUR 01-24
Date: May 6, 2024
From: Jennifer Eddy
Director, Human Resources
Subject: Equity, Diversity and Inclusion Strategy
- File: A-1440
Recommendation:
1. That Council endorse the 2024-2034 Equity, Diversity and Inclusion Strategy, as set out in
Attachment 1;
2. That staff be directed to develop and implement an annual work plan in accordance with the
timelines set out in the EDI Strategy which shall incorporate the key areas of focus and
associated action items set out in the Strategy, with those actions being reflected in the
annual current and capital budgets of the City on an ongoing basis; and,
3. That appropriate City of Pickering officials be authorized to take the actions necessary to
implement the recommendations in this Report.
Executive Summary: The purpose of this report is to present the City’s first Equity, Diversity
and Inclusion Strategy (the “EDI Strategy”) for Council’s endorsement. The Strategy consists of
these elements:
A. The Process
B. What We Learned (key themes)
C. Vision and Mission Statements
D. Priority Areas of Focus (five areas that were identified through our consultations)
The five priority areas of focus are as follows:
Priority 1: Education and Awareness
Priority 2: Structure and Resources
Priority 3: Community Consultation and Engagement
Priority 4: Policies, Practices and Programs
Priority 5: Measurement and Accountability
On March 22, 2021, Council approved the retention of an external consultant to commence the
work necessary to develop the City’s 10-year EDI Strategy. Goss Gilroy Inc. (GGI) was selected
through the Request for Proposal (RFP 2020-10) to assess the City’s current state related to EDI
and develop a 10-year EDI Strategy for the City. This assessment was achieved utilizing mixed
methodologies including an employee survey, program and policy document reviews, internal
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Subject: Equity, Diversity and Inclusion Strategy Page 2
employee and external community-based consultations, a community survey and a review of
approximately 20 municipal comparators (upper and lower tier) to gain insights into EDI initiatives
undertaken by neighbouring municipalities and their dedicated resources for EDI.
As a result of the EDI policy review and consultations, the EDI Strategy was developed to build on
our existing strengths while identifying opportunities to address our EDI challenges. The Strategy
identifies important key areas where our efforts and resources will be focused to achieve our
newly developed EDI Vision and Mission Statements.
Subject to Council’s approval of the EDI Strategy, staff will prepare an annual work plan, in
accordance with the specified timelines, that will provide staff with identifiable and measurable
goals and action items.
Relationship to the Pickering Strategic Plan: The recommendations in this report respond to
the Pickering Strategic Plan Corporate Key of providing Exceptional Customer Service, Advocate
for an Inclusive, Welcoming, Safe & Healthy Community, Strengthen Existing & Build New
Partnerships and Foster an Engaged & Informed Community.
Financial Implications: The EDI Strategy identifies 47 action items which flow from the key
areas of focus that are essential to realize our EDI Vision and Mission. Some of these initiatives
are ongoing and are already included in the City’s Budget. Some initiatives will not require
additional resources and can be advanced without the allocation of funding or human capital.
There are, however, other initiatives that can only be implemented when additional funding is
provided in future budgets.
Once the EDI Strategy is approved, the City will move forward, as per the identified timelines, to
create the annual work plans to operationalize the EDI Strategy. Staff will bring forward future EDI
initiatives requiring funding for consideration. In the event that funding is not secured and/or
resources are not allocated, implementation of certain components of the EDI Strategy may be
deferred. The deferral of any of the action items will be communicated in the annual reporting on
the EDI Strategy.
Discussion: The purpose of this report is to present the City’s first Equity, Diversity and
Inclusion Strategy (the “EDI Strategy”) for Council’s endorsement. As an organization, the City of
Pickering has compelling reasons to develop an EDI Strategy recognizing that equity, diversity
and inclusion is not only beneficial for employees and residents but also for the overall success
and sustainability of the community as a whole.
Over the past several years, the City has engaged in various initiatives to address the needs of its
changing and diverse population. Among these include a Cultural Strategic Plan, Multi-Year
Accessibility Plan, Age Friendly Community Plan, Indigenous Relationship Building Action Plan,
hiring of a Community Safety & Well-Being Advisor, the establishment of the Pickering Anti-Black
Racism Taskforce. Additionally, in 2021 the City embedded its commitment to EDI within the
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Subject: Equity, Diversity and Inclusion Strategy Page 3
organizational structure with the hiring of the Senior Advisor, Equity, Diversity & Inclusion position.
The EDI team grew again in 2024 with the permanent addition of the Community Engagement
Coordinator, Equity, Diversity & Inclusion and the realignment of the Accessibility Coordinator
position. To date, the City has made great strides in the delivery of events and initiatives that
actively promote EDI both inside the organization and within the community as described in the
City’s Equity, Diversity and Inclusion 2023 Annual Report (Attachment 2). A 10-year EDI Strategy
will provide the framework necessary to focus our ongoing efforts in this regard.
With Council’s approval of the City’s first Corporate Strategic Plan in December 2023, the City
formally identified EDI as an integral part of its strategic vision. Finalizing and implementing a 10-
year EDI strategy is the next necessary step to realize key priorities identified in the Corporate
Strategic Plan. This EDI Strategy is envisioned to be a City staff-led initiative to focus internally on
organizational change management for the Corporation, which would provide a foundation to
support community-led efforts.
With the assistance of Goss Gilroy Inc., the City (as well as the Library) has undertaken extensive
consultations with members of Pickering Council, the Senior Leadership Team, staff, residents
and community partners to inform the City’s first EDI Strategy. This EDI Strategy reflects the
results of this research and presents the priorities and areas of focus that will inform the City and
Library’s joint efforts to advance EDI. While the Pickering Public Library partnered with the City
during this exercise to leverage resources, the Library will be developing its own Library focused
EDI Strategy based upon the collaborative findings and that is consistent with the City’s EDI
Strategy.
A. What is Equity, Diversity, and Inclusion:
Equity, diversity and inclusion are distinct but interrelated concepts that organizations and
municipalities are increasingly embedding into their everyday operations to foster supportive and
respectful environments for staff, residents, visitors and community members. These
organizations are realizing that EDI does not create a situation in which one person or group can
win something only by causing another person or group to lose it. In fact, all aspects of diversity
can thrive in tandem, with societies and businesses being much stronger as a result of building an
inclusive community for all.
Equity strives to ensure fairness in how people are treated with respect to the unique
circumstances that shape their lives and access to resources and/or opportunities. Equality
assumes that treating everyone the same is sufficient. Equality does not consider that there are
many factors which hinder equity, e.g., historical factors and their resulting systemic generational
complexities of oppression, privilege and power resulting in unequal opportunities and access
among society’s members.
Diversity recognizes that a community is comprised of individuals with unique and differing
identities that influence how they experience the world around them. Diversity should be
recognized and celebrated. A society that refuses to see diversity is one that discounts the varying
realities, experiences, and the impacts of diversity on its members.
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Inclusion builds upon diversity and strives to ensure that community members feel a sense of
belonging and empowerment to fully participate in society. It is about ensuring that diverse
experiences and perspectives are not only represented but are also used to inform decision-
making around policies, practices, services and programs. Inclusion is about harnessing and
effectively maximizing the power of diversity.
B. Why is EDI important to the City of Pickering:
1. It’s the law: There are legislated responsibilities for organizations which require them to
account for EDI in their policies and practices. Examples include, the Ontario Human Rights
Code which identifies 17 protected grounds and requires employers to ensure that our
communities and workplaces are free from discrimination, harassment, and violence in areas
such as employment, housing, services and contracts; the Accessibility for Ontarians with
Disabilities Act requires that organizations are accessible to people with disabilities; and the
Employment Equity Act which ensures access to the labour market and recognizes the unique
disadvantages and discrimination experienced by women, indigenous peoples, persons with
disabilities and racialized communities in employment. Such legislation, along with many
others, create a legal obligation to prioritize EDI.
2. Our changing demographics: With the changes in the demographics of the City of Pickering’s
residents and its workforce, the City continues to acknowledge the need to evaluate the
diversity and inclusion of its workforce to reflect the Pickering community. When employees
understand and experience equity and inclusion, they will demonstrate inclusive behaviours
as we work together to serve the diverse needs of the Pickering community.
3. Good business practice: Greater employee diversity, in turn, can increase creativity,
productivity, retention and overall employee and organizational performance as employees
feel safe, welcomed, engaged and empowered. This has extended positive impacts on clients
or service users whose similarly diverse needs and interests are better served.
C. The Process of Developing the Plan – Engagement and Policy Review
The following represents the multi-year process by which the EDI Strategy was developed:
Action Date
Establishment of Interdepartmental EDI Steering
Committee and Working Group
May 2021
Employee Survey August 2021
Interviews with Council and Senior Leadership October 2021 and December 2022
Employee and Community Focus Groups January 2022
Assessment of Current State Completed September 2022
Senior Leadership Team and EDI Steering Committee
Strategy Development Workshop
February 2023
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Community Survey May 2023
Establishment of Community Working Group June 2023
Review of draft EDI Strategy Principles with Community
Groups and Senior Staff
January 2024 – March 2024
Draft EDI Strategy emailed to Council and all staff April 8, 2024
Draft EDI Strategy posted on Let’s Talk Pickering and
emailed to all Community Groups
April 9, 2024
At the onset of the development of the EDI Strategy it was recognized that an inclusive and
meaningful engagement process was essential to the final outcome. Utilizing a comprehensive
engagement process in the development of an EDI strategy is crucial for several reasons:
1. Representation and Input: Engaging diverse voices ensures that the strategy reflects the
perspectives and experiences of a wide range of individuals, including those from
underrepresented or marginalized groups. This leads to more comprehensive input and
effective solutions that address root causes of systemic barriers.
2. Ownership and Commitment: When people are actively involved in shaping the EDI Strategy,
they feel a sense of ownership and commitment to its success. This can lead to increased
motivation, participation, and support for EDI initiatives through the organization.
3. Innovation and Creativity: Diversity in perspectives fosters innovation and creativity. Engaging
individuals with different backgrounds, experiences, and ideas can lead to novel approaches
and solutions to EDI challenges.
4. Trust and Transparency: Involving various parties in the development process builds trust and
transparency. It demonstrates a commitment to collaboration, openness, and accountability,
which are foundational elements of successful EDI strategies.
5. Impact and Effectiveness: Engaged parties are more likely to actively participate in
implementing and evaluating the EDI Strategy. This increased involvement can lead to greater
impact and effectiveness in achieving EDI goals and outcomes.
