TOPSpot-Diversity-August-28-2014

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G o v e r n m e n t o f O n t a r i oInside this Issue
1 Inclusion within the OPS
2 From the Editor’s Desk
3 Psycho-Geometrics: What Shape Are You?
4 The Ins and Outs of An Introvert
5 An Intro to the Creative Problem Solving Profile
6 Hardship and Hope in Northern Ontario
7 OPS Internship Program for Internationally Trained
Individuals
8 Co-op Students Discuss Intergenerational Differ-
ences
9 Disability Advisory Council: Promoting Communi-
cation and Action
10 Diversity is all Around Us
11 Learn Something New Everyday
12 TOPS Profile
Subscribe or write an article for TOPSpot
Email TOPS@ontario.ca
G o v e r n m e n t o f O n t a r i o
Volume 7, Issues 1 and 2 | August 2014
Inclusion within the
OPS
As Tomorrow’s Ontario Pub-
lic Service (TOPS) members,
we reflect the changing de-
mographic of Ontario and the
Ontario Public Service. To
help us prepare for our roles
as future leaders of the OPS,
we need to look at the OPS
Diversity Office (DO) to see
how it is transforming this
province’s public service.
The DO is a key player in en-
suring that the OPS can meet
the challenges of providing
excellent programs and ser-
vices to its employees and
the public it serves in one of
the most diverse places in the
world.
Inclusion Now! is the OPS’ 2013-2016 strategic plan for
inclusion and sets out the roadmap for this initiative. Its
priorities from now through 2016 include:
 Helping middle managers become more inclusive
leaders so they can play an even stronger role in cre-
ating an inclusive culture in the everyday workplace;
 Further embedding inclusion as a core workplace
value with the creation of a culture change and anti-
racism strategies;
 Embedding inclusion into all OPS business by ex-
panding the use of the OPS Inclusion Lens and con-
tinuing to demonstrate leadership in accessibility;
and
 Using evidence to measure impact and report on pro-
gress by analyzing demographic data to better un-
derstand results, taking a focused approach to ad-
dressing identified issues and monitoring and re-
porting on key performance indicators.
With 15 per cent of OPSers eligible to retire in three
years, and 21 per cent in five years, taking the oppor-
tunity to get ready to step up into other positions should
be a priority for TOPS members.
So, what should you do to prepare?
Keep the idea of being an inclusive leader top of mind,
says the DO.
“An inclusive leader is someone who intentionally seeks
out diverse perspectives to create a workplace where
diversity is leveraged to maximize individual, team and
organizational performance,” says Yvonne Defoe, Acting
Chief Officer, Diversity and Accessibility.
It means:
Introspection: Being prepared to examine who we are
in terms of diversity and how that im-
pacts our ability to be inclusive leaders.
Intention: Being cognizant of what we need to do
on a daily basis to overcome what we
have discovered about ourselves.
Integration: Making inclusion a part of our personal
actions and expecting the same from
employees and colleagues.
Continued on Pg.4
15 per cent of OPSers will be
eligible to retire in three years, and
in five years, 21 per cent will be
eligible
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From the Editor’s Desk
Celebrating Diversity
In recent years, organizations have been putting more
focus on the topic of diversity and are working harder
to address it. With this goal in mind, many companies
organize an array of events and celebrations. Social
committees organize lunches featuring foods associat-
ed with a specific culture. There are trivia contests that
allow us to learn about the history and contributions of
a group of people.
These activities expose us to foods we may not other-
wise have tried, and they enlighten us about historical
facts we did not learn about in school. Nevertheless,
to truly celebrate diversity and benefit from the skills
and perspectives of all Ontario Public Service (OPS) em-
ployees, there must be a focus on inclusion.
Scorecard
In 2011, the OPS did not score well on the scorecard,
which is the tool used to measure progress towards
achieving diversity and related trends. In the area of
workforce representation by demographic group, it in-
dicated that visible minorities make up only 12% of OPS
senior management. The OPS employee survey found
that black employees and employees with a disability
expressed greater dissatisfaction with their career pro-
gression. Members belonging to these groups also per-
ceived OPS hiring practices as being unfair. Additional-
ly, there appeared to be an over-representation of
black employees in the administrative/clerical group,
with 26% of black employees holding administrative
positions, compared to 17% of all OPS employees.
