Many Voices One Mind: a pathway to reconciliation – 2019-20 Departmental Progress Scorecard summary report

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List of acronyms and abbreviations

Many Voices One Mind
Many Voices One Mind Departmental Scorecard
Workforce Availability
Knowledge Circle for Indigenous Inclusion
Indigenous employees
All employees
Indigenous Students
All Students
National Capital Region
Assistant Deputy Minister
Office of the Chief Human Resources Officer
Federal Student Work Experience Program

Message from the Deputy Minister Champion for Indigenous Federal Employees

Dear Colleagues,

On January 28, 2021, I reached out to 45 Deputy Heads to complete the Many Voices One Mind: Departmental Progress Scorecard (MVOM DPS) for 2019-20. I am pleased to report that all 45 responded and I am now able to present this Summary Report. This report highlights departmental progress made during 2019-20 fiscal year with a focus on quantitative results. Many thanks to the 45 organizations who shared their data on recruitment, retention, and career advancement of Indigenous employees. We know that this was not a simple task and while some were not able to provide all the data requested, this sample is sufficiently representative to validate our findings.

The data collected tells us that despite the rich resources, skills, and diversity they bring to the table, Indigenous Peoples continue to face multiple barriers to Federal Public Service employment. While we have made progress in some areas, we are falling short in many others. The data provided also showed that while a few departments have an understandably higher concentration of Indigenous employees, many departments still fall below the 4% Workforce Availability (WFA). Keeping in mind that WFA is a minimum target, not a ceiling, we must mobilize our collaborative efforts to ensure that representation is met across all departments if we truly want to reap the benefits of diversity. One indicator of success to support each other and reduce duplication of effort is sharing pre-qualified pools or inventories of Indigenous candidates so that once a department has filled its vacant positions, the pool or inventory can be made available to other departments to leverage resources. We must also target specific areas where there are identified recruitment gaps and find innovative ways to remedy these, preferably through interdepartmental or cluster based collaborative collective processes.

Despite not meeting Indigenous student recruitment rates in alignment with the WFA in our enterprise-wide recruitment programs, we have concrete examples of how targeted Indigenous student recruitment is yielding positive results in organizations that use this approach.

We also know that while we have solid developmental programs for aspiring EXs, offered in house by some organizations and the Canada School of Public Service, Indigenous employee enrollment rates are extremely low. We need to be deliberate about identifying Indigenous talent who can benefit from such programs. We must also continue to put in place various initiatives to help develop and retain our Indigenous talent such as increasing access to language training, mentorship programs and coaching and counselling services.

This departmental progress scorecard exercise also showed that departments are inconsistent with their data collection on Indigenous employees, making it a challenge to draw conclusions and related recommendations.

I am pleased that Deputy Ministers committed, and remain committed, to the implementation of the Many Voices One Mind (MVOM) Action Plan. In the past two years, I have had the privilege of working closely with the Knowledge Circle for Indigenous Inclusion (KCII) to support departments with the tracking, monitoring and reporting of work related to the recommendations and outcomes set out in the Action Plan. Together we are paving a more inclusive and progressive pathway for current and future Indigenous employees and leaders, while supporting the Call to Action for Anti-Racism, Equity and Diversity.

I encourage you to read the Summary Report and to share it throughout your organization. I also encourage you to continue building on the work that we have started as we continue to strive for a Federal Public Service that welcomes, respects and supports Indigenous peoples with their public service career.

In closing, I would like to express my gratitude to my people and the Algonquin Nation, on whose traditional territory we are able to do good work, and I wish to thank the Knowledge Circle for Indigenous Inclusion Research and Data Analysis Task Team members for their work leading to this Summary Report: Alexis Ford-Ellis, Vishnu Cheruvu, Youtian Hao, Patrice Martineau and Sean Coghlan.

Thank you, Merci, and Migwetch!

Gina Wilson
Deputy Minister, Women and Gender Equality
Deputy Minister, Diversity and Inclusion and Youth
Senior Associate Deputy Minister, Canadian Heritage


The MVOM Action Plan is a whole-of-government strategy intended to address the barriers encountered by Indigenous Peoples seeking a position or already working in the public service. The strategy, released in December 2017, also seeks to influence public service culture and encourage behaviours that foster an environment where Indigenous employees are welcomed, respected and supported with their career in the public service. The following five objectives were established as fundamental to the strategy and overall MVOM Action Plan:

September 2020 marked the release of the first Departmental Progress Scorecard Summary Report for 2018-19 on the implementation of the MVOM Action Plan that highlighted promising practices and areas that require additional focus and effort moving forward.