Understanding that fulsome engagement is essential for the development of an EDI Strategy, the
following outlines the measures taken to engage both employees and the community which
generated the feedback and information required to create the Strategy. In total there were
approximately 900 individual points of engagement as follows:
1. Employee Survey: A total of 308 City/Library employees completed the survey between July
23, 2021 and August 23, 2021.
2. Key Informant Interviews with Senior Leaders at the City/Library: A total of 11 interviews were
carried out between October 12, 2021 and December 8, 2022. The participants included two
executive leaders (CAO and CEO); and seven City Council members, including the Mayor of
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the City of Pickering. Two of the interviews were with newly-elected Councillors in December
2022.
3. Focus Groups with City/Library Employees: A total of seven focus groups were conducted
with 47 employees between November 12, 2021 and April 22, 2022, as follows:
a. Three focus groups were held with department leaders in Human Resources,
Operations, Community Services, City Development, Engineering Services, Fire
Services, Corporate Services, Finance, Economic Development & Strategic Projects,
and the Pickering Public Library;
b. One focus group was held with the EDI Steering Committee. Participants included
representatives from Human Resources, City Development, Office of the Chief
Administrative Officer, Fire Services, Pickering Professional Firefighters’ Association,
Engineering Services, the Canadian Union of Public Employees, Local 129, and the
Pickering Public Library; and
c. Three focus groups were held with City employees across the organization.
4. Focus Groups with External Community Groups: Two focus groups were conducted with
external community groups: Pickering Anti-Black Racism Taskforce (PABRT) and Anti-Black
Racism Working Group (ABRWG), between April 27 and May 25, 2022. A total of 14
members participated in the focus groups.
5. Key Informant Interviews with External Partners: Four Interviews were held in September
2022, with representatives of the 2SLGBTQIA+ Community (1), Pickering Accessibility
Advisory Committee (1), and the Indigenous Relationship Building Circle (2).
6. Planning Session with Senior Management Team and EDI Steering Committee: GGI led a full-
day strategic planning session with the senior members of the City and Library as well as the
EDI Steering Committee in February 2023. The main objectives of the session were to
present the consultation findings from the various parties; undertake a Strengths,
Weaknesses, Opportunities and Threats (SWOT) analysis of the City’s EDI processes;
develop EDI Vision and Mission Statements; and develop the City’s Areas of Focus and
Strategic Goals. The outcomes from the session contributed to the development of the EDI
Strategy.
7. Community-Wide Resident Survey: The survey was distributed online and filled out by 440
respondents between May 21 and September 14, 2023. The survey sought input from
Pickering residents and aimed to provide insight into the background, opinions, attitudes and
experiences of community members with respect to EDI.
8. The Community Working Group (CWG): The CWG acts as a dedicated community voice that
provides more focused input on the EDI Strategy based on the diversity of interests that they
represent. The CWG consists of 15 members who are residents of Pickering and represent
diverse communities, interests and needs. Members are affiliated with the City/Library through
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various advisory groups and/or community partnerships including representation from PFLAG
Durham Region, DARS Community Outreach, the Pickering Anti-Black Racism Taskforce, the
Pickering Public Library Anti-Black Racism Working Group, the Accessibility Advisory
Committee, the Pickering Public Library Teen Advisory Group, and the Indigenous
Relationship Building Circle, among others. From July 6 to August 17, 2023, the CWG
participated in several discussions to obtain a better understanding of the group’s assessment
of Pickering from an EDI lens and to identify both challenges and successes in their
experiences. The discussions were also used to identify priority areas and specific
recommendations to further inform the development of the EDI Strategy.
In addition to the engagement process, GGI also conducted a review of applicable City and
Library documents. The focus of the document and policy review was to assess processes,
policies and practices at the City and Library including governance processes; policies related to
decision-making, personnel practices, and administration processes; and documents related to
organizational culture, communications, service delivery, and community relations. A total of 16
City policies and procedures, 7 library policies, 22 additional documents, and website content
were reviewed.
When considering the type of engagement that would best suit the development of the EDI
Strategy, it was important to recognize that notable EDI work is built on a foundation of strong and
trusting relationships. People who have experiences of exclusion, discrimination or harassment
will not share their experiences with others without feelings of trust and safety. Understandably,
they try to lessen the ‘burden of proof’ put on them by those who are foreign to such experiences
and who may not empathize or provide support, as well as the weight of the resulting emotional
toll from sharing of these experiences without comparative resolutions or actions.
With this understanding, intentional efforts were made to nurture ongoing relationships with
various communities to listen and understand their sentiments, experiences and feelings of
belonging. Qualitative data was captured through conversations at workshops with focus groups,
community events, pop up engagements at various City of Pickering and Region of Durham
events with dedicated EDI tables, staff workshops and staff orientation sessions. It is for these
same reasons that there should be continuous conversations and touch points with the community
on EDI initiatives and efforts to keep enriching the quality of these engagements and EDI work.
Accordingly, once the draft EDI Strategy was created, a secondary follow-up engagement process
commenced which was essential to create buy-in both internally (with leadership and staff) as well
as with the community. The following represents the dates upon which presentations were made
to communicate the elements of the draft EDI Strategy, gain feedback and ultimately finalize the
EDI Strategy for Council’s endorsement:
• Community Safety and Well-Being Committee – November 9, 2023
• Cultural Advisory Committee – November 21, 2023, and January 16, 2024
• Accessibility Advisory Committee – January 17, 2024
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Subject: Equity, Diversity and Inclusion Strategy Page 8
• Indigenous Relationship Building Circle – February 6, 2024
• Pickering Anti-Black Racism Working Group – February 8, 2024
• EDI Strategy Community Working Group – February 13, 2024
• Pickering Public Library Anti-Black Racism Working Group – February 21, 2024
In addition to engaging with community partners, the draft EDI Strategy was published on Let’s
Talk Pickering as well as the City’s website on April 9, 2024 with additional promotion on all social
media platforms and digital signage to provide an opportunity for feedback from the broader
community. The community partners noted above also received a final draft copy of the EDI
Strategy. Further, the draft EDI Strategy was provided via email to the following on April 8, 2024:
• Council
• Senior Leadership Team
• EDI Steering Committee
• All City of Pickering employees
All were invited to provide feedback on the final draft EDI Strategy, over a two-week period ending
on April 22, 2024. During this time, feedback was received and considered prior to finalizing the
EDI Strategy for Council’s consideration. These edits did not fundamentally change the content of
the EDI Strategy but were helpful to enhance the clarity of the document.
D. Components of the Strategy
As a result of the consultations and document review, a draft EDI Strategy was created that
identified four themes present from across the consultations. These themes represent challenges
which need to be addressed in our Strategy and include the following:
1. Lack of EDI Awareness: An overall lack of awareness around equity, diversity and inclusion
that needs to be addressed through education and training.
2. Systemic Barriers: Policies and practices embedded within organizations that have the effect
of excluding or discriminating against particular people, resulting in limited access to
opportunities, resources, or other disadvantages.
3. Lack of Diverse Representation: City Council, senior leadership, and staff do not reflect the
same diversity as the community members they serve. The consequence of lack of
representation is that needs, interests and experiences of those not represented are left out of
City policies and practices.
4. Leadership Commitment to EDI: In moving forward with an EDI Strategy, it is essential that the
City actively promote widespread buy-in and ownership for the EDI Strategy, from Council, all
levels of staff and community members representing diverse lived experiences. This shift in
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Subject: Equity, Diversity and Inclusion Strategy Page 9
corporate culture requires support from leadership to embed the EDI perspective in all that we
do.
In consideration of what we learned through our consultations, the following EDI Vision and
Mission statements were developed to reflect the City’s commitment to championing equity,
diversity and inclusion in all we do. An equitable and inclusive City is built upon a set of shared
values that Council and staff can use when making decisions and that the community can depend
upon when interacting with each other.
Vision
A City that is committed to embedding EDI, accessibility, anti-racism and anti-oppression
principles into the fabric of our City and community without compromise to foster a sense of
belonging, empowerment and respect among all community members.
Mission
The City provides an inclusive and supportive environment where staff, businesses and residents
have opportunities to grow, learn, engage, participate and thrive by:
1) Advancing EDI as a standard of public service;
2) Valuing diverse identities, perspectives and experiences;
3) Working to eliminate systemic barriers; and
4) Actively engaging community members in ongoing education, advocacy and consultation.
Our priority areas of focus flow from our EDI Vision and Mission and are consistent with the
Vision, Mission and Values Statements identified in Pickering’s Corporate Strategic Plan
(approved by Council in 2023). Specifically, the Corporate Strategic Plan’s Vision Statement
“Pickering: A complete, world class city…inclusive, connective, caring and prosperous”, and as
also illustrated in the stated value of Inclusion and Respect.
Priority Areas of Focus
• Priority 1 – Education and Awareness: Education builds awareness and understanding.
Education is about the creation of, and engagement with, learning opportunities at all levels,
Council, staff and residents. Education can be achieved through several means including
formal educational opportunities such as mandatory staff training as well as informal
opportunities through staff lunch and learns, book clubs, community events and community
partnerships. Awareness can be achieved by strengthening our internal communications
strategy with staff to promote information around EDI internally to increase understanding and
engagement.
• Priority 2 – Structure and Resources: A solid operational structure is essential to ensure the
necessary resources are allocated to enable the City to meet its EDI goals. EDI goals are
clearly articulated and measured, with progress reported regularly to all staff. Sustained
leadership support and direction is necessary to maintain internal EDI momentum.
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•Priority 3 – Community Consultation and Engagement: Meaningful engagement requires that
the City continue to nurture relationships with those we serve and include them in decisions
made. It means bringing forward diverse perspectives, experiences and knowledge into Cityprojects and initiatives as early as possible. It also requires the creation of accessible andinclusive environments (both physical and digital) that reflect the City’s diverse communities,and continuously embedding feedback mechanisms at all community engagement events.
•Priority 4 – Policies, Practices and Programs: For EDI to be successful, it must be tied tobroader processes of change management which aims to implement changes to theunderlying structures and processes, including changes to policies and practices. Thisrequires that the City unpack our existing structures and practices to identify systemic barriers
and determine whether or not they integrate EDI considerations.
•Priority 5 – Measurement and Accountability: Measurement is about being able to assess andevaluate the City’s success in adopting an EDI lens in our daily practices. Importantly, it is amechanism for ensuring accountability.
