Global Affairs 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?

My organization has set recruitment goals for:
- Indigenous peoples
- Black people
- Racialized people
- Persons with disabilities¹
My organization has set promotion goals for:
- Indigenous employees
- Black employees
- Racialized employees
- Persons with disabilities

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?

For fiscal year 2023-2024 and beyond, Global Affairs Canada (GAC) has set recruitment and promotion goals for Indigenous peoples, Black and other racialized peoples, and persons with disabilities to close the gaps in representation and meet Workforce Availability targets.
In the past 3 years, GAC developed a three pillar multi-year departmental 2021-2026 Anti-racism Strategy (AR Strategy), the 2024-2027 Equity, Diversity and Inclusion (EDI) Action Plan, and the 2023-2025 Accessibility Action Plan (AAP) with the vision to make the department an increasingly representative, equitable, and inclusive organization, at home and abroad, that reflects Canada’s culturally diverse society.
GAC addresses key areas that impact representation, vision, leadership, accountability, inclusive practices, training, development, and awareness.
One challenge is that we do not have self-identification data for the 2SLGBTQIA+ communities. This group will soon be recognized as an employment equity one in the Employment Equity (EE) Act. This will assist organization to more effectively plan and support the group with supporting data.

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).

GAC set goals for employees to learn about racism, reconciliation, accessibility, equity and inclusion, and fostering a safe, positive environment where these conversations are encouraged throughout our workplaces for fiscal year 2023-2024 and beyond:
- GAC has provided organizational and individual learning opportunities through dialogue and the creation of safe spaces and brave spaces where executives (EX), managers, and employees across our network, including Locally Engaged Staff (LES) at missions, can speak freely about their experiences.
- GAC has increased talent management and learning opportunities for Indigenous peoples, Black people, other racialized groups and persons with disabilities.
- GAC has supported ongoing learning and self-awareness initiatives and activities, including by:
  - Reviewing the training package on Equity, Diversity and Inclusion (EDI), anti-racism, unconscious bias and cultural sensitivity for all supervisors and managers at Headquarters and in missions.
  - Enforcing the mandatory requirement of the Human Resources (HR) Delegation course for managers (COR 120) which became mandatory in 2022, following a Public Service Commission requirement.
- Improving Representation, Promotion and Retention through Career Development Activities
  - Developing and implementing anti-racism training for executives and executives, managers, and employees
  - Implementing career development programs to support employees who are Indigenous peoples, black, racialized and persons with disabilities who are ready to move into the executive cadre
GAC set goals to increase representation at all levels to ensure that it is representative and inclusive of Canada’s Indigenous peoples, Black and racialized communities, and persons with disabilities at headquarters and in missions abroad, by 2026 and beyond, to:
- Complement its representation efforts, the department committed to increase access to career development opportunities to ensure that Indigenous, Black and racialized employees, and persons with disabilities experience improved merit-based career progression via targeted investments in their professional development.
- Base EDI objectives on existing gaps in each Employment Equity (EE) category and integrate them in all aspects of staffing, recruitment, training, and development activities.
- Provide managers access to useful EDI data to make decisions that support the creation of an inclusive, diverse, and equitable workforce.
- Use EE and Anti-Racism dashboards, regularly to identify areas of improvement, and to implement positive measures, while working in collaboration with different stakeholders
- Integrate EE objectives into recruitment strategies established during HR planning processes.
- Conduct an awareness and engagement campaign regarding the modernized Treasury Board Secretariat self-identification (ID) questionnaire once launched for all departments.
- Maintain and expand the participation of employees from equity-seeking groups in selection boards, evaluation committees, nomination committees, and the development of assessment tools.
- Review acting assignments and non-advertised promotions annually to ensure equitable participation of employees from EE designated groups.
- Ensure diversity in Head of Mission (HOM) appointments.
- Increase talent management and learning opportunities for Indigenous peoples, Black and racialized people, Persons with Disabilities.
- Continue the Deputy Minister Sponsorship Programs (DM SP) and the Mosaic leadership Development Program.
- Launch the Guidebook for Career Progression for Indigenous peoples, Black and racialized people, persons with disabilities at the EX-minus 2 level to build capacity
GAC set goals to foster inclusive leadership by:
- Incorporating inclusive leadership behaviours, anti-racism actions and measurable results in all executive performance agreements and the development of an Anti-Racism and Diversity Impact Assessment Tool (ARDIAT) to assess bias within policies and programs and to influence a culture shift so that these are anti-racist, inclusive, accessible and anti-discrimination by design.
- Developing multi-year anti-racism, EDI and accessibility action plans for missions, regional offices, and branches, and providing guiding principles to assist missions with HR equity-focused plans that account for local contexts.
GAC set goals to foster an environment of accountability by:
- Embedding inclusion, diversity, equity, accessibility and anti-racism commitments in Executive Performance Agreements.
- Publishing a narrative annual progress report to communicate updates on results achieved, identified current challenges to implementation and mitigation measures.
- Provide ongoing support to and organize annual meetings for departmental champions to meet with Deputy Heads.
- Ensure that members of Governance Committees, the Designated Senior Official (to be appointed), and Executive Committee members are updated of EDI priorities and initiatives.
- Ensure that Assistant Deputy Ministers (ADMs), Special Bureau Directors General, and Heads of Missions have EDI plans that align with broader departmental action plans.
- Review the training series (Anti-racism learning series (csps.gc.ca) and Addressing anti-Asian racism (csps.gc.ca)) on EDI, anti-racism, unconscious bias and cultural sensitivity for all supervisors and managers at Headquarters and missions. The departmental learning team also coordinates with the 2SLGBTQIA+ community at GAC to organized Positive Space Initiative training for employees. The department plans to continue supporting the logistics for this training as part of the EDI suite of training.
- Using the Public Service Employee Survey (PSES) results on diversity, the department's annual Anti-racism Employee Survey and the "Nothing Without Us" survey of employees with disabilities to measure culture change towards an equitable and inclusive organization.
- Developing performance indicators to assess progress with regards to fostering greater inclusion, diversity, equity, accessibility and anti-racism including by measuring the:
  - Level of awareness of GAC executives, managers, and employees on the tools, resources, and training in place to enable an anti-racism environment, and the level of satisfaction of GAC executives, managers, and employees with tools, resources and training provided to enable an anti-racist environment.
  - Percentage / total number of employees reporting an increased ability to foster an inclusive workplace, and the percentage / total number of employees reporting an increased ability to address racism and racial discrimination.
- GAC’s exit survey is currently being reviewed to ensure EDI information will be collected and available for potential analysis.