Something had to be done.
Administrative Internship Pilot Program
I cannot convey the excitement I felt after reading the
email announcing the Administrative Internship Pilot
Program. I also cannot express the disappointment I
felt when I discovered my Ministry is not participating
in the pilot… but that’s neither here nor there! This
program, aimed at increasing the representation of
black, female employees in functional roles, is only
one of the efforts the Ontario Public Service is making
to build a workforce that is more reflective of the di-
verse public it serves. There are also internships for
internationally trained individuals and an employment
program targeted at First Nations youth. However;
more programs to address the disparities between
groups are needed.
Revisions and modifications to the organizational struc-
ture and processes are still required. In fairness, diver-
sity requires change - and change is sometimes slow.
The discouraging findings of the 2009 and 2011 sur-
veys, despite the creation of the OPS Diversity Office in
2008, are evidence of this fact.
Tracking Progress
As the saying goes, “That which gets measured gets
improved.” The OPS Inclusion Strategic Plan outlines
the path the organization is taking towards inclusion.
The OPS Multi-year Accessibility Plan and the 2012 An-
nual Status Report lay out the plan of attack to make
the organization fully accessible, and the Diversity Of-
fice is currently engaged in statutory review to remove
systemic barriers for persons with disabilities. The OPS
has been recognized as one of Canada’s Best Diversity
Employers for six consecutive years. There is a long
road ahead on the journey to achieve organizational
diversity, but the Ontario Pubic Service is certainly tak-
ing steps in the right direction.
-Samantha Glave
“To truly celebrate diversity and benefit
from the skills and perspectives of all
OPS employees, there must be a focus
on inclusion”
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Psycho-Geometrics: What Shape Are You?
Ever wondered how you can recognize, celebrate and lev-
erage differences to build effective teams? Individuals
with strikingly different personalities can produce phe-
nomenal results! Discover the secret to this science and
identify your own personality type.
Choose a shape that you like the most, and draw it on a
piece of paper.
The shape you drew
can reveal a lot
about your personal-
ity.
If you drew a square
or a rectangle, you
are referred to as a
box. Boxes are orga-
nized and logical
people that thrive in
structured environ-
ments with defined processes. Boxes dislike ambiguity
and like to have as much information as possible before
making a decision.
If you drew a triangle, you are likely to be decisive and
goal-oriented. The points on the triangle represent focus
on a specific goal and clear direction. You are self-
assured and not afraid to let others know your opinion.
This can come off as abrasive, particularly to circles.
Circles like to work on building consensus and are
uncomfortable with the thought of making unpopular de-
cisions. Due to their high level of empathy and listening
ability, they are excellent communicators.
Lastly, if you drew a non-conventional shape, you are
a squiggle. Squiggles are creative, high-level thinkers who
sometimes play by their own rules. Boxes and triangles
think sequentially from A to B. Squiggles go from A to D
to G, before thinking about B.
This science of identifying personality traits and leader-
ship style through the analysis of shapes, known as psy-
cho-geometrics, was developed by Dr. Susan Dellinger in
1978. Knowing your personality style can help you adapt
your behaviour to facilitate work relationships and im-
prove team work. Psycho-geometrics can also help you
to find a job that matches your skill-set.
At first glance, it may seem like abstract-thinking squig-
gles would not get along with detail-oriented squares or
that consensus-building circles would not get along with
opinionated triangles. Squiggles and squares can work
together to produce creative ideas that are supported by
factual information. Circles, who like to compromise, can
soften the edges of the triangles and facilitate communi-
cation between team members.
Many people might believe that in order for a team to be
effective it must consist of individuals with the same or
compatible shapes. In reality, the best teams consist of
people of all shape
types and take ad-
vantage of the best
qualities of each individ-
ual.
In the picture below, note how your shape corresponds
with left or right brain thinking.
Now apply this to find a job that suits your personality
and watch yourself thrive and succeed in the workplace.
