Department of Finance Canada

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
• 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?

The Department of Finance (FIN) formalized numerical hiring targets for the 2023-2024 period aimed at the four designated employment equity groups with a view to achieve a workforce representative of workforce availability by the end of 2024-2025 for all employees and achieve executive (EX) representation by 2027-2028.

For the 2024-2025 period, work is underway to adjust existing targets as necessary and to expand them to include metrics for Black people and promotion goals for all groups. In the absence of being provided workforce availability (WFA) statistics relevant to Black people, a different measure will need to be used, likely labour market availability.

As part of the communication plan for FIN’s 2024-2027 equity, diversity and inclusion (EDI) Action Plan, results and progress will be shared with employees on a quarterly basis.

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).

Better Data

FIN’s 2024-2027 Equity, Diversity and Inclusion Plan leverages Public Service Employee Survey (PSES), FIN Pulse Surveys as well as Exit Interviews to measure inclusion. To ensure better insights into workplace strengths and challenges, FIN has updated the demographic section of its internal Pulse Survey to mirror the most recently approved version of the Modernized Self-ID Questionnaire so that it includes further disaggregation of racial and ethnic groups, includes 2SLGBTQIA+ categories and uses a broader breakdown of sub-categories of Persons with Disabilities.

Building capacity

FIN is also investing in improving the department’s accessibility capacity by creating a function within it’s Human Resources team to support employees who require accommodations and/or are ill or injured.  FIN has also created a steering committee and working groups that are accountable for progress against FIN’s Accessibility Action Plan.

Support for employee networks

Importantly, FIN has named senior level Champions for EDI, Accessibility and Anti-Racism.

To support employee networks, the following actions have been undertaken:

• Revitalization of the Finance Anti-Racism Employee Committee,
• Joined together the Treasury Board of Canada Secretariat (TBS) and FIN Accessibility Employee Networks,
• Supported the creation and actively participate in the Central Agencies Indigenous Employee Network.

FIN has also revitalized the Positive Space initiative and is actively working on the establishment of a Pride Network.

Religious and/or spiritual observances

FIN is raising awareness for religious and commemorative days by sending out messages to employees and hosting events throughout the year.  

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?)?

Each appointment to the executive group undergoes a preliminary review and discussion with the Department of Finance's Executive Committee, which includes an assessment of how the appointment aligns with and advances the department's diversity and inclusion objectives.

The 2023-24 Economist and Policy Analyst University Recruitment campaign was employment equity (EE) focused with the goal of all hires having self-declared in one or more EE groups. The outcomes of this campaign are brought to the various governance committees including People Management and Culture which includes representation by both employees and executives from all branches and the Management Operations Committee.

Consequential accountability

Question 4

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

• A lack of progress towards representation and inclusion goals results in consequences.
• 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.

Every Executive Performance Management agreement at the Department of Finance outlines performance expectations pertaining to making meaningful and significant progress on the Call to Action. This year’s performance expectations include:

1. Volunteering to sponsor and/or mentor at least one employee within the department from an underrepresented group to help prepare them for leadership roles.
2. Demonstrating action in the recruitment of Indigenous, Black, or other racialized people and persons with disabilities in support of targets set by the department.
3. Fostering the growth and retention of Indigenous, Black, or other racialized people and persons with disabilities at all levels by creating an inclusive and supportive environment, and through the use of strategic developmental opportunities.
4. Ensuring accommodation requests are actioned promptly (or prior to onboarding, where applicable).
5. Prioritizing Official Languages training for Indigenous, Black, or other racialized employees and persons with disabilities who have been identified as high potential and/or ready for advancement.

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?

• I have 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.

Sponsorship has not yet been implemented at FIN, however a sponsorship program is being launched in the summer of 2024 and is currently going through internal governance for consultation and approval.

However, as part of the Department of Finance Mentoring Program’s registration process, mentees can choose to self-identify as a member of an equity-deserving group and request to be paired with a mentor from the same demographic, provided an available mentor has also voluntarily self-identified during registration.

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
  • 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.

Finance has an annual university recruitment campaign and this year the focus was placed on all four current EE groups.  Results have show that over 90% of chosen postulants come from one or more EE groups.

In addition to our university recruitment, we have a program set to start that will target recruitment at mid-level and will be solely for EE group members.  This is to fill significant EE gaps at the EX -1 and EX-2 level.

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?

All FIN employees have access to language training through an online platform. Moreover, employees are eligible for corporately funded part-time group training with tutoring. Priority access to full-time and/or individual training is given to EE and equity-deserving groups.

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

Not at this time.

Question 8

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

• 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.