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?)?

GAC has developed an approach for measuring progress towards established goals:
- GAC has developed a logic model and a performance measurement framework to measure progress towards achieving our multi-year goals set in the department’s 2021-2026 Anti-racism Strategy and Action Plan. The performance measurement framework includes the vision statement, expected outcomes, quantitative and qualitative indicators, and related activities to achieve the vision. Baseline data has been collected at the launch of the Strategy and is used to compare progress and results to date year on year.
- A Performance Measurement Framework (PMF) for the EDI Action plan 2024-2027 and the Accessibility Action Plan 2023-2025 is in development, and it will be used to monitor the implementation of both plans. In addition to a Logic Model (and Narrative), the Framework will include specific targets and timelines for the implementation of each activity.
GAC has developed an approach to communicate progress and results to internal and external stakeholders including:
- The Anti-Racism annual progress report and the Progress Report on Accessibility (PRA) are developed in coordination with key stakeholders within the department as part of a collaborative effort (as will the EDI Annual Progress Report). Progress is measured on an ongoing basis and the performance measurement frameworks updated regularly in coordination with anti-racism representatives from missions, regional offices, and branches across the department.
- The performance measurement frameworks and annual progress reports are all available on the intranet or internet. The Inclusion, Diversity, Equity, Accessibility and Anti-Racism (IDEAA) Division communicates the publication and availability of the updated documents to executives, managers, and employees via email and broadcast messages. The PRA is also filed with Canada’s Accessibility Commissioner.
- The IDEAA division also delivers tailored presentations on progress and results to senior management, colleagues, and grassroots community network leads.
- GAC reports on results externally by sharing implementation progress, proven practices and lessons learned with Task Forces from the different departments, the Deputy Minister (DM) Huddle, the Treasury Board Secretariat, the Privy Council Office, and the Accessibility Commissioner.

It is challenging to measure progress for the 2SLGBTQIA+ community, however the department has a survey on this topic for Foreign Service Officers considering being posted abroad: the survey provides information about where same-sex spouses can be accredited more, specifically to support the 2SLGBTQIA+ community of Canadian diplomats.

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.

