Canadian Food Inspection Agency

Goal setting

Question 1

Has your organization set goals (for fiscal year 2023-2024 or future fiscal years) for recruiting and promoting Indigenous peoples and Black and other racialized people?

• My organization has set recruitment goals for:
  • Indigenous peoples
  • Racialized people
• My organization has set promotion goals for:
  • Indigenous employees
  • Racialized employees

Please provide details and/or examples, including what your organization is using to set its goals (e.g., operational priorities, labour market availability [LMA], population data, workforce availability [WFA]), and how these goals are communicated to employees, if applicable. What has been the most helpful in advancing towards the goals you have set? What challenges, if any, have you encountered?

Semi-annual reporting is completed on departures, hires and promotion rates of the four Employment Equity (EE) groups. Gaps are identified in these areas for each of the four designated groups by comparing against the workforce availability, and those gaps are used as targets when planning the Canadian Food Inspection Agency’s (CFIA) Human Resources (HR) activities for the upcoming year. This information is shared with all employees in the form of the CFIA’s EE Annual Report. The Employment Equity Annual Report is posted on the internal Merlin web-page where all CFIA employees have access to the data and information.

Each fiscal year-end, data is organized by National Occupational Category (NOC) is reported and analyzed. This creates an annual report which summarizes the data by Mobility, Salary Range, Province, Occupational Groups, and top ten most populated NOCs in the Agency.

The Agency also conducts quarterly reporting where gaps of EE representation at the CFIA as compared to the Workforce Availability are identified, and used as targets for hiring and recruitment of individuals in the EE groups. This quarterly reporting includes workforce availability targets and gaps - these breakdowns are primarily provided by Area, Region, Branch, and Group. This information is shared with HR Advisors in Staffing and Recruitment to plan for recruitment campaigns according to the gaps. Staffing advisors discuss the gaps with hiring managers to allow them to plan for closing the gaps, and thereby meeting the targets through their recruitment and hiring practices.

The CFIA has drafted a proposal to address under-representation of the EE groups, with the goal of closing gaps in representation at the Agency and occupational group levels. This proposal is in the consultation phase and identifies concrete actions to achieve these goals. The data from the quarterly and annual reporting has been essential in providing justification for the recommendations in this proposal.

The privacy and availability of data is the most critical issue related to creating and meeting targets for both recruitment and promotions. When the data is shared appropriately, at an appropriate level of detail, and is disaggregated in a way that allows decisions to be made at the community level it is instrumental in providing a basis for justifying the steps taken to close gaps in representation. However, there is a lack of disaggregated data, and therefore no accurate numbers for separate communities, such as the Black community in particular, making it difficult to plan in this space. Sharing of the data can be difficult on a large scale, as the privacy and sensitivity of the data requires preparation and careful dissemination of the information to avoid identifying individuals. 

Question 2

Has your organization set goals to foster greater inclusion (for fiscal year 2023-2024 or future fiscal years)?

• My organization has set goals to foster greater inclusion.

Please provide details and/or examples, including which metrics or data your organization is using, if applicable (e.g., your Public Service Employee Survey results, pulse surveys, exit interviews, human resources administrative data).

The CFIA has created a Diversity and Inclusion Strategy and Action Plan 2022-2025 to focus on the CFIA’s accountability and actions to enhance diversity and inclusion, including strategies to ensure a barrier-free workplace for all employees. One pillar within this plan is Data Analytics, which includes implementing the new Self-Identification (self-ID) Modernization Project, capturing disaggregated data, utilizing Public Service Employee Survey (PSES) data fully, completing a self-ID campaign for accurate data, and developing further capacity to create and share reports in a useful manner to all stakeholders.

The CFIA has also created a proposal to address under-representation of members of EE groups, to close gaps in representation at the Agency and occupational group levels. It identifies concrete actions to achieve these goals in the areas of recruitment, inclusive hiring practices, accountability and retention. The data from the quarterly and annual reporting has been essential in providing justification for the recommendations in this proposal.

