United Way Toronto Diversity and Inclusion

Transcription

1 Toronto United Way Toronto Diversity and Inclusion Progress Report Give. Volunteer. Act.

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3 Contents Message from Susan McIsaac 4 Diversity and Inclusion at United Way Toronto 5 Diversity and Inclusion Targets, Activities and Results 11 The Way Forward 23 Coreen Beth Gruppuso, sign language-spoken language interpreter.

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5 Susan McIsaac President and CEO, United Way Toronto 4 The past decade has been one of tremendous change at United Way. Our role in our community has shifted. Today, we not only mobilize resources for social service agencies, we work with many individuals and organizations to understand and improve social conditions across Toronto. We also continue to strive to become a better partner, leader and city-builder. As our community work has evolved, we have also worked to change our own internal culture to better reflect and respond to the needs of our city. In 2009 we brought together our team to talk about how United Way Toronto could become a more inclusive place to work for everyone. A place that embraces all aspects of diversity and promotes equity. There was progress to be made, but we knew we had dedicated employees who were committed to our community and each other. A Diversity and Inclusion Team was created to guide our journey. Staff participated in a survey that told us more about who we were, the challenges we faced and whether people were feeling accepted and included. We took those findings to heart. Since then, we have worked hard to bring forward positive change. By doing things like training to become more authentic leaders, undertaking professional development to increase our understanding of diverse perspectives, and meeting new accessibility standards under the Ontarians with Disabilities Act, we have all played a role in strengthening our workplace and making it more inclusive. When we launched our second survey to measure our progress, I was confident that the results would be good. Because I feel as I hope you all do that our environment has grown. That we are evolving. The results in this report show that United Way is making progress. But more importantly, it is a place where people feel increasingly accepted. A colleague recently said to me the great thing about United Way is that you can be yourself here. To me, that means we re on the right path. The journey isn t over. I believe that diversity adds richness to our community and to our work. It strengthens and unites us. At the heart of our transformation is a commitment to excellence and a belief in the importance of community. Not just the community we serve, but also our community of employees. So let s continue to work together to make United Way the most inclusive and best possible workplace for everyone.

6 Diversity & Inclusion at United Way Toronto

7 United Way s commitment to diversity and inclusiveness goes beyond reflecting the community we serve. We embrace different abilities, perspectives and experiences and are committed to the promotion of equity. Our aspiration is to build a community that welcomes, celebrates and values the contributions of all. United Way Toronto Value Statement 6 What is Diversity? A term used to encompass all the various differences among people including race, religion, gender, sexual orientation, disability, socio-economic status, etc. and commonly used in Canada to describe workplace programs aimed at reducing discrimination and promoting equality of opportunity and outcomes for all groups. What is Inclusion? Incorporating diverse perspectives, ideas, interests and needs into the culture and practices of an organization. A culture of inclusion fosters respect and understanding and uses multiple strategies to gather contributions from everyone leading to a healthier community. United Way offers all of us the unique opportunity to spend every work day making a difference. This report outlines how we have also worked to make this a workplace that is truly committed to embracing diversity and building a culture of inclusion and equity. It describes who we are, the goals we set out, the key activities that took place and the targets and results that were achieved. Most importantly, it makes recommendations on how we can continue to maintain and build on the solid progress we have made. Inclusiveness means that despite our different backgrounds & life experiences, everyone is valued both as an individual and an employee. To me, being inclusive involves having an openness and appreciation of different values, goals and life journeys. Although we are all uniquely different, the diverse threads that make us who we are, bind us together collectively as we work collaboratively to pursue a common goal.