GAC uses the established performance management process to determine accountability for results by:
- Ensuring that all executives and non-executives performance agreements include inclusive leadership behaviours, anti-racism actions and measurable results that are aligned with the Deputy Minister Commitments on Diversity and Inclusion and the GAC anti-racism strategy to ensure accountability for results.
- Including in all GAC executives’ performance agreements since 2021 a commitment on Advancing Anti-Racism, Diversity, Equity, and Inclusion in the Public Service, which is aligned with the Clerk’s Deputy Minister commitments on Diversity and inclusion and GAC’s Anti-Racism Strategy.
- The latest commitments for all executives are:
  - Implementing the forward direction for the Call to Action on Anti-Racism, Equity, and Inclusion in the Federal Public Service by setting multi-year goals for inclusion, and for recruiting and promoting Indigenous peoples and Black and racialized people, frequently measuring progress, and establishing accountability mechanisms for results achieved.
  - Taking concrete action to achieve the objectives on existing directions, such as the Many Voices One Mind: A pathway to Reconciliation and the Accessibility Strategy for the Public Service, to combat all forms of racism, discrimination, and hate, and foster a culture of accessibility and inclusiveness in your organization.
GAC has developed an approach for measuring progress towards established goals by committing to develop a deputy minister (DM) guidance statement on improving representation that outlines expectations for all managers in the context of hiring, assignments, promotion, and talent management. Work is underway to develop the guidance statement by 2026.
GAC has established Talent Management Program used to establish accountability for results:
- In March 2024, the department launched an improved Talent Management Program for non-executive employees including:
  - Increased coherence, better governance and more standardized approach at the bureau, mission and branch levels in the identification and development of talent
  - Better integration of employees’ potential, engagement, and aspirations with organizational needs
  - User-friendly interface, training, and tools to support both managers and employees
  - Better visibility of aggregated employment equity statistics on talent management plans awarded
- The representation and inclusion goals are part of the criteria for being considered for talent management. The scope of talent management program guidelines for employees is aligned with Employment Equity representation goals at all levels; career development and talent management of Indigenous employees, Black, racialized and employees with disabilities as per the Clerk's Call to Action on Anti-Racism, Equity, and Inclusion in the Federal Public Service and the GAC EDI Action Plan and Accessibility Action Plan, the 2022-2023 Deputy Minister Commitments on Diversity and Inclusion, and the aspirational benchmarks grounded in Labour Market Availability established in the Anti-racism Strategy and Anti-racism Strategy Performance Measurement Framework for Indigenous, Black and racialized groups.

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.
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.

GAC Deputy Ministers launched the Deputy Ministers' Pilot Sponsorship Program (DM PSP) in 2022 to provide career advancement opportunities for leadership role to Indigenous, Black and racialized employees, and persons with disabilities.
Nine graduates joined executive ranks at the end of 2023. While one participant was not promoted yet, this person received the opportunity to work on their professional goals and expand their networks for career progression.
GAC launched its second Deputy Minister’s Sponsorship Program (DM SP) in November 2023 and 15 participants have been selected.

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

Please provide details.

One EE targeted process was launched in 2023-2024.
In addition, most advertised staffing processes mention that “Selection could be limited to members of the following employment equity groups: Indigenous, persons with disabilities, visible minorities and women.” An outreach list was used to promote staffing processes open to the public to EE-friendly communities and organizations, particularly for the current collective process CR -05/AS-01-02, which was posted and closed in January 2024.
Of all successful appointments (term or indeterminate), excluding student and casual hires:
- 60% are women.
- 3.1% are Indigenous.
- 37.1% are visible minorities.
- 6.3% are people with disabilities.
- 9% are Black.

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?

GAC is developing an approach to support the participation of Indigenous employees and Black and racialized employees by offering official language training:
- By 2026, GAC committed to analyzing the need for a centralized, full-time official-languages (CFTOL) training program to support Indigenous, Black, racialized employees and employees with disabilities as part of the Career Development pillar of the Anti-Racism Strategy, the EDI Action Plan and the Accessibility Action Plan.
- Recent consultations with employee networks highlighted that the lack of access to full-time official language training remains a significant barrier to career advancement for Indigenous peoples.
- GAC is promoting the Mauril language training application to encourage employees to improve their language skills. We will continue to support them with language testing appointments as well.
- GAC is planning to reduce the language competencies required for employees (BBB/BBB) to be part of professional support programs within the Anti-Racism Strategy for 2023-2025.

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

GAC has not developed Indigenous language learning opportunities for employees.

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.

GAC has engaged with employees who self-identified and employee networks in decision-making:
- GAC regularly engages with employees, employee networks and champions to include their voices and help identify systemic racism, discrimination, and barriers to inclusion and accessibility.
- Consultations took place on key initiatives such as the development of anti-racism training, the Champion Nomination Process, the revamping of the Diversity and Inclusion Council (D&I Council), the development of Terms of Reference (D&I Council and employee networks), the annual anti-racism survey and survey of employees with disabilities, the development of the EDI Action Plan and the Accessibility Action Plan.
- By regularly engaging and consulting with our grassroots and community networks, the department enables and advances their work, and brings them into discussions with executives on important matters.
- While this support has helped inform the direction of several initiatives and advance our objectives, we must do more when it comes to providing them with additional administrative and financial resources.
GAC has governance structures in place to support employee networks and communities:
- In 2022, we established the Anti-racism Liaison Committee with representatives from branches to ensure meaningful engagement across the department. The Anti-racism Liaison Committee meets quarterly and is a forum to exchange on recent activities and initiatives and foster collaboration.
- The department nominated Champions for Indigenous, Visible Minorities persons with disabilities, 2SLGBTQIA+, young professionals and women. There are two co-Champions for Psychological Health and Well-being, one of which is the president of one of the unions.
- These leaders play a prominent role by engaging employees and ensuring that issues are raised at the highest levels. They represent GAC in interdepartmental committees, share plans and best practices, and increase the profile and visibility of the file within the department. They are also consulted on EDI, accessibility, and anti-racism activities.
- Network representatives work in collaboration with Champions in creating a united approach to activities, communications, and action plans as they relate to their network and respective equity, diversity, accessibility and inclusion files.
- GAC provides financial and administrative support to employee networks:
- The department encourages employees to engage in volunteer networks activities by including these into work objectives and learning plans (Performance Management Program).
- Given that network representatives are volunteers, they often work above regular work hours to advance network objectives aligned with departmental priorities on diversity and inclusion. For those belonging to communities that are not official EE groups (like 2SLGBTQIA+) this can mean a greater advocacy burden on the network volunteers.

