Agenda - Anti Black Racism and Anti Racism Task Force - 20211117Town of Aurora
Anti-Black Racism and Anti-Racism Task Force
Meeting Agenda
Date:November 17, 2021
Time:7:00 p.m.
Location:Video Conference
Pages
1.Procedural Notes
This meeting will be held electronically as per Section 19. i) of the Town's
Procedure By-law No. 6228-19, as amended, due to the COVID-19 situation, and
will be live streamed on the Town's YouTube Channel.
2.Approval of the Agenda
3.Declarations of Pecuniary Interest and General Nature Thereof
4.Receipt of the Minutes
4.1.Anti-Black Racism and Anti-Racism Task Force Meeting Minutes of
October 20, 2021
1
That the Anti-Black Racism and Anti-Racism Task Force meeting minutes
of October 20, 2021, be received for information.
5.Delegations
Note: Anyone wishing to provide comment on an agenda item is encouraged to
visit www.aurora.ca/participation for guidelines on electronic delegation.
6.Matters for Consideration
6.1.Memorandum from Manager, Human Resources; Re: Diversity, Equity and
Inclusion, Strategic Action Plan 2021-2024
4
That the memorandum regarding The Town's Diversity, Equity
and Inclusion Strategic Action Plan 2021-2024 be received; and
1.
That the Anti-Black Racism and Anti-Racism Task Force
comments regarding the Town's Diversity, Equity and Inclusion
Strategic Action Plan 2021-2024 be received and referred to
staff for consideration and further action as appropriate.
2.
7.Informational Items
8.Adjournment
1
Town of Aurora
Anti-Black Racism and Anti-Racism Task Force
Meeting Minutes
Date:
Time:
Location:
Wednesday, October 20, 2021
7 p.m.
Video Conference
Committee Members: Mark Lewis (Chair)
Noor El-Dassouki (Vice Chair)
Mae Khamissa
Councillor Harold Kim
Members Absent: Keenan Hull
Other Attendees: Techa Van Leeuwen, Director of Corporate Services
Robin McDougall, Director of Community Services
Phil Rose, Manager, Aurora Town Square
Alicia Cherayil, Collections and Exhibitions Coordinator
Michael de Rond, Town Clerk
_____________________________________________________________________
1. Procedural Notes
This meeting was held electronically as per Section 19. i) of the Town's
Procedure By-law No. 6228-19, as amended, due to the COVID-19 situation.
The Chair called the meeting to order at 7:02 p.m.
2. Approval of the Agenda
Moved by Mae Khamissa
Seconded by Noor El-Dassouki
That the agenda, as circulated by Legislative Services, be approved.
Carried
Page 1 of 21
2
3. Declarations of Pecuniary Interest and General Nature Thereof
There were no declarations of pecuniary interest under the Municipal Conflict of
Interest Act, R.S.O. 1990, c. M.50.
4. Receipt of the Minutes
4.1 Anti-Black Racism and Anti-Racism Task Force Meeting Minutes of June 16,
2021
Moved by Noor El-Dassouki
Seconded by Mae Khamissa
That the Anti-Black Racism and Anti-Racism Task Force meeting minutes
of June 16, 2021, be received for information.
Carried
5. Delegations
None.
6. Matters for Consideration
6.1 Memorandum from Manager, Aurora Town Square; Re: Black History Month
– Planning February 2022
Phil Rose, Manager of Aurora Town Square, provided a brief overview of
the memo. There was no further discussion.
Moved by Mae Khamissa
Seconded by Noor El-Dassouki
1. That the memorandum regarding Black History Month – Planning
February 2022 be received; and
2. That the Anti-Black Racism and Anti-Racism Task Force comments
regarding Black History Month – Planning February 2022 be received
and referred to staff for consideration and further action as
appropriate.
Carried
Page 2 of 21
3
7. Informational Items
None.
8. Adjournment
Moved by Noor El-Dassouki
Seconded by Mae Khamissa
That the meeting be adjourned at 7:10 p.m.
Carried
Page 3 of 21
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
Memorandum
Corporate Services Department
Re: Diversity, Equity and Inclusion, Strategic Action Plan 2021-2024
To: Anti-Black Racism and Anti-Racism Task Force
From: Demetre Rigakos, Manager, Human Resources
Date: November 17, 2021
Recommendation
1. That the memorandum regarding The Town's Diversity, Equity and Inclusion
Strategic Action Plan 2021-2024 be received; and
2. That the Anti-Black Racism and Anti-Racism Task Force comments regarding the
Town's Diversity, Equity and Inclusion Strategic Action Plan 2021-2024 be received
and referred to staff for consideration and further action as appropriate.
