Financial Consumer Agency of 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

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 Financial Consumer Agency of Canada (FCAC or the Agency) is a small separate agency that numbered 234 indeterminate and term employees as of March 31, 2024. Representation of employment equity groups is one of our key performance indicators (KPI). Our goal is for our representation of each employment equity group, as identified in the Employment Equity Act, to meet or exceed workforce availability (WFA). We have met this goal in 3 cases as our representation of women, members of visible minorities and persons with disabilities exceeds WFA. While our representation of Indigenous peoples has increased since March 31, 2023, it remains below WFA, and our outstanding goal is to close this gap. Representation goals and progress are communicated quarterly to executives through the KPI, and annually to employees through our Equity, Diversity and Inclusion (EDI) Action Plan and Employment Equity Annual Report. Our annual reports are also published on Canada.ca.

As of March 31, 2024, our representation of employment equity groups was as follows:

• Women 60.7% (WFA 48.2%)
• Members of visible minorities 24.8% (WFA 21.3%)
• Persons with disabilities 12.4% (WFA 9.1%)
• Indigenous peoples 3.4% (WFA 4.0%)

The collective commitment and collaboration of our management and Human Resources (HR) teams have been instrumental in helping us to improve our representation and to close previous gaps for other groups. Our greatest challenge is the small size and low profile of our organization. Even minimal movement can have a significant impact on our representation.

Our small size coupled with our low turnover and vacancy rates also make it difficult to establish promotion goals. However, we track and report on promotions as part of our annual report. In 2023-2024, we had 15 promotions of which 73.3% were members of one or more of the employment equity groups. Although disaggregated information cannot be provided in consideration of data suppression requirements and our obligations to protect employees’ personal information, we are pleased to confirm that the figures include employees who are members of visible minorities and Indigenous peoples.  

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).

Our EDI Action Plan is the focal point of our EDI activities. Launched in 2022, it is a 3-year plan that identifies actions, which support 4 strategic goals:

• fostering a culture of diversity and inclusion
• creating a more inclusive and diverse workplace and achieving a representative workforce
• integrating EDI in core Agency programming
• measuring our progress and reporting on actions

Progress in implementing actions identified in the plan is tracked and reported annually through our governance and communicated to all employees.

The Public Service Employee Survey (PSES) and the employee engagement sessions we hold following the release of results are key sources of measures for evaluating all aspects of our People Management Framework. We continued to see strong results on the questions related to diversity and inclusion in the 2022/2023 survey, and feedback from our employee engagement session on the topic of EDI confirmed that our employees are proud to work for an organization where EDI is taken seriously. They also expressed strong appreciation for our EDI Action Plan and development of our new EDI Ambassadors Community. Feedback from the session was incorporated into the annual update of the plan.  

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?)?

As described above, our progress toward achieving our goals is tracked in our EDI Action Plan and measured through our Employment Equity Annual Report and the PSES.

The action plan is updated annually and is presented through our governance structure which includes our Workplace Advisory Committee (WAC). The WAC is the voice of employees in our governance and has been instrumental in supporting our EDI Champion and gathering feedback from employees to inform the development and updates to the plan. The WAC leads our PSES employee engagement sessions, fostering a safe and welcoming space for employees to bring forward ideas and concerns on a variety of workplace topics.

The action plan and updates are communicated to all employees through a variety of means. The updated plan was shared through our intranet. At our spring town hall, the WAC co-chairs presented the results of the PSES engagement sessions, and we introduced our new EDI Ambassadors Community. The Community now provides a dedicated forum for discussion and input on EDI initiatives, raises awareness of EDI across the Agency, and encourages employee engagement in EDI initiatives.

Our Employment Equity Annual Report is disseminated to employees through our intranet in the fall of each year and published externally on Canada.ca in the spring once it has been tabled in Parliament by the Treasury Board of Canada Secretariat. The report provides quantitative data, as well as qualitative information on our approach to employment equity and future strategies.