Following a request for more frequent reporting, on January 28, 2021, the Deputy Minister Champion for Federal Indigenous Employees invited Deputy Heads to share progress made in fiscal year 2019-20 in implementing the MVOM Action Plan via a streamlined version of the Departmental Progress Scorecard template. Of the 45 organizationsFootnote 1 who received the call-out,

In terms of size,

The MVOM Summary Report for 2019-20 (the Report) provides a consolidated reporting of the quantitative progress achieved in fiscal year 2019-20 following, and statistical analysis of federal Indigenous employees in three categories:

  1. Representation, hiring and retention;
  2. Training, development and career advancement; and,
  3. Executive talent management and advancement.

Departmental practices that focus on Indigenous inclusion are highlighted throughout the Report.

Representation, hiring and retention


In this area we asked responding organizations to:

  1. Identify the representationFootnote 2 of current Indigenous employees (IE) compared to all employees (AE) in their organization as of March 31, 2019 and March 31, 2020; and
  2. Then identify the departuresFootnote 3 of Indigenous employees compared to all other employees.
2019-20 Representation of Indigenous vs. all employees
Category Indigenous Employees (IE) All Employees (AE) Proportion of IE Response rate
March 31, 2019 13,403Footnote 4 274,897 4.65% 98% Footnote 5
March 31, 2020 13,427 288,965 4.44% 98%Footnote 6
March 31, 2020 2,077 54,505 3.81% 95.55%Footnote 7

To provide valuable insights, the representation of Indigenous employees has been analyzed by clusters in line with those established by the Office of the Chief Human Resources Officer’s annual ADM Talent Management cycle. Deputy Minister discussions are held in clusters based on departmental mandate and theme (Economic, Government Operations Science, Security, and Social, Cultural, Justice) to review ADM talent management profiles and succession planning needs. This cluster approach ensures cross-pollination across organizations, forms potential new synergies, and enriches discussions on key positions and succession planning.

As reflected in the table below, the Economic, Government Operations and Science based Clusters fall below the WFA barrier, while the Security Social, Cultural and Justice Cluster are above.

Overall vs. Indigenous Population in the 45 departments surveyed by cluster as of March 31, 2020
Text Alternative for Overall vs Indigenous Population in the 45 departments surveyed by cluster as of March 31, 2020
Cluster AE IE Proportion Count
Economic 59,436 1,809 2.95% 9
Government Operations 28,458 824 2.81% 7
Science 54,857 1,744 3.08% 9
Security 92,955 4,767 4.88% 11
Social, Cultural, Justice 53,259 4,283 7.44% 9

Workforce availability and Indigenous representation

Workforce Availability (WFA) is the share of members of designated employment equity groups eligible for hiring. The WFA for Indigenous Peoples in 2019-20 was 4.0%. As per the 2019-20 Employment Equity (EE) Report from the Treasury Board Secretariat, the representation of employees who self-identified as Indigenous in the Core Public Administration was 5.1%.

Furthermore, according to data from Statistics Canada and the Office of the Chief Human Resources officer, the representation of Indigenous peoples for fiscal year 2019-20 is as follows:

Employees who self-identified as Indigenous in the Core Public Administration for 2019-20
First Nations Metis Inuit Other Total
2.1% 2.1% 0.1% 0.8% 5.1%

While the total percentage of 5.1 may lead us to believe the representation goals are met and our public service is diverse, the representation data gathered and found in the chart below from 44 of the 45 surveyed organizations found that only a few organizations actually met or exceeded meeting representation of the WFA.

