Canadian Transportation 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
  • Black people
  • Racialized people
• My organization has set promotion goals for:
  • Indigenous employees
  • Black 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?

With the three-year people management plan, the Canadian Transportation Agency (CTA) identified recruitment goals for increasing targeted representation and implementing targeted recruitment initiatives.

In addition, specific measures have been developed for the achievement of recruitment targets, as well as the advancement of the CTA’s equity, diversity and inclusion plan and the accessibility plan. 

By 2026, the CTA anticipates increasing the recruitment of Indigenous persons, Black persons and other racialized people in order to reduce representation gaps. The recruitment plan will be based on organizational gaps according to new data about labour market availability and business needs. A new series of measurable objectives will be specified.

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).

At the CTA, diversity and inclusion are important values, not only because we have a duty to have a workforce that reflects the Canadian population, but also because a diverse workforce contributes to the organization’s success. This engagement translates directly to our strategic framework where the organization’s priority to implement this is written as follows: “A diverse, inclusive and equitable organization that works collegially and fosters employee satisfaction and well-being in a renewed work environment.” The CTA defines this engagement within different action plans (People Management Strategy, an action plan on equity, diversity and inclusion and the accessibility plan) which are then implemented by measurable objectives in order to foster greater inclusion.

These plans were designed based on the most recent federal public servant surveys, reports (semi-annual) on the CTA’s workforce and workplace, analyses of the workforce and gaps in representation, as well as different consultations held with equity, diversity and inclusion groups.

The CTA is committed to hiring a diverse workforce and to addressing the current gaps in the representation of Indigenous persons, visible minorities and persons with disabilities. Our progress in this area is measured with help from the annual Public Service Employee Survey and analysis of the workforce. We plan to launch a pulse survey to measure progress and employee accuracy. Following amendments to the Public Service Employment Act, an example demonstrating the CTA’s additional efforts to foster greater inclusion and also ensure the hiring of designated groups is to build an inclusive question bank for assessment tools by using the tool for mitigating biases and barriers in assessment. This question bank is still under development.

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?)?

Implementing the equity, diversity and inclusion action plan, as well as our plan on diversity, is measured with help from an identified action plan, actions to be taken and results to be achieved. A schedule is prepared by activity, and monitoring is conducted with persons in charge of activities. Next, an annual report is completed and reviewed by our committees, management and the executive committee and then communicated to all our staff by releasing it on our intranet site.

The annual update of mandatory training also takes into consideration the different results in order to help reach our goals.

In addition, different organizational committees such as the mental health and wellness committee and the committee on equity, diversity and inclusion organize meetings with special guests related to a call to action (an Indigenous person’s point of view on wellness; accessibility; wheelchair use awareness; diversity and culture).  

Consequential accountability

Question 4

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

• Qualitative objectives are in performance management agreements.
• Progress towards representation and inclusion goals is part of the criteria for being considered for talent management.

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

As part of the performance management and talent management processes, qualitative goals were integrated with organizational priorities on diversity and inclusion. In addition, the quantitative goals in terms of mandatory training were also integrated to performance agreements in order to set up a common understanding. Representation and inclusion objectives are included in the criteria taken into consideration when setting up a talent management plan.

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?

• Work is underway to develop an approach to sponsorship.

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.  

Following the launch of the Treasury Board of Canada Secretariat’s (TBS) Mentorship Plus program, the CTA set up the program as part of its Equity, Diversity and Inclusion Action Plan. The program is open to staff from underrepresented groups or equity-seeking groups whose substantive position is EX minus 2. The program pairs an employee (protégé) and an executive (sponsor). The main objectives are to help the protégé to find a mentor with the view of progressing in their career, encourage increased visibility in informal networks and give the protégé access to developmental opportunities, which help them gain the necessary skills to becoming senior executives.

Opportunities within a small organization are limited. Consequently, the Mentorship Plus program is partnered with many small agencies, the TBS and the Canada School of Public Service. The CTA began the 2023–2024 year with a sponsor and a protégé, but the protégé left 6 months after the start of the program. For 2024–2025, we currently have an internal pairing. We also have 4 other protégés who are interested and waiting for an external pairing.