Each priority area of focus has associated action items outlined within the EDI Strategy with
projected time frames for completion. These action items provide a framework from which yearly EDI work plans will be developed and implemented, subject to Council’s endorsement of the EDI Strategy. Key to the development and implementation of the work plans will be the full participation and advocacy of all departments as well as strengthened and ongoing relationships with community.
Attachments:
1.Equity, Diversity and Inclusion Strategy
2.Equity, Diversity and Inclusion 2023 Annual Report
Prepared By: Prepared By:
Original signed by:Original signed by:
Jaclyn SanAntonio Clara Addo-Bedoe
Senior Advisor, Equity, Diversity & Inclusion Manager People and Culture
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Subject: Equity, Diversity and Inclusion Strategy Page 11
Prepared/Approved/Endorsed By:
Original signed by:
Jennifer Eddy
Director, Human Resources
JE:lb
Recommended for the consideration
of Pickering City Council
Original signed by:
Marisa Carpino, M.A. Chief Administrative Officer
Equity, Diversity and
Inclusion Strategy
2024 - 2034
Attachment 1 to Report HUR 01-24
Contents
Land Acknowledgement 03.
Executive Summary 04.
Message from the Mayor 06.
Message from the CAO 07.
Introduction 08.
What is Equity, Diversity, and Inclusion?
What is Pickering’s Demographic Profile?
Theme 3: Lack of Diverse Representation
What we learned
EDI Vision and Mission Statements
09.
15.
28.
22.
32.
Why EDI is Important
The Process
Theme 4: Leadership commitment to EDI
Theme 1: Lack of EDI Awareness
Priority Areas of Focus
12.
17.
30.
24.
34.
Why is the City of Pickering Developing an EDI Strategy?
Theme 2: Systemic Barriers
14.
26.
PAGE 2
Land Acknowledgement
PAGE 3
We acknowledge that the City of Pickering resides on
land within the Treaty and traditional territory of the
Mississaugas of Scugog Island First Nation and Williams
Treaties signatories of the Mississauga and Chippewa
Nations. Pickering is also home to many Indigenous
persons and communities who represent other diverse,
distinct, and autonomous Indigenous nations. This
acknowledgement reminds us of our responsibilities to
our relationships with the First Peoples of Canada, and
to the ancestral lands on which we learn, share, work,
and live.
Commemorative Orange Crosswalk, designed by Jon Cowell of the Mississaugas of Scugog Island First Nation
Executive Summary
The Corporation of the City of Pickering (the City)
is committed to embedding equity, diversity and
inclusion (EDI) into the fabric of its organization
and community to foster a sense of belonging,
empowerment and respect for all. We strive to
develop policies, practices and programs that
advance EDI as a standard of public service by
engaging diverse perspectives and experiences,
eliminating systemic barriers, and promoting
community cohesion. The City’s Corporate
Strategic Plan which was approved in December,
2023 identifies EDI as a priority essential for the
successful achievement of our corporate goals.
The EDI Strategy was developed through
internal and external consultations across two
and a half years from 2021 to 2023. Internally,
consultations included an employee survey; key
informant interviews with Mayor and Council
and senior leadership; employee focus groups;
and a senior leadership/EDI Steering Committee
planning session. Externally, consultations took
place through a community-wide online survey;
key informant interviews with community
partners; community focus groups; and the
establishment of a community working group.
In total, there were approximately 900 points
of engagement throughout this research
and consultation process. The City’s policies,
programs and practices were also reviewed as
part of this exercise. The Pickering Library Board
(the Library) partnered with the City during this
exercise to leverage resources. The Library will be
developing its own Library focused EDI Strategy
based upon the collaborative findings and
consistent with the City’s Strategy.
Findings from the consultations and the review of
internal practices revealed important successes
including the development of a dedicated
section for Equity, Diversity and Inclusion
within the Office of the CAO; equitable hiring
policies; an EDI Steering Committee; a Mental
Wellness Committee; age-friendly programs; and
procedures against violence and harassment in
the workplace. The City is also taking important
steps to integrate community input into critical
areas through advisory groups such as the
Pickering Anti-Black Racism Taskforce (PABRT),
the Accessibility Advisory Committee, the Cultural
Advisory Committee, the Indigenous Relationship
Building Circle, and the Community Safety & Well-
Being Committee.
Findings from the consultations also identified
challenges and opportunities for growth for the
City. For example, employee feedback confirmed
the importance of developing a healthy
workplace where everyone is valued, engaged,
and allowed to contribute their intellectual and
creative capital to the vision and mission of the
City.
Community partners also called for a more
active demonstration of the City’s commitments
to EDI, the elimination of anti-Black racism,
PAGE 4
Pickering Anti-Black Racism Taskforce, Engaging Our Leaders Event, George Ashe Community Centre
addressing the barriers experienced by the
2SLGBTQIA+ community, and Truth and
Reconciliation. Many shared experiences of
discrimination, exclusion, and microaggressions
within schools, workplaces, and everyday
community interactions and asserted the
need for City leaders to take a strong stance
against hateful, discriminatory and oppressive
experiences, especially if they are to honour
their commitments in an EDI strategy.
This EDI Strategy aims to address the concerns,
interests, experiences and needs of employees,
residents, visitors and community members in
Pickering. It is imperative for us to recognize
that all representatives of the City (Council,
Senior Leadership Team and employees) play a
role in addressing the priority areas of focus that
were uncovered as a result of these extensive
consultations and research.
A shared understanding of roles, responsibilities
and accountability, will best enable the
implementation of the EDI Strategy.
Departments are responsible for actioning the
items related to their operational area. This will
be supported by the EDI staff team who will
also provide leadership and direction at the
corporate level.
Overall, consultations identified five
priority areas of focus:
Education and awareness;
Structure and resources;
Community consultation and
engagement;
Policies, Practices and Programs; and,
Measurement and accountability.
The EDI Strategy document will elaborate
upon these priority areas of focus through a
review of the common themes found from our
consultations, key data sources, wise practices,
and actions for implementation.
PAGE 5
Kevin AsheKevin Ashe
Mayor, City of Pickering
On behalf of the Members
of Council, I am proud
to introduce the City of
Pickering’s Equity, Diversity,
and Inclusion (EDI) Strategy.
Pickering is a dynamic and
thriving city made up of
diverse cultures, ethnicities,
faiths, ages, abilities, and
genders that define our
greatest strength and success
as a community.
When Council endorsed the
creation of an EDI Strategy
in 2020, the world bore
witness to a number of
high profile and alarming
incidents rooted in prejudice,
racism and historic injustices,
that renewed the calls for
meaningful change and
social justice. As Pickering is a
microcosm of the world, these
distressing events had a ripple
effect in our community,
which highlighted the acute
need for the development of
an EDI Strategy.
I have been fortunate during
my time as both Mayor and
Councillor over the past two
decades to connect with
many of you in Pickering. I
have learned about unique
and rich cultural traditions,
languages, histories and
accomplishments of diverse
groups. I’ve also learned
about the undue hardships
and impacts caused by
various forms of prejudice,
discrimination, and hate
and recognize that these
challenges continue to persist
even within our community.
These have been truly
humbling experiences that
reinforce our responsibility
as elected officials to serve,
advocate and protect the
well-being and inherent
human dignity of all in our
community, and I am eager
to do so with the guidance of
our EDI Strategy.
While no single document
can capture the full scope
of work and level of
commitment needed to
advance and sustain EDI, it
is my sincere hope that this
EDI Strategy will not only set
us on the right path but also
inspire collective dedication
and action in serving our
community with integrity,
humility and respect.
As Mayor, I commit to
championing EDI and
ensuring that Pickering
thrives as an equitable and
inclusive place for all to call
home.
A message from the Mayor
PAGE 6
On behalf of all staff, I am
proud to share the City of
Pickering’s first Equity, Diversity
and Inclusion (EDI) Strategy.
This foundational document is
essential to ensuring that our
organization prioritizes EDI at
every level of decision making
and operations so that our
policies, programs, services
and facilities reflect and serve
the diverse needs of our
community.
We began our journey to
develop this Strategy in 2020.
Since then, I’m proud of the
early milestones we have
achieved and the dedicated
efforts of staff to translate our
commitments into action. This
includes the establishment
and staffing of a new EDI
team within the Office of the
CAO, and the implementation
of staff trainings on critical
topics like Treaty rights and
responsibilities, anti-racism,
gender equity, ableism,
and human rights. We also
enhanced our collaborations
with neighbouring
municipalities and community
organizations to honour Black
History Month, International
Women’s Day, Pride Month,
Emancipation Day and the
National Day for Truth and
Reconciliation, among other
occasions. As a Corporation,
our most notable achievement
has been the creation of this
EDI Strategy.
The priorities identified in
the EDI Strategy are the
result of two and a half years
of extensive internal and
external consultations and
research. Through surveys,
interviews, focus groups,
workshops and policy reviews,
people entrusted us with their
personal experiences, which
offered important insights on
how to advance EDI in both our
organization and the broader
community. We are humbled
and grateful to have learned
from all who engaged in this
process with such honest and
constructive feedback, and we
are excited to move forward
with sustained and impactful
actions.
While the completion of
the EDI strategy is a critical
milestone, I know we are
still early in our journey. I
also recognize that this is an
ongoing process that will
require constant self-reflection,
community input, humility,
discipline, and accountability.
Our EDI strategy is ambitious,
but I am confident in our
collective commitment to work
together in building a Pickering
where all are respected,
empowered and feel a true
sense of belonging.
Marisa Carpino
CAO, City of Pickering
A message from the Chief Administrative Officer
PAGE 7
Black History Month Celebration,
Chestnut Hill Development
Recreation Complex
Black History Month Celebration, Chestnut Hills Development Recreation Complex
Black History Month Celebration, Chestnut Hills Development Recreation Complex
Introduction
With Council’s approval of the 2021 Budget, the City
of Pickering formally began the process to develop a
multi-year Equity, Diversity, and Inclusion (EDI) Strategy
(previously referred to as the D&I Strategy). The Plan
was envisioned to be a City staff-led initiative to focus
internally on organizational change management
for the City, which would provide a foundation to
support community-led efforts. Since then, extensive
consultations have been undertaken with members of
Pickering Council, the Senior Leadership Team, staff,
residents and community partners to inform the City’s
first EDI Strategy. This Strategy reflects the results of this
research and presents the goals, priorities and areas of
focus that will inform the City and Library’s joint efforts
to advance EDI.