Representation of Indigenous employees in each organization:
Department Total number of employees Indigenous employees Representation of Indigenous employee (REP)
AAFC 5,661 191 3.37%
(less than 3.5%)
ACOA 644 16 2.48%
(less than 3.5%)
CANNOR 123 34 27.64%
(more than 4%)
CBSA 16,911 535 3.16%
(less than 3.5%)
CFIA 6,579 190 2.89%
(less than 3.5%)
CIRNAC 2,116 334 15.78%
(more than 4%)
CRA 46,577 1,464 3.14%
(less than 3.5%)
CSA 746 10 1.34%
(less than 3.5%)
CSC 20,306 1,992 9.81%
(more than 4%)
CSE 3,075 57 1.85%
(less than 3.5%)
CSPS 776 25 3.22%
(less than 3.5%)
CED 401 4 1.00%
(less than 3.5%)
DFO 13,795 613 4.44%
(more than 4%)
ECCC 8,182 230 2.81%
(less than 3.5%)
ESDC 30,292 1,195 3.94%
(between 3.5% and 4%)
FEDA 312 5 1.60%
(less than 3.5%)
FIN 942 15 1.59%
(less than 3.5%)
DND (Civilians) 25,023 847 3.38%
(less than 3.5%)
GAC 5,547 350 6.31%
(more than 4%)
HC 9,704 282 2.91%
(less than 3.5%)
IAAC 389 23 5.91%
(more than 4%)
INFC 724 14 1.93%
(less than 3.5%)
IRBC 1,731 46 2.66%
(less than 3.5%)
IRCC 9,124 233 2.55%
(less than 3.5%)
ISC 6,976 1,764 25.29%
(more than 4%)
ISED 5,916 132 2.23%
(less than 3.5%)
JUS 5,258 207 3.94%
(between 3.5% and 4%)
NRCC 4,979 108 2.17%
(less than 3.5%)
NRCan 4,410 46 1.04%
(less than 3.5%)
PARKS 7,156 526 7.35%
(more than 4%)
PCH 1,741 76 4.37%
(more than 4%)
PCO 1,101 25 2.27%
(less than 3.5%)
PHAC 2,545 74 2.91%
(less than 3.5%)
PSC 863 34 3.94%
(between 3.5% and 4%)
PSPC 15,810 446 2.82%
(less than 3.5%)
PS 1,289 49 3.80%
(between 3.5% and 4%)
RCMP (PS) 8,036 441 5.49%
(more than 4%)
SSC 7,718 228 2.95%
(less than 3.5%)
StatCan 5,897 128 2.17%
(less than 3.5%)
TBS 2,072 51 2.46%
(less than 3.5%)
TC 6,680 217 3.25%
(less than 3.5%)
VAC 3,654 138 3.78%
(between 3.5% and 4%)
WAGE 226 9 3.98%
(between 3.5% and 4%)
WD 385 23 5.97%
(more than 4%)


In this area, we asked responding organizations:

  1. What is the total number of new Indigenous employees (IE) recruited in 2019-20, compared to the total number of (all) hires (AE)?
2019-20 Hiring of Indigenous vs. all employees
Hiring Category IE AE Proportion of IE hires Response rate
Overall hires 1,722 57,723 2.98% 89%Footnote 8
Non-Executive 1,699 56,869 2.98% 89%
Executive 23 854 2.69% 89%
Casual, Student and Terms less than 6 months 1,081 35,015 3.09% 68.89%Footnote 9

The results show that Indigenous Peoples are interested in joining the Federal Public Service, but far too many are hired through short duration contracts, contributing to an ongoing under-representation. More longer-term employment opportunities are required to ensure Indigenous employee representation meets or exceeds the WFA across all departments and sectors and at all levels.

Student recruitment

In this area we asked responding organizations to:

  1. Identify the total number of Indigenous students (IS) hired in 2019-20 compared to the total number of students (AS) hired in 2019-20.

Enterprise-wide programs identified for student recruitment and bridging are Federal Student Work Experience Program (FSWEP), Research Affiliate Program (RAP), Post Secondary Recruitment Program (PSR). Targeted departmental initiatives were also included.

2019-20 Recruitment of Indigenous vs. all students by program
Program IS AS Proportion of IE Response Rate
FSWEP 305 13,547 2.25% 75.56%Footnote 10
Targeted Departmental Initiatives 172 4,702 3.66% 26.67%Footnote 11
RAP 5 345 1.45% 20.00%Footnote 12
PSR 4 166 2.41% 24.44%Footnote 13

Targeted departmental Indigenous student recruitment initiatives are currently delivering better results and we would encourage organizations to also focus effort on targeted recruitment to increase participation rates of Indigenous candidates.