8 7 who we are With just over 200 staff across 9 departments, our organization attracts talented professionals who work hard to build a better Toronto. United Way employees come from a variety of sectors and experiences and we represent many different backgrounds and perspectives making us a stronger, more dynamic organization, best able to serve our diverse city: 44% 12% United Way staff was born outside Canada have been in Canada 10 years or less 26% internationally trained professionals 25% 6% have been in Canada 5 years or less don t speak English at home I may appear like a typical Canadian, but I speak three languages and was raised in a very culturally focused home and carry my culture with me. It s often a wonderful speaking point with colleagues when we share and discuss our heritage and who we are

9 How do you identify your ethnic origin? Includes those of mixed heritage. African (8) Caribbean (17) East and South East Asian (29) European (39) First Nations/Inuit/Métis (3) Middle Eastern (0) North, Central & South American (6) South Asian (19) West Asian (0) Canadian (86) Other (2) 8 37% identify as visible minorities heterosexual /straight bisexual 92 % 3 % 4 % lesbian /gay/queer No transgendered respondents 7% did not answer, down from 18% in 2009 I am encouraged to see LGBT, disabled, and visible minority employees in senior positions at UWT. I am of African decent and from the Caribbean and part of the world majority of people of colour, not a visual minority.

10 who we are 9 29% 5.6% Buddhist Hindu Agnostic, Atheist, Non-believer Muslim 3.1% 3.1% 1.9 % Jewish 42% Christian Spiritual 1.2 % Sikh 11.7% All four generations are represented within UWT staff: Gen Y (born since 1981) (16.4) GenX (born ) (58.2) Baby Boomers (born ) (24.8) Traditionalists (born ) (0.6) 4 % identify themselves as having a disability Learning/Mental health disabilities is the most common response in 2012 The majority of respondents feel their work environment suits their needs

11 goals 2012 is the third year in United Way s Diversity and Inclusion Journey, an organization-wide effort to embed principles and cultivate new practices of inclusion and equity in all aspects of our work. Building on United Way s Code of Conduct & Ethics and Board Statement on Diversity, the Diversity and Inclusion Team s Charter includes several goals: Promote respect, equity, access and participation for all individuals who interact with United Way Embed Diversity and Inclusion into United Way s priorities Create an equitable environment within United Way, enabling all employees to achieve their full potential Incorporate various perspectives and ideas into United Way s culture, processes and work to develop better, more innovative solutions Attract and retain new and diverse talent to promote equity and better reflect our evolving city Broaden the base of support from volunteers, donors and partners 9 Position United Way to facilitate and learn from collaborative efforts needed to make changes in community coalitions

12 United Way Toronto D&I Targets, Activities and Results

13 Four key strategies were undertaken to facilitate and advance our collective efforts towards greater diversity and inclusion: 1 Creation of the Diversity & Inclusion Team with a 3 year mandate: In 2009, staff across all levels and departments of United Way were invited to become part of a Diversity and Inclusion Team (D&I Team). The D&I team was given a three-year mandate to shape the journey ahead, going beyond policies that were already in place. Their roadmap included goal setting, an assessment of our current strengths and challenges, an engagement plan, metrics to measure our progress, and a communications plan. Beginning with a survey of United Way staff and a review of D&I related activities across the organization, the team developed a strong set of targets. They worked to create valuable learning opportunities, update many of the basic human resources building blocks of our organization, and engage staff from every department. 2 Development of a Theory of Change: The D&I team used a developmental approach to evaluation, tracking progress and learning along the way. The focus of the first year was the development of a Theory of Change which established the change we wanted to achieve in staff awareness, attitudes and behaviour. The Theory of Change has been a foundational document outlining the process of transformation for the organization, informing and guiding much of our work. The focus of year two was to identify priorities for measurement, further define indicators, set targets and establish some baselines. In 2012, the team continued to measure progress, refining the D&I staff survey and reviewing the results to inform recommendations for the future. 12