In October 2021, the CFIA hired experts in equity, human rights, and Indigenous rights to facilitate six focused anti-racism discussions to learn about and report on our employees experiences at the Agency. Based on this feedback, an Anti-Racism Task Force (ARTF) was created to respond to the recommendations outlined in the CFIA's Report on Anti-Racism Discussion Sessions. The AFTF has created an Anti-Racism Action Plan, which outlines the steps, milestones and deliverables to address the findings from the report.

The plan contains the following four overarching objectives with a goal to increase inclusion at the Agency and to eliminate any barriers that affect Black, Indigenous and People of Colour (BIPOC):

1. Anti-Racism Governance, Oversight and Monitoring:
   1. Establish an internal BIPOC consultation committee, in consultation with unions, to seek input on anti-racism work.
   2. Communicate and report on CFIA anti- racism work using a variety of vehicles
2. Reflecting on Diversity and Promoting Inclusion
   1. Identify gaps and create support systems, processes and guidelines needed to support all CFIA management and employees that are affected by racism and discrimination.
3. Measurement and Leadership Accountability
   1. Support the Diversity and Inclusion Action Plan on Disaggregated data.
      1. Support the Data and Analytics plan within the Diversity and Inclusions Strategy and Action Plan.
      2. Analysis of EE data from variety of reports such as: Public Service Employee Surveys, new self-ID questionnaire, Maturity Model, recruitment etc.
   2. Executive Performance Management Agreements to include targeted actions and regular reporting on progress.
4. Representation and Career Development
   1. Review existing collection of data and identify employment equity gaps.

The Equity, Diversity and Inclusion Steering Committee, comprised of senior executive Champions and working level Chairs of each of the employee networks recently attended a day long face to face meeting in Ottawa. Champions and Chairs brought forth ideas and feedback from members to share broadly, identifying areas for increasing inclusion across the CFIA. For example, working together when areas of intersectionality were identified among the various networks.

Measuring progress

Question 3

Has your organization developed an approach for measuring progress towards your established goals? 

How is the approach being implemented within your organization (e.g., how is it communicated to employees? What are the roles of executive team members including the Chief Data Officer and Head of Audit and Evaluation and regional management if applicable? How are you reporting on results and outcomes both internally and externally?)?

The CFIA coordinates quarterly and annual reporting to measure progress towards established Employment Equity (EE) representation goals. This is done by utilizing workforce availability data against actual representation in the workplace for hiring, retention, promotions and by occupational group and level. The reports produced quarterly include workforce availability targets and gaps by area, region, branch, and occupational group.

Semi-annually, in March and October, the Human Resources Branch reports on the mobility data which shows the EE departures, hires, and promotions with workforce availability targets and gaps.

All fiscal year-end reports are generated on EE data by National Occupation Coded (NOC). This annual reporting piece summarizes the data by mobility, salary range, province, occupational groups, and top ten most populated NOCs at the CFIA. 

The CFIA provides quarterly reports to staffing advisors, who share and discuss this information with hiring managers when planning for staffing and recruitment activities.

Year over year tracking is completed of the change in representation of the EE groups to determine the success of these and other Equity, Diversity, and Inclusion (EDI) actions, and plans are put in place to remediate in areas that are not showing improvement. Annual reporting is shared with all employees through the Employment Equity Annual Report, which is shared on the CFIA’s internal Merlin webpage.

Semi-annually, the Human Resources Branch advises on the status of employment equity and diversity initiatives and data, including gaps in representation, to the Senior Management Committee, which is comprised of the CFIA President, Executive Vice-President, Vice-Presidents, Branch Heads and Associate Vice-Presidents.

Challenges in data sharing and dissemination persist due to privacy concerns when using sensitive EE data, as reports cannot show minute levels of detail without identifying specific employees.