Background
Under the direction of the Town's Council staff retained LifeWorks to facilitate the
development of a multi-year workplace DEI Strategic Action Plan. Dr. Nafeesa Jalal was
the lead consultant on this engagement and met with a number of stakeholders
including the, then, Chair of this task force. Dr. Jalal's assessment of the input of key
stakeholders along with the research findings, conducted by her team, resulted in eight
key areas of focus for the Town. They are:
1. Commitment from the Top
2. DEI Recruitment
3. Employee Retention
4. Training and Development
5. Marketing and Advertising
6. Partnerships
7. Data Collection and;
8. Accountability
Page 4 of 21
Diversity, Equity and Inclusion, Strategic Action Plan 2021-2024
November 17, 2021 Page 2 of 2
Each area of focus has a number of specific objectives that will be prioritized by staff to
achieve the main goal or key focus area. The complete action plan as presented
recently to Council and is attached for your review and comments.
In addition, Dr. Jalal will be presenting to the task force an overview of her approach and
summary of her findings.
Staff have began the implementation of the DEI Strategic Action plan and are open to
input and comments from the task force that will enhance our efforts to implement the
plan effectively.
Attachments
DEI Strategic Action Plan 2021-2024
Page 5 of 21
2021–24
Strategic
Action Plan
COMMITMENT FROM THE TOP
DEI RECRUITMENT
EMPLOYEE RETENTION
TRAINING AND DEVELOPMENT
MARKETING AND ADVERTISING
PARTNERSHIPS
DATA COLLECTION
ACCOUNTABILITY
DIVERSITY
EQUITY &
INCLUSION
Page 6 of 21
2021–23 Diversity, Equity, and Inclusion Strategic Action Plan i
2021-2023 DEI STRATEGIC
ACTION PLAN
CONTENTS
A message from the Chief Administrative Officer...................................................... 1
Diversity, Equity, and Inclusion Vision, Mission, and Values ................................... 3
Summary of Diversity, Equity, and Inclusion Goals ....................................................4
Goal 1. Commitment from the Top............................................................................... 5
Goal 5. Marketing and Advertising........................................................................................9
Goal 6. Strategic DEI-focused Partnerships........................................................................10
Goal 7. Data Collection.........................................................................................................11
Goal 8. Accountability................................................................................................. 12
Appendix – Key Concepts and Terms .........................................................................13
Goal 2. DEI Recruitment............................................................................................... 6
Goal 3. Employee Retention......................................................................................... 7
Goal 3. Training and Development............................................................................... 8
Page 7 of 21
2021–23 Diversity, Equity, and Inclusion Strategic Action Plan 1
2021-2023 DEI STRATEGIC
ACTION PLAN
A MESSAGE FROM THE
CHIEF ADMINISTRATIVE OFFICER
As the Town of Aurora CAO, my goal is to build
and maintain a workforce that is talented, diverse,
and committed to fostering a safe, fair, and
inclusive workplace and municipal administration.
We have made progress in these areas over the
past two-and-a-half years, but I know we can do
more. My vision is built on a recognition of our
current progress and a clear grasp of what could be.
To execute on this vision, we took a comprehensive
look at how to (i) ensure that our decision-making
reflects and respects the diversity in the
community we serve, (ii) support diversity in the
programs and services we offer our citizens, and
(iii) build a culture that enhances, values, and
capitalizes on the diversity in our workforce.
We reached one conclusion: we must and can do
more.
This Strategic Action Plan is a key step in that
process. It is organized around eight strategic
goals — commitment from the top, DEI
recruitment, employee retention, training and
development, marketing and communications,
strategic DEI focused partnerships, data collection
and accountability. Our high-level goals are
augmented by actionable steps that provide a clear
map forward for the municipality. Internally, the plan
further integrates diversity, equity, and inclusion
(DEI) into our hiring, training, and career
development programs. It calls on leaders at all
levels of the organization to develop operational
plans reflective of their current DEI performance
and business realities and will hold them
accountable for advancing their plans and
achieving results.
To be successful, our DEI efforts must be led and
managed as an organizational priority. This plan
will guide our work over the next few years, help
us measure our progress, and hold us
accountable.
I hope many of you will recognize that this plan is
unlike others we have had in the past. I hope you
will also recognize its potential and the will – at all
levels of the organization – to make lasting
changes. I stand behind it with my commitment to
you that, I will work toward an inclusive Town
where all feel that they belong.
