IRCC’s Anti-Racism Strategy Action Plan 2021-2024 – Key Action Items

Legend:

Pillar 1: Leadership Accountability
Ensuring formal accountability mechanisms related to advancing Anti-Racism in the Department
Action Result Timeframe Key contributors
Establish departmental Anti-Racism value statement and sectoral Anti-Racism commitments Anti-Racism commitments for all sectors are approved and published Q1 2021-22
  • Deputy Minister’s Office (DMO)
  • Assistant Deputy Minister’s Offices (ADMOs)
  • Internal Anti-Racism Advisory Board
  • Communications Branch
Align senior executives’ Performance Measurement Accountability (PMA) process to prioritize equity objectives including those related to Anti-Racism Equity objectives are included in all PMAs at executive level Q3 2021-22
  • ADMOs
Develop a strategic governance approach for departmental Anti-Racism actions among sectors Anti-Racism Strategy 2.0, the Action Plan, the Accountability and Transparency Framework and the Equity and Anti-Racism Systems Change Framework, are published internally and externally Q2 2022-23
  • ADMOs
  • Internal Anti-Racism Advisory Board
Integrate Anti-Racism work into departmental planning, reporting and results framework Anti-Racism Key Performance Measures are included in program evaluations, audits and annual departmental reports Ongoing to
Q3 2023-24
  • ADMOs
  • Internal Anti-Racism Advisory Board
  • Research & Evaluation Branch
  • Strategic Policy and Planning Branch
Pillar 2: Equitable Workplace
Working on key aspects of people management to create an effective workplace where all feel welcome and respected
Action Result Timeframe Key contributors
Conduct targeted outreach within the Department to foster dialogue and advance the understanding of racism at all levels of the organization and in people management Engagement sessions, town halls, targeted workshops, and focus groups are held, feedback disseminated to increase organizational awareness regarding existing racial biases Ongoing to Q4 2023-24
  • Anti-Racism Task Force
  • Racialized Employees and Allies Network
  • Middle Managers Secretariat
Enhance the processes for effective resolution of complaints related to racism and develop recourse mechanisms for tracking and reporting discriminatory incidents Employees have the tools and mechanisms to prevent, respond to and address incidences of racism and discrimination Q4 2021-22
  • Internal Audit and Accountability Branch
  • Office of Conflict Resolution
  • Workforce and Workplace Management Branch
Develop Anti-Racism training modules and learning plans for all employees, and implement coaching and mentorship programs for managers Anti-Racism is included as a departmental learning priority for all employees; middle managers and executives receive coaching to develop their inclusive leadership competencies Ongoing to Q3 2022-23
  • Middle Managers Secretariat
  • Learning Academy
  • Procurement
Establish Employment Equity group-specific career development programs, including enhanced access to official languages training programs for Indigenous, Black and racialized employees Equity-seeking groups are supported in their career advancement Ongoing to Q4 2022-23
  • People Management and Employee Engagement Branch
  • Learning Academy
Implement HR strategy and develop staffing processes for improving representation at all levels through targeted recruitment, retention, and talent management of equity-seeking groups Systemic bias in employment systems are addressed by filling gaps at executive levels and feeder groups (e.g. Indigenous, Black, Racialized, Persons with Disability, LGBTQ2+ and individuals with intersecting identities) Ongoing to Q4 2023-24
  • ADMOs
  • Corporate Services Sector
Pillar 3: Policy and Program Design
Addressing systemic racism in the Department’s policies and program designs
Action Result Timeframe Key contributors
Develop a Racial Impact Assessment Tool (RIAT) to address systemic racism at all stages of policy cycle Prototype RIAT is piloted and customized for application in different policy development contexts Q3 2021-22
  • Strategic and Program Policy Sector
Create an equity point to enable integration of Anti-Racism tools within policy development cycles, and promote intersectional analysis Departmental capacity to use GBA Plus and Anti-Racism lens to address systemic racism in policy and program development is enhanced Ongoing to Q3 2022-23
  • ADMOs
  • Strategic Policy and Planning Branch
Develop risk mitigation strategies and Anti-Racism by design improvements to policies, programs, and service delivery (joint with Service Delivery) Baseline understanding of biases, inequities and risks are established with the objective of making adjustments to policy and program development and service delivery to address racism Ongoing to Q4 2022-23
  • Program areas in Strategic and Program Policy Sector
  • Settlement and Integration Sector
  • Operations Sector
Advance on the path towards reconciliation by improving the consideration of Indigenous perspectives in policy making and program delivery (joint with Service Delivery) Reconciliation lens is piloted to improve its quality and applicability in policy development and service delivery Ongoing to Q4 2023-24
  • Indigenous Peoples Circle
  • Citizenship Branch
  • Strategic Policy and Planning Branch
  • Settlement Network
  • Settlement Integration Policy Branch
Develop an external stakeholder engagement action plan to ensure Anti-Racism approach is both well-informed by the experience of clients and effectively implemented in collaboration with external partners (joint with Service Delivery) Engagement with civil society organizations, including Service Provider Organizations in re/settlement is deepened in support of improved program and service delivery design; Anti-Racism capacity is enhanced for the next iteration cycle of IRCC Anti-Racism Strategy Ongoing to Q4 2023-24
  • Anti-Racism Task Force
  • Strategic and Program Policy Sector
  • Settlement and Integration Sector
Pillar 4: Service Delivery
Addressing systemic racism in the implementation of policies and programs with applicants and external partners