Know your shape, and let your style complement the
group dynamics in both your personal and professional
lives. Good teamwork requires all shapes and is the se-
cret to project success.
- Kevin Lee
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The Ins and Outs of an Introvert
By an anonymous (and non-self-promoting) Introvert
Networking - an exercise in professional relationship-
building and career-cultivation, or a stressful situation
accompanied by perspiration levels similar to those in-
duced by strenuous exercise?
Interviews - an opportunity to showcase your skills and
abilities to a potential employer, or an opportunity to
practice your ability to suppress impending nausea?
Work holiday gatherings - a valid excuse to socialize with
co-workers, or a great time to excuse yourself and bypass
your awkward attempts at mingling and forced small talk?
If you relate more to the second scenarios, you may fall
on or near the introversion side of the personality scale.
You are not alone though; according to Susan Cain, au-
thor of Quiet: The Power of Introverts in a World That
Can't Stop Talking, at least one-third of the people you
know is as well.
Due to a cultural value system that idolizes extrovert
characteristics, the business world deems extroversion a
necessity for success. It is a natural human inclination to
want what we don’t have, and fellow introverts may give
in to pressures and desires to embrace the “extrovert ide-
al” – a bold, outgoing, confident and approachable social
guru. I’ve always had an admiration for extroverts and
their typically associated characteristics, like those men-
tioned above.
In pursuit of my extrovert transformation, I often reflect
on a mantra recited by Leonard Cohen: “Act the way you'd
like to be and soon you'll be the way you act.” An initial
faking of confidence and sociability can conjure these
traits over time. However; the best advice I’ve ever heard
is to, “just do it”. Stop avoiding and just do it, whatever
“it” may be: answering that phone, going to that event,
talking to that person. From my experience, pretending
and practicing are the most effective ways to adopt desir-
able traits that do not come naturally.
While seeking to transform situational anxieties into
achievements is a positive and worthy goal- seeking a
new personality is not. Introverts should appreciate the
characteristics commonly found in this group, such as
self-awareness, thoughtfulness, attention to detail, good
listening skills and creativity. It’s important for introverts
to recognize that these attributes are strengths in the
workplace. It’s also important for extroverts to appreciate
the valuable traits introverts have to offer. As author Su-
san Cain reminds us, “If you’re not an introvert yourself,
you are surely raising, managing, married to, or coupled
with one”.
Inclusion within the OPS
Continued from Pg 1
Asked what success in achieving full inclusion would look
like for the OPS, Defoe says, “it will be when the princi-
ples of diversity and inclusion are understood by every
employee and embedded within their roles across the or-
ganization.”
To find inclusion or accessibility resources, visit the OPS
Diversity Office intranet. For ministry-specific questions,
ask your ministry’s Inclusion/ Accessibility Lead. Addi-
tionally, check out the Diversity Mentoring Partnership
Program to find out if you’re eligible to become a mentee
and how to apply.
-Sarah Hui
“Introverts should appreciate the
characteristics commonly found
amongst this group, such as
self-awareness, thoughtfulness,
attention to detail, good listening skills
and creativity.”
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An Intro to the Creative Problem Solving
Profile
In our day-to-day lives, it’s not uncommon to be confront-
ed with unexpected problems or tricky situations. Luckily,
there is a ‘creative’ way to deal with these challenges.
Below is a brief overview of the Basadur Creative Problem
Solving Tool (CPSP).
The CPSP is used to define an individual’s creative prob-
lem solving style. When using the profile, the first step is
to identify or anticipate a problem. Secondly, gather all
available resources and related information. Next, evalu-
ate how the information can be used to define the prob-
lem, and finally- solve it.
The CPSP focuses on four different styles: the generator,
the conceptualizer, the optimizer and the implementer.