All of this quantitative data is gathered strategically to be used to inform the progress against actions in the CFIA’s various reports and action plans related to Equity, Diversity, Inclusion and Anti-Racism, including the Multiculturalism Annual Report and Employment Equity Annual Report. For instance, within the annual updates to the Diversity and Inclusion Strategy and Action Plan, this data is used as a metric to determine success against the pillars of Data Analytics and Inclusive Leadership and Accountability. The data informs the progress annually against the Accessibility Plan, as it shows mobility rates, hiring and promotion of individuals within the related EE groups to determine concrete changes in representation based on actions undertaken the previous year. This data will also inform reporting against the Anti-Racism Action Plan on an annual basis. 

Consequential accountability

Question 4

How is your organization using performance management and/or talent management processes to establish accountability for results?

• Quantitative goals are part of performance management agreements. 
• Qualitative objectives are in performance management agreements.
• Work is underway to develop approaches to establish accountability for results in either of these processes.

Please provide details about how performance management and/or talent management processes are being used to establish accountability for results.

One of the government-wide priorities that is part of every executive’s performance agreement is implementing the forward direction for the Call to Action. The CFIA has provided examples of performance measures that can be included in an EX-performance agreement to show how they meet this priority. These include quantitative goals such undertaking a minimum of two mandatory training sessions on Unconscious Bias, Harassment and Violence Prevention, Anti-Racism, and/or other equity, diversity, and inclusion related training throughout the year. They also have qualitative goals such as fostering a safe, positive work environment that promotes diversity, inclusiveness, and accessibility in the work environment.

Although the government-wide priority is included in every EX-performance agreement, the CFIA has no way of measuring the results globally. It is up to each individual manager to determine if the performance measures have been met and to provide the appropriate performance rating. The CFIA currently does not have the capacity to extract the information to review it as a whole for the Agency.

The Proposal to Address Under-representation in Employment Equity contains concrete recommendations to further address and improve accountability in the space of EDI. The proposed actions are to:

• Establish Reporting Capacity to Enable Branch level gap reporting: Establish a reporting tool/process to share detailed EE data and information on a semi-annually or quarterly basis with hiring managers and operational staffing advisors.
• Embed accountability for EE representation into EX Performance Agreements in a more meaningful and concrete way. 

Specific, tangible actions outlined in the forward direction of the Call to Action

Question 5

Have you, as head of your organization, and/or your executive teams sponsored at least two Indigenous employees and Black and other racialized employees to prepare them for leadership roles?

• My executive team has sponsored at least two Indigenous employees and Black and other racialized employees to prepare them for leadership roles.

Please provide details about the nature of sponsorship that you and/or your executive team have provided, along with other programs, such as mentorship or leadership development, if applicable.  

The executive team at the CFIA has sponsored Indigenous employees to develop for leadership roles through programs such as the Indigenous Career Management for Employees (ICME) and the Indigenous Management Development Program (IDMP).  As an example, these programs have enabled employees to move to other areas of the Agency for career progression.  A graduate of the ICME program, was an inspector in a regional facility.  With the skills learned in the ICME program, she was able to move into a corporate role, where she is a senior advisor on Indigenous HR programs for the entire Agency.

Additionally, senior management has prioritized official language training for employees who are Black, Indigenous or Persons of Color (BIPOC) through the development of the BIPOC Official Language training program.

Senior management supported the creation of a BIPOC Career Navigator position, whose role is to support Indigenous and racialized employees to develop in their careers and prepare them for opportunities as they arise. An e-Binder was created to support the conversation with employees on career navigation, including the application process, review of the candidate’s resume and cover letter, assistance with career exploration and strategies for success.  A pilot exercise was launched in the western area summer of 2023 to test the tools and seek feedback from employees. Participants in the program remarked that they wish these services were offered earlier in their career, that they felt seen and that they now had the tools to assist with their career progression. Because of the success of the pilot, the career navigation services have been expanded across the Agency as of May 2024.

