Correctional Service of Canada

Self-assessment on the forward direction of the Call to Action on Anti-Racism, Equity, and Inclusion in the Federal Public Service

Read the full unanswered self-assessment that was sent to deputy heads in April 2024.

Read the message to deputy heads that accompanied this self-assessment.

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?

Work is underway to set goals.

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?

While Correctional Service of Canada (CSC) does not have national representation gaps for Indigenous and racialized employees based on the current workforce availability (WFA), the organization understands the need to go beyond the WFA to proactively increase workforce representation in these areas. To recognize gaps that may be hidden by national numbers, CSC calculates region-specific WFA using data from the Treasury Board Secretariat’ annual updates. This enables better accountability at region and local management levels.

CSC has developed representation objectives to strategically align Indigenous and racialized worker representation with locations that have higher Indigenous and racialized offender representation. Representation objectives can enable employee movement, such as deployments, and can be used to support the prioritization of hiring individuals belonging to these groups in staffing processes. This information is also used to assist in prioritizing CSC’s outreach and recruitment team’s efforts to ensure CSC is engaging and recruiting diverse talent, including in areas where there is underrepresentation.

The representation objective formula used at CSC is the sum of 70% weighting of the WFA with 30% weighting of the offender representation rate. CSC Indigenous and racialized workforce representation along with location-specific representation objectives are available to all employees on CSC’s intranet, accessible through an open dashboard with drop-down filters such as occupational group. The dashboard shows the count of employees, the representation rate versus the WFA, along with any representation gap (number of employees). It is followed by the representation objective and the number of employees necessary to meet the representation objective.

Challenges:

A more up to date WFA, which uses more recent census data, would provide a more accurate picture of the representation, and allow CSC to take a more targeted and strategic approach to recruitment and retention. Although, CSC has developed hiring objectives for women and persons with disabilities to close the ongoing representation gaps for those groups, hiring objectives are not currently in place for Indigenous and racialized workers because CSC does not have representation gaps.
A WFA for Black employees would enable CSC to identify representation rates and any representation gaps. In the meantime, CSC is doing comparative analysis on our Black workforce, including where most Black employees lie with regards to pay, age, and occupational groups. These categories are also used in CSC’s intersectional analysis.

Question 2

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

Work is underway to set goals.

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).

CSC uses Public Service Employee Survey results as well as other internal surveys (Onboarding Questionnaire and Employee Departure Questionnaire) as data to gauge the employee experience within the organization. All data sets are thoroughly analysed, and the results are shared with senior management, including an employment equity analysis to highlight trends, areas of strength, as well as areas requiring further attention.

In 2023, the department started to incorporate results from these surveys into plans like the Human Resources (HR) Management plan to identify gaps and to make the link for employees that certain actions being taken by the department are related to specific survey questions.

CSC will be undertaking a self-assessment using the Maturity Model on Diversity and Inclusion (MMDI) for Fiscal Year 2024-2025. The MMDI is designed to help federal organizations understand how mature they are across five dimensions of diversity and inclusion (Culture of Inclusion, Leadership and Accountability, Representation, Barriers and Discrimination, and Talent).

Once completed the report will establish CSC’s baseline for diversity, equity, and inclusion maturity and will allow for measurement of progress year over year. Additionally, it will provide:

An assessment of CSC’s maturity levels for the five dimensions, on a 1-to-5 scale;
Tangible actions and practical tips CSC can implement to graduate to the next level of maturity.

CSC utilizes representation metrics to establish annual hiring objectives that address persistent gaps where workforce representation falls below workforce availability. These objectives are shared throughout the organization and are further promoted through the Human Resource Planning cycle. Currently, hiring objectives are in place for women, with a particular focus on executive and correctional officer positions, as well as for persons with disabilities. Additionally, to better reflect the demographics of the offender population, which includes an overrepresentation of Indigenous and racialized individuals, CSC has developed representation objectives to increase workforce diversity.