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
• Work is underway so that I will personally endorse at least one recruitment campaign for Indigenous employees and Black and other racialized employees.

Please provide details.

An internal selection process with the public service was launched with the aim of targeting CTA staff in the National Capital Region and persons who live in the National Capital Region who have self-declared as being part of one or more of the four employment equity designated groups: Indigenous persons, persons with disabilities, members of visible minorities or women.

The CTA expects to launch an inventory process which will target persons who are part of the following employment equity groups: Indigenous persons, persons with disabilities and visible minorities. The goal of the process is to encourage access to equity groups by targeting the needs of hiring managers.  

Question 7

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

• Work is underway to develop an approach to prioritizing official language training for Indigenous employees and Black and other racialized employees who are ready for advancement.

How is your organization prioritizing official language training?

For several years now, the CTA has an inclusive approach to language training in place. Consequently, all employees (including students and casual staff) have access to 3 language training sessions per year for periods of 13 to 15 weeks. In addition, individual training is offered based on different criteria including meeting representation objectives and those targeted in the framework of talent management. The organization is studying the possibility of developing a different approach to prioritizing official language training for equity employment groups.  

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

At the present time, our organization does not offer Indigenous language training. Considering the organization’s mandate, size and needs, we do not expect to offer Indigenous language training at the CTA. In the event that the demand or need arises, our intention is to establish an interdepartmental understanding with another organization.  

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).
• Work is underway for my organization to further engage with or to provide support for and/or invest resources in departmental employee networks and communities.

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

The CTA supports different networks and employee communities for the purpose of engagement and to consult with champions on their different initiatives. These champions are from the executive committee and the management team. Financial support with time given to participate in committees and activities are part of the governance. In addition, the entirety of these networks and communities are supported by the human resources team which ensures integration. As well, champions also participate in networks and external communities in order to gain skills and better practices to continue supporting employees and internal networks.

The CTA is partnered with many other departments and external organization with the aim of supporting employees and internal networks in equity, diversity and inclusion. 

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.
• Work is underway on our integrated business plan and/or mental health plan to embed anti-racism, equity and inclusion work.

Question 10

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

• Work is underway to develop this calendar at my organization.

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

The CTA has an events calendar for the organization and staff have access to it on the intranet site. Events that have significant religious, spiritual or cultural events are highlighted during the year with short texts that are published on the intranet. Furthermore, the CTA demonstrates sensitivity, openness and flexibility by avoiding holding meetings or major activities during these times.   

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.

The organization’s size limits its ability to meet representation in a constant and consistent manner. Staffing and promotional activities within the organization are limited. The arrival or departure of just one employee can make all the difference in the ability to meet rates of representation in a general way and depending on the type of job. Additionally, the temporary budget allocated for several years causes a barrier to the hiring of indeterminate staff which in turn has an impact on achieving objectives and reducing the gap for diversity groups to access permanent positions in the federal public service.  

In addition, as a small organization, internal resources are limited for developing and implementing the wide variety of initiatives and diverse activities in people management. In order to address this challenge, we frequently rely on partnerships and memoranda of understanding with other departments which lead to additional delays in implementing initiatives.   

Additionally, a dichotomy between self-declaration and targeted recruitment efforts as well as representational gaps exist. Self-declaration being optional, it is not unusual for a person to decide not to self-declare at hiring, and it therefore becomes difficult to reach our representation targets.  

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.

Our organization is making every effort to reduce discriminatory barriers to employees and is trying to make a personalized approach to individual needs. The efforts are therefore dedicated to eliminating barriers and supporting employees depending on their needs. Consequently, systemic approaches to certain issues have been put in place. For example, by avoiding the use of the titles in communications and emails and by using full names in bulletins, letters and official documents. Plain and neutral language is preferred in communications.   

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. 

There has been an increase in manager and employee awareness in diversity, equity, accessibility and intersectionality elements. Consequently, additional efforts have been made to address and eliminate biases and barriers.  

Since the start of the Call to Action, we have moved to a new building and had accessibility in mind when acquiring the Gold certification from the Rick Hansen Foundation. We are continuing our efforts in this direction.