PAGE 8
Equity, diversity and inclusion are distinct but
interrelated concepts that organizations and
municipalities are increasingly embedding into
their everyday operations to foster supportive
and respectful environments for staff, residents,
visitors and community members.
Although each of these concepts
have unique meanings, “it is only in
combination that their true impact
emerges” (McKinsey & Company,
2022).
It is important to have a shared understanding of
these key concepts to understand the vision and
impetus for the EDI Strategy.
Beginning with diversity, this concept
recognizes that a community is comprised of
individuals with unique and differing identities
that influence how they experience the world
around them for better or for worse. These
identities can be defined by such categories as
age, sex, gender, race, ethnicity, ability, income,
employment, immigration status, and many
others. Notably, the Ontario Human Rights
Code enumerates 17 protected grounds that
prohibit discrimination against individuals in
the areas of employment, housing, services,
unions and vocational association and contracts
(Ontario Human Rights Commission, 2024),
which signifies a legislated responsibility to
protect diverse identities. In workplace contexts,
diversity can also account for other identifiers
such as whether or not one’s job is affiliated
with full-time or part-time status, management
or frontline levels of authority, union or non-
union membership. This is not an exhaustive
list but nevertheless showcases the diversity of
identities, characteristics, attributes, and statuses
that one can possess at any given time. As such,
it must be recognized that people have multiple
and intersecting identities—the variations and
combinations of which can result in power
and privilege for some and disadvantage for
others that can themselves change in different
situations. Advancing diversity in organizations
promotes representation of diverse perspectives
and experiences.
Inclusion builds upon diversity and strives to
ensure that community members feel a sense
What is Equity,
Diversity, and
Inclusion?
Introduction
PAGE 9
of belonging and are able to fully participate
in society. Inclusion is about ensuring that
individuals can bring their whole and authentic
selves to a place and feel welcomed, valued and
empowered.
In a recent interview on inclusivity
at work, DEI expert Aiko Bethea
explains that inclusion cannot exist
without diversity, but that diversity
can exist without inclusion (Brown,
2020, 9:35).
It is essential that efforts to advance diversity
go beyond mere representation and focus
on valuing that representation to ensure
that diverse perspectives and experiences
meaningfully influence decision-making within
organizations. For example, when thinking
about gender diversity within workplaces, it is
well known that women are underrepresented
in senior level positions in comparison to men.
According to statistics shared in a
recent report reviewing ten years of
data on gender diversity (McKinsey
& Company, 2017), although women
represent 50% of the world’s
working-age population, only 25%
are in management positions.
And this is only one element of diversity. Thus,
advancing inclusion in organizational contexts
is about ensuring that diverse perspectives and
experiences are used to inform decision-making
around policies and practices.
Finally, equity strives to ensure fairness in how
people are treated with respect to the unique
circumstances that shape their lives and access
to resources and/or opportunities. This includes
accounting for historical factors that have
resulted in discrimination and disadvantage
for various groups, such as experiences of
colonialism and enslavement of Indigenous
and Black communities. Equity recognizes that
these forms of oppression have, over time,
contributed to the marginalization of these
communities in ways that have deprived them
of fundamental resources and opportunities
needed to thrive in the world.
It is important to distinguish
equity from the concept of equality
which aims to ensure sameness in
treatment as opposed to fairness.
Equality does not consider the
unique circumstances of individuals
and assumes that treating everyone
the same is sufficient.
Values of equality are embedded in many
practices. Hiring practices, for example, assume
that educational attainment measured in
degrees are an adequate measure of one’s
success and qualifications. However, an
equitable approach would account for the
fact that some communities do not have the
PAGE 10
same access to education on account of factors
like economic disadvantage. An equitable
approach to hiring would consider comparative
assessments and evaluations that help assess a
candidate’s suitability for a particular position. For
example, historically, Indigenous people would
lose their “Indian” status and related rights if
they pursued a post-secondary education (Crey
& Hanson, 2009). An equity lens would recognize
this as a systemic barrier and consider alternative
methods of evaluation.
Simply treating people equally
neglects the fact that people have
different capacities and often serves
to reinforce inequalities as it does
not recognize the prevalence in
society of systemic barriers.
City staff recognize Pink Shirt Day, City Hall, February 28, 2024
PAGE 11
The following considerations form the basis of why organizations need to
address EDI :
The legal imperative highlights the legislated responsibilities of
organizations to account for EDI in their policies and practices (Turner
Consulting Group, 2023). The Ontario Human Rights Code identifies 17
protected grounds. It requires that employers ensure that workplaces are free
from discrimination, harassment, and violence. In addition, the Accessibility
for Ontarians with Disabilities Act requires that organizations are accessible to
people with disabilities—including those affected by both visible and invisible
conditions that may have been present from birth or developed over time. The
Employment Equity Act ensures access to the labour market and recognizes the
unique disadvantages and discrimination experienced by women, Indigenous
peoples, persons with disabilities and racialized communities in employment.
These and many other pieces of legislation create a legal obligation to prioritize
EDI.
The demographic imperative emphasizes the diversity of workplaces
and communities. It encourages an appreciation for the ways in which
employees “bring different life experiences, cultural understanding, language
ability, and ways of thinking that help them relate to service users and clients”
(Turner Consulting Group, 2023). It also requires an understanding of how
demographic shifts can influence diversity.
Why EDI is Important
51 %
of theCanadianpopulationidentifiesas female
27 %
of theCanadianpopulationidentifies asracialized
22 %
of theCanadianpopulationlives withone or moredisabilities
6 %
of theCanadianpopulationisIndigenous
4%
of theCanadianpopulationidentifies as2SLGBTQIA+
According to Statistics Canada (2022)
23 %
of theCanadianpopulationwere bornoutside ofCanada
PAGE 12
It is important that organizations reflect this diversity in the communities they
serve.
The business imperative for EDI focuses on the benefits of attracting top
talent by leveraging the strengths of people from diverse backgrounds (Turner
Consulting Group, 2023). Greater employee diversity, in turn, can increase
creativity, productivity, retention and overall employee and organizational
performance as employees feel safe, welcome, engaged and empowered.
This has extended positive impacts on clients or service users whose similarly
diverse needs and interests are better served.
Black History Month Celebration, Chestnut Hills Development Recreation Complex, February 1, 2024
Emancipation Day Celebration, Audley
Recreation Centre, August 1, 2023
Community Banner Program featuring Pflag Durham Region “Home Town Pride” banner
PAGE 13
In December 2023, the City of Pickering’s Council approved its first
ever Corporate Strategic Plan which identifies a commitment to Equity,
Diversity and Inclusion through the Corporate Priority: Advocate for an
Inclusive, Welcoming, Safe & Healthy Community.
The City’s commitment to this EDI Strategy is important because:
• Decision making affects all constituents.
• Diverse input into decision-making is necessary.
• All City functions must be equitable for full participation – resources must be allocated to
seek equity.
• The growing population of diverse communities in the City of Pickering makes an EDI
Framework essential.
• Everyone who lives in Pickering should feel included and that this city is their city!
Why is the City of
Pickering developing
an EDI Strategy?
Consultations for EDI Strategy
PAGE 14
What is Pickering’s
Demographic Profile?
Population Growth in Durham Region
Municipality 2016 #
2016 % of
Durham
Population
2021 #
2021 % of
Durham
Population
% of increase
from 2016
to 2021
Ajax 119,677 18.5%126,666 18.2%5.8%
Brock 11,642 1.8%12,567 1.8%7.9%
Clarington 92,013 14.2%101,427 14.6%10.2%
Oshawa 159,458 24.7%175,383 25.2%10.0%
Pickering 91,771 14.2%99,186 14.2%8.1%
Scugog 21,748 3.4%21,706 3.1%-0.2%
Uxbridge 21,176 3.3%21,556 3.1%1.8%
Whitby 128,377 19.9%138,501 19.9%7.9%
Durham 645,862 100%696,992 100.0%7.9%
1 of 8
lower tier municipalitieswithin the Region ofDurham.
8 %
Some neighbouringmunicipalities includeToronto, Markham,Whitby, and Ajax.
growth rate from 2016to 2021. Populationincreased from 91,771to 99,186.
This is the thirdhighest growth rate inDurham Region.
By 2042,
Pickering’s population isexpected to reach185,044.
Estimates from theRegion forecastspopulation growth toreach 256,370 by 2051.
The Regional Municipality of Durham (2022)Durham (2022)
PAGE 15
2021CensusHighlights
51.6 %coming from Asia (specifically
India, Pakistan, and Sri Lanka).
24.5% of the population speaks alanguage other than English or French.
51.9 %OF PICKERING’SPOPULATION ARE‘VISIBLE MINORITIES’
SOUTHASIAN 21.2 %BLACK 11.4 %
FILIPINO 4.1 %
36.3 %OF PICKERING’SPOPULATION IDENTIFYAS IMMIGRANTS
the average age in Pickering is 40.9years, and the largest age group isbetween 55 to 64 years.
16.6% of the population is aged 65 or older.
53.7% of residents are Christian, 25.7%Catholic, 12.6% Muslim, and 8.3% Hindu.
48.5% of residents identify as men, and51.5% identify as women.
These are only some of the key socio-demographic trends in Pickering.
65 +
PAGE 16
The Process:
Key Developments in the EDI Strategy
August 2020
Council endorsed the development of
a Diversity and Inclusion Plan
March 2021
External Consultant, Goss Gilroy Inc., hired
May 2021
Interdepartmental Working Group and
Steering Committee established
July 2021
Senior Advisor, Equity, Diversity and
Inclusion position created and hired
August 2021
Employee Survey conducted
September 2021
Interviews with Council and Senior
Leadership conducted
September 2022
Assessment of current state of EDI completed
January 2022
Employee and community focus
groups conducted
May 2023
Community survey launched
December 2023
Corporate Strategic Plan endorsed
with EDI commitment
February 2024 - March 2024
Consultations with staff and senior
leadership
June 2023
Community Working Group established
November 2023 - February 2024
Presentations delivered to community
advisory groups for feedback
April 2024
EDI Strategy website launched for open
consultations
PAGE 17
Based on best practice recommendations, the first step in the development of the City’s EDI Strategy
was to conduct an assessment of the current state of EDI at the City. This was necessary to obtain
a better understanding of what is working well (e.g., mechanisms, policies, and initiatives that are
already in place) and what issues, challenges, and barriers to EDI still exist and need to be addressed in
the Strategy. This allows the customization of the EDI Strategy to the specific needs which will in turn
contribute to maximizing local buy-in and impact (Hunt et al., 2018).