Within the Corporate Management Branch, there is a pilot project for BIPOC employees to develop as Project Managers, with training, development and mentoring opportunities available for employees within this career path.

The CFIA has proposed and is exploring the creation of a Mentorship+ (M+) Framework, which is a “mentorship, coaching +” sponsorship program targeting high-potential Indigenous employees, Black and other racialized employees. The program would focus on the development of networking and skills for employees, to improve them through enhanced learning, mentorship and senior leader sponsorship to actively support the careers of these talented employees. The Mentorship+ framework is grounded on the concept of sponsorship and will meaningfully action the directions received in the Call to Action.

Question 6

Have you, as head of your organization, personally endorsed at least one recruitment campaign for Indigenous employees and Black and other racialized employees?

• I have personally endorsed at least one recruitment campaign for:
  • Indigenous employees
  • Black employees
  • Racialized employees

Please provide details.

The Project Management Development Program (PMDP) launched December 2022 and offers a career development opportunity for employees who are seeking to achieve different levels of project management certification. The next call out to recruit new participants in 2024 will include spaces specifically for employees who wish to self-identify as a member of a BIPOC community, to ensure employees from these communities are included fully in this opportunity.

Senior management endorsed the creation and staffing of an Indigenous Science Office (ISO) staffed primarily by self-identified Indigenous employees, which works with both internal and external collaborators to strengthen the inclusion and recognition of Indigenous science perspectives, values and practices at CFIA. The ISO is guided by Government of Canada commitments and obligations to advance reconciliation with Indigenous peoples in Canada. This new office also supports the CFIA's participation in the Interdepartmental Indigenous Science Technology Engineering and Math (I-STEM) Cluster. The vision of this office is to empower the growing recognition of Indigenous science through reconciliation efforts at the CFIA by weaving and braiding connections between both Western and Indigenous science-based Ways of Knowing (systems of knowledge). Through increased guidance and training on cultural safety and awareness when working with Indigenous peoples on science-based initiatives, the ISO can support the decision-making of professionals at the CFIA by aligning our mandate with Indigenous science perspectives, values and practices.

The CFIA also created and recruited for the positions of Indigenous Liaison Officers, to be staffed specifically by Indigenous employees. These positions report to the Director General in each of the four operations branch areas (west, Ontario, Quebec and Atlantic) and help continue down the path of reconciliation through enhanced outreach and engagement with Indigenous communities and Peoples. The positions are responsible to: communicate with Indigenous communities on behalf of the CFIA; advise communities, CFIA management and employees on relevant programs and policies; promote clear communication between CFIA experts, employees, regulated parties and stakeholders to build relationships; help further enrich current CFIA Indigenous recruitment initiatives; and engage in cultural knowledge exchanges to enhance or develop relationships.

The Human Resources Branch created a proposal to address under-representation, which includes recommendations for increased consideration of candidates from the four designated employment equity groups where gaps in representation of these employees exist. This proposal is in the consultation and approvals process, but is expected to result in an increase in the usage of targeted recruitment campaigns specifically where gaps exist at the Agency or occupational group levels. Once disaggregated data is available for Black employees, this may result in the need for targeted recruitment campaigns in some areas for this group.

In April 2023, the Human Resources Branch launched the national Diverse Selection Board Members Inventory (DSBMI). The inventory is comprised of volunteers with diverse backgrounds from equity-deserving groups, who are willing and able to support managers in selection processes by ensuring fair and unbiased assessment of all candidates, and to help build a more diverse and inclusive workforce. Use of the inventory is actively promoted to HR Advisors and client managers for both targeted and other recruitment campaigns.

Question 7

Has your organization prioritized official language training for Indigenous employees and Black and other racialized employees who are ready for advancement?

• My organization has prioritized official language training for:
  • Indigenous employees
  • Black employees
  • Racialized employees

How is your organization prioritizing official language training?