To create a culture of belonging will require
all-hands-on-deck. Please join me.
Doug Nadorozny
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2021–23 Diversity, Equity, and Inclusion Strategic Action Plan 2
2021-2023 DEI STRATEGIC
ACTION PLAN
Page 9 of 21
2021–23 Diversity, Equity, and Inclusion Strategic Action Plan 3
2021-2023 DEI STRATEGIC
ACTION PLAN
DIVERSITY, EQUITY, AND INCLUSION
VISION, MISSION, AND VALUES
DEI Vision
Our workforce is talented, diverse, and committed
to fostering a safe, fair, and inclusive workplace and
community.
DEI Mission
To foster a culture that exemplifies teamwork,
embraces innovation, and values diversity, equity,
and inclusion to achieve mission excellence.
DEI Values
The following values hold true to our vision, shape
how we carry out our mission, and guide how we are
expected to treat one another.
•We take the broadest possible view of
diversity, including seen and unseen qualities.
•We acknowledge life experiences that make
individuals unique.
•We encourage all employees to use their
unique perspectives to help advance our
mission.
•We require fair treatment, accessibility, and
opportunity for advancement for all
employees.
•We expect our workplace to be an inclusive
environment built on mutual trust, respect, and
dignity.
•We incorporate diversity, equity, and
inclusion in our daily work.
•We commit to building a workplace where all
employees feel safe bringing their authentic
selves to work.
•We pledge to identify and eliminate barriers
to equal opportunity in the workplace.
•We will foster diversity, equity, and inclusion
in the services we offer consistent with our
mandate.
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2021–23 Diversity, Equity, and Inclusion Strategic Action Plan 4
2021-2023 DEI STRATEGIC
ACTION PLAN
SUMMARY OF DIVERSITY, EQUITY,
AND INCLUSION GOALS
Goal 1. Commitment from the Top
Our leaders at all levels promote the vision and business case for DEI by taking
actions to increase diversity and equity in the workforce and maintain an inclusive
workplace.
Goal 2. DEI Recruitment
Recruit, hire, and develop a high-performing workforce that reflects the
communities we serve by optimizing experiences throughout an employee’s career.
Goal 3. Employee Retention
We will make every effort to create and maintain an inclusive culture where
individuals feel encouraged to stay and grow.
Goal 4. Training and Development
Mature the DEI model to improve the consistency of desired outcomes by
strengthening policies and procedures, utilizing technology, and enhancing training.
Goal 5. Marketing and Advertising
The Town will develop a DEI focused branding and advertising strategy that tells the
Town's story and supports attracting and retaining diverse candidates.
Goal 6. Strategic DEI-focused Partnerships
The Town will expand alliances with external agencies and service providers to
improve talent sourcing and recruitment from diverse groups and people with
disabilities.
Goal 7. Data Collection
The Town will continue to use engagement surveys to gauge "inclusion" perceptions
from all employees and address gaps through specific action plans.
Goal 8. Accountability
We will develop a dashboard that measures progress on DEI activities and
outcomes and share the results on an annual report
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2021–23 Diversity, Equity, and Inclusion Strategic Action Plan 5
2021-2023 DEI STRATEGIC
ACTION PLAN
1.Commitment from the Top
Our leaders at all levels promote the vision and business case for DEI by taking
actions to increase diversity and equity in the workforce and maintain an
inclusive workplace.
1.1 Cultural Competency. Ensure every leader
in the organization understands the
organization's expectation to developing their
knowledge, skills and behaviours necessary to
develop and maintain authentic relationships
with everyone inside and outside the Town
a.Develop and implement a new performance
standard for supervisors and managers that
focuses on employee career development and
the cultivation of an inclusive, and constructive
work environment that is committed to
enhancing our organizational culture and is
built upon transparent communication, mutual
trust, and respect.
b.Incorporate DEI goals in both departmental
plans as well as individual performance goal
setting plans to ensure that goal setting plans
reflect not only what we do and produce but
also how we do it. e.g. collaboration, respect,
empowerment.
c.Incorporate "culture" discussion on the
agenda for the Executive Leadership Team so
that there is meaningful dialogue and
opportunity to address areas of opportunity.
1.2 Employee Engagement Surveys. Deploy
engagement surveys and take action on the
results and feedback from staff
a.Deploy bi-annual employee engagement
surveys while incorporating DEI related
questions.
b.Use data to track progress on DEI related
initiatives.
c.Champion the employee engagement action
planning committee work by encouraging staff
to participate and share their views and by
implementing the recommendations that the
committee presents to improve the
organizational culture.