Goss Gilroy Inc. (GGI) was hired by the City to undertake a review and analysis of the current state of
EDI at the City and help develop the City’s EDI Strategy. The EDI Strategy and the recommendations
brought forward are the result of extensive research and consultations over two and a half years from
2021 to 2023. In total, there were approximately 900 individual points of engagement throughout
this research and consultation process. GGI also conducted a document and policy review during
that same period of time. The focus of the document and policy review was to assess processes,
policies and practices at the City including governance processes; policies related to decision-making,
personnel practices, and administration processes; and documents related to organizational culture,
communications, service delivery, and community relations.
A brief overview of the different methods used for the current state assessment is presented below.
The consultations ultimately helped to identify both our successes and opportunities for EDI growth.
11 interviews were carried out between October 12, 2021 and December8, 2022. Participants included:
Key Informant Interviews with Senior Leaders
2
9
executive leaders (CAO and CEO)
City Council members (two of the interviews were with newlyelected Councillors in December of 2022)
City/Library employees completed the survey between July 23, 2021and August 23, 2021.
Employee Survey
focus groups were conducted with 55 employees betweenNovember 12, 2021 and April 22, 2022.
Focus Groups with City/PPL Employees
3 focus groups were held withdepartment leaders in:
7
308
Human ResourcesOperationsCommunity ServicesCity DevelopmentEngineering ServicesFire ServicesCorporate Services and City SolicitorFinanceEconomic Development & Strategic Projects
3 focus groups were held withCity employees from acrossthe organization
1 focus group was held with the EDI SteeringCommittee, participants includedrepresentatives from:
Human ResourcesCommunity ServicesCity DevelopmentOffice of the CAOFire ServicesPickering Professional Firefighters AssociationEngineering ServicesCanadian Union of Public Employees Local 129Pickering Public Library
PAGE 18
11 interviews were carried out between October 12, 2021 and December8, 2022. Participants included:Key Informant Interviews with Senior Leaders
2
9
executive leaders (CAO and CEO)
City Council members (two of the interviews were with newlyelected Councillors in December of 2022)
City/Library employees completed the survey between July 23, 2021and August 23, 2021.Employee Survey
focus groups were conducted with 55 employees betweenNovember 12, 2021 and April 22, 2022.
Focus Groups with City/PPL Employees
3 focus groups were held withdepartment leaders in:
7
308
Human ResourcesOperationsCommunity ServicesCity DevelopmentEngineering ServicesFire ServicesCorporate Services and City SolicitorFinanceEconomic Development & Strategic Projects
3 focus groups were held withCity employees from acrossthe organization
1 focus group was held with the EDI SteeringCommittee, participants includedrepresentatives from:
Human ResourcesCommunity ServicesCity DevelopmentOffice of the CAOFire ServicesPickering Professional Firefighters AssociationEngineering ServicesCanadian Union of Public Employees Local 129Pickering Public Library
focus groups were conducted with 15 members between April 27and May 25, 2022.
Focus Groups with External Community Groups
2
Pickering Anti-Black Racism Taskforce (PABRT) Anti-Black Racism Working Group (ABRWG)
interviews were held in September 2022, with representatives of the2SLGBTQIA+ Community (1), Pickering Accessibility Advisory Committee (1)and the Indigenous Relationship Building Circle (2).
Key Informant Interviews with External Partners
4
presentations on the identified themes as well as the priority areas of focuswere given to community groups comprised of 51 people. Feedback fromthis was incorporated into the strategy.
Community Group Presentations
6
Pickering Anti-Black Racism Taskforce (PABRT) Anti-Black Racism Working Group (ABRWG)Accessibility Advisory CommitteeCultural Advisory Committee Indigenous Relationship Building CircleCommunity Safety and Wellbeing Committee
PAGE 19
The focus of the document and policy reviews was to assess processes, policies, andpractices at the City, including governance processes, policies related to decision-making, personnel practices, and administration processes, and documents related toorganizational culture, communications, service delivery, and community relations.
Document and Policy Review
16City policies andprocedures
7Librarypolicies
22additionaldocuments andwebsite contentwere reviewed
24 senior leadership and EDI Steering Committee members participated ina full-day strategic planning session, led by Gross Gilroy Inc. on February21, 2023.
Planning Session with Senior Leadership Team & EDISteering Committee
main objectives were to present the consultation findings from various parties,undertake a Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis ofthe City’s EDI processes, develop EDI Vision and Mission Statements, and developthe City’s Areas of Focus and Strategic Goals.
The findings from the session contributed to the development of the EDI Strategy.
respondents between May 21, 2023 and September 14, 2023.
Community-Wide Resident Survey
440
The survey was distributed online and in-person at community events.The survey sought input from community members and aimed to provide insightinto the background, opinions, attitudes, and experiences ofcommunity members with respect to EDI.
policies, documents, and procedures reviewed.45
presentations on the identified themes as well as the priority areas of focuswere given to community groups comprised of 51 people. Feedback fromthis was incorporated into the strategy.
Community Group Presentations
6
Pickering Anti-Black Racism Taskforce (PABRT) Anti-Black Racism Working Group (ABRWG)Accessibility Advisory CommitteeCultural Advisory Committee Indigenous Relationship Building CircleCommunity Safety and Well-Being Advisory Committee
PAGE 20
The Community Working Group (CWG) acted as a dedicated community voice to
provide more focused input on the EDI Strategy based on the diversity of interests
that their members represent. The CWG consists of 15 members who are residentsof Pickering and represent diverse communities, interests, and needs.
Members were selected based on their residence within Pickering and affiliations
with the City of Pickering and/or Pickering Public Library through various advisory
groups and/or community partnerships. This includes representation from:
The Community Working Group
PFLAG Durham Region
Dedicated Advocacy Resource Supports (DARS)
Pickering Anti-Black Racism Taskforce
Pickering Public Library Anti-Black Racism Working Group
Accessibility Advisory Committee
Pickering Public Library Teen Advisory Group
Indigenous Relationship Building Circle
July 6 to August 17, 2023:
The CWG participated in several discussions to obtain a better understanding of thegroups assessment of Pickering from an EDI lens, and to identify both challengesand successes in their experiences. The discussions were also used to identify
priority areas and specific recommendations to further inform the development of
the EDI Strategy.
Efforts to promote EDI have been implemented in numerous municipalities
throughout Ontario and across Canada. Municipalities in the Durham, York, and
Peel regions, and the City of Toronto, with similar profiles, have also embraced EDIinitiatives and allocated resources to showcase their dedication to promotingequity in both the workplace and the community. It proves beneficial to gaininsights into the initiatives undertaken by neighbouring and comparable
municipalities to establish benchmarks for service standards and resource
allocation in the context of EDI.
In establishing EDI “Best Practices” a review of approximately 20 municipalcomparators (upper and lower tier) was conducted to determine where the
function of EDI lives within the organization, how evolved this function is, and the
resources available to the municipality to help achieve their strategic goals.
Municipal Comparators
PAGE 21
Senior Inclusion,
Diversity, Equity and
Anti-Racism Specialist
Manager, 55+
Recreation, Accessibility
and Diversity
Accessibility Coordinator
TOWN OF WHITBY
TOWNSHIP OF SCUGOG
Senior Advisor, Equity,
Diversity and Inclusion
Community Engagement
Coordinator, EDI
Accessibility Coordinator
CITY OF PICKERING
Director of Corporate
Services / Municipal
Clerk
Director, Diversity, Equity
and Inclusion (DEI)
Manager, DEI
Policy Advisor, DEI
Policy Advisor,
Community Safety and
Wellbeing (3 positions)
Policy Advisor, Building
Safer Communities Fund
Policy Advisor, Local
Immigration Partnership (2
positions)
Policy Coordinator, DEI
Accessibility Coordinator
Accessibility Program
Coordinator
Program Assistant
Administrative Assistant (2
positions)
REGIONAL MUNICIPALITY
OF DURHAM
Director, Innovation and
Transformation
Diversity, Equity and
Inclusion Officer
CITY OF OSHAWA
Inclusion, Diversity,
Equity and Anti-Racism
Officer
Accessibility Coordinator
MUNICIPALITY OF
CLARINGTON
TOWNSHIP OF BROCK
Diversity and Inclusion
Coordinator
Diversity, Equity and
Inclusion Officer
TOWN OF AJAX
Deputy Clerk
EDI Positions in Durham Region
TOWNSHIP OF UXBRIDGE
Strategic Planning and
Communications Officer
PAGE 22
Successes
Although the City of Pickering is early in its EDI journey, there have been
several significant achievements to date. First, City Council’s endorsement
of the selection of an external consultant to develop a multi-year strategy
was a major milestone that demonstrated the priority assigned to
this work and the willingness to make a long-term commitment. This
commitment was strengthened with the dedication of key resources
including the creation of a permanent, full-time Senior Coordinator,
Equity, Diversity & Inclusion position to lead this work internally along with
a part-time Community Engagement Coordinator. These early investments
demonstrated a willingness to allocate appropriate resources to carry out
the City’s EDI commitments. In 2023, City Council approved Pickering’s
first ever Corporate Strategic Plan which clearly identified its commitment
to EDI and signified its importance through its values statements and
priorities. As well, the EDI team was strengthened by the realignment of
the Accessibility Coordinator in April of 2024.
The organizational shift towards EDI also manifested in important policy
and procedural changes to address systemic barriers and promote
inclusion. For example, the City removed Commissioner of Oath fees for
anyone applying for a name change in recognition of the disproportionate
impacts this fee has on trans and Indigenous communities. Corporate
branding guidelines were revised to incorporate the City’s Land
Acknowledgement and the option to include preferred pronouns.
Mandatory online training was implemented on the Respect in the
Workplace Policy, to familiarize staff with the Ontario Human Rights Code
and protocols for upholding the Code in the workplace.
Additionally, the City has made important strides in community
engagement, adopting a community-driven approach to inform key
policies, practices and programs through the creation of Council
What we learned
PAGE 23
appointed advisory committees and taskforces. This includes the Cultural Advisory Committee, the
Accessibility Advisory Committee, PAC4Teens Advisory Committee, the Community Safety & Well
Being Committee, and the Pickering Anti-Black Racism Taskforce. These groups have been integral to
ensuring that community perspectives and experiences are accounted for in the decision-making of
the City. The development of the Pickering Anti-Black Racism Taskforce was notable as it was the first
and only taskforce of the City with an approved budget to action their mandate of addressing anti-
Black racism—once again reinforcing the City’s commitments to EDI.