The Agency has made significant progress in providing second language resources customized for employees within Black, Indigenous, and other racialized communities since the launch of the BIPOC Language Program in November 2023. This program has now seen the completion of its first and second cohorts of employees in the BIPOC community who are offered four hours of training per week.

The most recent cohort of the program was open for applications in July 2023 and candidates for the program began their training in January 2024. Over 115 candidates have been accepted into the program thus far. The CFIA is tracking if the employees are working towards becoming part of the managerial or executive level cadre, and aspire to use this information to assist in employee growth opportunities. 

The CFIA also offers pronunciation and phonetics workshops to some members of the BIPOC community to remove all possible barriers to their success. For many in this program, it is a third, fourth or even fifth language. These workshops are another way to help break down barriers. The Agency remains committed to sustaining the BIPOC Language program and ad-hoc training as required through ongoing efforts.

Does your organization offer access to Indigenous language training or have plans to offer access? Please provide details. 

The Agency does not offer Indigenous language training but directs individuals to the Government of Canada's website for Indigenous languages, which provides learning and teaching resources.

Question 8

Has your organization provided support and/or invested resources for organizational employee networks and communities?

• Engagement with employees and employee networks in my organization’s decision-making is meaningful and regular.
• Governance structures are in place to support employee networks and communities (e.g., champions, champions/chairs participate at management tables).
• Material supports are provided for employee networks and communities (e.g., dedicated funding, FTE support, allowing time to engage in activities).

Please provide additional detail about how your organization engages with and supports employee networks and communities.

The CFIA has implemented measures to ensure meaningful engagement, governance support, and material resources for all of the employee networks (Black Employees Network, National Indigenous Advisory Circle, Employee Accessibility Network, 2SLGBTQIA+ Network, Women’s Network, and the Visible Minority Forum).

Engagement with Employees and Employee Networks

Management and policy-makers actively engage with employee networks in decision-making processes, through consultation on policies or guidance that could affect their communities.

Through the Equity, Diversity, and Inclusion Steering Committee (EDSC), comprised of senior level Champions of each network and the Chairs of each network, the CFIA facilitates regular face-to-face meetings, covering associated travel costs to ensure broad participation. These meetings provide a platform for diverse voices to be heard and contribute to organizational strategies and policies, offering an opportunity for intersectionality between these communities.

Governance structures and leadership support

The President identifies Executive level Champions for each of the diversity and employee networks, as well as a Chief Diversity and Inclusion Officer for the CFIA as a whole. EDSC and HR support behind this committee provides a governance structure to support employee networks and related communities, with semi-annual updates provided to senior management. Champions from the networks participate at management tables, advocating for the interests of their communities and driving inclusive decision-making.

Material support and resources

The CFIA provides material support for employee networks. The networks are supported by HR Branch resources with a dedicated budget for network activity and also by the Chief Diversity and Inclusion Officer’s office to ensure these networks have the resources they need to thrive sustainably. Additionally, there is a dedicated resources within HR Branch to coordinate initiatives specific to the Indigenous employee network. 

Senior management actively supports and encourages managers and supervisors to allow their employees the time required for engagement in network activities.

Infrastructure and facilities support

The CFIA has invested in infrastructure and facilities to accommodate diverse cultural and religious needs. Renovations in our offices include dedicated smudge rooms, indigenous boardroom naming and art, gender-neutral washrooms, and quiet spaces for prayer, creating an inclusive environment where everyone feels respected and valued.

Network engagement and advocacy

Members of the employee networks are actively involved in advocating for diversity and inclusion within our organization at the grassroots level and are routinely consulted on ways to further inclusion at the CFIA on a variety of topics. The discussions held in these networks allow the CFIA to acknowledge and address unconscious biases and foster employee engagement.

Training and development opportunities

Opportunities for training and development are offered when applicable to support the professional growth of employees in the networks. Language training programs, mentorship programs, and recruitment campaigns that are specifically for BIPOC individuals have been shared in these spaces, creating opportunities for career advancement and development.