Highlights of our EDI Action Plan and employment equity group representation data are also published in the FCAC Annual Report. Enabling the future of work is one of the 4 goals of our 2021 to 2026 Strategic Plan, and one of our key priorities under this goal is to strengthen and support the workforce with a focus on EDI. Our business plans and annual reports allow us to make more specific in-year commitments and to report on key achievements. Embedding EDI in our organizational plans and core Agency programming exemplify our deep commitment to building both a culture and business ethos where valuing EDI is simply who we are and what we do in normal course.

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.

The corporate objectives in all performance agreements include commitments to diversity and inclusion at appropriate levels of accountability, including for employees, managers and supervisors, and executives.

In addition, an EDI expert facilitated the first annual discussion on anti-racism with the FCAC executive team in winter 2024. It centered around practices executives can take to be true leaders in anti-racism and help create a safe space.   

In line with amendments to the Public Service Employment Act (PSEA), training on inclusive hiring practices for a diverse workforce is a prerequisite for sub-delegation of human resources authorities. All hiring managers participating in selection boards are also required to complete training on assessing biases and barriers in staffing. Our management and HR teams work in partnership to seek diversity in selection boards and experiment with various inclusive recruitment strategies.

Attendance at our quarterly EDI events and views on our commemorative announcements demonstrate the interest and commitment of employees at all levels. There was also strong interest in the call for participation in our EDI Ambassadors Community and in the PSES engagement session on the topic.

By informing and equipping our management and employees, we support collective engagement and accountability for meeting our goals.

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?

• Neither I nor my executive team have 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.  

Given our small size, operational pressures, and resource constraints, we have not developed an approach to sponsorship. However, recognizing the importance of storytelling in celebrating our diversity and helping employees to see themselves reflected, 4 of our senior leaders who belong to employment equity groups recently shared their leadership journeys in a panel discussion format.

We are pleased that our executive team includes representation of all 4 employment equity groups and other equity-seeking groups such as the 2SLGBTQIA+ community. This diversity of lived experiences enriches our decision-making and the leadership we provide to the Agency in all aspects of our business, including in our commitment to EDI and beyond.

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.

Although we have not undertaken recruitment campaigns that have been focused exclusively on Indigenous peoples or Black and other racialized peoples, we continue to explore, leverage, and promote available recruitment programs and employment equity-centric volume management methods to increase representation in our workforce. In 2023-2024, 13 appointment processes targeted employment equity groups and 83% of our new hires and deployed employees (indeterminate and term) self-identified as belonging to one or more employment equity groups. 

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?

At FCAC, we are proud of our strong bilingual capacity. As of March 31, 2024, 79.9% of our occupied positions were bilingual, and 99.6% of employees met the language requirements of their positions. We offer a part-time group language training program and support the participation of all interested employees, including Indigenous, Black, and other racialized employees. We also promote official languages resources on a dedicated page on our intranet, and other learning opportunities can be included in an employee’s learning plan based on their career development needs.

Language training has been prioritized for members of employment equity groups based on individual needs, but disaggregated information cannot be provided in consideration of data suppression requirements and our obligations to protect employees’ personal information. 

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

Indigenous language training could be included in an employee’s learning and development plan as appropriate to their needs. 

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.

As described above, the WAC is the voice of employees in our governance structure. This past year, they were instrumental in leading our PSES engagement sessions and consulting broadly with employees on key initiatives such as the development of our new EDI Ambassadors Community and 3-year Mental Health and Wellness Action Plan.

A working group comprised of 8 volunteers, joined by the EDI Champion and 2 representatives of HR, developed the EDI Ambassadors Community Terms of Reference. Following the WAC consultations, the proposal was endorsed by all levels of FCAC’s governance and a call for Ambassadors was issued. The Community is composed of the EDI Champion, the HR advisor responsible for EDI and 10 other Ambassadors. The Community is co-chaired by the Champion and an employee, known as the Lead Ambassador. Ambassadors are provided with training to support them in their role, and HR provides secretariat support.

The Community provides a dedicated forum for discussion and input on EDI initiatives, raises awareness of EDI across the Agency, and encourages employee engagement in EDI initiatives. All FCAC employees are encouraged to be EDI allies, and to participate in EDI activities and initiatives. 

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.  

We have had a calendar of commemorative events since 2019. It was co-developed with the WAC and EDI Champion and includes 17 core and 3 rotational EDI-related commemorations, as well as key official languages and mental health and wellness observances. Commemorations are marked with informative announcements that raise awareness and promote helpful resources and partner events. On a quarterly basis, we also organize our own EDI events.

