Task Force on Diversity

Transcription

1 Mayor s Task Force on Diversity Final Report Citizen Task Force Members Mr. Alix Jean-Paul Co-Chair Ms. Jocelyn Greenwood Co-Chair Mr. Derek Dabee Mr. Felix Meza Ms. Glenda Lagadi Mr. Larry Pelzer Ms. Evita Smordin

2 TABLE OF CONTENTS PAGE Vision Statement...1 Letter from Co-Chairs of the Task Force on Diversity...2 Executive Summary and Overview of Recommendations Process...8 State of Affairs Historical Perspective Guidelines...11 The City of Winnipeg Harassment Policy...11 Target Groups Our City, Our People...16 The Future Beckons Us All - The Emerging Issues The City and Community Recommendation # Recommendation # The City as a Corporation The City as a Global Partner APPENDICES I Mandate of the Mayor s Task Force on Diversity to March 31, 2001 II Definition of Terms III Task Force on Diversity Members - Biographies IV Excerpts from: The Canadian Charter of Rights and Freedoms The Manitoba Human Rights Code V Winnipeg s Neighborhood Profiles Provided by The City of Winnipeg and Statistics Canada VI Manitoba s Immigration Numbers 1998, 1999 & 2000 VII List of Resources Used VIII Task Force on Diversity Public Forums Advertisements IX Organizational Chart X Representation of Designated Groups in the Civic Workforce TABLE OF CONTENTS

3 VISION STATEMENT THE BRIGHT FUTURE OF WINNIPEG Our City will be a place of harmony, fairness and equity integrating the traditional with the new while harnessing the strength found in the experiences of our diverse communities. PAGE 1

4 LETTER OF SALUTATION FROM THE CO CHAIRS Your Worship, Mayor Glen Murray, Councillors and Citizens of Winnipeg; I t is with great pleasure that we present the Mayor s Task Force on Diversity s report recommendations. The Task Force has met with members from the various communities, organizations and city departments for the past year. During this consultation process, we have been able to identify some of the obstacles that the target groups - women, Aboriginal people, people with disabilities and visible minorities - have encountered. We looked at accessing employment opportunities, service delivery to these groups as well as within the City. In the past, many similar studies have been done, regarding these issues. The difference, this time, is the accountability process that will be implemented. Specific benchmarks will be set in the different City departments, to evaluate their success. Managerial accountability is an integral part of these recommendations. The community will ensure that through the Citizen Equity Body progress will be made. The City of Winnipeg needs to recognize the strength of its diversity and explore, usefully, its potential. Creating a positive and harmonious environment is a task for us all. All must be part of a process that will make diversity a reality in the workforce. Our sincere gratitude to all whom have assisted us in this process, thank you. As Margaret Mead said, Never doubt that a small group of thoughtful, committed citizens can change the world. Indeed, it is the only thing that ever has. Sincerely, JOCELYN GREENWOOD Co-Chair ALIX JEAN-PAUL Co-Chair PAGE 2

5 EXECUTIVE SUMMARY Winnipeg City Council established the Mayor s Task Force on Diversity on January 1, The Task Force was created to look into civic practices, policies, procedures and services that would help encourage or discourage various disadvantaged groups from enjoying the rights and benefits offered by the City of Winnipeg. Since it was established the Task Force has examined the past, listened to present community groups and citizens and made recommendations for the future. We have analyzed more than 100 research documents and met with dozens of representatives of various groups and looked into practices in other communities. Our research has clearly shown that while Winnipeg has taken measures to eliminate barriers for groups such as women, the disabled, visible minorities and Aboriginal people, those measures have generally fallen well short of their goals. For example, 20 years after the city began and employment equity program, men continue to fill more than 85 per cent of all managerial and supervisory jobs in the City of Winnipeg. Sadly, we have also found that through the years recommendations have been ignored that suggested ways as to how the city could better reflect the face of its citizenry. The recommendations we are making draw on the task force s research as well as those previous studies and recommendations. Our recommendations fall into four general areas: QUALITY ASSURANCE AND ACCOUNTABILITY How best to make sure we implement and monitor equity programs. THE CITY OF WINNIPEG: ITS ROLE IN EQUITY AND DIVERSITY How to make sure the city is a leader in diversifying its environment. COMMUNITY OUTREACH AND COMMUNICATION Ensuring communication and involvement between the city and the community. WINNIPEG AS A GLOBAL PARTNER Reaching out to the rest of the world on equity issues and immigration. While Winnipeg is a city that we can be rightfully proud of, it can only enhance its reputation by ensuring that all its citizens share equally in the rights and opportunities it provides. PAGE 3

6 RECOMMENDATIONS FOR QUALITY ASSURANCE AND ACCOUNTABILITY RECOMMENDATION: That Winnipeg City Council appoints a Citizen Equity Committee (CEC). This independent body would consist of 7 to 9 individuals from among the target group communities, with the broadest possible representation. To ensure continuity, it is further recommended that at least one member of the Mayor s Task Force on Diversity be appointed chair or vice chair on the initial committee. In addition, the committee shall include the Mayor, two City Councillors, and the City of Winnipeg s Chief Administrative Officer. The committee shall invite one member each representing the provincial and federal governments. (See new mandate on page 20 & 21) RECOMMENDATION: That all City of Winnipeg Employees, from entry level to senior management, be required to attend workshops/training with regard to the Equity and Diversity Benchmarks and Objectives. RECOMMENDATION: That the City of Winnipeg continues to evaluate and improve upon existing training programs regarding Respectful Workplace and No Harassment Policy. Further, that new workshops and internal expertise be developed to include disability awareness, cultural sensitivity, conflict resolution and gender-based analysis. RECOMMENDATION: That the Chief Administrative Officer produce an annual consolidation of equity and diversity measures in a Report Card format on an annual basis, to be presented to the Citizen Equity Committee for review and response. It is further recommended that said Report Card and the CEC response are released to the public. Further, that an annual public forum on Equity and Diversity Issues be held, to be facilitated by the Citizen Equity Committee, to allow the citizens of Winnipeg to respond to the Report Card information as released. PAGE 4

7 RECOMMENDATIONS FOR THE CITY OF WINNIPEG AND ITS ROLE IN EQUITY AND DIVERSITY RECOMMENDATION: That the City of Winnipeg adopts the policies on Universal Design to be brought forward in 2001 by the Access Advisory Committee. RECOMMENDATION: That the CAO and the Department Heads, working in cooperation with their Human Resources counterparts, continually set aggressive benchmarks that more accurately reflect the changing diversity of the city and specifically recognize the potential of the Aboriginal workforce. The current benchmarks set by the Equity and Diversity Initiative Program are to be used for New benchmarks are to be set over the following four years to It is further recommended that the new benchmarks are to be reviewed by the Citizen Equity Committee every year. RECOMMENDATION: That the City of Winnipeg develops and implements a system of recognition to those civic departments that meet or exceed equity objectives and benchmarks. RECOMMENDATION: That a standard reporting mechanism with regard to Equity and Diversity objectives and benchmarks be required by all City of Winnipeg Departments, to be completed by the Department Heads, and to be reviewed by the Chief Administrative Officer, and Executive Policy Committee on an annual basis. It is further recommended that this reporting mechanism be based on the Best Practice Model currently in use by the Winnipeg Police Service. RECOMMENDATION: That the City of Winnipeg improve the opportunity for advancement of the target groups by implementing catch-up and equalization principles and by developing a mentorship program from within its workforce. It is further recommended that those who act as mentors receive special recognition for their efforts. PAGE 5