14 13 3 Development Opportunities for United Way Toronto Employees: The efforts of the D&I team complimented two organizational development initiatives, Authentic Leadership and Integrative Thinking, introducing additional learning opportunities. The team focused on developing an annual learning calendar to offer staff the opportunity to take courses on a wide variety of topics related to diversity and inclusion. They also felt it was very important to create opportunities for discussion and dialogue to develop our ability to relate concepts of D&I to our everyday work. Special engagement initiatives such as a UW Diversity and Inclusion Timeline, a United Way Worldwide Diversity Webinar, and a TED Talk Dangers of a Single Story were brought to each department for discussion and dialogue. 4 Embedding Organizational Change through Procedures, Systems and Policies: A core strategy of the D&I team has been to focus on organizational systems and processes that can embed principles of inclusion and equity in our culture and all aspects of our work. Key activities in the last three years have included: Including D&I in our newly defined organizational values. Inclusion being named as one of our new CEO s three priorities. Updating UWT s policy on Non-discrimination and Harassment and introduction of new policy and procedures on Accessibility. Introduction of new barrier-free recruitment practices. Addition of Inclusiveness as a competency in performance reviews for all employees.

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16 D&I at a glance The Senior Management Team meets for two days to receive training and begin discussions on Diversity and Inclusion at United Way Toronto. A special All Staff meeting is called to introduce Diversity and Inclusion. A cross-functional Diversity and Inclusion Team is formed. An employee Survey on Diversity and Inclusion is conducted with an 84% response rate. Two All Staff presentations take place; one to report on the employee survey findings and the other to discuss a Timeline of UWT s work on Diversity and Inclusion over its history. Inclusion is named as one of the new CEO s three priorities. A learning plan is developed including courses on various topics and departmental discussions. All departments take part in a Diversity Webinar from United Way Worldwide and have a follow-up discussion. Consultations take place with others organizations in the notfor-profit sector to learn from their experience with Diversity and Inclusion. A Theory of Change is developed to identify what will be different at the end of three years. A Diversity and Inclusion page is added to Way In. Inclusiveness is added to competencies for all performance reviews. Barrier-free practices are included in new recruitment processes and tools. Authentic Leadership and Integrative Thinking programs are introduced which lead to more inclusive practices like a redesigned business planning process and check-ins at meetings. Learning Opportunities Gender Identities and Sexual Orientations Hiring Skilled Immigrants Four Generations: Four Approaches to Work Gen Y: Navigating the Business Environment Communicating with Gen X and Gen Y Cultural Differences in the Workplace Accessibility: Customer Services Training Lunch and Talk on the Diversity and Inclusion Timeline Power and Privilege in the Workplace

17 20 11 Metrics and targets for Diversity and Inclusion are developed to track progress. Diversity and Inclusiveness is chosen as one of UWT s new organizational values. Learning opportunities continue. All departments watch a TED Talk on the Dangers of a Single Story and have discussions about implications for their work. A new, annual and more inclusive all staff celebration is held. UWT s Diversity and Inclusion journey is shared with member agency Executive Directors. UWT is asked to present our Diversity and Inclusion work at the annual national conference of the Canadian Association of Gift Planners. Diversity and Inclusion questions are added to the bi-annual employee survey. UWT meets new Accessibility standards under the Ontarians with Disabilities Act (AODA). UWT receives the Top 100 GTA Employers Award which reviews all aspects of organizational culture Diversity and Inclusion is highlighted in employee communications such as News Direct and Way In. Diversity and Inclusion is embedded in the reinforcement of UWT s values, e.g. redesign of the M-B Family Spirit Awards, staff profiles in News Direct, All Staff meeting good news and recognition. Learning opportunities continue including DiSC workshops for each department on diversity of working styles. An employee survey on Diversity and Inclusion is conducted to track progress. The response rate was 85%. Resolving Conflict Courageous Conversations Open Dialogue: Check in on Inclusion Personal Insight Workshops DiSC Profiles Workshops Integrative Thinking International Women s Day Panel Discussion Pride Panel Discussion TED Lecture Series

18 Results in Awareness The following data compares some of the results of United Way Toronto s Diversity and Inclusion surveys in 2009 and The response rate for this survey was 84% in 2009 and 85% in Targets for the organization were set by the D&I Team based on 2009 results. 17 Percentage of respondents who feel they understand their rights and obligations under Non-Discrimination and Harrasment Policy: Target 70 % in 2009 in % 93 % 76 % in 2012 Percentage of respondents who feel their knowledge of diversity and inclusion has increased in the past 2 years Diversity and Inclusion is important to me personally and professionally. I am happy to be a part of an organization that takes this seriusly.