There are many talented Indigenous students in the regions and in Northern communities that could be potential hires if we are better able to leverage working remotely. Organizations, even those without regional offices, should take advantage of the virtual environment we now work in to hire students in the regions and allow them to work from their communities.

Key Indigenous student recruitment initiatives include


In this area we asked responding organizations to:

  1. Identify retention of Indigenous employees (IE) hired in 2019-20 compared to retention of all new employees (AE) hired.
2019-20 Retention of Indigenous vs. all students
Category IE AE Proportion of IE Response rate
Students 38 1,876 4.03% 71.11%Footnote 14
Casuals and term employees 279 10,802 3.57% 73.33%Footnote 15

As the public service ages, youth become essential to renewing the Public Service age demographic. Between 2006 and 2016, Indigenous youth grew by 42.5%, the fastest growing demographic in Canada. This is good news and we must leverage this dynamic demographic and ensure that Indigenous youth are well represented in the federal public service.

Ensuring the student experience is positive is of critical importance not only for students to be able to excel and contribute early on, but also to bolster the Public Service’s future recruitment efforts.

Departures - exit interviews

In this area we asked responding organizations:

  1. Do you have an Exit Interview Program?
Exit Interview Programs
Status of exit interviews Number of departments
Implemented 17
Not implemented 7
Data not available 21

Seventeen organizations indicated that they implement exit interviews for students, term and casual employees, employees on micro assignments, indeterminate employees, and retirees. Seven organizations indicated that they do not implement exit interviews, and 21 indicated the data is not available or not applicable, as they are not tracking this data.

Employees leave an organization for varied reasons. Departmental exit interviews can provide concrete information on why an employee is leaving. The 2019-20 MVOM DPS asked departments if they had an exit interview program in seven response areas:

  1. for all students;
  2. end of term employees;
  3. casual employees;
  4. employees on assignment or secondment;
  5. employees on micro assignment;
  6. resignation of indeterminate employee; and
  7. retirement.

Moving forward, organizations may wish to consider a formal exit interview program for Indigenous employees to gain a better understanding of their departures and potential areas of focus to ensure that work environments are welcoming for Indigenous employees. This could be a unique opportunity to get some real insight to help shape future Human Resource policies and practices related to Indigenous employees.


In this area we asked responding organizations to:

  1. Identify Departmental Networks specifically for Indigenous employees.

The work leading to the MVOM Action Plan identified the presence of departmental Indigenous employee networks as a positive practice that could influence employee satisfaction and well-being. The number of organizations with Networks is very promising, and one to encourage for further growth moving forward.

Examples of departmental networks include

Champions and chairs

In this area we asked responding organizations to:

  1. Identify if you have a departmental Champion and /or Chair for Indigenous Employees or Indigenous Employee Networks.

Departmental Champions are senior officials usually at the Assistant Deputy Minister or Director General level, who represent a group of employees or an initiative within their departments. Departmental Champions demonstrate a commitment by the organization, and they bring forward issues and best practices to the senior management tables for discussion, decision and implementation. The numbers are impressive and we hope to see this trend continue.

Presence of departmental Champions
Presence of Champions NCR Regional
Have at least one Champion 31 21
Do not have a Champion 11 14
No response 3 10

Departmental Chairs are usually employees who may self-identify as Indigenous or be a strong ally. The Chair /co-Chair advocate alongside their fellow Indigenous colleagues to address recruitment, retention and career advancement within their particular organization. Chairs and co-Chairs work directly with their internal corporate services on the administration and secretariat of their respective Indigenous network /committee.

Presence of departmental Chairs
Presence of Chairs NCR Regional
Have at least one Chair 22 20
Do not have a Chair 16 17
No response 7 8

Training, development and career advancement

In this area we asked responding organizations to:

  1. Identify career advancement programs and the number of Indigenous employees (IE) in the executive feeder groups participating in such programs compared to the total number of employees (AE) in the executive feeder groups participating on these programs.
2019-20 Indigenous vs. all employees in executive feeder groups participating in career advancement programs
IE AE Proportion of IE Response rate
73 1,653 4.42% 37.78%Footnote 16

Training and development programs enhance employee performance, equip employees to prepare for the future, and complement effective recruitment to ensure that public servants continue to have the skills and expertise required to fulfill their departmental mandates over the longer term.