8 RECOMMENDATION: That the City of Winnipeg enter into an ongoing dialogue with the unions representing City employees with regard to Employment Equity policy and practice. The City should endeavor to have wording supporting equity programs included in future collective agreements. RECOMMENDATION: That the City of Winnipeg require in Requests for Proposals that submissions include information with regard to their employment equity policy and practice, and that this information be taken into consideration when awarding contracts. RECOMMENDATIONS FOR COMMUNITY OUTREACH AND COMMUNICATION RECOMMENDATION: That an office, to be called the Citizen Outreach Equity Office (COEO), be maintained and reviewed annually. This office will work in an advisory capacity to the Mayor and City council. (See office duty outline on page 21-22) RECOMMENDATION: That the Departments in the City of Winnipeg reallocate advertising monies used in disseminating public information to include ethnic and community media outlets. RECOMMENDATION: That the City of Winnipeg acts to recognize, support and celebrate with diverse community celebrations, holidays and festivals. RECOMMENDATION: That the City reviews the policies and practices of Citizen s Inquiry in order to be more responsive to the needs of a diverse community. RECOMMENDATION: That the Winnipeg Arts Advisory Council continue to proactively inform target group organizations of the availability of arts and cultural funding, to facilitate the application process and to recruit jury members who reflect the community. PAGE 6

9 RECOMMENDATION: That the City and its workforce focus on equity and diversity issues in the development of all policies, procedures and services. A statement of commitment should be included in the business plan of each civic department. RECOMMENDATION: That the City of Winnipeg consult with the Citizen Equity Committee for submissions from the community, when the need arises, to fill new or vacant positions on the City s Boards, and Commissions. It is further recommended that each such Board and Commission includes at least one member from a designated target group. RECOMMENDATIONS FOR WINNIPEG AS A GLOBAL PARTNER RECOMMENDATION: That the Mayor and the City Councillors of Winnipeg and City of Winnipeg staff representatives act as vocal advocates for equity and diversity policies and initiatives in their interactions locally, nationally and internationally. RECOMMENDATION: That the Mayor and City Council continue to support the Sister Cities concept, by fostering new relationships with members of the international community and by increasing the number of Sister City relationships. RECOMMENDATION: That the City of Winnipeg works actively to encourage immigration to Winnipeg through lobbying efforts with the provincial and federal governments, as well as through active promotion. Further, that the City of Winnipeg develops a specific policy on immigration, and that partnerships on the provincial and federal level be formed to facilitate an increased proportion of Canadian immigrants choosing Winnipeg as their new home. RECOMMENDATION: That the Mayor and all representatives of the City of Winnipeg act as vocal advocates for Human Rights in their interactions on a local, national and international level. PAGE 7

10 PROCESS The Mayor s Task Force on Diversity was adopted by Winnipeg City Council on December 17, 1999 and was established on January 1, Appointment of members to the Task Force was completed in February of By November 2000 the Task Force had gathered over 100 research documents, met with over 40 representatives from diverse groups, and gathered over 100 individual comments and perspectives. Best Practices with regard to equity programs were reviewed from the cities of Toronto, Saskatoon, and Montreal, among others. Submission subjects included, but were not limited to, information from the following subjects: Aboriginal Affairs Disability Issues Lesbian, gay, bisexual and trans-gendered issues Immigrant and refugee issues Ethno-cultural and Racial minority issues Gender equality issues, including gender-based analysis Equity in arts, culture, and literature Citizen participation Education and training Organizational structures and resources. A media publicity campaign was launched in June 2000 and two successful public forums were held to listen to community concerns. According to the mandate set out by City Council, Task Force members have also met with several key civic departments and staff persons who brought instrumental ideas and materials forward, and who have made significant contributions to the content of this final report. An extension of the Task Force Mandate was granted, with the final report anticipated at City Council in March (See list of submissions in Appendix) A web site was established to further communicate the mandate and actions of the Task Force to the community at large. ( PAGE 8

11 STATE OF AFFAIRS THE CASE FOR DIVERSITY AND EQUITY Introduction The City of Winnipeg is, and has always been, a rich collage of culture, religion, language and experience. The city was founded and has been built on a bedrock of differences. From early Aboriginal people to more recent political refugees, our city has been home to a varied population: the disabled, Aboriginal, visible minorities, Lesbian, gay, bisexual and transgendered, and women. While together we have created a vibrant, cosmopolitan community, there are questions as to whether all its citizens have been able to share equally in its success. As a local government in a multicultural community, the City of Winnipeg has attempted to lead by example; making efforts to reflect the diverse population it serves. Unfortunately those efforts have not brought the due rewards to those who have been left out. Our city has continued to work to identify and to remove those barriers that keep individuals and groups from fully participating in the life and opportunities available to the people of Winnipeg, but we have not succeeded. Some barriers are physical ones, and when identified, can potentially be redesigned. Many are more insidious and systemic, ingrained in our institutions, and in the minds of individuals. These invisible barriers are not unique to Winnipeg and are difficult to remove. Time, education and social change have chipped away at these invisible barriers, but we recognize that they continue to prevent the progress of many individuals in our society. Clearly, there must be collective and political will to continue the evolution toward positive change. The Mayor of Winnipeg, City Council, this Task Force and many community individuals have expressed a clear and strong commitment to identify and remove systemic barriers that block some citizens of Winnipeg from fully participating in the opportunities that the City offers. PAGE 9

12 Historical Perspective In 1981, the city of Winnipeg voluntarily initiated an Employment Equity Program, in an effort to ensure the City workforce accurately reflected the diversity in our community. An Employment Equity Co-ordinator was appointed in By the late 1980 s and early 1990 s, we had achieved some major gains including a respectful workplace/no harassment policy, no discrimination language in many collective agreements, and successful recruitment initiatives in some departments. However, despite these advancements, our workplace still did not reflect the diversity of our community (City of Winnipeg Workforce Profile, 1996, emphasis as written). In 1984, in response to concerns raised in the community, the Community and Race Relations Committee (CRRC) was formed to review the policies and practices of the City of Winnipeg, in order to reduce systemic racial discrimination. Its goal was to take a leadership role...to establish legal, economic and social practices which support greater equality and social justice (Report of the Steering Committee of the Mayor s Race Relations Committee, 1985). Over the years, the CRRC provided important consultation on internal policy development as well as working in a significant outreach capacity, both locally and nationally. In 1994 and 1995 both the City Ombudsman s office and the Audit Department reviewed the City s progress in the areas of employment equity. The Audit Department report (July1996, page 3) concluded the City s Employment Equity Program has had limited success...despite the Program s existence for the last 15 years, the designated groups remain significantly under represented in the City s workforce. Importantly, the Audit report found the City has not followed through on many of the recommendations resulting from various reviews, annual reports and consultative processes that have occurred with respect to the Program (July 1996, page 14). The report outlined the process of change. Commitment/leadership would have to be strengthened by a clear and comprehensive policy on employment equity, shared organizational understanding of the vision and direction for the program, and monitoring and follow-up on recommendations and results to ensure accountability and continuous improvements in efforts (July 1996, page 15). PAGE 10