Action Result Timeframe Key contributors
Review and monitor analytical model building process to ensure bias is not replicated in data collection and analysis, and in advanced analytics solutions (joint with Data and Research) Enterprise Data Warehouse model building reflects equity, diversity and inclusion lens; a process to prevent bias is developed and embedded in departmental governance framework for projects leveraging advanced analytics and automation Q4 2021-22
  • Digital Strategy
  • Services and Innovation Sector
  • Operational Planning and Performance Branch
Review and develop policies and programs, service delivery models and operational decision-making to identify disparate impacts, address unconscious bias and systemic racism (joint with Policy and Program Design) Risk management tools are assessed for bias in profiling (e.g. Advanced Analytics models) and file triaging (e.g. in citizenship applications); best practices from Service Delivery Improvement projects are reflected in program directions; disparate impacts are assessed regarding processing times and approval rates (e.g. for students in Africa); biometric captures are improved to address bias; Anti-Racism is incorporated into Digital Platform Modernization (DPM) development Ongoing to Q4 2023-24
  • Operational Planning and Performance
  • IT Operations Branch
  • Integrity and Risk Management Branch
  • Immigration Program Guidance Branch
  • Citizenship and Passport Program Branch
  • Settlement and Integration Policy Branch
  • Strategic Policy and Planning Branch
  • Digital Platform Modernization Branch
Implement mitigation plans, including development of unconscious bias guidance and training to address racial disparities across programs and procedures based on system review (joint with Policy and Program Design) Anti-Racism and GBA Plus centre of expertise for operations is established to develop unconscious bias guidance to decision-makers; training is delivered to officers at posts and to third-party stakeholders (e.g. panel physicians delivering Immigration Medical Exams) Ongoing to Q4 2022-23
  • Immigration Program Guidance Branch
  • Migration Health Branch
  • Centralized Network
  • Domestic Network
  • International Network
  • Client Experience Branch
Develop an Anti-Racism approach to the management of new grants, contributions and funding agreements based on system review and data mapping (joint with Data and Research) Enhanced data collection approaches are developed for assessing and building the capacity of Service Provider Organizations in re/settlement to develop Anti-Racism competencies Ongoing to Q4 2023-24
  • Settlement and Integration Policy Branch
  • Settlement Network
  • Chief Data Officer Branch
Fund initiatives and activities in the delivery of re/settlement services that actively promote Anti-Racism, diversity and inclusion Service Provider Organizations that are representative of racialized groups and that lead through fair HR practices are supported to address programming gaps and ensure Anti-Racism is part of their organizational culture Ongoing to Q4 2023-24
  • Settlement and Integration Sector
Pillar 5: Data and Research
Building a strong evidence base for decision making in support of Anti-Racism work
Action Result Timeframe Key contributors
Conduct program reviews and intersectional research in targeted policy areas regarding policy and program outputs and outcomes to establish the current state of systemic racism and develop adjustments to address inequities (joint with Policy and Program Design) Targeted research and reviews through an intersectional Anti-Racism lens are completed in support of policy design improvements (e.g. on citizenship program, high human capital model, migrant workers, spousal reunification, and quality of life among immigrants) Ongoing to Q4 2023-24
  • Research and Evaluation Branch
  • Citizenship, Immigration Branch
  • Strategic Policy and Planning Branch
Improve access to disaggregated client application data currently collected by IRCC and data collected by other government departments to support evidence-based policy making and enhanced service delivery Data sources internal and external to the department are mapped and made available for revealing systemic inequities, racism and gender gaps in support of transparent reporting and enhanced Anti-Racism analytical capacity Q3 2022-23
  • Operational Planning and Performance Branch
  • Chief Data Officer Branch
  • Migration Health Branch
  • Client Experience Branch
Introduce standards of disaggregated data in alignment with those of Government of Canada to ensure consistency and comparability across program and policy areas Use of national data standards are promoted to support the data foundations for the expanded collection of disaggregated data and integration of data sources (e.g. linking administrative data with Census and Statistics Canada surveys) Q4 2022-23
  • Chief Data Officer Branch
  • Settlement and Integration Policy Branch
  • Client Experience Branch
  • Legal Services
Conduct client experience surveys and public opinion research that supports Anti-Racism engagement with employees and clients Results are made available from employee equity survey (e.g. department-wide Anti-Racism survey and focus groups) and client experience surveys (e.g. Annual Client Satisfaction Survey, Annual Newcomer Outcomes Survey, Newcomers’ Experiences of Discrimination in their City) Q3 2022-23
  • Communications Branch
  • Anti-Racism Task Force
  • Settlement and Integration Policy Branch
  • Client Experience Branch
Establish representation benchmarks for racialized groups and under-represented equity-seeking groups for departmental staffing, and develop a risk-based approach to collecting and using self-identified employee data Disaggregated HR data (e.g. baseline representation by equity-seeking group) are made available to determine key gaps in under/over representation in support of developing plans for targeted recruitment and career development initiatives Ongoing to Q4 2022-23
  • Corporate Services Sector
  • Chief Privacy Officer
  • Legal Services
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