These are only a few examples of the work undertaken so far to embed EDI into the City. More
information on the City’s EDI initiatives can be found in the Equity, Diversity, and Inclusion 2023
Annual Report (See Appendix).
Challenges and Opportunities
These early achievements are important to give context to the findings that emerged from internal
and external consultations. Although the City has made a concerted effort to advance EDI, several
themes across the consultations point to challenges and opportunities that can be addressed through
the EDI Strategy. These themes include:
• Lack of EDI Awareness
• Systemic Barriers
• Lack of Diverse Representation
• Leadership Commitment to EDI
Rainbow Crosswalk, Esplanade Park
PAGE 24
of respondents experienceddiscrimination30.7 %
experienced discriminationbased on race53.8 %
experienced discriminationbased on colour40.9 %
experienced discriminationbased on sex26.5 %
witnessed others experiencediscrimination39.2 %
When asked where theyexperienced discrimination...
said in stores, restaurants, orbusinesses45.5 %
said in an outdoor setting(street, sidewalk, park)36.6 %
said in a public facility (recreationcentre, sports area, library)23.9 %
CommunitySurvey Results
Respondents identified thefollowing as top priorities for EDI:
Community Engagementand Consultation1
Education and Training ofMayor and Council2
Education and Training ofCity employees3
Throughout the consultations, participants
shared experiences of discrimination, exclusion
and marginalization including everything from
subtle microaggressions to overt acts of racism,
ableism, homophobia, or transphobia, among
other incidents. Participants generally attributed
these experiences to a lack of awareness and
education around EDI including a limited
understanding of diverse lived experiences and
their impacts.
Participants in the Community Working Group,
for example, shared their experiences of
discrimination in homes, schools, workplaces,
community spaces through everyday interactions,
and discussed the need for community-wide
education—including within family units.
A desire to better understand the Williams
Treaties and honour Treaty responsibilities with
Indigenous communities was also highlighted
as foundational learning for anyone undertaking
EDI work. Discussions also emphasized the
importance of engaging youth, so that education
can begin early on and extend into familial and
friendship networks.
These findings were consistent with
the community survey where 30.7% of
respondents reported experiencing some
form of discrimination in Pickering and 39.2%
reported witnessing someone else experience
Theme 1: Lack of EDI Awareness
PAGE 25
discrimination in Pickering. When asked about the
nature of discrimination in both circumstances,
respondents identified race, colour, sex, ethnic
origin, sexual orientation as the main grounds for
their experiences and observations. Respondents
identified other grounds of discrimination as well,
which demonstrated the widespread nature of
these experiences affecting folks across diverse
and intersecting identity markers.
Further, when asked where these experiences
took place, respondents identified public spaces
such as parks, recreation centres, and other
outdoor settings. This finding was important
because such community spaces fall within
the scope of responsibilities and influence
of municipalities. The public nature of these
experiences also suggest that there may be
opportunities for bystanders to intervene.
In light of these findings, respondents identified
education and training for City Council and
City employees as top priorities to pursue in
advancing EDI.
Staff consultations also alluded to a lack of
awareness and uncovered a need to expand
current EDI trainings to facilitate the cultural
shift necessary to ensure an inclusive workspace.
Although staff were generally aware and
supportive of EDI as an organizational priority,
they did not perceive it to be well integrated in
the organization as a matter of practice.
While the City has made important strides in
implementing EDI practices, the Planning Session
with the Leadership Team and EDI Steering
Committee revealed a gap in communicating
these developments and embedding those
principles in the organizational culture. Staff
felt that communication of the importance and
value of EDI to all employees is key and that
EDI should be elevated as a corporate value to
ensure a positive shift in the workplace culture.
Importantly, this workshop took place before the
recent formalization of an EDI commitment in
the City’s Corporate Strategic Plan. ‘Inclusion &
Respect’ have subsequently been identified as a
corporate value in the Corporate Strategic Plan.
agree that workforcediversity, equity, andinclusion is “valued at ourorganization.”
64 %
agree that diversity, equity,and inclusion is “one of myorganization’s statedpriority areas.”
70 %
EmployeeSurvey Results
agree that seniormanagement activelyengages in EDI issues thatare important toemployees.
36 %
agree that “ourorganization encouragesemployees to discussdiversity, equity, andinclusion and provideinput to the organization.”
50 %
PAGE 26
Another major theme from the consultations
was the presence of systemic barriers.
Systemic barriers refer to policies and practices
embedded within organizations that have
the effect of excluding or discriminating
against particular people, resulting in limited
access to opportunities, resources, or other
disadvantages.
In the community survey, respondents mostly
agreed that the City values EDI in its policies,
programs, services and other initiatives.
However, they perceived that equity-deserving
communities are among those not served by
City initiatives—namely, racialized communities,
gender diverse communities, those with
disabilities, and Indigenous communities.
In the employee survey, respondents from the
dominant cultural groups were more likely to
report positive experiences at work concerning
treatment, opportunities available to them,
and the respect they garnered, compared to
respondents from equity-deserving groups.
Respondents from equity-deserving groups,
on the other hand, were more likely to report
challenges concerning treatment, fairness,
equity, and respect.
Additional barriers were identified in the
physical environment of the City. At the
Planning Session, for example, concerns
were raised around the need for an inclusive
workplace. Staff pointed to the absence of a
dedicated space for prayer and its impacts on
employees. They also expressed a need for
education among staff around faith-based
practices to ensure that the workplace is
respectful and accommodating. When surveyed
about accommodations, for example, staff were
aware of accommodations made for persons
with disabilities. However, they were less clear
on accommodations around religious or cultural
observances with 41.7% expressing that they
“don’t know.” This is consistent with a policy
Theme 2: Systemic Barriers
56.8 %
58.4 %
agreed with the statement,“At my organization, myunique value is known,recognized, and rewarded.”(19.4% disagreed)
agree that the City strives tomake everyone feel includedthrough its programs,services, and other initiatives
agree that the City valuesEDI in its policies, programs,services, and other initiatives
CommunitySurvey Results
agreed with thestatement, “I trust myorganization to be fair,equitable, and respectfulto all employees.” (15.75 % disagreed)
63 %
49 %
agree that employees fromall backgrounds and abilitiesare treated fairly, equitably,and respectfully in theworkplace (15% disagree)
67.7 %
agree that accommodationsare made for persons withdisabilities as needed70.5 %
agree that religious practicesand/or cultural holidays areaccommodated 29.9 %
don’t know if religiouspractices and/or culturalholidays are accommodated41.7 %
56.8 %
58.4 %
agreed with the statement,“At my organization, myunique value is known,recognized, and rewarded.”(19.4% disagreed)
agree that the City strives tomake everyone feel includedthrough its programs,services, and other initiatives
agree that the City valuesEDI in its policies, programs,services, and other initiatives
CommunitySurvey Results
agreed with thestatement, “I trust myorganization to be fair,equitable, and respectfulto all employees.” (15.75 % disagreed)
63 %
49 %
agree that employees fromall backgrounds and abilitiesare treated fairly, equitably,and respectfully in theworkplace (15% disagree)
67.7 %
agree that accommodationsare made for persons withdisabilities as needed70.5 %
agree that religious practicesand/or cultural holidays areaccommodated 29.9 %
don’t know if religiouspractices and/or culturalholidays are accommodated41.7 %
PAGE 27
EDI is not only about addressing bias, racism, and discrimination
but also lack of opportunities for basic activities. In light of this, it
is essential to address the broader spectrum of challenges faced by
marginalized communities. Improving access to indoor and outdoor
sports... and other activities can contribute to fostering a more
inclusive and equitable environment. By creating opportunities for
everyone to engage in sports, we can promote social integration and
overall well-being. In doing so, we not only combat systemic issues
but also empower individuals to participate fully in the community...
Embracing this holistic approach to DEI will pave the way for a
more united and thriving City.
– Community Survey Response
56.8 %58.4 %
agreed with the statement,“At my organization, myunique value is known,recognized, and rewarded.”(19.4% disagreed)
agree that the City strives tomake everyone feel includedthrough its programs,services, and other initiatives agree that the City valuesEDI in its policies, programs,services, and other initiativesCommunitySurvey Results
agreed with thestatement, “I trust myorganization to be fair,equitable, and respectfulto all employees.” (15.75 % disagreed)
63 %
49 %
agree that employees fromall backgrounds and abilitiesare treated fairly, equitably,and respectfully in theworkplace (15% disagree)
67.7 %
agree that accommodationsare made for persons withdisabilities as needed70.5 %
agree that religious practicesand/or cultural holidays areaccommodated 29.9 %
don’t know if religiouspractices and/or culturalholidays are accommodated41.7 %
review of the City where accommodations for
those with disabilities are well-established due to
the Accessibility for Ontarians with Disabilities Act.
By contrast, there is no explicit policy on religious
observances even though accommodations are
available.
Community consultations also raised concerns
around the barriers to accessing City spaces that
require permits and related fees. Participants who
represented service organizations shared how this
not only limited access but it also prevented those
same organizations from providing key services
to the community by not being able to utilize
common community spaces.
PAGE 28
The topic of diverse representation was
consistently discussed at every stage of
consultation, with participants critical of how
City Council, senior leadership, and staff do not
reflect the same diversity as the community
members they serve. Participants shared that the
consequence of lack of diverse representation
is that needs, interests and experiences of those
not represented are left out of City policies
and practices, which result in adverse and
exclusionary impacts.
Noting the demographics of Pickering
on page 16, participants in the employee survey
did not reflect a diverse workforce. Similarly,
respondents in the community survey did not
reflect a diverse sample. The implication of this
is important to note as it suggests that there
may be perspectives and experiences from some
communities that are not captured in the results
of these surveys.
Theme 3: Lack of Diverse Representation
Leadership must be diverse
to bring all perspectives to
the table for consideration.
Residents need to see
themselves being represented at
the highest levels to build trust.
– Community Survey
Response
Employee Survey
self-identified as white85.7 %
were born in Canada80.7 %
self-identified as cisgender92.4 %
self-identified as heterosexual85.8 %
did not identify as having a disability67.0 %
did not have a religious affiliation59.6 %
Community Survey
were aged 35 or older78.1 %
self-identified as white55 %
self-identified as cisgender90 %
self-identified as heterosexual84.3 %
did not identify as having a disability67.7 %
did not have a religious affiliation34.5 %
PAGE 29
Among survey participants in both the employee
census and community survey, there was general
agreement that the City Council and staff did
not reflect the diversity in the community.