1.3 Best Practices. Select and implement DEI
best practices that would be most effective at
the Town of Aurora.
a.Develop and implement a mentorship program
to leverage the experience of seasoned staff
who can mentor younger professionals to
succeed in their career.
b.Develop Employee Resource Groups so that
interested groups of employees can
collaborate and address issues of mutual
concern. (e.g. Women's network, young
professionals network, LGBTQ+ network)
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2021–23 Diversity, Equity, and Inclusion Strategic Action Plan 6
2021-2023 DEI STRATEGIC
ACTION PLAN
2.DEI Recruitment
Recruit, hire, and develop a high-performing workforce that reflects the communities
we serve by optimizing experiences throughout an employee’s career.
2.1 Diverse Job Sites. Ensure talent
acquisition practices consistently provide
equal opportunity and strive to close
representation gaps at all levels.
a.Identify and leverage diverse job sites to
post opportunities so that underrepresented
groups are made aware of opportunities
they can apply to.
b.As we implement new technology to digitize
our recruitment process (Applicant Tracking
System), we will ensure that DEI
requirements are built into the process so
that we can conduct blind evaluations
without regard for gender, name or place of
origin.
c.We will leverage technology to collect
appropriate data that can help us evaluated
among other things the effectiveness of
diverse talent acquisition strategies.
2.2 Inclusive Language and Images. Ensure
language and images used in job postings and
job descriptions is inclusive.
a.We will build inclusive language and images in
our job postings, and job descriptions to ensure
we attract diverse candidates.
b.Update Recruitment Policy to ensure language
reflects Town's vision of:
"Our workforce is talented, diverse, and
committed to fostering a safe, fair, and inclusive
workplace and community".
c. Update our job posting DEI language to
include:
"The Town of Aurora is an equal opportunity
employer that is committed to an inclusive,
barrier-free recruitment and selection processes
and work environments. We are committed to
recognizing and celebrating the diversity of
opinion, talent and expertise that make each
person unique. We thank all applicants and
advise that only those selected for an interview
will be contacted.".
2.3 Promote DEI in company culture. Increase
opportunities for employees to be engaged in
achieving DEI goals.
a. We will leverage the employee engagement
action planning corporate committee to gain their
input in the development and implementation of the
DEI Strategic Action Plan. Creating an inclusive
culture will require the participation of staff.
2.3 Diverse and inclusive Hiring Panels.
Ensure hiring panels are diverse and
trained to prevent unconscious bias.
a.Where possible, the hiring panel will include
one female member and to the extent
racialized persons.
b.Members of panels will be trained on
unconscious bias and making decisions
based on facts and merit and not "gut
feelings".
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2021–23 Diversity, Equity, and Inclusion Strategic Action Plan 7
2021-2023 DEI STRATEGIC
ACTION PLAN
3.Employee Retention
We will make every effort to create and maintain an inclusive culture where
individuals feel encouraged to stay and grow.
3.1 Involve All Staff. All staff will be provided
opportunities to participate in providing their
input, decision making and sharing ideas.
3.2 Continue building a culture of
collaboration and trust. All employees in
the organization need to increase their
ability to work as a team as a team and be
committed to recognizing and celebrating
the diversity of culture, opinion, talent and
expertise that make each person unique.
a.We will provide regular diversity training to
increase awareness and skills in this area.
b.We will provide leadership development
training to increase collaboration and trust
within our people leaders.
c.We will review, update and implement our
respect in the workplace policies and
procedures and provide regular training
opportunities for all staff.
d.We will review our floating holiday policy
and revise so that it can be used to
accommodate religious/cultural beliefs
e.Build a more robust information on our
Corporate Intranet on DEI for staff.
3.3 Open Communication Lines. We will create
structures that encourage and support conflict
resolution.
a.We will support our staff and leaders with
skills that enable them to prevent and resolve
conflicts.
b.We will leverage technology to build
structures that allow employees to collaborate
online and express their views but also to
build strong professional relationships with
their peers.
a.Bi-annual Employee Engagement will be a
regular vehicle for staff to provide input.
b.Pulse surveys will be deployed regularly to
get views of staff on different issues affecting
them and ensure that their voice is shared.
c.CAO and executive leaders will hold regular
Town Hall meetings to share updates with
staff and provide opportunities for staff to ask
questions and input.
d.Opportunities will be identified to make the
workplace more welcoming for diverse
employees. e.g. designate space as a quiet
room or spiritual room.