Cultural awareness and sensitivity initiatives

The CFIA prioritizes cultural awareness and sensitivity through presentations, workshops, sharing lived experiences and awareness sessions, which are joint efforts between the HR Branch and employee networks. These initiatives emphasize intersectionality, accessibility, and the importance of creating inclusive spaces.

Question 9

Has anti-racism, equity and inclusion work been embedded in your organization’s integrated business plan and/or mental health plan?

• Anti-racism, equity and inclusion work has been embedded in the organizational plan.
• Anti-racism, equity and inclusion work has been embedded in regional and/or branch plans.
• Work is underway on our integrated business plan and/or mental health plan to embed anti-racism, equity and inclusion work.

Employment Equity information is regularly included in HR Branch Planning reports and is an important consideration when undertaking these planning endeavors.

The CFIA is currently working to renew the Mental Health Strategy and will be evaluating the objective data collected to determine its inclusion in the strategy.

Implementation of Integrated Business Planning (IBP) for the CFIA is underway. The following will be addressed as the Agency continues to mature in this space.

• Every branch plan to include activities such as Government of Canada priorities and Calls to Action - see draft activity below
  • CFIA’s Strategic Plan & Priorities 2025-30, provides high-level direction for which Branches are responsible for outlining specific actions (activities) to deliver on each of the relevant priorities.
  • More specific and measurable performance targets are currently being defined for integration into the branch operational plans
• Branches onboarding to IBP are at various stages of maturity, Corporate Management Branch has served as the pilot. As such, the branch is in the process of implementing IBP in all its Directorates. This will enable Executive Directors and their teams to report on progress and work to date, using a common planning and reporting tool and cycle (quarterly basis).
  • The goal for fiscal year 24-25 is to onboard all CFIA branches to same practice and tool.
• In addition to the work underway on the Integrated Business Plan, the CFIA has several elements and initiatives outlined in the Departmental Plan (DP) and the Departmental Results Report (DRR) that directly support the Clerk’s Call to Action on Anti-Racism, Equity and Inclusion in the Federal Public Service.

Draft activity to be included in Branch Plans across the Agency and reported on quarterly shared below (Note: Wording may vary between Branches):

Activity and performance measures to support government of Canada priorities (included in call to action):

• Diverse and inclusive workplace
  • Take measures to contribute to a healthy workplace within the (insert Directorate name) team.
  • Actively work to support a healthy and diverse workplace within the team.
• Supporting physical and psychological health and safety 
  • Encourage/enable health and wellness within the team by putting in place a variety of measures to help create an environment that promotes diversity, contributions and innovation.
  • Contribute to the promotion of a work environment that is conducive to the use of both official languages.
  • Promote strategies to encourage work-life integration.
  • Foster a safe, positive work environment that promotes kindness, civility and respect and other CFIA values such as Integrity and Collaboration.
• Maintain support for sustainable Pay Management
  • Raise with manager and submit HR actions, accompanied by supporting documentation, in a timely manner to enable the department to support efforts to pay employees accurately and on time.
  • Complete mandatory HR to pay related training.

Question 10

Does your organization have a calendar to avoid holding major meetings and events during significant religious, spiritual, and cultural periods?

• My organization currently has a calendar for this purpose.

If the calendar already exists, please provide additional details on how this calendar is communicated or promoted within your organization.  

The CFIA has a Diversity Calendar of Events on the internal intranet web page, available to all employees to commemorate, raise awareness, celebrate, and promote equity, diversity, and inclusion throughout the year.

The CFIA is also an employer partner with the Canadian Centre for Diversity and Inclusion, which offers a thorough, but non-exhaustive Diversity Calendar, which includes religious and cultural observances and other commemorative dates recognized within Canada, which is updated annually and communicated to employees in communications about events throughout the year.

