Courts Administration Service

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?

Through the Courts Administration Service (CAS) 2023-26 Employment Equity Plan (EEP), which complements the CAS Diversity and Inclusion Strategic Plan (DISP) 2022-25, we have set goals aiming at:

• Eliminating underrepresentation in comparison to the Workforce availability (WFA) rates for the four designated groups.
• Increasing representation in the four designated groups where a risk of a future underrepresentation was noted.
• Building a solid foundation so that representation of designated groups in all occupational categories and groups exceeds WFA rates.

Recruitment and promotion goals have been established in accordance with identified gaps and risks. The recruitment objectives include using the WFA rates as short-term quantitative goals, and planning for an over-representation to mitigate the impact of departures.

For promotion purposes, the representation rates are used as goals when the representation rate is equal or greater than the WFA rate. Where underrepresentation has been identified, WFA rates are used as promotion goals.

Both the EEP and DISP are posted on our intranet site, and were promoted through emails sent to all employees. Updates relating to workforce analysis are also posted on our intranet site and communicated to all hiring managers through emails.

It is important to highlight that the actions we have taken as part of our DISP helped  increase awareness and advance the work towards reaching our recruitment and promotion goals. These actions included, among other things:

• Conducting an Employment Systems Review (ESR) and reviewing our hiring processes to ensure they were barrier-free. Hiring managers were also provided with related tools and relevant support/advice.
• Creating and frequently promoting updates and initiatives through our:
  • Diversity, Inclusion and Anti-racism Champion and organizational newsletter;
  • Resource hub on our intranet site, which is a collaborative platform dedicated to information sharing, including plans, learning material and tools, and points of contact for employment equity, accessibility, diversity, inclusion and anti-racism. 

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 Courts Administration Service (CAS) is committed to fostering an equitable, inclusive and safer workplace and to ensuring that all employees are treated respectfully and equitably. All employees should also be given equal opportunities to succeed in our organization. Consequently, our engagement to eliminating all forms of racism and discrimination, nurturing greater inclusion and increasing the sense of belonging in the workplace is reflected in our 2022-25 DISP. This three-year plan outlines the concrete steps we are taking so that diversity and inclusion remain a top priority and it shows that inaction is not an option. It focuses on carrying out initiatives and actions aimed at achieving three essential goals:

• Promoting a culture of inclusion and belonging in our organization
• Building, developing and retaining a diverse and inclusive workforce
• Embedding diversity and inclusion in our practices, policies and programs

In order to ensure that we meet our goals and succeed in fostering greater inclusion, we have identified specific actions to be implemented under each of these three key goals.

Timelines for implementation are associated with each of these actions, and a designated lead is responsible for completing the required work connected with each of the identified initiatives. Performance measures have also been established, and include, among other things, Public Service Employee Survey (PSES) results, data related to exit interviews and completion rates of diversity and inclusion training and courses.

It should be noted that this plan is aligned with other existing plans and strategies that address diversity, inclusion, accessibility and anti-racism. The DISP is also complemented by our 2023-26 EEP. 

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?)?

In order to ensure that we meet our employment equity, anti-racism, diversity and inclusion goals, we have established - in addition to the goals and performance measures indicated above – clear roles and responsibilities for the governance of our EEP and DISP, including evaluation, monitoring and reporting activities.

The Diversity, Inclusion and Anti-racism Team, part of the Human Resources Division (HRD) is responsible for:

• following up with the various teams within HRD on their respective initiatives and activities, including updates
• monitoring progress and changes in the representation rates or gaps, and making any required adjustments 
• reporting on results and progress to the Executive Committee and to the Diversity, Inclusion and Anti-racism Committee
• publishing the most updated WFA analysis results on intranet site
• other related responsibilities

The Executive Committee ensures the effective implementation of the CAS EEP and DISP, and that our goals are achieved. This committee is the most senior decision-making body at CAS, and is chaired by the Chief Administrator and Chief Executive Officer. Both the Chief Digital Officer and the Chief Audit Executive are members of the Executive Committee. It is a forum to establish the strategic direction on a wide range of issues, including the identification of corporate needs, the determination of priorities, and the evaluation of the potential outcome of decisions on the organizational priorities and resources.

Members of the Executive Committee also ensure that hiring managers take concrete steps to achieve our employment equity goals.

The Diversity, Inclusion and Anti-Racism Committee provides feedback on various aspects related to the implementation of the plans as well as recommendations, as required. The committee is supported by the Diversity, Inclusion and Anti-racism Manager and team.

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.

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

As we recognize the importance of accountability in making real and tangible progress, we ensure that commitments and performance indicators related to Diversity, Inclusion, Anti-Racism and Employment Equity are embedded in all of the executives’ performance management agreements. Contributions towards diversity and inclusion are also taken into account in both performance and talent management discussions.