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2021–23 Diversity, Equity, and Inclusion Strategic Action Plan 8
2021-2023 DEI STRATEGIC
ACTION PLANDIVERSITY
AND
INCLUEQUITSIONY
a.Respectful Workplace Policy and Procedures
b. Recruitment policy and procedures
c. Flexible Work Arrangements and Remote Work
Policy and Procedures
d. Workplace Accommodation Policy and
Procedures
4.1 Inclusive Policies. We will review, update
and implement policies to ensure they are
equitable and inclusive
4.DEI Training and Development
We will invest in DEI training programs that help every employee to show up
each day without fear of being their true selves. This will foster higher degrees
of engagement, productivity, and innovation that contribute to increased
employee satisfaction. This in turn will translate to a better service
4.1 Training Plan. Promote workshops and learning
sessions designed to increase cultural
competencies and skills in promoting a diverse,
equitable and inclusive workplace.
a.Provide mandatory DEI training for all people leaders
b.Provide mandatory DEI training for all staff
c.Provide education for management and staff on the
history of Aboriginal peoples, including the history and
legacy of residential schools, the United Nations
Declaration on the Rights of Indigenous Peoples,
Treaties and Aboriginal rights, Indigenous law, and
Aboriginal–Crown relations. This will require skills
based training in intercultural competency, conflict
resolution, human rights, and anti-racism.
d.We will include DEI training as part of our onboarding
process for new employees
4.2 Train leaders on mentorhip programs. We
will train leaders on how to mentor and coach
a.We will improve the employee onboarding and
retention employee experience by providing
access to mentoring.
b.We will leverage mentorship relationships to
build trust and respect.
c.Mentorship will be a way to connect senior
leaders to other members of the organization,
receive reverse mentoring and share and
transfer organizational knowledge.
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2021–23 Diversity, Equity, and Inclusion Strategic Action Plan 9
2021-2023 DEI STRATEGIC
ACTION PLAN
5.Marketing Advertising and Communications
We will implement a process to review all Town initiatives through a DEI lens.
5.1 We will review and enhance the Town's
brand identity
a.We will communicate the Town's story
through a DEI lens.
b.We will review our written communications to
ensure we are using appropriate, inclusive,
non-offensive language.
c.We will review print material to ensure that
images our honest and representative of our
municipality and our community and that they
showcase our cultural diversity.
d.We will align diversity and inclusion messages
with the Town's brand that include:
i.a welcoming and supportive culture
ii.diverse workforce - unique perspectives
iii.work that is meaningful and fulfilling
iv.Ability to tangibly help the lives of
residents
v.Opportunity for professional growth for
everyone.
5.2 We will develop a DEI framework that all
Town initiatives can be viewed through
prior to being implemented.
Referencing the City of Ottawa's guide to
Advancing Equity and Inclusion in Municipal
Government we will train our leaders and staff on
how to apply the DEI ens in the development of
programs and initiatives to ensure our programs and
initiatives are inclusive of everyone in the
community.
https://documents.ottawa.ca/sites/documents/files/
documents/
adv_equity_en.pdf
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2021–23 Diversity, Equity, and Inclusion Strategic Action Plan 10
2021-2023 DEI STRATEGIC
ACTION PLAN
6.1 We will expand alliances with external
agencies and service providers to improve
talent sourcing and recruitment from diverse
groups and people with disabilities.
a. We will partner with local colleges and
universities to create opportunities to attract
diverse talent. (e.g. co-ops, internships etc.)
6. Strategic DEI-Focused Partnerships
We will continue to build strategic partnerships across our community to
further enhance cross-sectoral capacity to create community wide and
systemic impact.
6.2 We will create an inventory of all our
existing strategic partnerships and identify
any additional opportunities to expand.
a.We will review opportunities to engage our
partners to participate in the decision
making process.
b.We will survey our partners to solicit their
feedback and get a better understanding of
what their challenges are from DEI
perspective.
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2021-2023 DEI STRATEGIC
ACTION PLAN
2021–23 Diversity, Equity, and Inclusion Strategic Action Plan 11
a.We will continue to conduct regular employee engagement surveys and ensure the DEI data we ask our
employees are meaningful and beyond basic demographics.
b.Using data from our employee engagement surveys we will we will review and update our corporate policies
to ensure they are reviewed from a DEI lens.
c.We will continue the implementation of our talent management system to digitize HR processes and we will
leverage the data analytics features to inform our future decisions on policy direction.
d.We will regularly survey staff above and beyond employee engagement surveys to get their input on critical
issues affecting them and the organization.
e.We will continue our work on the "Measure what matters" program to ensure we have meaningul
measurements and data to inform our progress on a number of critical success factors.