The 2020-2023 Report on Workplace Climate and Employee Well-being sources a variety of available measures to quantify metrics associated with inclusion, such as the Employment Equity Business Intelligence Tool, the Federal Public Service Workplace Mental Health Dashboard, and various open report dashboards on the HRBI business tool (Employee Onboarding/Departure Questionnaire, Employment Equity, Official Languages, and Workforce Overview). Regular corporate HR reporting occurs in relation to our Duty to Accommodate (DTA) program, which serves in part to identify and change any rules, practices, expectations, or procedures that have, or may have, a discriminatory impact on an individual or group. This includes supporting managers in responding to requests for accommodation on an individual basis and initiatives such as the Central Accommodation Fund, Information Sessions for Managers on Duty to Accommodate, and Annual awareness campaign.

Lastly, CSC is currently in the process of establishing a National Working Group to address inclusion, equity, and anti-racism in the workplace. By leveraging the direction within the Call to Action, the working group will be constructing a performance measurement framework to set goals that tackle racism, advance reconciliation, accessibility, equity and inclusion.

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?)?

To ensure tangible progress on inclusion, equity, and anti-racism, CSC is taking a collaborative approach. This includes establishing a National Working Group comprising of regional representatives, subject matter experts, and representatives from equity-deserving groups (Indigenous, Racialized, Persons with Disabilities, and 2SLGBTQIA+ ). This Working Group will focus on two key objectives:

Collaborate to advance the Call to Action forward direction message to deputies in the co-design of multi-year hiring and promotion goals for Indigenous employees, Black employees, and other racialized employees, and developing strategies to address them.
Contribute to the co-design and development of a performance measurement framework to assess and report progress on equity and inclusion outcomes within the department, as recommended by the Office of the Auditor General of Canada. This framework will allow for the measurement and effectiveness of initiatives, and track progress over time.

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.

CSC’s performance management and talent management processes are used to establish accountability for results through the inclusion of the Government of Canada’s Corporate Priorities and the department has established performance measures specific to each of the Assistant Commissioner / Regional Deputy Commissioner (Assistant Deputy Minister [ADM] level) for 2023-2024 and 2024-2025. Among the performance measures for this commitment is the need to sponsor at least two Indigenous employees or Black or other racialized employees to prepare them for leadership roles. Additionally, a new performance measure has been proposed for 2024-2025 to “Engage management teams on Treasury Board Secretariat guidance related to Executive Performance Management and Consequential Accountability”.

Furthermore, key milestones throughout the year, such as the National Executive Performance Review Committee (May) and the National Executive Talent Management Review Committee (June) and the National Talent Management and Succession Planning Meeting (December) are all centered on evaluating executive performance and executive talent potential based on results.

Lastly, CSC’s Standardized Work Objectives for all supervisors / managers for 2023-2024 and 2024-25 include a Work Objective with associated performance indicators. Work is underway to explore new program elements in the areas of employment equity, diversity, and inclusion.

Executive Performance Management and Consequential Accountability

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.

CSC is guided by Government of Canada’s Performance Management Program Corporate Priorities and the establishment of a performance measure specific to each of the Assistant Commissioner / Regional Deputy Commissioner (ADM level), which includes implementing the Forward Direction on the Call to Action on Anti-racism, Equity and Inclusion. As such, for 2023-2024 and 2024-2025 Executive Committee (EXCOM) members are to sponsor at least two Indigenous employees or Black or other racialized employees to prepare them for leadership roles. A memorandum was circulated to all Executive Committee members in October 2023 to formalize the integration of this commitment as part of the EXCOM members’ performance commitments for 2023-2024 and 2024-2025. This included information to help assist identification and selection of employees using programs such as the Leadership Connexion Program, Mosaic applicants, Executive Feeder groups, and Talent Management.

To date, almost all of the Executive Committee members have identified proteges to sponsor. Work is underway to identify programs and resources to ensure successful participation in the initiative.