The CFIA has drafted guidance to managers on scheduling meetings in a way that respects the religious and cultural needs of employees and is linked to the Diversity Calendar. This guidance is in the approvals process and will be communicated to managers and all employees once finalized.

At present, many days of commemoration or cultural significance throughout the year are communicated to employees through communication channels such as Infobulletins, for awareness purposes. Many of these communications link to the Diversity Calendar for further exploration by employees. The Diversity Team is actively exploring further avenues for communicating this information to employees.

When significant meetings are being scheduled, employees are offered the opportunity to request accommodations, including the possibility of informing organizers of any religious or cultural reasons why they may need to be accommodated for the meeting.

Additional information about your organization’s ongoing initiatives 

Question 11

What are two or three specific barriers that you have faced in advancing work on the Call to Action?

Please provide two or three examples.

Data gaps and systemic bias

Employees identified challenges due to data gaps and systemic biases. Disaggregated data on Black employees is unavailable, which in turn does not allow for measurement of the CFIA’s current status or progress in the areas of hiring, retention, and promotion for this community. This absence of specific data also complicates targeted recruitment efforts to address under-representation. Employees emphasized the need for further disaggregated data in discussions with the networks as well as the need for more exploration to identify and address biases in hiring and promotion processes. For instance, they noted that immigrants to Canada holding advanced degrees often occupy lower-level positions. However, limited resources, including personnel, budget, and training materials, as well as the gap in disaggregated data pose a barrier to gathering further information in this area.

Awareness and communication challenges

Another issue brought forward is that employees are not always aware of diversity and inclusion initiatives, potentially related to audience fatigue due to the amount of information shared or the communications vehicles being utilized. Many employees stated they are unaware of the organization's call to action and the diversity initiatives being provided through the CFIA, despite the communications being provided on these programs. This lack of awareness hinders meaningful engagement and participation in efforts to address systemic inequalities. Employees expressed a desire to contribute more meaningfully to diversity goals but face challenges due to the demanding nature of their primary jobs and doing the work of EDI “off the side of their desks”.

Perceptions of bias

Perceived bias was mentioned as a theme during discussions with employee networks, and is related to the lack of disaggregated data, as this bias cannot be proved using the data currently available. Employees mentioned issues such as the use of acting appointments for extended periods resulting in career stagnation, particularly for BIPOC individuals. Employees voiced concerns regarding the believability of their experiences and recommendations, facing a "prove it" attitude from management when addressing issues related to race. Moreover, they brought forward the notion that a neutral policy isn't truly neutral, as applying standards uniformly disregards differing starting points for those from differing backgrounds to the standard. Feelings of tokenism and inadequacy were identified by racialized employees, leading to imposter syndrome and mental health challenges. The reluctance to speak up stems from a fear of worsening one's situation and a perception that nothing will change.

Question 12

Recognizing that employees often have multiple identities, what actions is your organization undertaking to support Indigenous employees and Black and other racialized employees who are also members of other communities, such as persons with disabilities, 2SLGBTQIA+ communities and religious minorities who face compounding barriers of discrimination?

Please provide details.

Efforts to embrace intersectionality within the CFIA are evident through various initiatives aimed at recognizing and addressing the interconnectedness of different forms of discrimination and oppression. Collaboration between employee networks is occurring, such as the partnership between the National Indigenous Advisory Circle (NIAC) and the 2SLGBTQIA+ Network where an event was hosted to highlight the unique experiences of Two-Spirit history and culture.

In discussions with employee network members, they identified that senior management’s commitments and communications on racism, equity, and the use of correct terminology in the workplace have continued to demonstrate a commitment to understanding the complexities of intersecting identities.