19 Results in Attitudes Percentage of respondents who feel UWT s focus on Diversity & Inclusion is important: Target 95 % in 2009 in % 94 % 18 Percentage of respondents who feel they would like to learn more about diversity and inclusion: Target 80 % in 2009 in % 65 % I think that many staff have a sincere desire to improve their cultural competency, but often feel uncertain in how to manage their communication approach. Continous learning is important. I worry that I may be offending someone without knowing or intending to offend.

20 Results in Behaviour 19 Responses for support staff increased significantly and were similar to senior management team results Percentage of respondents who feel that UWT s environment is sensitive to issues of diversity and inclusion that affect them: in 2009 in % 67 % Percentage of respondents who feel that their immediate coworkers are sensitive to issues of diversity and inclusion that affect them: in 2009 in % 68 % Percentage of respondents who feel differing views are valued and openly discussed when making decisions in their department: Target* 68 % in 2008 in % 63 % * Will be measured in UWT s 2013 Employee Engagement Survey.

21 Percentage of respondents who feel they work in an inclusive environment: Target in % 67 % in % 20 Percentage of respondents who feel differences are respected at UWT: Target 70 % in % in % Percentage of respondents who feel UWT is committed to promoting diversity and inclusion: Target 90 % in 2009 in % 90 %

22 21 16 % of respondents said they had a concern related to diversity and inclusion during the past 2 years ( ). Examples of concerns related to: Acknowledging and including various points of view Selection for job opportunities or participation in teams Inclusion of individuals with special needs Inappropriate comments or behaviour 80 % of respondents reported witnessing positive examples of diversity and inclusion during the past 2 years ( ). Related examples: Accomodations and accessibility procedures Diverse colleagues at all levels of the organization Respect for differences Greater efforts to seek out various opinions

23 The part of inclusion that probably needs more work is the sense of connection, collaboration, within the hierarchy of UWT, between managers and senior manager/directors/v.p. I think UWT is committed to diversity and inclusion. I know I could work harder to ensure this is integrated into all my work. It s clear that this is a living, breathing priority for the organization - keeping on top of this is crucial and ensuring that its not something that happens as an add-on but as part of who we are and how we do business. We have to keep this in mind across all aspects of the business and intersectional, inclusive, anti-opression approach and we have to model it to all of our partners not just our agencies, but our donors as well. It s part of our social wide leadership responsibility.

24 The Way Forward

25 Everyone at United Way has learned and accomplished much in the first three years of our D&I journey. Today, we remain strongly committed to creating an inclusive organizational culture and reflecting the principle of equity in all that we do. As we look ahead, we will continue our focus on building our collective capacity in living diversity and inclusion in three key areas: 24 Maintaining Momentum We will renew our D&I Team, inviting new members to join and to lead this important work. We will continue to measure and report on our progress and we will strive to ensure that every member of our organization consistently feels that their uniqueness is valued, included and celebrated. Deepening our Commitment As we move into a new phase of work, we will revisit our D&I goals, ensuring that they support our strategic plan and provide us with a clear focus for our efforts. The D&I team will create plans to offer new learning opportunities and will act as liaison for their departments on how to apply new ideas to their work. They will also be tasked with engaging everyone at UWT through more opportunities for dialogue. Broadening our Reach Building on the initial focus of our own working environment, we will now seek more opportunities to share our experiences and learn from our partners and constituents in the community. Since 2009 we have all been working to become more authentic leaders, to think in more integrative ways and to embrace and better leverage the full spectrum of diversity across our organization. Together we ve taken important steps towards making this an organization where we are all engaged and our interactions are genuine. While we will have a team to continue to guide these efforts, each and every one of us has an important role to play in how we shape and advance Diversity and Inclusion for United Way. We invite you to continue to participate and contribute to this important work.

26 United Way Toronto 26 Wellington St E 2nd Floor Toronto ON M5E 1W9 Tel Fax unitedwaytoronto.com