Community consultations, in particular, expressed
a desire for more “meaningful representation in
Council/positions of power.” However, these
perceptions shifted slightly when asking about
representation among City staff. According
to the Community Working Group, the lack
of diversity can be attributed to factors such as
poor engagement with community, relationships
of mistrust, and systemic barriers that prevent
access to the City.
The City’s workforce has made strides in diversity
over the past year due to the increased number of
newly budgeted positions and more intentional
recruitment and outreach efforts. For example,
the document review of Human Resources
practices at the City demonstrated more
intentional language to encourage applications
from Indigenous Peoples and equity-deserving
communities. However, the issue remains that
with low levels of staff turnover, workplace
demographics are slow to change.
of staff disagree that theworkforce reflects the diversityin the community (comparedto 43% who agree)
30 %
of community surveyrespondents disagree that theCity’s leadership reflects thecommunity (compared to 32.5%who agree)
29.3 %
of community surveyrespondents disagree that Cityemployees are representativeof the community (comparedto 40.9% who agree)
16.6 %
The City of Pickering is
committed to creating
an equitable, diverse
and inclusive workplace and
strives to foster a sense of
belonging, empowerment and
respect among all employees
and community members. We
recognize and value that diverse
perspectives, skills, backgrounds,
and lived experiences
contribute to the growth and
strength of our organization
and community. As such,
we welcome and encourage
applications from Indigenous
Peoples and equity-deserving
communities including women,
persons with disabilities,
racialized persons, persons who
identify as 2SLGBTQIA+, and
other diverse communities.
- Excerpt from the City’s
External Job Postings
PAGE 30
A final theme that emerged from consultation
was the importance of leadership commitment
so that expressed values for EDI are actioned
and resourced in ways that result in tangible and
sustainable impacts that improve the well-being
of the community.
Throughout consultations with staff, the senior
leadership staff acknowledged the importance
of EDI amongst employees and clients and its
relevance to the City’s mandate. Many leaders
acknowledge that social inequities exist and are
committed to championing positive change for
the organization. Likewise, most participants
noted that staff members should have the
responsibility and be held accountable for
creating a culture that is diverse and instills a
sense of belonging in everyone.
Community consultations also stressed the
importance of the City’s leadership of EDI
initiatives. They explained that labour is often
placed on equity-deserving communities to
support and advocate for one another and
would like to see more City resources allocated
to these efforts. While they recognized that
the City is early in its EDI journey, they also
expressed concerns that it is falling behind other
municipalities and organizations. Participants
in the community working group emphasized
accountability and identified the need for City
leaders to be vocal and present not only during
occasions of significance but more importantly
when hateful, discriminatory or oppressive
experiences happen in the community and
require intervention.
Overall, our engagement found that as the
City embarks on its EDI journey, trust and
confidence need to be seen as the norm
between staff and management, and between
Theme 4: Leadership Commitment to EDI
agree that workforce
diversity, equity, andinclusion is valued64.3 %
69.7 %
agree that EDI is ‘one ofmy organization’s statedpriority areas’
Employee Survey
agree that seniormanagement is prepared
to effectively manage aculturally diverse workforce
51 %
58.4 %
40.5 %
Community Survey
believe that the Cityvalues EDI
believe that City leadershipunderstands EDI is criticalto the community’s future
success
agree that workforcediversity, equity, andinclusion is valued64.3 %
69.7 %
agree that EDI is ‘one ofmy organization’s statedpriority areas’
Employee Survey
agree that seniormanagement is prepared
to effectively manage aculturally diverse workforce
51 %
58.4 %
40.5 %
Community Survey
believe that the Cityvalues EDI
believe that City leadershipunderstands EDI is criticalto the community’s futuresuccess
PAGE 31
the City and community. Employees spoke of
the importance of a healthy workplace where
everyone is valued, engaged, and allowed to
contribute their intellectual and creative capital
to the vision and mission of the City. Similarly,
community members expressed the importance
of relationship building and consultation so
community members are engaged and included
in City decision-making.
In moving forward with an EDI Strategy, it
is essential that the City actively promote
widespread buy-in and ownership for the EDI
Strategy, from Council, all levels of staff and
community members representing diverse
lived experiences. This shift in corporate culture
requires support from leadership to embed the
EDI perspective in all that we do.
This is a journey. It’s important to understand that we
won’t be perfect, but I think that’s okay so long as we
are sincere with our intentions towards EDI, learn from
past practices of inequities, are open to reasonable
change, and, above all else, are respectful of everyone’s
perspective and opinions.
- Employee Survey Response
PAGE 32
EDI Vision and Mission Statements
In consideration of what we learned through
our consultations, the following EDI Vision
and Mission statements were developed to
reflect our commitment to championing
equity, diversity and inclusion in all we do.
An Equitable and inclusive City is built upon
a set of shared values that Council and staff
can use when making decisions and that
the community can depend upon when
interacting with each other.
Our priority areas of focus flow from our EDI
Vision and Mission
and are consistent with the Vision, Mission
and Values Statements identified in
Pickering’s Corporate Strategic Plan approved
by Council in December, 2023. Specifically
the Vision Statement “ Pickering: A complete,
world class city…inclusive, connected, caring
and prosperous”, as also illustrated in the
stated value of Inclusion and Respect.
• Advancing EDI as a standard of public service;
• Valuing diverse identities, perspectives and experiences;
• Working to eliminate systemic barriers; and
• Actively engaging community members in ongoing education, advocacy
and consultation.
Mission
The City provides an inclusive and supportive environment where staff, businesses and
residents have opportunities to grow, learn, engage, participate and thrive through:
Vision
A City that is committed to embedding EDI, accessibility, anti-racism and anti-oppression
principles into the fabric of our City and community without compromise to foster a
sense of belonging, empowerment and respect among all community members.
PAGE 33
Cultural Fusion, Esplanade Park, September 9, 2023
Cultural Fusion, Esplanade Park, September 9, 2023
Members of Pickering Anti-Black Racism Taskforce at Black History Month Celebration, 2024
Community members at Black History
Month Celebration, February 2023
Pickering Islamic Centre
Orange Shirt Day Installation at City Hall,
September 2023
Chanukah Celebration, Chestnut Hill
Developments Recreation Complex,
December 13, 2023
City staff at Pride Parade, Ajax, June 4, 2023Cultural Fusion, Esplanade Park, September 9, 2023
PAGE 34
Chanukah Celebration, Chestnut Hill
Developments Recreation Complex,
December 13, 2023
City staff at Pride Parade, Ajax, June 4, 2023
PAGE 35
Priority Areas of Focus
Priority 1: Education & Awareness
Area of Focus: Education builds awareness and understanding. Education is about the creation of,
and engagement with, learning opportunities at all levels --- Council, staff and residents. Education
can be achieved through several means including formal educational opportunities such as
mandatory staff training as well as informal opportunities through staff lunch & learns, book clubs,
community events and community partnerships. Awareness can be achieved by strengthening
our internal communications strategy with staff to promote information around EDI internally to
increase understanding and engagement.
Goals Specific Actions Timeline
To rollout the EDI
Strategy within the
corporation
• Host Townhall sessions for all employees to promote the
EDI Strategy, Work Plan, expected timelines and next steps.
• Provide training on the EDI Strategy (Mission & Values)
corporate wide, including a training session specific to
Council. Solicit support and engagements by involving
employees in the EDI Steering Committee and supporting
sub departmental committees.
• Facilitate workshops with senior leadership to deploy the
strategy throughout the EDI journey.
Immediate
To develop an
education plan that
identifies required
EDI training
around key topics
with certification
and timelines for
completion
• Develop EDI training/curriculum with certification for all
employees within 10 years. Training is geared to job levels/
positions at the City, for example, different training to be
delivered to part-time and full-time employees, as well
as management teams, and senior managers, different
departments (e.g., HR, Communications, Operations, etc.).
• Develop e-learning module as baseline required training for
new employees as a part of onboarding process.
Short term
(1-3 years)
Medium term
(3-7 years)
To improve
reference material
• Establish a practical guide/handbook to guide staff/
community on how to adopt and integrate an EDI
approach; helps City to achieve EDI goals with input from all
departments.
Short term
(1-3 years)
PAGE 36
Priority 1: Education & Awareness (Cont.)
Goals Specific Actions Timeline
To promote EDI
awareness both
corporately and
in the community
through non-
traditional
education
• Explore diverse methods of integrating EDI education into all
aspects of the City (e.g., programs, services – book clubs, town
halls, community dialogue, recognition ceremonies).
• Create a communications strategy to ensure the ongoing
promotion of EDI initiatives, as well as providing progress
milestones.
• Develop a dynamic EDI landing page on the City’s Intranet
for employees to easily access EDI resources and training
opportunities.
Short term
(1-3 years)
International Women’s Day Celebration, Chestnut Hill Developments Recreation Complex, March 7, 2023
International Women’s Day Celebration, Chestnut Hill Developments Recreation Complex, March 7, 2023
PAGE 37
Priority 2: Structure & Resources
Area of Focus: A solid operational structure is essential to ensure the necessary resources are
allocated to enable the City to meet its EDI goals. EDI goals are clearly articulated and measured,
with progress reported regularly to all staff. Sustained leadership support and direction is necessary
to maintain internal EDI momentum.
Goals Specific Actions Timeline
To leverage
existing
resources and
determine
future needs
• Conduct a needs analysis to determine the optimal structure
of the EDI team (e.g., potential new positions including, policy
advisor, anti-racism specialist, gender equity, learning advisor/
strategist).
• Review the potential benefits of amalgamating areas related to
EDI under one area (e.g. Community Safety & Well-Being).
• Consider separating Indigenous Relationship Building Action
Plan from Equity, Diversity & Inclusion. Consider creating new
position for Indigenous Relations Lead and dedicated financial
resources.
Short term
(1-3 years)
Medium term
(3-7 years)
To promote
departmental
ownership of
EDI, embedding
EDI in our
culture
• Establish employee resource groups to assist in information
dissemination and act as EDI champions.
• Allocate EDI training budget funds for each department (e.g.,
Retain a facilitator to train Firefighters on EDI).
• Create a support system for EDI work.
• Environmental Scan of City resources related to EDI at the
departmental level.