In 2023-24, although the government-wide priority in relation to advancing Anti-Racism, Diversity, Equity, Inclusion and Accessibility in the Public Service was integrated in all of the executives’ performance agreements, a CAS corporate priority was also established to further support diversity, equity, inclusion and anti-racism and to advance the implementation of the Call to Action on Anti-Racism, Equity, and Inclusion in the Federal Public Service.

Therefore, the “Our People” strategic corporate priority was integrated into all of the executives’ performance management agreements, including the following commitment: “attract, develop, retain and engage a highly skilled and diverse workforce”. Under this same commitment, performance indicators aiming at further advancing the priority and establishing accountability were also added. These indicators clearly outlined that executives were expected to:

• actively support the recruitment, retention and career development of racialized people, Indigenous peoples as well as persons with disabilities, by achieving the employment equity representation goals and partnering with staffing advisors to improve job postings, selection tools, and interviews to ensure they are free from bias;
• actively manage performance and talent of employees;
• engage employees in discussions about the PSES results; develop and deliver activities that are aligned with the PSES action plan commitments; and
• implement CAS best practices for onboarding new employees.

CAS will continue to include priorities and commitments in all of its executives’ performance agreements, which CAScade down to the hiring manager levels. 

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.  

N/A

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 not personally endorsed at least one recruitment campaign for Indigenous employees and Black and other racialized employees.

Please provide details.

As the Deputy Head of CAS, I have personally endorsed appointments, including promotional appointments of Indigenous employees, black and other racialized employees, although the appointments were not related to a specific recruitment campaign.

In addition, it should be noted that all of our competition posters mention that the Courts Administration Service is committed to having a skilled and diversified workforce that is representative of the Canadian society. As such, selection may be limited to members of the employment equity designated groups.

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?

CAS has established a contract with a service provider in order to offer second language training to our employees – the following two programs are available:   

1. The Self-directed Second Language Training Program - All CAS employees are offered the opportunity to have self-directed second language training, in order to support second language maintenance and development through the language training service provider’s online platform. This program includes an online evaluation test, which is used to determine the employee’s level, unlimited access to the service provider’s portal and fifteen (15) training modules mapped into A, B and C linguistic levels.
2. The Blended Second Language Training Program - This program includes an evaluation test to determine employee’s level, unlimited access to the service provider’s portal and fifteen (15) training modules mapped into A, B and C linguistic levels. This is in addition to individual tutoring hours and a final evaluation at the end of the module. This program has limited seats; and, for this reason, only a limited number of candidates are selected to participate in the blended program. An analysis from a diversity, equity and inclusion perspective has been performed; and, the outcome of the said analysis showed that no barriers were identified for any of the members of the employment equity groups who had expressed interest in taking this training.

We will continue to monitor the selection process, which prioritizes employees who have been identified for talent management, to ensure no barriers are identified and that the program remains inclusive to all.

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

No.

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.

CAS has established a Diversity, Inclusion and Anti-racism Committee (DIAC) that acts as an advisory body that engages with leaders at all levels and maintains ongoing discussions on various CAS strategies and action plans relating to the diversity, inclusion and anti-racism portfolios. In fulfilling its mandate, the DIAC is responsible for:

• Providing input on various aspects of CAS strategies and action plans related to the portfolios, including those related to employment equity and accessibility, and participating or promoting their implementation, when applicable. 
• Reviewing corporate directives, policies, programs and initiatives and providing feedback to senior management from a diversity, inclusion and anti-racism perspective. 
• Making recommendations to the Chief Administrator and Chief Executive Officer and the Executive Committee with respect to matters that may have impact on the diverse employees’ communities within CAS. 
• Collaborating with the HRD and organizing ad hoc focus groups to address specific issues/areas and make recommendations on issues relating to DIAC’s mandate.
• Discussing emerging trends, identifying and recommending activities / policies / programs relating to the DIAC portfolio and sharing best practices in relation to diversity, inclusion and anti-racism.

The Diversity, Inclusion and Anti-racism Champion, who is also co-chair of the Committee, serves as the liaison between DIAC members, the Chief Administrator and Chief Executive Officer and the Executive Committee. They also participate in the Executive Committee’s meetings at least twice a year. The second co-chair of the DIAC is a member of the Chief Administrator and Chief Executive Officer’s senior executive team and of the Executive Committee; thus ensuring a more enhanced participation at the management table.  

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.

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.  

N/A

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.

While work has been undertaken to advance the Call to Action, and we remain fully committed to achieving our goals, some challenges cannot be ignored.