Training and development also play a foundational role in developing and advancing mid-career public servants and the executive feeder groups (EX minus 1, EX minus 2 and equivalents, also referred to as ‘executive feeder groups’) into executive positions and future leaders. The Federal Public Service has moved to a more strategic talent management enabling approach, inviting Deputy Heads to identify high potential candidates to participate in leadership development programs offered by the CSPS or other targeted University led leadership programs.

Analysis of data on training, development and career advancement programs for mid-career public servants yielded the following observations:

Promising departmental initiative that focuses on career learning for Indigenous employees:

Parks Canada – Indigenous Employee Training Fund (IETF) offers $2,500 per person per year to support Indigenous employees within their professional development. In 2019-20, $80,000 was allocated for the IETF, with 16 applicants being fully funded and 12 applicants being partially funded.


In this area we asked responding organizations to:

  1. Identify number of Indigenous employees (IE) enrolled in a mentorship program as a mentee, compared to total number of enrolled employees (AE).
2019-20 Indigenous vs. all employees and Indigenous vs. all employees and executive feeder groups participating in a mentorship program
Overall employees Executive feeder groups Response rate
IE AE Proportion of IE IE AE Proportion of IE
13 922 1.40% 7 447 1.56% 13.34%Footnote 17

Most organizations do not have a formal mentorship program as reflected by the low response rate. Some have assembled mentoring guides to facilitate informal mentoring in their organization. These guides explain the roles and responsibilities of mentors and mentees and provides tools and tips for establishing and maintaining successful mentoring relationships.

Acting appointments and assignments

In this area we asked responding organizations to:

  1. Identify the number of Indigenous employees (IE) compared to total number of (all) employees (AE) in an acting appointment (duration more than four months) or assignment
2019-20 Indigenous vs. all employees in acting appointments and assignments
Type of employment IE AE Proportion of IE Response rate
Acting Appointments 991 33,773 2.93% 80%Footnote 18
Assignments 58 2,270 2.55% 66.67%Footnote 19

Since acting appointments and assignments provide opportunities for on-the-job learning and preparation for promotional opportunities, the proportional rates of opportunities should be at the very least equal to the 5.1% representation reported by OCHRO and StatCan. This is an area that will require more deliberate action moving forward.

Language training

In this area we asked responding organizations to:

  1. Identify number of Indigenous employees (IE) (overall and at EX minus 1 and 2 levels) enrolled in second language learning (French or English), within the reporting period, compared to total number of employees (AE) enrolled in second language learning.
2019-20 Indigenous vs. all employees and Indigenous vs. all employees in executive feeder groups enrolled in language training
Number of employees IE AE Proportion of IE Response Rate
Overall Employees 230 9,165 2.51% 55.55%
Employees in EX feeder groups 28 1,233 2.27% 44.44%

Parks Canada shared a unique training initiative: Indigenous Employee Training Fund (IETF)

In 2019, $20,000 of funding was allocated to support Indigenous language learning opportunities of which six applicants were funded to support Indigenous language learning opportunities.

Official language proficiency is so critical to the career advancement of all public servants, we are hoping to see more concrete initiatives by organizations to ensure that their Indigenous employees are being encouraged to enroll and that their managers strongly support this type of developmental opportunities as part of individual learning plans.

Executive talent management and advancement

In this area we asked responding organizations to:

  1. Identify number of Indigenous executives (IE) (EX or equivalent) compared to the total number of executives (AE) (EX or equivalent) as of March 31, 2020.
2019-20 Indigenous vs. all executives by level
Level IE AE Proportion of IE Response rateFootnote 20
EX-01 125 2,922 4.28% 77.77%
EX-02 43 1,367 3.15% 80%
EX-03 28 957 2.93% 80%
EX-04 4 241 1.66% 77.77%
EX-05 4 128 3.13% 73.33%

Health Canada initiated commitments in 2020-21 fiscal year addressing Indigenous recruitment at the executive levels by mandating targets for hiring Indigenous executives; launching an Indigenous inventory; and updating essential educational qualifications to be more inclusive of Indigenous employees.