13 Since 1996, significant resources have been directed at the challenge of employment equity. An Employment Equity Initiative, with supporting staff was developed. A number of projects have been funded under the Winnipeg Development Agreement (WDA) Program 5C - Employment Equity, a tri-partate agreement, signed in 1997, with a budget of $1.5 million over the term of the Agreement (until September 2001). The goal of this program was to provide enhanced employment opportunities within (the City s) organization in order to build and maintain an internal workforce that is more representative of the available labour force in the city. The program focuses on current and future employees and primarily designated group members (Equity and Diversity Initiatives, Priorities for 2000, J. Haliburton). Despite these and other ongoing efforts, the goal of a representative City workforce has not yet been reached. In 1999, The City of Winnipeg adopted the Executive Policy Committee Report to dissolve the CRRC. The Mayor then appointed the Task Force on Diversity, effective January 1, The United Nations has declared 2001 the International Year for Mobilization against Racism and Racial Discrimination. The City of Winnipeg has the potential to take a leadership role in the elimination of inequity in its community, in the workplace, and around the world. Guidelines In the 1996 Audit Department s review of the City s Employment Equity Program, it states The Charter of Rights and Freedoms as well as the Manitoba Human Rights Code clearly place the City under a legal obligation to provide employment and services that are free from discrimination. In addition, as a local government within a multicultural community, there is a moral and social responsibility on the City s part to be reflective of the population it serves, and to be a leader in ensuring equity for its employees and citizens The City of Winnipeg Harassment Policy In 1996, City Council approved a policy concerning Respectful Workplace/No Harassment. This policy states, All employees are entitled to make a meaningful contribution to their working environment and should not be discriminated upon or impeded from contributing to the workplace by discrimination of any sort. Plan Winnipeg...Toward 2010 states The City shall provide leadership in dealing with discriminatory barriers including sexism, racism, and homophobia and shall promote full and equal participation of all citizens in the social, economic, and cultural life of the city. PAGE 11

14 Target Groups Statistics show four particular groups of people have faced historic and systemic barriers to full participation in Canadian society. Social, economic and cultural evolution in our society has brought awareness of these inequities, and has provided impetus for change. Continuing efforts are being made to make our community a more inclusive and fair place in which to live and to work for members of the following groups: Women: Women are the largest group entering the employment market, comprising 50% of the workforce. They also represent 50% of the university graduates in business and management. However, women continue to experience job ghettoization, and lower earnings when compared with men. Canadian women s average salaries are approximately 72% that of their male counterparts (Setting the Stage for the Next Century, The Federal Plan for Gender Equality, Status of Women Canada, 1995). Many women serve dual roles in their lives and the conflicting demands of unpaid and paid work responsibilities create a considerable hardship. In the labour force, 15% of women are single parents. Half of all mothers with children under 3 years of age are in the workforce. As the population ages, many women must care for older family members. Flexibility in work hours, job sharing, and availability of quality day care are all ways in which an employer can be responsive to the needs of female workers. More importantly, gender-based analysis, a process that assesses the differential impact of proposed and/or existing policies, programs and legislation on women and men, is an important tool when designing an equitable workplace (Gender-Based Analysis: A Guide for Policy Making, Status of Women Canada, 1996). For some women, inequalities are compounded by their membership in groups that are disadvantaged; Aboriginal women, women with disabilities, women who are members of visible minority groups. PAGE 12

15 Aboriginal People: According to Statistics Canada, this term refers to those (people) who identify themselves with at least one of the following groups: North American Indian, Metis or Inuit. Using Data from the 1996 census, Mandelson and Battle (1999) found that the Aboriginal identity population grew by 33% between 1991 and 1996, as opposed to just 6% for the non- Aboriginal population. Much of this growth is the result of a very young age profile of the Aboriginal population. In 1996, 35% of the Aboriginal population was under 15, compared with 20% for the population as a whole. Aboriginal people continue to migrate to urban centers in search of a better quality of life, educational opportunities, and employment. When in-migration statistics are combined with the relatively high birth rates, urban Aboriginal populations are expected to show significant growth over the next decade. In 1996, 7.1% of Winnipeg s population identified themselves as Aboriginal, a total of 43,460 people, making Winnipeg home to Canada s largest urban Aboriginal population (Statistics Canada). Predictions are that by 2016, the Aboriginal population in Winnipeg will increase to 16% of the total population. It is expected that within the next 20 years 1 in 4 people entering Winnipeg s workforce will be Aboriginal (Growing From Within, 1997). This segment of the population faces a long, and well-documented history of institutionalized racism and systemic barriers to full participation in society. Of all groups, Aboriginal people are the most disadvantaged in education, employment and income. The City of Winnipeg has a tremendous opportunity to showcase our aboriginal culture and their abilities. In Western Canada as a whole, unemployment rates among Aboriginal people are 3 times that of the general population. The Aboriginal population has historically had lower levels of formal education than the general Canadian population, evidenced in 1996 census figures which show that three in ten Aboriginal people had not finished high school. This pattern has been changing since the residential school system was abolished in the 1970 s and since school systems have attempted to work more co-operatively with communities to develop culturally sensitive curriculums. Now more Aboriginal people are enrolling in post-secondary institutions than ever before. However, differences in earning power continue with Aboriginal persons experiencing an earnings gap of 12.5% for males, 9% for females, when compared with their non- Aboriginal counterparts. Of those in the 20 % bottom income distribution, four of ten are Aboriginal. PAGE 13

16 People with Disabilities: The term disability refers to any restriction or lack of ability to perform an activity in the manner or within the range considered normal (World Health Organization). Under the terms of reference of the City of Winnipeg Access Advisory Committee, disability includes (1) Physical disability including mobility impairment, agility impairment, visual impairment and hearing impairment, as well as (2) Cognitive disability. It is recognized that created environments, whether physical or attitudinal, contribute to the relative barriers persons with disability face. As of 1991, 17.6% of Manitobans had at least one disability (1991 Health and Activity Limitation Survey, Statistics Canada). It is anticipated that these numbers will significantly increase as the population ages. In a study by the Canadian Paraplegic Association (Workforce Participation Survey of Canadians with Spinal Cord Injuries, 1997), 45% of respondents stated that they required some accessibility modification to a workplace. In addition to environmental modification, some workers may require other modifications to cope with such interfering factors as decreased stamina or chronic pain. Responses to this may mean job sharing, or a flexible work schedule. The study shows that those respondents who are employed (38%) come from all levels of functional ability and are in a diverse range of occupations. The concept of Universal Design refers to design solutions, which create environments that respond to the needs of the range of the population to the greatest extent possible. It is concerned with broad marketing by meeting the requirements from children through to seniors, people with or without disabilities, and without stigmatizing or identifiable aesthetics. (City of Winnipeg, Universal Design Draft By-Law and Policy Paper, March 2000) The report goes on to state that the term design refers to more that just the built environment. We design systems, services, and policies as well as buildings and landscapes. Universal design principles will apply equally well to the design of parks, buildings, transportation systems, information services, recreation and social services, and policies and by-laws. PAGE 14

17 Access issues currently being addressed by the City of Winnipeg Access Advisory Committee include: Policy - Communication - Transportation - Recreation - Signals - Properties - Employment - Education - General awareness of disability issues, with a focus on Universal design (see definitions in appendix) Issues of access to accessibility to information Continuing improvements to Handi-Transit and low floor busing. Especially focused on public facility accessibility An audible signal policy was adopted by City Council in 1998, with ongoing implementation. Upgrading to and beyond minimum standards of accessibility in City owned and leased properties. Continued efforts to establish equitable hiring practices, accommodating the workplace to facilitate injured workers return to employment. Working to improve awareness of disability issues in the City workforce. Visible Minorities: As defined by the Employment Equity Act, visible minority refers to persons, other than Aboriginal peoples, who are non-caucasian in race or non-white in color. Groups include Chinese, South Asians, Blacks, Arabs and West Asians, Filipinos, Southeast Asians, Latin Americans, Japanese, Koreans, and Pacific Islanders. (Note: Terms as written in the Act). Visible minorities in Winnipeg continue to increase while the number of persons with European ancestry is declining. (Social Planning Council of Winnipeg). In the 1996 census, 11.9% of Winnipeg s population identified themselves as a member of a visible minority group, a total of 72,690 persons. Many visible minority immigrants still face systemic barriers in getting their credentials recognized. Consequently they are denied opportunities to jobs that match their qualifications (Canadian Race Relations Foundation, 2000). In this report, it was found that despite having higher than average participation and achievement in post-secondary education; visible minorities have lower occupational status than other groups in Canada. Visible minorities were found to earn much lower average annual incomes than non-visible minorities in all occupational categories. PAGE 15