If you like to keep
your options open
by creating differ-
ent possibilities,
anticipating prob-
lems, and are
open to taking ad-
vantage of new
opportunities,
then you are a
generator. If in-
stead you prefer
to create alternative
answers to typical
questions and would rather focus on defining problems
and opportunities while offering solutions, then you are a
conceptualizer. If you like to investigate all of the fac-
tors for successful plan implementation and you demon-
strate a real skill for creating practical options, you fall
into the optimizer category. Lastly, if you are able to
offer options that get results and are able to gain ac-
ceptance for implementing change or new ideas, then
you are an implementer who creates action.
While you may relate more to one style, most of us are
not exclusively one or the other, but rather a combination
of them. All of the styles are equally valuable and neces-
sary to the creative problem-solving process. According
to the CPSP, the most important factor in the process is
to keep an open mind and understand your strengths!
If you’d like to learn more about the Basadur Creative
Problem Solving Tool (CPSP), you can consult http://
www.basadur.com/ for more information at. Additional-
ly, the Centre for Lifelong Learning offers a course called
“Demonstrating Creativity and Innovation” that will allow
you to determine your profile.
-Victoria Barahona-Salinas
— QUIZ —
Complete the quiz to enter your name in the draw
to win a $5 coffee card!
1) In Canada, what month is recognized as women’s
history month ?
2) In what year did Canada adopt its first Official
Languages Act?
3) “Aboriginal peoples” is a collective name for three
distinct peoples- each with unique heritages, lan-
guages and cultural practices. Who are these groups
of people, as identified in the Canadian constitution?
4) The Ontario Human Rights Code prohibits actions
that discriminate against people in a defined pro-
tected social area. Approximately 75% of Ontario’s
human rights claims pertain to which defined pro-
tected social area?
5) Ontario’s Employment Standards Act was amend-
ed in 1990 to extend pregnancy leave for mothers
and introduce what new type of leave?
E-mail your answers to TOPS@ontario.ca before
September 12, 2014.
The winner of the previous TOPSpot quiz is Erin
O’Neill, MOE. Congratulations!
5
ImagecourtesyofStuartMilesatFreeDigitalPhotos.net

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Hardship and Hope in Northern Ontario
Exclusion most affects members of vulnerable popula-
tions. Children, because of their dependence, are one
such population. The Aboriginal community, a group that
has been historically oppressed, is another. Aboriginal
children have a unique experience due to their member-
ship in both of these groups. In October 2013, Alexan-
der Bezzina, the DM of the Ministry of Children and Youth
Services (MCYS) visited two of
Ontario’s First Nation commu-
nities: the Nishnawbe Aski
Nation and Tikinagan Child
and Family Services. His ob-
servations demonstrate the
challenging reality of many
Aboriginal children who often
find themselves on the out-
skirts of society and excluded
from opportunities.
“Pikangikum is an Ojibwe
community of approximately
2,500 people. A few days be-
fore my visit, I learned that five out of the six school bus-
es had burned in an accidental fire. These school buses
serve the roughly 800 kids who attend school in the area.
On the day we arrived, I was advised
that the last school bus had unfortu-
nately broken down, and because of
this, the principal of the school could
not guarantee safe travel for the stu-
dents. The school (a series of portables)
has therefore been temporarily closed. Both the Band
Council members and the principal asked for my help to
replace the buses.
A visit to the only store in town demonstrated the high
cost of living in remote First Nations. All-purpose flour
was priced at $29.99, while Best Value wheat bread cost
$6.25 per loaf. Fresh produce, such as a bag of apples,
cost no less than $9.59.”
The high cost of living, unreliable transportation and the
poor quality of school infrastructure are not the only chal-
lenges the Pikangikum community faces. Bezzina noted
the after-effects of residential schools; Aboriginal youth
and the communities continue to struggle with addiction
and higher-than-average suicide rates. Many children con-
tinue to be vulnerable, excluded from the luxuries of ac-
cessible schooling, affordable food and a carefree life-
style without substance abuse and mental anguish.
“But there is hope,” says Bezzina.
The MCYS, in collaboration with other ministries and First
Nations and Aboriginal organizations, is attempting to
combat these realities.
Ontario’s Comprehensive Mental Health and Addictions
Strategy includes the provision of counseling opportuni-
ties, crisis intervention and traditional services for Abo-
riginal children and youth. The Youth Suicide Prevention
Plan focuses on early identification, support and fast ac-
cess to high-quality services for youth. It will assist Abo-
riginal communities to develop and implement evidence-
based interventions specific to their unique needs.