7. Data Collection
We will develop a dashboard that measures progress on DEI
activities and outcomes and share the results
5.1 Using data to inform our actions on creating a truly diverse workplace culture. We will focus our
efforts on making sure our employees' experiences are not negatively affected because of their
identities.
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2021-2023 DEI STRATEGIC
ACTION PLAN
2021–23 Diversity, Equity, and Inclusion Strategic Action Plan 12
a.We will continue our work with the employee
engagement action planning committees
and ensure DEI related initiatives are
carefully planned and executed with input
from these key stakeholders.
b.We will provide regular updates to our
Executive Leadership Team on the progress
we are making and challenges we face.
c.DEI will be embedded in the Town's
Corporate Strategic Plan as a key priority.
d.We will develop and implement a
communication strategy to ensure everyone
in the organization knows and understands
the Town's DEI views.
8. Accountability
To be successful in our DEI journey we will develop an accountability
framework that ensure our vision is realized.
5.1 We will measure and report on our progress annually.
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2021–23 Diversity, Equity, and Inclusion Strategic Plan 13
2021-2023 DEI STRATEGIC
ACTION PLAN
Authentic Self
Cultural Competency
Disability
Diversity
Equity
Inclusion
Who an individual is as a person, demonstrating different experiences,
perspectives, cultures, history, etc., without being forced to conform to the
majority culture in the workplace. The work culture must value a wide range
of talents, skills, and experiences to create a sense of belonging for everyone
without causing harm to others.
The ability to understand, accept, and interact with individuals of different
backgrounds and cultures.
A physical or mental impairment that substantially limits one or more major
life activities.
Diversity encompasses the range of similarities and differences each
individual brings to the workplace, including but not limited to, national
origin, language, race, color, disability, ethnicity, gender, age, religion and
belief, sexual orientation, gender identity, socioeconomic status, veteran
status, family structure, and diversity of thought, all of which is shaped by
culture, background, experiences, and other elements.
Consistent, systematic, fair, just, and impartial treatment, access,
opportunity, and advancement for all individuals, including individuals who
historically have been denied such treatment, while striving to identify and
eliminate barriers that might prevent any employee’s full and equitable
participation in the workplace.
Inclusion is a set of behaviors (e.g., welcoming new employees, paying
attention and extending an invitation, seeking and respecting other
perspectives, etc.) that promote equal access to opportunities and
resources for individuals who might otherwise be excluded or marginalized.
APPENDIX – KEY CONCEPTS AND TERMS
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2021–23 Diversity, Equity, and Inclusion Strategic Action Plan 14
2021-2023 DEI STRATEGIC
ACTION PLAN
Individual/Person
with a Disability
Reasonable
Accommodation
Self-Identification
of Disability
Talent Acquisition
Disabilities
Undeserved
Populations
Unseen Diversity
Characteristic
A person with a physical or mental impairment that substantially limits
one or more major life activities (such as walking, talking, seeing,
hearing, or learning), has a record of such impairment, or is regarded as
having an impairment unless the impairment is both transitory and
minor.
Any change in the work environment (or in the way things are usually
done) to help a person with a disability apply for a job, perform the
essential duties of a job, or enjoy the benefits and privileges of
employment.
The voluntary completion and submission of information from the Office
of Personnel Management’s (OPM’s) Standard Form 256 (SF 256)
identifying that a person has a disability, either by hard copy of the SF
256 to the servicing Human Resources Branch personnel in the Division
of Administration, or electronically through the MyEPP system using the
appropriate code from the SF 256.
Long-term human resources planning and finding appropriate
candidates for positions that require specific skillsets to fulfill a business
need.
Disabilities is an umbrella term, covering impairments, activity
limitations, and participation restrictions. An impairment is a problem in
body function or structure; an activity limitation is a difficulty
encountered by an individual in executing a task or action; while a
participation restriction is a problem experienced by an individual in
involvement in life situations.
Populations sharing a particular characteristic, as well as a geographic
communities, that have been systematically denied a full opportunity to
participate in aspects of economic, social, and civil life.
Non-visible personal characteristics such as background, culture, and
personality, as well as protected classes such as disability, sexual
orientation, and religion and belief.
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