18 OUR CITY, OUR PEOPLE CITY OF WINNIPEG - A DEMOGRAPHIC OVERVIEW The City of Winnipeg has retained a relatively stable population over the last few years of about 630,000. The following statistics are taken from 1996 Census Data (Statistics Canada). A more detailed summary is contained in the Appendix of this report. With regard to the specific mandate of this report the following information is important to note: More than 95% of the people in Winnipeg are Canadian citizens. The number who speak a language other than English reflects a significant cultural diversity, with French, German, Tagalog (Filipino), Ukrainian, Chinese and First Nations languages predominant. Only 1.2% of the population speaks neither French nor English. 43,460 people living in Winnipeg identified themselves as Aboriginal in 1996, making up 7.1% of the population. Visible minorities made up 11.9% of Winnipeg s population in 1996, totaling 72,690 people. THE FUTURE BECKONS US ALL THE EMERGING ISSUES A Pattern of Continuing Immigration - Welcoming the World Winnipeg has a long history of welcoming newcomers to Canada, providing a safe place to prosper, grow, and raise a family. We are primarily a community of immigrants, who over time, be it days, decades or generations, have come to call Winnipeg home. This continues to be the case as underscored by data from Manitoba Labour and Immigration, Manitoba Immigration Statistics Summary, 2000, third quarter preliminary report. About four thousand people from other countries make new homes in Manitoba every year; three-quarters will settle in Winnipeg. Only 2% of immigrants to Canada come to Manitoba. That is below Manitoba s portion, 3.8%, of the Canadian population. The majority of these immigrants (58%) come from 10 countries: The Philippines (15%), Germany (13%), India (6%), China (7%), Ukraine (4%), United Kingdom (3.5%), Ethiopia (4%), Korea (2%), USA (2%), and Pakistan (1.7%). A majority of these immigrants are assumed to be visible minorities. PAGE 16

19 Of the principle applicants for immigration to Manitoba, 29% report at least some postsecondary education and bring many occupational skills with them. Over 95% of principal applicants declare their intention to work or to further their education. Of these, 47% are married, many with families. Manitoba accepted over seven hundred refugee claimants in the first three quarters of It must be remembered that repressive governments in their countries of origin have victimized many of these individuals. It may require special efforts to reach out to the members of these groups, in order to gain their trust and participation in civic life. An Aging Society According to the 1996 census, 17% of Winnipeg s population, or about 100,000 people, was over the age of sixty. Most live relatively healthy, active and independent lives. Life expectancy is continuing to increase and our community will continue to benefit from this productive, experienced and ever growing segment of our population. An awareness of the increasing issues of access for persons with disabilities will come to the fore as Winnipeg s population continues to age. Winnipeg s Youth The largest age group identified in the 1996 census was those up to the age of 19. That group makes up 26.5% of the population, or more than 160,000 people. It is imperative that we find opportunities for employment, recreation and education for these young people in order to allow them to make Winnipeg their long-term home. Child poverty continues to be an issue in Winnipeg. Almost 20% of city families fall within lowincome criteria. PAGE 17

20 The Gay, Lesbian, Bisexual and Transgender Community Current estimates state that approximately 10% of the population is predominantly lesbian or gay (Coalition for Lesbian and Gay Rights in Ontario, 1991). They are a diverse group of individuals, from every walk of life, and valued members of our community. This community continues to struggle, however, against deep-seated prejudice, harassment and hate-motivated violence. Institutions continue to systematically exclude lesbian, gay, bisexual, and transgender people through policies and practices. The City of Winnipeg has extended same sex benefits to employees. Our society does continue, however, to battle the specter of fear and homophobia that limits the full inclusion of gay, lesbian, bisexual and transgender persons in our community. It is imperative to recognize that families, too, are diverse in their make-up. Winnipeg s Aboriginal Community - An Untapped Workforce As this report has already emphasized, data show growing numbers of Aboriginal people are choosing to live in Winnipeg. Some of our Aboriginal citizens are new migrants from other communities. Many have lived in the city for generations, and are even descendants of Winnipeg s original citizens. Others, still, migrate between the city and their home community. Most come to Winnipeg looking for better opportunities for employment, education, and a life for their families. Many, however, are disappointed, and discouraged by the barriers they face when they get here. It is important to acknowledge Aboriginal people are an increasingly important human resource to the city of Winnipeg. This is a relatively young group of people who must be encouraged to become our employees and leaders of the future. It will require strong proactive measures to make this happen, by removing the barriers that prevent people from fulfilling these roles. We must also work to teach the young people in the Aboriginal community that they are not just welcome, but needed. The City of Winnipeg needs to continue to work with members and leaders from the Aboriginal community to identify needed resources, supports and opportunities. Ongoing efforts toward better communication and mutual understanding are required to establish a more positive relationship. PAGE 18

21 LEVELS OF ACTION The City and Community Winnipeg and its People The face of Winnipeg s citizenry is undergoing a constant evolution. New immigration patterns emerge, various concerns ebb and flow. People of different cultures, languages, abilities and lifestyles join those already here. While the city is a celebration of differences, there is one thing we all share: citizenship. As such, we must be equal in our enjoyment of the rights, privileges and responsibilities of that citizenship. The ongoing challenge is to ensure that happens. An important first step in recognizing our differences, accepting and even embracing them, is to listen to voices in our community. Areas of Community Concern: In community forums, as well as in direct submissions, the Mayor s Task Force on Diversity heard from many individuals who expressed concerns with regard to the relationship between the City of Winnipeg, and members of the target community groups. Some of the community comments that came from public forums are quoted here. They fall primarily into five categories: Community Representation, Communication, Service Provision, Arts and Cultural Funding, and Accountability. The Task Force has developed recommendations that directly respond to the community s expressed concerns. I. Community Representation TASK FORCE FORUMS COMMUNITY COMMENTS Have representatives from the cultural community participate on an active committee to bring forth ideas, in an advisory capacity Structure should include outreach and community development. Establish a Commission independent of civic administration (which will) call on civic administrators for accountability PAGE 19

22 RECOMMENDATION #1: That Winnipeg City Council establishes and appoints a Citizen Equity Committee (CEC). This independent body would consist of 7 to 9 individuals from among the target group communities, with the broadest possible representation. To ensure continuity, it is further recommended that at least one member of the Mayor s Task Force on Diversity be appointed chair or vice chair on the initial committee. In addition, the committee shall include the Mayor, two City Councillors, and the City of Winnipeg s Chief Administrative Officer. The committee shall invite one member each representing the provincial and federal governments. The Citizen Equity Committee would have the following mandate: 1. To work in an advisory capacity to Winnipeg City Council, in order to advocate for systemic values of diversity and equity. 2. To provide an avenue of communication and support for community concerns with regard to equity and diversity issues as they impact on City of Winnipeg policies, procedures and services. 3. To hold an annual public forum on diversity issues to elicit feedback from community members. All groups on the community group registry and the general public should be invited to attend. 4. To provide a system of public accountability with regard to Equity and Diversity objectives, the committee shall produce an annual report, to be released to the public on March 21 (Elimination of Racial Discrimination Day), with regard to equity and diversity programs within the City of Winnipeg jurisdiction. 5. To review and monitor the special needs of youth and seniors to ensure their participation in the community. 6. To continue to monitor existing and new City of Winnipeg policies on services, appointments and hiring, including all City boards, committees and agencies. To make recommendations, as required, that will enable City government to better reflect the diversity of the City in the face of its workforce. PAGE 20