Similarly, the Aboriginal Healing and Wellness Strategy,
launched in 1994, combines traditional and mainstream
programs and services to help improve Aboriginal health
and reduce family violence through the construction of
healing lodges, family shelters and family violence heal-
ing programs. This initiative has also created 650 jobs
and developed crisis intervention teams in 47 northern
communities.
In many communities, children and youth can also benefit
from the Akwe:go and the Wasa-Nabin programs, run by
the Indian Friendship Centres. These programs epitomize
the spirit of inclusion and positive change. They promote
healthy development in collaboration
with cultural traditions by providing
teachings by elders, after-school pro-
grams and referrals to community
agencies and supports.
Continued on Pg. 9
“All-purpose flour was
priced at $29.99”
MCYS Deputy Minister,
Alexander Bezzina
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OPS Internship Program for
Internationally Trained
Individuals
Are you an internationally trained professional having
difficulty finding employment for the sole reason that you
lack Canadian work experience? Do you know someone in
this situation? If so, you, or someone you know, may
qualify for the Ontario Public Service (OPS) Internship Pro-
gram for Internationally Trained Individuals (ITI).
The Ministry of Government Services’ Youth and New Pro-
fessionals Secretariat, in partnership with Career Edge,
administers the internship program across the OPS. Qual-
ifications for the program can be found on the OPS ca-
reers website, but if you are an internationally trained
professional with at least
a bachelor’s degree and
have not been in Canada
for more than three years,
you are likely to be eligi-
ble.
The OPS is an equal-
opportunity employer
that takes pride in having
a diverse workforce. The
Government of Ontario
recognizes that by using
the experience of people
who have worked in other countries, it can improve its
services to the people of Ontario through innovative ide-
as and different points of view. The internship not only
allows the OPS to benefit from the experience and
knowledge of internationally trained individuals, but also
provides an opportunity for professionals from other
parts of the world to gain valuable Canadian experience.
OPS employees who have gone through the program
highly recommended it:
“The program has launched my career in the OPS. It
provided a bridge between the work I did in the Jamai-
can Public Sector and the Ontario Public Service. I was
able to transfer my knowledge, skills and work eth-
ic.” (Jamaica)
“I am able to continue my
career as an HR profession-
al because I enrolled in the
ITI program…Some of my
friends have had to change
their careers because they
didn’t have Canadian experience
when they first moved to Cana-
da…” (China)
“It’s a great program, because it
helped me to quickly adapt to the
Canadian workplace. It provided
me with the opportunity to con-
tinue my career … pursue my career goals, and al-
lowed me the opportunity to become a public servant
in Canada.” (China)
“Because of the internship, my mentor and others in-
volved with the program, had the opportunity to see
my CV and recommended some available postings. I
applied to one of the recommendations and I got
in!” (Colombia)
Participants agreed that
it was easy to register for
the internship and indi-
cated that they only wait-
ed a three or four month
period before finding a
placement.
For more information on
the internship for ITI,
please visit:
www.gojobs.gov.on.ca/iti.asp
To register for the program through Career Edge, please
visit: www.careeredge.ca. Click on the heading “For Job
Seekers,” then scroll down the page and click on “Click
here to find your edge!”
The Government of Ontario also supports a variety of
bridge training programs provided by employers, com-
munity partners and educational institutions which are
designed to help newcomers by offering training and rel-
evant work experience in Ontario. Information on other
bridge training opportunities in Ontario can be found on
the Ministry of Citizenship and Immigration’s website at:
www.citizenship.gov.on.ca/english/keyinitiatives/
bridgetraining.shtml
-Kerry Delaney
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Co-op Students Discuss
Intergenerational Differences
Youth employment is a government priority, and the On-
tario Public Service (OPS) is an employer of choice for
many young people. Below, three co-op students at the
Environmental Approvals, Access and Service Integration
Branch of the Ministry of the Environment reflect on their
work term experiences and the role their statuses as
youth played in their jobs.