Executive pools

In this area we asked responding organizations to:

1. Identify the numbers of Indigenous employees who qualified in existing Executive pool(s).

Canada Northern Development Agency located in Iqaluit, Nunavut, currently has up to 40% representation of Indigenous employees and is working at increasing representation in the Executive cadre.

Moving forward

The 2019-20 MVOM Departmental Progress Scorecard Summary Report provides a snapshot of the status of Indigenous federal employees and the implementation of the MVOM Action Plan and can inform reporting on Clerk’s Call to Action on Anti-racism, Equity and Inclusion in the Federal Public Service released in January 2021.

KCII is working on encouraging collaboration and bringing more system-wide coherence to support the work of departments in building a strong foundation of tools available to federal employees, and to include Indigenous perspectives while building those tools.

KCII recently launched tools that support Indigenous employees:

KCII is working alongside Indigenous departmental collaborators on the following initiatives:

In response to the call for more frequent reporting on the implementation of the MVOM Action Plan, the KCII Research and Data Analysis Circle will continue to track, monitor, and report on progress. The next version of the Departmental Progress Scorecard will include qualitative questions to gain greater insight into the impacts of organizational measures undertaken to support Indigenous inclusion.

Observations, challenges and recommendations

The following outlines some observations, challenges as well as recommendations that departments and organizations may wish to consider.

Observation/Challenge Recommendation
Despite incredible growth in the Indigenous youth demographic, Indigenous student representation is quite low. Departments should do more targeted Indigenous student recruitment as this have proven to yield very promising results. We also suggest that managers in the NCR consider employing Indigenous students outside the NCR. As we work in a more virtual environment, these work arrangements are becoming more acceptable and feasible.
New Indigenous recruits are often appointed for short duration contracts (casual and terms less than 6 months). Departments need to ensure that they have the resources in place to support those who would like to join the Federal Public Service on an indeterminate basis.
Career development programs have low Indigenous employee enrollment. Departments must ensure that there is an appropriate proportion of Indigenous employees within their organizations participating career advancement programs.
Despite having various official languages training opportunities, Indigenous employee participation rates are quite low. Managers across the public service should be strongly encouraging Indigenous employees to participate in official language training and fully supporting Indigenous employees wishing to improve their language profile.
Pre-qualified pools and inventories restricted to Indigenous candidates exist but are not being fully leveraged. There should be a central repository for Indigenous pre-qualified pools and inventories, and these should be actively shared.
Indigenous WFA targets are not being met across all departments. Departments who are not meeting the current 4% WFA target should implement a policy to encourage hiring managers to use targeted recruitment strategies.
Many departments /agencies are not tracking data related to Indigenous recruitment, retention or career development /advancement. Therefore, many departments provided information with footnotes or comments explaining what occurs within their organization. It is important that departments set up appropriate systems for tracking Indigenous employees who self-identify as well as the appropriate reporting systems to be able to track the associated recruitment, retention as well as training and development data of Indigenous employees. Not only will this support the evaluation of progress on the MVOM, but also implementation of the Call to Action given overlapping objectives.