23 7. To inform the Mayor and City Council as to emerging issues and provide advice through summaries with appropriate support information. 8. To act with the Citizen Outreach Equity Office to disseminate relevant information between community groups, concerned individuals and the City of Winnipeg. 9. That the CEC meet with the City of Winnipeg Access Advisory Committee on an annual basis to review the ongoing implementation of equity programs, and to review annual reports. II. Communication TASK FORCE FORUMS COMMUNITY COMMENTS Have a community contact person to report the concerns of the community Network among the City s diverse cultures...encourage more cross-cultural interaction. Information should be available in a format that will be understood by the community RECOMMENDATION #2: That an office, to be called the Citizen Outreach Equity Office (COEO), be maintained and reviewed annually. Further that additional financial resources be allocated to this office. This office will work in an advisory capacity to the Mayor and City Council. The mandate of the COEO will be as follows: 1. That a comprehensive registry of community groups representing the City s diversity be established and be actively maintained by the COEO, under the direction of the Citizen Equity Committee, in order to facilitate communication with and between target group organizations. Regular contact with community groups will be maintained. 2. That a comprehensive communication strategy be developed, to include a regular COEO newsletter, to be established as a communication tool with and between registered organizations. The newsletter will be made available in print, in alternate media, and on a web site. Groups could be encouraged to contribute to this newsletter as appropriate. PAGE 21

24 3. To inform and assist target group organizations and their members on how to access City of Winnipeg services and resources, and to maximize the participation of group members in civic government. 4. That the COEO acts as administrative support to the Citizen Equity Committee. 5. That the COEO be responsible for the development of a New Citizen s Package, in partnership with community groups, the business community, labour groups, educational institutions, and other levels of government to provide newcomers with information with regard to services available to them in their new home. 6. To assist the CEC in holding an annual public forum to elicit public feedback from community members, and to communicate information on equity and diversity programs and policies. To assist in the evaluation and preparation of data and information for dissemination at this forum. 7. To work in partnership with other City of Winnipeg departments and programs and to share resources where practical, in support of systemic values of equity and diversity. 8. To develop and implement programs to support the equity and diversity objectives, such as a Speaker s Bureau. 9. To continue to evaluate existing City of Winnipeg education and training materials on equity and diversity issues, to recommend changes as required to existing materials, and to act as a resource in the development of new educational materials. 10. Establish partnering relationships with existing community resources, to provide language and cultural supports to citizens needing assistance to access services from the City of Winnipeg. PAGE 22

25 RECOMMENDATION #3: That the Departments in the City of Winnipeg reallocate advertising monies used in disseminating public information to include ethnic and community media outlets. RECOMMENDATION #4: That the City of Winnipeg acts to recognize, support and celebrate with diverse community celebrations, holidays and festivals. III. Service Provision The City of Winnipeg Corporate Plan articulates the mission statement for the organization: Working together to achieve responsive, affordable and innovative public service. There is an impression in some disadvantaged sectors of the community, however, that the City is not being responsive to their needs. TASK FORCE FORUMS COMMUNITY COMMENTS Assist communities in understanding the civic process. Include disabled parking at all civic events Initial contacts to city services should be people friendly and culturally sensitive. Want the same treatment, not preferential, just not less. RECOMMENDATION #5: That the City reviews the policies and practices of Citizen s Inquiry in order to be more responsive to the needs of a diverse community. RECOMMENDATION #6: That the City of Winnipeg adopts the policies on Universal Design to be brought forward by the Access Advisory Committee in September PAGE 23

26 IV. Equity in Arts, Cultural Funding and Literature TASK FORCE FORUMS COMMUNITY COMMENTS The minority community should have a say in funding arts projects to meet the needs of diverse communities. Winnipeg is recognized for both its rich cultural mosaic and its arts industry. However there is a vast, untapped potential within the multicultural community. For example, many newcomers to the City do not have the knowledge, expertise or familiarity with the structure of arts grants and sponsorship programs to contribute to our rich heritage. The Winnipeg Arts Advisory Council was established in 1984 by Winnipeg City Council to assist the city of Winnipeg in determining funding to arts and cultural organizations, and to provide the City with advice on cultural policy development The Council awards almost two million dollars annually to deserving groups. However the disbursement of grants to these various organizations reveals that most of the funding goes to a few well-established institutions. (See appendix) Furthermore, most of the art forms that are awarded grants are based on a European culture. Noticeably absent from our main cultural institutions are the contributions of such communities as the Black and Chinese, who have been part of our heritage for over one hundred years. As well literature and history of the changing multicultural demographics of Winnipeg needs to be more adequately reflected in our public libraries. RECOMMENDATION #7: That the Winnipeg Arts Advisory Council continue to proactively inform target group organizations of the availability of arts and cultural funding, to facilitate the application process and to recruit jury members who reflect the community. PAGE 24

27 V. Quality Assurance and Accountability TASK FORCE FORUMS COMMUNITY COMMENTS The process for accountability must be clear. The City should have a vision for the services that are appropriate for the 21st century, not just improving existing services, but reading trends and leading examples in other places. Civic administrators must be held accountable for inaction in the implementation and follow through with policies emanating from these recommendations. PAGE 25

28 The City as a Corporation Winnipeg as a Workplace The City of Winnipeg is one of Manitoba s biggest employers, with about 9,000 employees. The civic workforce is aging, with most employees between 35 and 54 years of age (Workforce Profile 1996). Anticipating the oncoming retirements of many of these individuals, the City must look to its community for its future human resource needs. This provides a perfect opportunity to enhance the diversity of the City s workforce. The 1996 Audit report suggests that we focus on valuing, seeking out and capitalizing on employee differences in order to meet the organization s objectives. We have the opportunity to create a civic workforce that truly represents the community it serves. Corporate Culture TASK FORCE FORUMS COMMUNITY COMMENTS Lots of different studies have been done over the past 10 years. Stop studying, start implementing. Develop a diversity lens, that is applied to all services. Champion the concept... Corporate culture refers to the values, norms and practices that become expressed in the attitudes and behaviors of the people in the organization, as well as the basic assumptions, standards, symbols and traditions of the organization that have developed over time. (1996 Audit Review, definition credited to Agocs). The report noted cultural change requires a shared vision among, and strong leadership by, many individuals within the organization, as well as a plan to identify the critical leverage points for change and to align formal and informal policies, systems and practices such that they are consistent with the principles of equity and diversity. The 1996 Audit recommended the City strive to create such an organizational culture by fostering an environment in which: Employees are treated as individuals and at the same time feel included. Employees feel recognized, valued and respected. Employees are actively involved in their work areas, in problem solving and in decision making. PAGE 26

29 There is an openness to and encouragement of new ideas and different perspectives. There is flexibility and accommodation with respect to individual needs. Employees feel they are treated fairly. Potential employees that are diverse in many ways view the organization as a welcome place. Citizens generally view the organization as being fair and responsive to their needs. From a business perspective, as well, there is great value in a diverse workforce. Many organizations are realizing that by effectively building and managing workforce diversity, they can capitalize on employee potential, enhance customer service, improve their profitability and attract and retain qualified people. In Trinity Group s report (Measuring Diversity Practices in Organizations, 1998) a link was established between a corporation s performance on diversity and its performance overall. RECOMMENDATION #8: That the City and its workforce focus on equity and diversity issues in the development of all policies, procedures and services. A statement of commitment should be included in the business plan of each civic department. Employment Equity TASK FORCE FORUMS COMMUNITY COMMENTS Hire people with multiple language capacity. Provide more flexible work arrangements. Have measurable objectives. One goal of the City of Winnipeg is to have a workforce representative of the diverse community it serves. We have a long way to go before we achieve this. There has been a small amount of progress toward this goal over the last 20 years, but the methods we are now employing are not enough. More must be done. PAGE 27