In the past year, significant efforts have been made to enhance support for employee networks within FIN. At the start of the period covered by this assessment, our employee network participation was thin. Over the period we have worked to re-invigorate them as they are crucial in promoting Equity, Diversity, and Inclusion (EDI) across the organization. Here are some key developments:

Adoption of a Champion’s Model

In the fall of 2023, FIN undertook a governance review and adopted a champion’s model to support employee networks. Now, champions are in place for all EDI employee networks, providing leadership and resources needed to thrive.

Collaboration with the Treasury Board Secretariat

Sharing a building with the Treasury Board Secretariat (TBS) has led to a collaborative approach in addressing accessibility issues. FIN and TBS have a combined Accessibility Networks, allowing FIN employees to benefit from the maturity and extensive resources of the TBS network.

Anti-Racism Committee

Established in 2021, the Anti-Racism Committee at FIN plays a pivotal role in our departmental EDI Action Plan. It provides a platform for racialized employees, employees from religious minorities, and their allies to discuss departmental initiatives and current global events. This committee is vital in fostering a safe and inclusive environment.

Central Agencies Indigenous Employee Network

Recognizing the smaller number of Indigenous employees, FIN partnered with the Treasury Board Secretariat and the Privy Council Office to create the Central Agencies Indigenous Employee Network. This network ensures Indigenous employees have the support and community they need.

Positive Space Employee Committee

Led by a member of the Communications Branch, this committee continues to support 2SLGBTQIA+ employees, promoting a positive and inclusive workplace environment.

Collaborations and Events

We have collaborated with the TBS Black Employee Network to host events during Black History Month, fostering a sense of community and recognition of Black heritage and culture.

Creation of the EDI Team

In July 2023, we established the Equity, Diversity, and Inclusion team, which has significantly enhanced our capacity to support employee networks. This team is dedicated in driving forward the EDI initiatives and ensuring sustained progress.

These initiatives demonstrate FIN’s commitment to creating a supportive and inclusive environment for all employees, enabling them to thrive and contribute meaningfully to the organization.

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 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.

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.  

A calendar that includes all religious and spiritual observances along with commemorative days, weeks and months was created by the Equity, Diversity and Inclusion team.  Observances and commemorations are also shared with all employees. 

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.

Delayed Implementation of the Modernized Self-Identification Questionnaire

The Office of the Chief Human Resources Officer (OCHRO) has delayed the rollout of the modernized Self-Identification Questionnaire across all core public administration (CPA) organizations. This delay has hampered our ability to conduct a comprehensive self-identification campaign, which is crucial for obtaining accurate data. The lack of up-to-date data affects all our diversity and inclusion initiatives, particularly in accurately representing persons with disabilities. The older questionnaire does not capture information about mental health, a significant aspect of disability inclusion. This limitation restricts our ability to align and support diverse and intersecting groups of persons with disabilities effectively.

Building networks with new Senior-Level Champions

The Department had until recently operated without dedicated Assistant Deputy Minister or senior-level champions to provide leadership and support to various networks, and this has impeded our progress. This lack of advocacy was particularly problematic in the realm of accessibility, where strong leadership is essential to reducing stigma and promoting an inclusive environment for employees with disabilities. The recently named champions will need to build networks in order to create the supportive spaces needed for employees to share their experiences and challenges.

These barriers highlight the need for timely implementation of critical tools and robust leadership to drive meaningful progress in diversity and inclusion efforts.

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.

Enhanced Data Collection and Analysis

FIN has integrated the most recently approved modernized Self-Identification Questionnaire into internal Pulse Surveys. This allows for a more nuanced analysis of intersectional identities. FIN’s Equity, Diversity, and Inclusion action plan emphasizes disaggregating data to the lowest possible level, while ensuring privacy, and employing multiple analytical lenses to understand the impacts on marginalized populations better.

Awareness and Education

FIN regularly invites speakers who embody multiple identities to share their experiences. This has been instrumental in raising awareness about intersectionality and the unique challenges faced by individuals with intersecting identities. These sessions have enriched our understanding and fostered a more inclusive workplace culture.

Prioritizing Support Initiatives

By bringing awareness to the compounded barriers of discrimination, FIN is better positioned to prioritize and tailor support initiatives. One such initiative is the Sponsorship Program, which aims to provide targeted mentorship and development opportunities for employees who may be facing multiple forms of discrimination.

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. 

Enhanced Clarity and Support

Clear directives for immediate implementation have provided exceptional guidance, significantly increasing our ability to secure support for the necessary work. This has streamlined our efforts and ensured that everyone is aligned with the organization's goals.

Sustained Dialogue on Discrimination

The initiative has provided crucial policy cover, allowing us to maintain ongoing discussions about the barriers of discrimination. Addressing these often challenging topics has become more manageable with the backing of a strong message from top public service leadership, fostering a more inclusive and open organizational culture.

These impacts have been instrumental in driving positive change and advancing our commitment to the Call to Action.