Organizational size and advancement opportunities

Due to the small size of our organization, we have limited managerial and executive positions. The lack of advancement opportunities within our different teams represents a substantial challenge in retaining talented employees, more specifically those who are members of employment equity groups. We constantly compete against larger departments that have more opportunities in terms of development and advancement, because of their larger number of managerial and executive positions.

Challenges in obtaining accurate and reliable data

Our data is based on self-identification and is provided on a voluntary basis. Through our consultations, we have heard that some people are afraid to self-identify as members of designated groups due to fear of stigmatization and prejudice. In spite of all the awareness-raising work that is being done across the Public Service, it seems that this fear is still present for some individuals.

Another factor impacting the accuracy of data is the fact that the availability of data is connected to pay files transfers; therefore, it is practically impossible to obtain up-to-date information. We hope that the new self-identification process currently being finalized by the Treasury Board Secretariat will generate more accurate and reliable data, which would assist in making evidence-based decisions. In the meantime, all efforts are being made to effectively analyze and track the available data, keeping in mind the greater inclusion goals. 

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.

At CAS, we recognize that each individual is unique. Therefore, we foster equitability and respect for all employees, including those who are members of multiple communities. Similarly, we nurture a sense of inclusion and belonging in our workplace.

In May 2022, HRD established a Diversity, Inclusion and Anti-racism team. This team is responsible for developing action plans and strategies and providing advice, resources and learning activities that are:

• Promoting inclusion and diversity
• Equipping employees and managers to be allies of diversity
• Developing a greater sense of belonging to achieve excellence through diversity

With the collaboration of the Diversity, Inclusion and Anti-racism Champion, and the Communications team at CAS, the Diversity, Inclusion and Anti-racism team continuously promotes diversity and inclusion news, events, commemorative dates, etc. Our intranet site also includes action plans, resources, tools and training on:

• Promoting diverse and inclusive workplaces and mitigating biases
• Indigenous learning
• Anti-racism
• Subjects related to 2SLGBTQIA+ communities
• Accessibility
• Employment equity
• Other related subjects

This team also led an ESR, which involved leveraging workforce analysis results and completing a thorough review of CAS policies, programs and practices to identify any obstacles that may hinder employment and development opportunities for designated group members. As part of the ESR, to address existing barriers, and to gain a better understanding of the lived experience of employees from employment equity groups, a callout to participate in voluntary consultations was sent by the team. These consultations led to the identification of a number of actions to be taken. Similarly, some of the ESR recommendations are reflected in our 2022-25 DISP and 2023-26 EEP.

In addition to this, members of the committee have diverse cultural, ethnic and religious backgrounds and multiple identities. The DIAC addresses a multitude of topics that gravitate around diversity, inclusion, religious minorities, anti-racism, accessibility, equity, 2SLGBTQIA+ communities, disabilities, etc.

The DIAC is consulted and provides feedback on strategies and action plans, programs and initiatives to ensure they are free of any obstacles or barriers, and that they are inclusive for all employees. The DIAC also recommends actions, best practices and initiatives to ensure that support is provided to all equity seeking groups, including employees with multiple identities.

All of the above actions allow us to better support employees with multiple identities through enhanced awareness and a culture of inclusion for all and by all. As we continue advancing in this direction, we intend to leverage the Treasury Board Secretariat’s upcoming self-identification modernized process in order to guide our work. 

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. 

The work CAS undertook the first year to implement the forward direction of the Call to Action has contributed, among other things, to:

1. An enhanced culture of awareness and transparency:
    
   By including employees’ lived experiences in our lines of evidence and through continuous and transparent communication shared with employees and providing them with a direct line of communication with the Diversity, Inclusion and Anti-racism Team and the Champion and the Committee, we have observed more courage when addressing racism and related topics. This has also resulted in employees feeling more empowered to call out discrimination or racism and to be better allies. As required by the forward direction, we have shared data on promotion rates, retention rates, and we have discussed results stemming from the PSES from different employment equity groups lens. These actions contributed to increasing awareness among not only members of the management team, but also employees who are not necessarily members of specific employment equity groups. Data sharing, feedback received during consultations, as well as highlighting items or issues that needed to be addressed, has had a positive impact on increasing awareness and eliminating barriers.
2. Accountability at the Executive levels is starting to cascade down to all employees:
    
   Actions to include specific goals in individual performance agreements have reinforced a culture of responsibility and accountability, as well as the conclusion that a CAScading effect is required to meet both individual and organizational goals.
    
   Furthermore, having a more structured mechanism to measure progress and establish consequential accountability, led to conversations on diversity, inclusion, anti-racism and employment equity during performance / talent management exercises. We are now planning for these conversations to go beyond the scope of performance / talent management and become an ongoing practice.