30 Employment equity is defined as organizational policies, practices and initiatives aimed at increasing employment representation of historically disadvantaged groups across the organization. Employment equity strategies are special measures taken to achieve specific goals. Once these goals have been reached, the special measures are no longer needed (The City of Winnipeg s Equity and Diversity Initiative). It is important to note that equity does not mean treating everyone exactly the same, but it does mean treating people fairly while recognizing their uniqueness. Employment equity programs typically involve attention to three areas: 1. Removal of systemic discrimination from human resource systems 2. Setting of goals and timetables for the recruitment and promotion of designated group members (women, Aboriginal people, persons with disabilities, and visible minorities). 3. Special measures to facilitate recruitment, hiring and promotion of designated group members, and to address issues such as accommodations, sexual harassment, etc. Representation refers to the occurrence of designated group members within the organization (and the) job they occupy, at what levels and in what numbers. The degree of representation of our workforce is determined by comparing the City s workforce profile (a census of employees) against the profile of Winnipeg s availability of designated group members in the labour market (The City of Winnipeg s Equity and Diversity Initiative Workplace Profile 1996). The Audit Report on Employment and Equity program (1996) warned that integration of equity and diversity within an organization as large and complex as the City of Winnipeg will be extremely challenging. The process is an evolutionary one, requiring commitment at all levels of the organization. The Equity and Diversity Initiative at the City of Winnipeg began in June 1996, and its activities were framed within the context of developing a business case model for the City... (That) emphasizes the need to create a working environment which values differences and can accommodate a variety of needs and differences within a greater cross-section of people, while at the same time creating some special measure programs which would address the equity issues of the workforce. PAGE 28

31 This initiative has seen the civic workforce begin to reflect the diversity of Winnipeg s communities. It shows a small, but steady increase in the representation of designated groups within the civic workforce. The report specified that in two designated group categories - Aboriginal people and people with disabilities - the City is moving closer to being representative of labour market availability. (An updated Workplace Profile will be published with an Annual Report in early 2001). It is also stated in the reports made available by the Employment end Equity Initiative staff, however, that the increase in the number of employees with a disability is largely due to an increase in the number of existing employees who have developed a disability, not newly hired employees. The other target groups appear to have remained relatively static with regard to their representation in the civic workforce. Little progress appears to have been made with regard to the job status or occupational distribution among members of target groups. Designated Groups (prelim) LMA 1996/2000 census Total Population Women 26.9% 27.4% 27.7% 27.3% 47.4% 51.4% Aboriginal People 3.9% 4.1% 4.1% 4.4% 4.6% 6.9% Visible Minorities 3.8% 4.0% 3,8% 3.9% 11.1% 11.1% People w/ Disabilities 3.5% 4.5% 6.2% 6.5% 7.6% 7.9% (Source: Employment and Equity Initiative report to Mayor s Task Force on Diversity) Note: Labour Market Availability (LMA) represents how the workforce should have looked in i.e. the percentage of the population that a particular target group represents, including only those individuals who were available for employment in The LMA is not a ceiling. If the workforce or occupational group has not yet achieved the LMA - this is a benchmark to aim for. If the LMA has been met or exceeded, the goal should be to continue to recruit and increase the representation. PAGE 29

32 Ghettoizing Beyond the raw number of people employed by the City of Winnipeg who are members of designated groups, it is important to look at where in the organization these individuals work, levels of authority they attain, and the salary level they achieve. Figures from the 1996 EDI report Workforce Profile suggest that while more persons from designated groups have been hired, the representation of target groups decreases as one moves upward in authority and pay. In 1996, 85.3% of upper level managers were male, as were 90.7% of middle managers, 92.7% of supervisors and 100% of foremen. In contrast, 82.7% of clerical workers were female. The largest proportion of persons with disabilities was surprisingly found among semi-skilled manual workers (12.5%). From payroll reports in 1996, the male to female average earnings gap between permanent employees was 31%. RECOMMENDATION #9: That the CAO and the Department Heads, working in cooperation with their Human Resources counterparts, continually set aggressive benchmarks that more accurately reflect the changing diversity of the city and specifically recognize the potential of the Aboriginal workforce. The current benchmarks set by the Equity and Diversity Initiative Program are to be used for New benchmarks are to be set over the following four years to It is further recommended that the new benchmarks are to be reviewed by the Citizen Equity Committee every year. RECOMMENDATION #10: That the City of Winnipeg improve the opportunity for advancement of the target groups by implementing catch-up and equalization principles and by developing a mentorship program from within its workforce. It is further recommended that those who act as mentors receive special recognition for their efforts. PAGE 30

33 A Unionized Working Environment Employees of the City of Winnipeg are represented by nine different unions. The role of the unions is to provide support and stability for current employees. However, policies held strongly by the unions regarding hiring, and especially promotion of members, could potentially conflict with the goals of equity and diversity programs. RECOMMENDATION #11: That the City of Winnipeg enter into an ongoing dialogue with the unions representing City employees with regard to Employment Equity policy and practice. The City should endeavor to have wording supporting equity programs included in future collective agreements. Education and Training We fear what we do not know and we defend against that which we do not understand. It is only through education and dialogue that the feelings behind discrimination can be eliminated. The messages of embracing diversity and commitment to equity must be clearly and openly discussed at all levels. Consequences must be clear, both positive and negative. TASK FORCE FORUMS COMMUNITY COMMENTS The City needs to do more cultural sensitivity training. Volunteer translators among staff would be helpful. Have employees understand their own bias toward other people and be sensitive to how it affects other people. RECOMMENDATION #12: That all City of Winnipeg Employees, from entry level to senior management, be required to attend workshops/training with regard to the Equity and Diversity Benchmarks and Objectives. RECOMMENDATION #13: That the City of Winnipeg continues to evaluate and improve upon existing training programs regarding Respectful Workplace and No Harassment Policy. Further that new workshops and internal expertise be developed to include accessibility awareness, cultural sensitivity, conflict resolution and gender-based analysis. PAGE 31

34 Boards and Commissions City Council has delegated the responsibility for the management and administration of certain public services to autonomous bodies. These boards and commissions are appointed in whole, or in part, by Council and have such authority as is delegated to them by the relevant by-laws of Council or by Act of the provincial Legislature. Most of these Boards and Commissions include members of the public as well as members of Council. The diversity of the City of Winnipeg is not well represented on the membership of these Boards and Commissions. TASK FORCE FORUMS COMMUNITY COMMENTS Ensure more ethnic representation on Civic Boards and Commissions. RECOMMENDATION #14: That the City of Winnipeg consult with the Citizen Equity Committee for submissions from the community, when the need arises, to fill new or vacant positions on the City s Boards and Commissions. It is further recommended that each such Board and Commission includes at least one member from a designated target group. Contracting Services The Task Force has considered ways to level the playing field in competitions for City work and to enhance the City s reputation for ethical and fair business dealings. RECOMMENDATION #15: That the City of Winnipeg require in Requests for Proposals that submissions include information with regard to their employment equity policy and practice, and that this information be taken into consideration when awarding contracts. PAGE 32