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
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 endorsement and recruitment video was recorded in Spring of 2024 which focused specifically on Indigenous employees. The video encourages applicants to access resources and supports to guide their application process. The video is currently awaiting final approval and will be shared via social media. Once shared, the endorsement will be accompanied by a job process of an Indigenous Healing Lodge.

Additionally, a process to recruit Black and other racialized applicants for the Atlantic Region is underway and will be presented in June 2024 to Regional Deputy Commissioner.

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?

As part of CSC's ongoing commitment to equity, diversity and inclusion, and in response to the Clerk of the Privy Council's call to action and forward direction, the Employment Equity and Diversity Committee and Human Resources Sector offered support for second language training to Employment Equity (EE) and equity-seeking employees.

In June 2023, a memorandum was distributed to executives requesting the prioritization of EE and equity-seeking employees identifying as Black, Indigenous, persons with disabilities, and other racialized employees. CSC is actively addressing the barriers that second language requirements may cause and are committed to supporting EE employees with their language learning goals. Building upon last years second language initiatives, in 2024-2025 CSC plans to ask Regional Deputy Commissioners and Sector Heads to identify and prioritize EE groups for language training, to further support career advancement and development.

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

CSC does not offer Indigenous language training at this time.

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.

CSC actively supports employee networks that foster diversity and inclusion, including the Black Employee Network, Connecting Spirits Creating Opportunities Network (for Indigenous employees), Persons with Disabilities Network, and Positive Space Initiative (supporting 2SLGBTQIA+ employees). Each network has access to funding, administrative support, and project assistance through a full-time employee, as well as a defined governance structure outlined in Terms of Reference, developed collaboratively with network members. In April 2024, CSC invited all employees to join existing networks or explore starting new ones, communicating this through a direct callout which included posting the Terms of Reference on the intranet. By continually engaging with networks, CSC strives to better understand and address the challenges faced by marginalized groups.

Additionally, CSC has appointed numerous Champions (at the executive level), including, but not limited to, Anti-Racism Diversity and Inclusion, Employees with Disabilities, Multiculturalism, Women Employees, Indigenous Employees, and for the 2SLGBTQIA+ community. These Champions work with communities to drive change and advocate for actions and resources needed to achieve departmental goals.

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.

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.

Commemorative dates are posted on CSC’s intranet, are regularly communicated in the Commissioner’s weekly messages to staff and inmates, and highlighted on social media, etc. CSC’s Employment Equity and Diversity Committees (EEDC) organize events and activities around a calendar of commemorative dates. Funding and personnel are made available for activities and to support these efforts and take place in collaboration with employee networks.

In response to the Call to Action, CSC determined a set of significant religious and cultural dates that all staff are encouraged to avoid for holding major events and meetings. This list was shared, for the first time, on April 30, 2024. It will be re-sent annually with an annex that includes the specific dates for the significant days/periods for the fiscal year. While we consulted with other departments and with CSC’s own Chaplaincy Services and Interfaith Committee, the dates remain subject to ongoing input.

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.

Relevance of Data: Data specialists have expressed challenges in identifying relevant employment metrics to justify targeted hiring and/or promotion practices as Statistics Canada census data does not reflect the current WFA. Furthermore, this directly impacts the representation objective formula which highlights the areas within the organization needing the most attention.
Delays in self-identification modernization: The Self-Identification Modernization initiative, once fully implemented, will be a powerful tool in our efforts to create a more inclusive and equitable workplace. By providing clearer definitions and collecting accurate self-identification data, CSC can better understand the unique needs of our diverse workforce, tailor our policies and programs accordingly, and measure our progress towards achieving the goals of the Call to Action.
Conversational Sensitivities: Employees continue to express that dialogue surrounding equity and racism is challenging, particularly when it calls upon individuals to reflect on past experiences or sympathize with a barrier that is unfamiliar.

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?