Fatima Sohawon, Public policy and political science, 3rd
year, U of T Scarborough:
Did you encounter situa-
tions in which you felt
that older staff thought
you were less capable
because of your age?
In general, I would say no.
My colleagues understand
that although I’m a stu-
dent, I’m capable of per-
forming the same work.
They also encourage stu-
dents to take on new roles
if we feel that we can con-
tribute solutions or ideas
to existing processes. Alt-
hough there are the few
colleagues who are less
accepting of students and
their contributions, I feel
that most of the staff I
work with consider them
to be a huge addition to
the office.
What must the OPS do to fully utilize the potential of
its youth workforce?
The OPS should ask youth who have worked in the OPS,
as well as those who aspire to join it, about what they
think they can contribute to the organization. They
should then focus on areas requiring attention. By being
open to change or new ideas, the OPS can gain from per-
spectives that may not be considered by those who have
been in the workforce for a longer period of time.
Rui Hu, Co-op Management Specialist in Marketing. Year
3, University of Toronto-Scarborough:
Do you prefer working with older or younger col-
leagues?
RH: It depends on the situation. I’m able to learn more
from older colleagues because of the vast knowledge
they’ve acquired over the years, and they also give me
good advice on how to deal with problems. Though, I
interact more easily with younger colleagues, because we
can better relate.
Are there situations where your age is an advantage?
It’s easier to meet and connect with people when you’re
younger, because you`re not expected to abide by social
conventions to the same extent that older people are.
I’m free to “be myself.” I think I’d have to be more inhib-
ited if I were older. Being young gives us permission to
ask silly questions without getting in trouble!
Lisa Chu, City Studies, Year 4, University of Toronto:
What are some of the
challenges that you ex-
perience in the OPS be-
cause of your age?
This is my first time work-
ing in a government of-
fice, and I had a difficult
time adapting to the
workplace. I was ex-
pected to know a vast
amount of information
about the branch with
little time available to
learn it, as my work term
is so short. It`s difficult
to learn about everything
that goes on around here.
Since I don`t have much
background knowledge
about my ministry it’s
hard to contribute to dis-
cussions or understand
the processes that guide our
work. Students often have
to rely on older colleagues for explanations or help deal-
ing with issues.
Do you feel that you are treated equally by older col-
leagues?
LC: I feel that I'm treated fairly, but there have been
times when I felt that older colleagues thought students
were incompetent and had little time for us because they
were busy with other things. It's hard to feel part of a
team if you`re left out due to lack of communication.
- Justin Joy
Left to right: Lisa Chu, Rui Hu, Fatima Sohawon
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Disability Advisory Council:
Promoting Communication and
Action
The passage of the Accessibility for Ontarians with Disa-
bilities Act is part of Ontario's commitment to becoming
barrier-free for persons with disabilities by the year 2025.
The OPS is playing a leading role in this transformation
and formed the Disability Advisory Council (DAC) to
guide their journey towards inclusion.
Established in 2011, DAC is composed of a deputy-
appointed member from each ministry, who has experi-
ence with and expertise in accessibility issues. The coun-
cil is one of the parties providing advice to the Diversity
Office to assist the OPS in becoming fully accessible to its
employees and the public. DAC has provided key recom-
mendations and has advised on many issues, including
the OPS Multi-year Accessibility Plan and employees who
use assistive devices.
DAC also organizes events to raise awareness and assists
persons with disabilities. "On the Job: Tools of the Trade
for Employees with Disabilities" was an event that took
place last summer. It was well-attended and featured
seminars and exhibits
about assistive devic-
es and services to ac-
commodate persons
with disabilities in the
workplace. There
were also interactive
activities to gather
opinions to assist DAC
in fostering accessibil-
ity.
Volunteering with DAC
involves taking on ad-
ditional assignments
and expending effort
to prepare for and participate in meetings. These chal-
lenges are faced by anyone participating in a network.
Council member Vincenza Ronaldi, who uses a wheel-
chair, considers this a good personal investment because
of what can be accomplished. "Disability has played a
role in my life, so it's important for me to see an accessi-
ble workplace for everyone. DAC provides a space to
achieve this."