35 Accountability (Flow chart) In the past, many studies have been done, and several programs established to address the issues of equity and diversity in the City of Winnipeg. For whatever reason, the City has failed to follow through on many of the recommendations that have been made. Insufficient work has been done to examine the value of those programs/policies that were established. There is a perception in the community that little political will toward change really exists, and that no one is held accountable for the success, or failure, of any such program/policy. RECOMMENDATION #16: That a standard reporting mechanism with regard to Equity and Diversity objectives and benchmarks be required by all City of Winnipeg Departments, to be completed by the Department Heads, and to be reviewed by the Chief Administrative Officer, and Executive Policy Committee on an annual basis. It is further recommended that this reporting mechanism be based on the Best Practice Model currently in use by the Winnipeg Police Service. RECOMMENDATION #17: That the Chief Administrative Officer produce an annual consolidation of equity and diversity measures in a Report Card format on an annual basis, to be presented to the Citizen Equity Committee for review and response. It is further recommended that said Report Card, and the CEC response are released to the public. Further, that an annual public forum on Equity and Diversity Issues be held, to be facilitated by the Citizen Equity Committee, to allow the citizens of Winnipeg to respond to the Report Card information as released. RECOMMENDATION #18: That the City of Winnipeg develops and implements a system of recognition to those civic departments that meet or exceed equity objectives and benchmarks. PAGE 33

36 The City as a Global Partner; Winnipeg and the World In the report, Towards a Sustainable Winnipeg, An Environmental Agenda (2000), Mayor Murray stated, The world s economy and cultures are becoming more integrated, and it is clear that local is global. It is our obligation to act locally but to think globally, in order to stand proudly on the world stage as a progressive city, and an example of a community working together in harmony. We have the opportunity to share our experience with the world, and to welcome that world to our door. Leadership Role The most effective leadership is that set by example. If the commitment to fair and equitable treatment of all citizens of Winnipeg truly pervades our culture, our thoughts and our behavior, we cannot help but to become role models. This modeling is essential in our own community, but is also important in the wider global community. Many people in the world have never experienced racial harmony, religious tolerance, or freedom from the threat of violence. We have the opportunity to prove that this is possible. RECOMMENDATION #19: That the Mayor and the City Councillors of Winnipeg and City of Winnipeg staff representatives act as vocal advocates for equity and diversity policies and initiatives in their interactions locally, nationally and internationally. International Relations - The Sister Cities Concept Since April 1971, the City of Winnipeg has had a policy that authorizes the Mayor to enter into Sister City Agreements with Mayors in other countries. To date, the following Sister City affiliations exist: Setagaya, Japan Minneapolis, USA Manila, Philippines Kuopio, Finland Chengdu, China San Nicholas de los Garza, Mexico Reykjavik, Iceland Lviv, Ukraine Taichung, China Beersheva, Israel Chinju, Korea PAGE 34

37 These relationships open the door for exchange on many levels: political economic, and personal. Many of these communities are a source of potential immigrants to Winnipeg. As such they are important relationships, and an excellent opportunity to promote Winnipeg in an international setting. RECOMMENDATION #20: That the Mayor and City Council continue to support the Sister Cities concept, by fostering new relationships with members of the international community and by increasing the number of Sister City relationships. Immigration Policy On February 26, 2001, the Winnipeg Free Press quoted Ernie Stokes, director of the Center of Spatial Economics. Manitoba has been warned that the future growth of its economy will be seriously stunted unless the province gets a significant increase of international immigrants. A combination of Manitoba s declining natural population growth (the net of all births and deaths) and the lowest unemployment rate in the country makes the need for immigrants particularly acute. Stokes went on to say that with an unemployment rate already at 4.6% and a natural unemployment rate of 4%, less than 1% of the population can fill outstanding jobs in the province. At the presently decreasing rates of natural population growth, a zero growth rate could occur as early as Currently, Manitoba receives only 2% of the immigrants to Canada, only about half of Manitoba s proportion of the Canadian population (3.8%) (Citizenship and Immigration Canada). Clearly initiatives need to be taken to increase this proportion. RECOMMENDATION #21: That the City of Winnipeg works actively to encourage immigration to Winnipeg through lobbying efforts with the provincial and federal governments, as well as through active promotion. Further that the City of Winnipeg lobby for and vocally support changes to the Immigration Act to include extended family in the family class application. Further, that the City of Winnipeg develops a specific policy on immigration, and that partnerships on the provincial and federal level be formed to facilitate an increased proportion of Canadian immigrants choosing Winnipeg as their new home. PAGE 35

38 Human Rights It is recognized that some of the interactions undertaken on a political level by representatives of the City of Winnipeg involve countries where human rights violations commonly occur. It is our responsibility to speak out openly against these violations, and to consider carefully how our silence may inadvertently support unacceptable actions. RECOMMENDATION #22: That the Mayor and all representatives of the City of Winnipeg act as vocal advocates for Human Rights in their interactions on a local, national and international level. CONCLUSION Developing a Sustainable System The term sustainable development refers to making certain that the choices available for future generations are not impaired by decisions made today. While this term usually refers to environmental and developmental issues, the concept can be applied to equity and diversity policy. It reinforces the fact that long term goals are more important that short term gains. So it is with the process of evolution that is the focus of this paper. In the document, Embracing Change in the Federal Public Service, Perinbaum et al state, embracing change requires taking risk and managing it. The City of Winnipeg is poised to continue this process in a proactive way, choosing to initiate change rather than waiting for it to happen. This will not be an easy process and it will require the commitment and the sustained effort of all involved. Since efforts towards the total inclusion of our diverse population began, it is recognized there has been some resistance to change, which has engendered frustration, discontent and cynicism. Strong leadership and a clear vision are required to accomplish real change. Plan Winnipeg - Vision 2020 affirms that Winnipeg sees itself as a vibrant and healthy city, which places its highest priority on quality of life for all its citizens (emphasis ours). It is the hope of this Task Force that the work that has been presented here, and the roadmap for change that it sets out will provide the impetus for this vision to become reality. PAGE 36

39 APPENDIX 1 MANDATE OF THE MAYOR S TASK FORCE ON DIVERSITY TO MARCH 31ST, 2001

40 MANDATE OF THE MAYOR S TASK FORCE ON DIVERSITY TO MARCH 31ST, 2001 The Executive Policy Committee mandates this Task Force to include but not be limited to the following and recommending improvements where required: (1) To hold community workshops and public hearings to ascertain what issues and/or barriers face individuals and communities when dealing with the delivery of city services, the implementation of city policies and city hiring practices. (2) To evaluate existing City of Winnipeg education and training material on race and ethnic issues. Recommend changes if required that include community recommendations. (3) To evaluate existing City of Winnipeg policies on services, appointments and hiring, including all City boards, committees and agencies. Make recommendations if required that will enable City government to better reflect the diversity of the City in the face of its workforce. (4) To develop a Best Practices strategy that is recognized as useful for public and private institutions in matters of hiring and policy development. (5) To inform the Mayor and Council as to emerging issues and provide advice through summaries with appropriate support information. (6) To develop a mechanism that brings racial equality issues forward in the development of policies and implementation plans. (7) Propose a relationship with community organizations and the City of Winnipeg to ensure the effective participation of communities in matters, which affect them. (8) To develop a mechanism whereby city staff can negotiate with other levels of government and community agencies to ensure people have equitable access to resources. (9) To encourage the development of joint action and cooperation between ethnic groups/organizations and the City of Winnipeg. PAGE 37

41 APPENDIX II DEFINITION OF TERMS

42 DEFINITION OF TERMS EQUITY Treating people fairly. In order to create equity, differences need to be recognized, respected and accommodated whenever possible. DIVERSITY Recognizing that people are different in many ways (race, gender, family status, education, etc.) Diversity focuses on valuing, seeking out and capitalizing on differences in order to meet the organizational, in this case the City of Winnipeg s, objectives. BENCHMARK A target which emphasizes results and these results generate the necessary momentum to sustain change. It must be realistic and attainable but must also call forth creative and innovative responses from the individual departments. (Embracing Change in the Public Service, Treasury Board 2000) RACE An arbitrary classification of human beings based on skin color or other physical features, which carries great social and economic significance. ACCESSIBILITY Refers to barrier-free access to information, services and public properties. This refers not only to physical access, but also access to information in alternate media formats, availability of sign language interpreters, and equipment. PAGE 38