Annex 1 MVOM departmental scorecard list of organizationsFootnote 21

Department Name/Nom NCR Only Region HQ
AAFC/AAC Agriculture and Agri-Food Canada/Agriculture et Agroalimentaire Canada - -
ACOA/APECA Atlantic Canada Opportunities Agency/Agence de promotion économique du Canada atlantique - X
CANNOR Canadian Northern Economic Development Agency/Agence canadienne de développement économique du Nord - -
CBSA/ASFC Canada Border Services Agency/Agence des services frontaliers du Canada - -
CFIA/ACIA Canadian Food Inspection Agency of Canada/Agence canadienne d’inspection des aliments - -
CIRNAC/RCAANC Crown-Indigenous Relations and Northern Affairs Canada/Relations Couronne-Autochtones et Affaires du Nord Canada - -
CRA/ARC Canada Revenue Agency/Agence du revenu du Canada - -
CSA/ASC Canadian Space Agency/Agence spatiale canadienne X -
CSC /SCC Correctional Service of Canada/Service correctionnel du Canada - -
CSE/CST Communications Security Establishment/Centre de la Sécurité des télécommunications X -
CSIS/SCRS Canadian Services Intelligence Service/Service Canadien du renseignement de Sécurité - -
CSPS/EFPC Canada School of Public Service/École de la fonction publique du Canada - -
CED/DEC Canada Economic Development for Quebec Regions/Développement économique pour les régions du Québec - X
DFO/MPO Fisheries and Oceans Canada/Pêches et Océans Canada - -
ECCC Environment and Climate Change Canada/Environnement et Changement climatique Canada - -
ESDC/EDSC Employment and Social Development Canada/Emploi et Développement social Canada - -
FEDA/AFDE Federal Economic Development Agency for Southern Ontario/Agence fédérale de développement économique pour le Sud de l'Ontario - X
FIN Department of Finance Canada/Ministère des Finances Canada X -
DND/MDN Department of National Defence/Ministère de la Défense Nationale - -
GAC/AMC Global Affairs Canada/Affaires Mondiales Canada - -
HC/SC Health Canada/Santé Canada - -
IAAC/AEIC Impact Assessment Agency of Canada/Agence d’évaluation d’impact du Canada - -
INFC Infrastructure Canada/Infrastructure Canada - -
IRBC/CISRC Immigration Refugee Board of Canada/Commission de l’immigration et du statut de réfugié du Canada - -
IRCC Immigration, Refugees and Citizenship Canada/Immigration, Réfugiés et Citoyenneté Canada - -
ISC/SAC Indigenous Services Canada/Services aux Autochtones Canada - -
ISED/ISDE Innovation, Science and Economic Development Canada/Innovation, Sciences et Développement économique Canada - -
JUS Department of Justice Canada/Ministère de la Justice du Canada - -
NRCC/CNR National Research Council Canada/Conseil national de recherches Canada - -
NRCan/RNCan Natural Resources Canada/Ressources naturelles Canada - -
PC Parks Canada Agency/Parcs Canada - -
PCH Canadian Heritage/Patrimoine Canada - -
PCO/BCP Privy Council Office/Bureau du Conseil privé X -
PHAC/ASPC Public Health Agency of Canada/Agence de la santé publique du Canada - -
PS/SP Public Safety Canada/Sécurité publique Canada - -
PSC/CFP Public Service Commission/Commission de la fonction publique - -
PSPC/SPAC Public Services Procurement Canada/Services publics et Approvisionnement Canada - -
RCMP/GRC Royal Canadian Mounted Police/Gendarmerie royale du Canada - -
SSC/SPC Shared Services Canada/Services Partagés Canada - -
StatCan Statistics Canada /Statistique Canada - -
TBS/SCT Treasury Board of Canada Secretariat/Secrétariat du Conseil du Trésor du Canada X -
TC Transport Canada/Transports Canada - -
VAC/ACC Veterans Affairs Canada/Anciens Combattants Canada - X
WAGE/FEEG Women and Gender Equality Canada/Femmes et Égalité des genres Canada X -
WD/DEO Western Economic Diversification/Diversification de l’économie de l’Ouest Canada - X

Annex 2 List of career advancement programs for 2019-20

Department Name of the Program
AAFC Management and Leadership Development Program
CanNOR CanNor Inuit Talent Management Program
CFIA Indigenous Career Management for Employees
CIRNAC Aboriginal Leadership Development Initiative CSPS Aspiring Directors Program
CRA Agency Leadership Development Program
CSC Aspiring Directors Program
CSIS CSIS Supervisory Onboarding Program
CED Initiative pour le développement du leadership autochtone
DFO Aspiring Directors Program
ESDC Aspiring Directors Program
FEDA Talent Management Departmental Review
DND CSPS Aspiring Directors Program
HC Aboriginal Management Development Program
INFC CSPS Management Development Program
IRCC Aboriginal Leadership Development Initiative
ISC ALDI and CSPS Aspiring Directors Program
ISED ISED EX Feeder Program
JUS Aspiring Directors Program
NRCan Aspiring Directors Program
NRCC CSPS Manager Development Program
PARKS Parks Leaders Development Program
PCH Programmes a l'Intention des future directeurs
PHAC Aboriginal Management Development Program
PSC Aspiring Directors Program
PS Manager Development Program
StatCan Targeted Leadership Development Programs
TBS Talent Mobility Tool
TC Leadership Development Initiative
WD CSPS Leadership Development Programs

Career advancement programs for all employees identified in four organizations

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