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

Response:

GAC has embedded anti-racism, equity, inclusion and accessibility in its integrated business plan:
- Mandate letter:
  - To address profound systemic inequities and disparities in the core fabric of our society, including Canadian institutions, GAC ensures that Canadians in every region of the country see themselves reflected in priorities and work.
- GAC is committed to include and collaborate with various communities, and to actively seek out and incorporate the diverse views of Canadians: Indigenous Peoples, women, Black and racialized Canadians, newcomers, faith-based communities, persons with disabilities, 2SLGBTQIA+ Canadians.
- GAC has embedded anti-racism, equity, inclusion and accessibility into its Integrated Corporate Business Plan (ICBP) to further develop the workforce of the future, that is skilled, diverse, flexible, and high performing. The ICBP highlights three areas of actions: Increase diversity and inclusion; Strategically manage talent to maximize future workforce; and Increase management and workforce agility.
- The Transformation Implementation Plan (TIP) is an evergreen plan that identified 88 action items to make GAC a best-in-class foreign affairs, international development, trade and consular services department where employees are proud to work. GAC has committed to support employees by enabling them to contribute fully. GAC invests in building competencies for meaningful career growth, while emphasizing equity, diversity, inclusion, and reconciliation with Indigenous Peoples, in addition to official languages.
- Under the Training and Engagement pillar of the 2021-2026 Anti-racism Strategy, GAC branches, regional offices, and missions developed multi-year anti-racism/EDI plans and included inclusion, diversity, equity, accessibility and anti-racism as regular agenda items during executive committee meetings.
- The department committed to develop a coaching program for managers by 2026 to foster meaningful conversations for the implementation of anti-racism/EDI plans and anti-racism activities.
- GAC developed the Anti-Racism and Diversity Impact Assessment Tool (ARDIAT) to foster a culture of inclusion, anti-racism and diversity by design in the development of policies and programs.
Work is underway to embed anti-racism, equity, and inclusion work to mental health plans.

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.

GAC shared information and resources with managers through engagement at various levels to provide guidance on this matter. No important events are to be held during significant religious and cultural celebrations.
The department currently uses external existing resources for this purpose and will continue to look for effective methods to raise awareness and share resources to support management and employees.
Conversations have been held about the development of an internal calendar. Champions and networks have the responsibility to publish broadcast messages on commemorative events and to organize activities accordingly.

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.

Building on current initiatives:
- Since September 6, 2022, GAC’s Anti-Racism Secretariat has become a permanent unit within the department and was integrated into the Human Resources Branch given the synergies with the broader EDI agenda, which is led out of the branch.
- With current legislative requirements and resources, work has been focused on legislated employment equity groups. 2SLGBTQIA+ communities have received organizational support to lead initiatives on a voluntary basis. Pride Community volunteers led the development of ally training (Positive Space Initiative training) and the Canadian Foreign Service Institute also offers Bystander Intervention training. Pride community volunteers created a spreadsheet on accreditation and living conditions abroad starting in 2017-2018 (focused on the realities of 2SLGBTQIA+ employees), which continues with the support of the Human Resources Branch. The pride community also developed the Trans Guide for GAC staff, which was translated with funds from Human Resources Branch.
- The department has made steady progress through a variety of initiatives, and we must continue to build from these successes to continue to transform GAC culture into one that is welcoming and inclusive.
Opportunity to continue to advance initiatives on anti-racism for improved employee retention
- While the department has made progress on recruitment and promotions, departure rates for Indigenous, Black and Visible Minorities remain a concern, especially in the executive cadre where upper levels are not representative of the Canadian population. The department has committed to invest more into understanding the reasons for the high departure rates of Indigenous, Black and Visible Minorities, as well as initiatives to improve retention and career progression.

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?