Vincenza is also realistic about what DAC can accomplish
and states that, "work is also needed on other fronts to
create an accessible OPS." She states that disability is a
complex issue and everyone experiences it differently.
Vincenza stresses that communication is the first step
that must be taken to remove barriers. To this end, DAC
is taking efforts to transform into a network that is open
to everyone, with or without a disability. This will provide
a broader forum in which to jointly explore how everyone
in the OPS can reach their full potential. This new and
larger DAC will join the umbrella of organizations cur-
rently operating with the support of the OPS Diversity Of-
fice.
TOPS looks forward to welcoming a sister network work-
ing to improve the OPS!
Information about DAC is available at:
http://intra.net.gov.on.ca/diversity/partners/networks/
disability-advisory-council/
Read more about the adjustments made at Vincenza’s
workplace to make it more accessible for her at the fol-
lowing link:
“Vincenza Ronaldi and Her Accessible Workplace”
- Liam MacManus
Hardship and Hope in Northern Ontario
Continued from Pg 6
The same spirit is also alive in Pikangikum, suggests Dep-
uty Bezzina, “Community leaders work with many part-
ners to address the issues, to create gathering places for
youth and to create and envision a future for them. The
people are warm, generous and hospitable, and greeted
me with open arms. One cannot help but to fall in love
with the First Nations people in Northern Ontario and
their land.”
Opening arms and hearts to one another and improving
each other’s lives by caring is how the spirit of inclusion
is alive in First Nations communities.
To read the full article, click on the link below:
“Deputy Bezzina Finds Hardship and Hope in Northern
Ontario”
- Zuzana Wilcox
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1010
1010
Diversity is all Around Us
At the beginning of December, I attended a forum for ad-
ministrative professionals with some of my colleagues. I
walked into the boardroom and observed my surround-
ings. The first thing I noticed was the vast amount of in-
teraction taking place; people were socializing, learning
about different roles in the ministry and sharing their life
experiences. Most importantly, they were forming profes-
sional working relationships through face-to-face interac-
tion. The second thing I noticed was the diversity within
the group. I saw men and women
of different ages, races, ethnicities
and religions. In today’s techno-
logically advanced era, most of
our jobs require little face-to-face
interaction. It has become difficult to fully appreciate the
diversity in our workplace, and we are only able to do so
when given the opportunity to step outside of our daily
routines and physically interact with others.
Diversity is one of the most significant parts of our Cana-
dian identity, however; this was not always the case.
Some of the world’s greatest leaders, most notably Nel-
son Mandela, relentlessly strived to eliminate racism, pov-
erty, inequality and fought for freedom. As Shamira
Madhany, Diversity and Accessibility Chief Officer, notes
in her recent blog posting entitled, Thoughts on the
death of Nelson Mandela, “today, thanks in part to Nelson
Mandela, there is no serious debate about racism and dis-
crimination. There is only debate about how to end
them”. Acceptance, freedom and diversity are virtues that
have become the fundamental basis of our country.
These virtues have transformed the world we live in, the
people we interact with, the way we do business and the
way we, as public servants, serve the province of Ontario.
The Ontario Public
Service prides itself
on being one of Can-
ada’s best employ-
ers in terms of diver-
sity. In 2008, the
Diversity Office was
created to ensure
that the OPS be-
comes a more di-
verse, accessible and
inclusive organiza-
tion. They have de-
veloped a strategic
plan titled Inclusion
Now, which focuses
on how to imple-
ment inclusion in our day-to-day business. The OPS’s fo-
cus on inclusion is an important objective to reflect the
diversity of our growing population.
Part of the strategic plan is a culture change strategy that
is comprised of educational and awareness initiatives for
employees. By fostering a culture that promotes diversity
in the workplace, we are establishing an inclusive mind-
set that will ensure that the policies, programs and ser-
vices developed and provided by our government are re-
flective of our inclusive organization. When we reflect the
citizens we serve, we are better
able to understand the needs and
concerns of all Ontarians and de-
velop more effective policies and
programs.