43 APPENDIX III TASK FORCE ON DIVERSITY MEMBERS BIOGRAPHIES

44 Task Force on Diversity Members - Biographies MR. ALIX JEAN-PAUL (CO-CHAIR) Mr. Jean-Paul has worked extensively in the anti-racist, multicultural and intercultural communications areas. He is a bilingual graduate of the College Universitaire de Saint-Boniface- Bachelor of Education and the University Of Manitoba and holds two Masters degrees. An active community member, he is involved with; The Manitoba Association for Multicultural Education, the Manitoba Tennis Association, Black History Month Celebration Committee, the African Famine Relief Committee of Manitoba, and the Board of the Canadian Association for Multicultural and Intercultural Education. He also serves as a member of the Black History Month Resource Centre. Mr. Jean-Paul is an Educator at Windsor Park Collegiate MS. JOCELYN GREENWOOD (CO-CHAIR) Ms Greenwood is an advocate for Aboriginal women, children, seniors. She sits on the boards of the Manitoba Association of Women s Shelters and Wahbung Abinoonjiiag (children of tomorrow). Ms Greenwood has been assisting the seniors at Kekinan Centre to obtain a better living environment. She has been a Policy Analyst for government (Manitoba Women s Advisory Council and Citizenship and Multiculturalism) and has worked with Aboriginal youth preparing to join the work force. Currently, Ms Greenwood is the Executive Director of Ikwe-Widdjiitiwin, Inc, an Aboriginal Women s Shelter. MR. DEREK DABEE Mr. Dabee is an Information Clerk for the Government of Manitoba - Culture Heritage & Tourism. He is a community activist and has served on many boards as a volunteer. He is a long time volunteer with the Caribbean Community with over 20 years in human rights, cultural and sports areas. He is the founding President of Burton Cummings Community Centre and continues to serve on the Board (12 years). Mr. Dabee was born in Guyana (Caribbean) and has studied at the Universities of Manitoba and Winnipeg. PAGE 39

45 MR. FELIX MEZA Mr. Felix Meza was born in El Salvador, and after a brief stay in the United States, arrived in Winnipeg in October Since then, he has worked on many issues concerning the Latin American Community, including; human rights, racism, employment equity, community development, culture, and entertainment. Mr. Meza has studied, among other things, political science at the University of Winnipeg. Presently, he is working with the Central American Canadian Institute for Community Development. MS. GLENDA LAGADI Ms. Lagadi is an Entrepreneur and owner of Glenda s Tax & Consulting Services. She has been actively involved with community issues for a number of years. She is the past- Secretary, Treasurer, and Board Member of the Philippine Association of Manitoba. In 1996, Ms Lagadi founded the Neighbourhood Watch in Central Park and she continues to serve as a member of the Council of Canadians. Her commitment to social justice issues has been evident since her arrival in Canada in Ms Lagadi was instrumental in the implementation of the Police Foot Patrol in the core area and a safe fishing area in the province. She is the holder of a Bachelor of Science in Chemical Engineering (Mapua Institute of Technology) Philippines and has received her Income Tax Preparation Level V (H & R Block) Canada. MR. LARRY PELZER Mr. Pelzer has been an active member in many of Winnipeg s labour organizations. Mr. Pelzer serves as Vice-President of both the Manitoba Federation of Labour (Workers of Colour Representative), and Community Unemployed Help Centre, and is the third Vice-President of the Winnipeg Labour Council. He is also an instructor with the Canadian Labour Congress. His dedication to the labour community was recognized with the 1996 Coulter Labour community Service Award. PAGE 40

46 MS. EVITA SMORDIN Ms Smordin is a Holocaust Awareness Educator at Joseph Wolinsky High School. Currently, she is a Board Member of the Women Division Combined Jewish Appeal, a past Board Member of the Chai Folk Ensemble, a member of the Rady Community Centre and a community volunteer with the Winnipeg Fringe Festival. Ms Smordin is a graduate of the University of Manitoba with a degree in Sociology and has been teaching for over 40 years. She was born and raised in the City of Winnipeg. Diversity is a very important issue for Ms Smordin and she has been a strong advocate for human rights for many years. Her multicultural family includes four grandchildren. PAGE 41

47 APPENDIX IV EXCEPTS FROM: THE CANADAIN CHARTER OF RIGHTS AND FREEDOMS THE MANITOBA HUMAN RIGHTS CODE

48 Canadian Charter of Rights and Freedoms (Section 15 and 28) 15.(1) Every individual is equal before and under the law and has the right to the equal protection and benefit of the law without discrimination and, in particular, without discrimination based on race, national or ethnic origin, color, religion, age, sex sexual orientation, marital status, family status, or disability. 15.(2) Subsection (1) does not preclude any law, program or activity that has as its object the amelioration of conditions of disadvantaged individuals or groups including those that are disadvantaged because of race, national or ethnic origin, color, religion, age, sex, sexual orientation, marital status, family status or disability. 28. Notwithstanding anything in this Charter, the rights and freedoms referred to in it are guaranteed equally to male and female persons. The Manitoba Human Rights Code Defines discrimination as differential treatment of an individual based on generalizations about a group to which they belong or are perceived to belong, rather than on their personal merit. The Code [s. 9(2)] expressly mentions some characteristics on which unreasonable discrimination is prohibited: Ancestry: includes color and perceived race. Nationality or National Origin. Ethnic Background or Origin. Religion or Creed, or religious belief, religious association, or religious activity. Age. Sex, includes pregnancy, the possibility of pregnancy or circumstances related to pregnancy. Gender determined characteristics not included above. Sexual Orientation: this includes heterosexual, homosexual or bisexual orientation. Marital or Family Status Source of Income [s. 9(1)] Political Belief, Political Association, or Political Activity. Physical or Mental Disability: or related characteristics or circumstances, including reliance on a guide dog or other animal assistant, a wheelchair, or any other remedial appliance or device. Disabilities covered can include mental, psychological, or intellectual conditions and illnesses. Discrimination [s. 9(1)] also includes the failure to reasonably accommodate the special needs of PAGE 42

49 APPENDIX V WINNIPEG S NEIGHBORHOOD PROFILES PROVIDED BY THE CITY OF WINNIPEG AND STATISTICS CANADA

50 PAGE 1

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52 APPENDIX VI MANITOBA S IMMIGRATION NUMBERS 1998, 1999 & 2000

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55 APPENDIX VII LIST OF RESOURCES USED COMPLETE REPORTS AVAILABLE IN COMMUNITY OUTREACH OFFICE

56 PAGE 1

57 - The City of Winnipeg Arts Advisory Council (1999 Annual Report) - The City of Winnipeg Access Advisory Committee - The Age & Opportunity Centre - Diversity at Work - The Business Case for Equite by Trevor Wilson - Canadian Women Studies - Immigrant and Refugee Women Study (Report) - Caribbean Community Study, (1990) - The Manitoba Women s Advisory Council Report - The Canadian Paraplegic Association of Manitoba, Inc. (Report) - The Rainbow Resource Centre, (Document) - The Toronto Star - Poverty Linked to Skin Colour - UNEQUAL ACCESS - a Canadian Profile of Racial Differences in Education, Employment and Income. The Canadian Race Relations Foundation (Report) - The West Broadway Neighbourhood Housing Resource Centre (Report) PAGE 1

58 APPENDIX VIII TASK FORCE ON DIVERSITY PUBLIC FORUMS ADVERTISEMENTS

59 PAGE 1