The calendar is currently being reviewed by the EDI Ambassadors Community. We plan to add a list of significant religious, spiritual, and cultural periods to bring awareness that major meetings and events should not be scheduled at these times when avoidable. The calendar will be posted on the intranet, and considered by Internal Communications, HR, and the Assistants Network when planning events.

We would like to recognize the leadership and generosity of Innovation, Science and Economic Development Canada (ISED) who shared their EDI Calendar through the interdepartmental HR Council so that other departments and agencies, like us, could learn from their good practice.

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.

A key challenge we have faced is that the direction is not scaled to organization size and context. As a small separate agency, our challenges, context, and capacity to act are different from those of larger organizations. We are fully committed to the spirit of what the Call to Action and forward direction aim to achieve and prioritize and align our efforts to support these objectives and our legislative requirements.

The Government of Canada has many important people management priorities and initiatives underway, including reconciliation with Indigenous peoples, EDI, accessibility, pay equity, mental health and wellness, official languages, values and ethics, and digital ambition to name a few. As a public service, we are focused on pursuing service excellence and delivering results for Canadians while ensuring effective and efficient government. FCAC’s mandate has expanded in recent years and will continue to grow with the introduction of Canada’s Consumer-Driven Banking Framework. We are committed to making meaningful progress in all these areas, but the collective expectations and requirements weigh heavily on our leaders and employees.

Workload and wellbeing are frequently raised as concerns at all levels. In consideration of this and our resource constraints as a small organization, we must take a measured and progressive approach. We set multi-year people management priorities, with a focus on meeting our legislative obligations, establishing a strong foundation of policies and programs, and responding to the key challenges and opportunities identified through internal consultation. We believe we are prioritizing appropriately and making important impacts as evidenced by our results, but we are concerned that when viewed through the narrow lens of a single initiative our efforts and achievements may not be fully appreciated.

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 EDI Ambassadors Community includes members of employment equity and other equity-seeking groups and provides a forum for discussion of a broad range of EDI topics and perspectives. Our EDI quarterly events have focused on a variety of themes including Being Black in Canada, reconciliation with Indigenous peoples, Asian Heritage, Jewish Heritage, Islamophobia, neurodivergence, disability and accessibility, and the 2SLGBTQIA+ community. Our goal is for employees to see themselves and to learn about our many forms of diversity and the richness they bring to our culture and our work.

We engaged a qualified consultant to conduct an independent employment systems review (ESR) in 2022-2023. The comprehensive exercise consisted of a review of policies and background documentation, analysis of employment equity data, consultations with an advisory group, which included the WAC, EDI Champion and HR, and group discussions or interviews with 42 stakeholders. Confidential group discussions were held separately for women, racialized people, Indigenous peoples, persons with disabilities, members of the 2SLGBTQIA+ community, managers and executives who are employment equity or equity-seeking group members, and other interested employees. Employees were welcome to participate in more than one discussion, and participants also had the option to request a one-on-one interview.

The ESR found that FCAC had made progress over previous years in increasing the representation of employment equity groups. No systemic barriers were found and, overall, the results showed that equity-seeking employees feel supported, respected, and they enjoy the work environment. Highlights of the report were presented to governance and shared with employees as an annex to the EDI Action Plan. Key findings also informed updates to the plan. 

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. 

Our EDI journey began more than 4 years ago when we made a commitment to develop an action plan in our 2019-2022 PSES Action Plan. With sustained and intentional efforts, we have succeeded in welcoming a more diverse workforce, and through our EDI Action Plan, we are amplifying our efforts to advance EDI in our employment practices, as well as in our core business activities. Our leaders show their commitment by sharing their stories, and demonstrating empathy, curiosity, and a desire to learn. Our employees engage by sharing their stories, ideas, and passion, and by participating in our EDI initiatives and events with open minds and hearts. They have told us they are proud to work for an organization where EDI is taken seriously. We are encouraged by this feedback and committed to continuing our journey. For us, EDI is not a tick box or a one and done. It’s integral to who we are and how we serve each other and Canadians.