The employee networks continue to host and promote events related to each of the employee networks, including racialized communities, Indigenous Peoples, and the Black experience, however many of these discussions delve into topics that resonate with allies and those outside of these communities, as the speakers and topics chosen are being selected through the lens of intersectionality. For example the CFIA hosted a discussion with Dr. Rachel Zellars during Black History Month to discuss her research focused on the history of slavery in Canada, the history of public schooling, and critical race theory. As Dr. Zellars is working closely with the federal public service in the implementation of the Clerk of the Privy Council's Call to Action on Anti-Racism, Equity, and Inclusion in the Federal Public Service, this conversation naturally delved into how these topics resonate with employees from all walks of life.

In April 2023, the HR Branch launched the national Diverse Selection Board Members Inventory (DSBMI), comprising volunteers from equity-deserving groups. These individuals support managers in selection processes to ensure fair and unbiased assessment of all candidates, promoting a more diverse and inclusive workforce. Active promotion of the inventory to HR Advisors and client managers underscores efforts to embed intersectionality into organizational practices.

Efforts to embody intersectionality are evident through the collaborative events hosted, discussions on racism and equity held, the awareness of and continued promotion of information about diverse communities, and prioritizing the inclusion of employment equity and inclusion in HR Planning decisions. Moving forward, the CFIA is committed to deepening the understanding of intersectionality within the organization, moving beyond an understanding of individual groups to grasp the complexities of intersecting identities.

Question 13

In your first year of implementing the forward direction of the Call to Action, what impact has this work had on the culture of your organization?

Please provide the two or three most important impacts. 

1) Cultural shift towards acknowledgment and action

There has been a noticeable change within the CFIA's culture. Employees have identified a sense that challenges are not being ignored, and are now acknowledged by senior management, driven by the work to identify these challenges undertaken by the Anti-Racism Taskforce, Diversity Team, Employee Networks and through senior management support. Employees identified the shift from empty words to looking for tangible, concrete actions and a renewed sense of purpose and transparency. Employees acknowledged that more priority is being given to attending cultural and learning events from senior management, or volunteering with employee networks, though it was identified that there is still work to be done in this area, especially for employees in positions outside of the National Capital Region and with middle management where scheduling continues to be identified an obstacle to employee participation.

2) Emphasis on accountability and transparency

Employees identified that there has been a shift towards looking for concrete results to Calls to Action and other government wide initiatives. They specifically mentioned their appreciation for the accountability that comes with having to complete these follow up reporting activities on the CFIA’s actions identified in the Call to Action, the CFIA’s Anti-Racism Report, and other calls to action related to Equity, Diversity and Inclusion. This shift in mindset has led to a renewed invigoration of our employee networks, allowing members to be bold in their requests and initiatives, knowing that senior management is listening and actively engaging with them to find solutions to the problems they identify. Employees noted that more frank and open discussions are occurring at every level of the organization, with senior leaders coming forward to offer vulnerable testimonials and encouraging employees to also be their unique selves at work. The creation of safe spaces and networks, where employees can speak openly about sensitive topics, has had a positive impact on the organization, providing a platform for marginalized voices to be heard. It was heard and acknowledged that there is still work to be done in this space, as employees noted the changes they are seeing are occurring slower than anticipated. 

3) Active employee engagement and collaboration

CFIA employees are actively engaged in EDI and related initiatives. Though there is still work to be done to increase awareness of events and initiatives, especially in the areas outside of the National Capital Region, many employees identified that they had been informed about the initiatives being undertaken, both at the corporate level for employee development and at the grassroots level, such as events organized for learning or participation through the employee networks. Employees expressed a sentiment that they were encouraged to participate in these initiatives by management whenever possible. While progress may not always be rapid, there's a sense of forward momentum as we work together towards a more inclusive and supportive culture.

Allies are being actively engaged and provided with spaces to contribute to diversity and inclusion efforts, demonstrating a recognition of the importance of collective action in fostering a more inclusive culture.

With these positive changes, there is still a need to address concerns about fear of reprisal when sharing sensitive information and audience fatigue from the amount of information being shared, highlighting the importance of creating an environment where all employees feel safe to participate and contribute.

CFIA continues to create a workplace culture where all employees feel valued, safe and that they belong.