Medium term
(3-7 years)
PAGE 38
Priority 3: Community Consultation & Engagement
Area of Focus: To ensure that the City nurtures relationships with those we serve and to include
them in the decisions made. To design meaningful engagement activities that bring forward diverse
perspectives, experiences and knowledge into City projects and initiatives as early as possible; the
creation of digital and physical spaces that promote inclusion by displaying services and symbols
that reflect the City’s diverse communities; and continuously embedding feedback mechanisms at all
community engagement events.
Goals Specific Actions Timeline
To strengthen
engagement &
collaboration
to achieve
understanding
of community
needs
• Develop partnerships with Associations in the City of Pickering.
• Foster relationships with Advisory committees, including
Pickering Anti-Black Racism Taskforce, Accessibility
Committee, Cultural Advisory Committee, etc.
• Provide opportunities for community-driven initiatives/
recognition (e.g., event, displays, or flag ceremonies).
• Develop and implement an outreach plan with external
partners (e.g. school boards for co-op positions at the City,
community associations to promote job advertisements,
expand access to global talent pools) .
• Develop targeted awareness programs that are aligned to the
needs of the community.
• Host community town halls and other community
engagements to create dialogue, discussions, and to provide
residents the ability to ask pressing questions. Ensure this
takes place once per year.
• Standardize the provision of honorariums when asking equity-
deserving groups for advice and input to recognize labour.
• Seek membership/representation in larger networks on EDI.
Short term
(1-3 years)
Medium term
(3-7 years)
Long term
(7-10 years)
PAGE 39
Priority 3: Community Consultation & Engagement (Cont.)
Goals Specific Actions Timeline
To create a
resource hub
that collects
information about
the community
• Document and analyze statistical information to support
evidence-based decision making related to EDI awareness.
Medium term
(3-7 years)
To enhance
external
communications
• Develop a dynamic EDI website landing page to inform,
engage, and inspire residents.
• Develop a repository of community resources (e.g., EDI
resource directory).
• Include information and resources on EDI in all external
communications including the City’s website.
• Utilize diverse communication channels.
Short term
(1-3 years)
Medium term
(3-7 years)
Long term
(7-10 years)
Consultations for EDI Strategy
PAGE 40
Priority 4: Policies, Practices & Programs
Area of Focus: For EDI to be successful, it must be tied to broader processes of change management
which aims to implement changes to the underlying structures and processes, including changes
to policies and practices. This requires that the City unpacks our existing structures and practices to
determine whether or not they integrate EDI considerations.
Goals Specific Actions Timeline
To develop
a change
management
plan
• Embed EDI into HR processes and practices (e.g. recruitment
and hiring process, wellness, training).
• Adapt physical spaces to be inclusive and address diverse needs
(e.g., prayer/meditation room and designated safe spaces).
• Adapt digital spaces to be inclusive (e.g., accessible markers).
• Review technology access for open communication with all
staff including those whose jobs require them to work outside
of a regular office environment.
Short term
(1-3 years)
Medium term
(3-7 years)
To perform an
Equity Audit of
internal Policies
& Procedures
• Review of existing polices by Department in accordance with
established timelines.
• Conduct a detailed review of Human Resources policies and
practices in the area of Recruitment & Selection, implementing
best practices as necessary.
• Review job description and evaluation with emphasis on
minimum entry requirements and removing barriers to
employment.
• Integrate community guidelines into Council meetings and
other public gatherings to establish standards and expectations
for respectful engagement.
Short term
(1-3 years)
PAGE 41
Priority 5: Measurement & Accountability
Area of Focus: Measurement is about being able to assess and evaluate the City’s success in
adopting an EDI lens in our daily practices. Importantly, it is a mechanism for ensuring accountability.
Goals Specific Actions Timeline
To solicit
feedback from
the community
and employees
to promote
accountability
• Establish anonymous and safe means for staff to
share experiences, feedback and complaints; Create a
communication mechanism for community and staff.
• Integrate EDI into exit interviews.
• Measure all awareness activities through evaluation of
awareness/marketing programs.
• Measure EDI awareness and training activities through
ongoing training evaluations.
Medium term
(3-7 years)
Immediate
Long term
(7-10 years)
To establish EDI
measurement
metrics
• Develop EDI measurements; Create performance reports with
EDI measurements.
• HR data tracking - Create a personal information form to
collect employee demographic data. Collect information at
application phase; Annual collection asking about identity
information; Report summary back to staff annually.
• Measure community engagement with EDI website landing
page via website hits, unique visits, etc.
Short term
(1-3 years)
Medium term
(3-7 years)
Medium term
(3-7 years)
To
communicate
EDI
measurement
findings to
Employees and
Community
• Produce, publish and distribute annual EDI report card/audit
(staff census, community engagement).
• Embed EDI updates as a standing agenda item at the Senior
Leadership Team (SLT) meetings; measured through yearly
reviews of agendas.
• Undertake annual employee updates on EDI initiatives for
accountability and transparency.
Short term
(1-3 years)
Short term
(1-3 years)
Medium term
(3-7 years)
PAGE 42
References
Brown, B. (Host). (2020, November 9). Brené with Aiko Bethea on inclusivity at work: The heart of
hard conversations. [Audio podcast episode]. In Dare to Lead with Brené Brown. Brené Brown, LLC.
https://brenebrown.com/podcast/brene-with-aiko-bethea-on-inclusivity-at-work-the-heart-of-
hard-conversations/
Crey, K. & Hanson, E. (2009). Indian status. Retrieved from:
https://indigenousfoundations.arts.ubc.ca/indian_status/#:~:text=Losing%20Indian%20Status%20
(Enfranchisement)&text=The%20process%20of%20losing%20one’s,would%20automatically%20
lose%20their%20status.
Hunt, V., Prince, S., Dixon-Fyle, S., & Yee, L. (2018). Delivering through Diversity (pp. 1–39). Retrieved
from:
https://www.mckinsey.com/~/media/mckinsey/business%20functions/organization/our%20
insights/delivering%20through%20diversity/delivering-through-diversity_full-report.ashx
McKinsey & Company. (2022). What is diversity, equity, and inclusion? Retrieved from: https://www.
mckinsey.com/~/media/mckinsey/featured%20insights/mckinsey%20explainers/what%20is%20
diversity%20equity%20and%20inclusion/what_is_diversity_equity_and_inclusion.pdf
McKinsey & Company (2017). Women matter – time to accelerate: Ten years of insights into gender
diversity. Retrieved from: https://www.mckinsey.com/~/media/mckinsey/featured%20insights/
women%20matter/women%20matter%20ten%20years%20of%20insights%20on%20the%20
importance%20of%20gender%20diversity/women-matter-time-to-accelerate-ten-years-of-
insights-into-gender-diversity.pdf
Ontario Human Rights Commission (2024). The Ontario Human Rights Code. Retrieved from:
https://www.ohrc.on.ca/en/ontario-human-rights-code
Statistics Canada. (2022). Focus on geography series, 2021 census of population: Pickering, City.
Retrieved from: https://www12.statcan.gc.ca/census-recensement/2021/as-sa/fogs-spg/page.
cfm?topic=10&lang=E&dguid=2021A00053518001
Statistics Canada. (2022). Canada at a glance, 2022. Retrieved from https://www150.statcan.gc.ca/
n1/pub/12-581-x/2022001/sec6-eng.htm
The Regional Municipality of Durham (2022, April 8). The Regional Municipality of Durham
Information Report #2022-INFO-31. Retrieved from:
https://www.durham.ca/en/regional-government/resources/Documents/Council/CIP-Reports/CIP-
Reports-2022/2022-INFO-31.pdf
Turner Consulting Group (2023). The case for EDI. Retrieved from: https://www.
turnerconsultinggroup.ca/tanas-blog/the-case-for-edi
PAGE 43
Equity, Diversity & Inclusion Strategy
2024 - 2034
Equity, Diversity,
and Inclusion
2023 Annual Report
Attachment 2 to Report HUR 01-24
• Council’s unanimous endorsement of the development of a multi-year Equity, Diversity, and Inclusion
Strategy in August 2020;
• the introduction of dedicated Equity, Diversity, and Inclusion staf led by a Senior Advisor and Community
Engagement Coordinator;
• the establishment of community advisory groups such as the Pickering Anti-Black Racism Taskforce
(PABRT), the Indigenous Relationship Building Circle and the Equity, Diversity, and Inclusion Strategy
Community Working Group;
• the adoption of the City’s frst ever Corporate Strategic Plan which identifes a distinct commitment to
Equity, Diversity, and Inclusion throughout the functions and operations of the municipality; and,
• the development of a 10-year Equity, Diversity, and Inclusion Strategy, to be launched in 2024.
Lunch & Learn Series
• An Introduction to Land Acknowledgments with Jocelyn Pelletier from Durham
College’s First Peoples Indigenous Student Centre, in honour of Treaties
Recognition Week;
• Gender Diversity in the Workplace with Jake Farr from PFlag Canada Durham Region, in honour of
Transgender Awareness Week;
• Unpacking Ableism 101 with facilitators from the Community Resistance Intimacy Project, in honour
of International Day of Persons with Disabilities;
• Hate Crimes Town Hall: Exploring the Role of the Business Community. Featuring panelists: Dr. Barbara
Perry, Professor and Director, Centre on Hate, Bias and Extremism, Ontario Tech University and Dinesh
Kumar, Ajax/Pickering Board of Trade.
• 416 Meets 905, a youth open mic night in collaboration with Shakkoi and RISE Edutainment;
• The Powerfully Informed Initiative, a series of events aiming to support awareness, education and engagement
around municipal elections, and promote civic engagement among Black residents more broadly;
• Reaching Higher, an event to support Black youth in their pursuit of post-secondary education; and,
• the 1st Annual Black Joy Holiday Market in collaboration with Durham Family Cultural Centre (DFCC), an event
highlighting and supporting local Black-owned businesses.
Drum Social
• Awareness Pin Beading Workshops with Indigenous Artisan Janet Dugan;
• Traditional Drum-Making Workshop with Mary George from Dnaagdawenmag Binnoojiiyag Child &
Family Services;
• an author reading of the children’s book, Bubbly Beth by Nikki Soliman;
• the Truth and Reconciliation Community Memorial; and,
• the re-installation of the Commemorative Orange Crosswalk, designed by artist Jon Cowell of the
Mississaugas of Scugog Island First Nation
September 1 - 30, 2023: In honour of Orange Shirt Day/ National Day for Truth & Reconciliation, an interactive
installation featuring a special mosaic of orange ribbons was launched for the month of September to engage
and educate the community on the realities of the residential school system across Canada.