Now, if you are anything like me, the mere suggestion of
change elicits minimal reassurance. The OPS is demon-
strating its commitment to change as it strives to be a
leader in diversity by developing strategies and imple-
menting policies as a guide to change:
 A newly constructed Thunder Bay Courthouse will pro-
vide Ontario’s first Aboriginal Conference Settlement
Suite which will enable First Nations, Inuit and Métis
traditions to be respected in court proceedings by
ensuring case conferences, pre-trials and family and
civil hearings will be held in ways that are consistent
with Aboriginal culture
 The Ministry of Transportation is redeveloping Ontar-
io’s Highway Service Centres to make them more ac-
cessible; all of the newly updated centres will include
accessibility features, including family washrooms
with adult-sized change tables
 ServiceOntario recently developed a signature guide
for people with vision and physical disabilities which
consists of a black material to provide a strong con-
trast to the document on which it is placed, making it
easier to feel where to sign
Continued on Pg. 11
“Diversity is one of the most
significant parts of our Canadian
identity”
10

1111
1111
Diversity is all Around Us
Continued from Pg 10
Without question, Ontario has one of Canada’s most di-
verse populations. In order to continue developing rele-
vant policies and offering high quality services, we need
to continue to keep diversity at the forefront. I encourage
you all to look around the next time you attend a work
conference, client meeting or visit a different office so
you can notice that diversity surrounds us, and the OPS is
moving in the right direction towards making our organi-
zation inclusive now.
- Alissa Bortolus
Learn Something
New Everyday
Many of us are guilty of knowing
very little about the offices, pro-
grams and services offered outside
our own ministries. The intranet is
a great resource to learn about the
events and work being done in oth-
er parts of the OPS.
Did you know...there is an OPS Di-
versity Office?
The OPS Diversity Office plays a
leadership role in developing strategies and communi-
cating and implementing changes to promote inclusion
throughout the OPS. By visiting their website, you can
learn more about the Diversity Office’s vision and goals
and review their strategic plan for 2013-2016.
Did you know Dec 3, 2013 was the International Day of
Persons with Disabilities? Various ministries celebrated
by holding events to provide
information on how to support
individuals with disabilities.
If you did not get an opportuni-
ty to participate in any diversity
events in 2013 and would like
to know more information
about current initiatives in rela-
tion to this topic, refer to the
intranet. At the link below.
Source
Summer Photo Collage!!
Hey Shutterbugs! Whether you enjoyed a backyard BBQ,
lounged at your cottage, or vacationed abroad, send us
your scenic summer photos to be featured in next issue's
summer collage!
Please send entries to TOPS@ontario.ca with the subject
line "Summer Collage." Entries will be screened for appro-
priateness and eligible submissions will be published.
11
Imagecourtesyofstockimages/FreeDigitalPhotos.net

1212
1212
TOPS Profile
Tomorrow's Ontario Public Service (TOPS) was created by new professionals from
across the Ontario Public Service, with the aim of providing networking, mentoring
and learning opportunities. It has over 4,500 members from across the province—
and is growing everyday. TOPS is led by an Executive Team composed of volunteers
from several ministries. Seventeen of these members are on the Provincial Execu-
tive and about a hundred volunteers are active at any given time. Its mission is to
foster an inclusive culture of engagement, learning, leadership and professional de-
velopment in the OPS.
TOPSpot is brought to you by the TOPS Communications and Marketing
Committee.
Editor: Samantha GLAVE
Design & Layout: Lavenya RAJENDRA and Samantha GLAVE
Writing & Editing Team:
Photos: Stock photos, provided by writers or as credited
12
Victoria BARAHONA-SALINAS
Cleopatria CHRISTIE
Charmaine CUTINHA
Kerry DELANEY
Jo-Ann HUTCHISON
Justin JOY
Kevin D. LEE
Liam MACMANUS
Lavenya RAJENDRA
Joanna SHARP
Sudha SRIDHAR
Jillian TREMBLAY
Zuzana WILCOX

TOPSpot-Diversity-August-28-2014

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