Office of the Secretary to the Governor General

Goal setting

Question 1

Has your organization set goals (for fiscal year 2023-2024 or future fiscal years) for recruiting and promoting Indigenous peoples and Black and other racialized people?

• Work has not yet started on setting 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?

Indigenous peoples, Black and other racialized people remain a priority and organizational need for the Office of the Secretary to the Governor General (OSGG). Specific organizational goals will be developed as part of the deliverables associated with the Diversity and Inclusion priority of the 2024-2025 OSGG People Management Strategy.

Question 2

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

• My organization has not yet set these 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).

Nothing to report at this time.

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?)?

Nothing to report at this time.

Consequential accountability

Question 4

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

• Work has not yet started 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.

Nothing to report at this time.

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.  

Nothing to report at this time, however, this will be a priority for me and my executive team for fiscal year 2024-2025.

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.

Nothing to report at this time, however, this will be a priority for me for fiscal year 2024-2025.

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?

The Office of the Secretary to the Governor General (OSGG) is in the process of drafting a training strategy to support management as part of its 2024-2025 OSGG People Management Strategy to prioritize training requests, including second language training with a cost associated for Indigenous employees and Black and other racialized employees who are ready for advancement.

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

No, 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.

The Office of the Secretary to the Governor General (OSGG) has established network Champions and has dedicated funds in fiscal year 2024-2025 for network related activities.

Question 9

Has anti-racism, equity and inclusion work been embedded in your organization’s integrated business plan and/or mental health plan?

• 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?

• Work has not yet started to develop this calendar for my organization.

If the calendar already exists, please provide additional details on how this calendar is communicated or promoted within your organization.  

No, not at this time.

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.

The Office of the Secretary to the Governor General (OSGG) is a small department with a limited amount of resources available who can act as dedicated stewards in advancing the work on the Call to Action.

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.

The Office of the Secretary to the Governor General (OSGG) celebrates and promotes a welcoming and inclusive workplace and creates a positive, safe and inclusive environment to empower all individuals to be their authentic selves regardless of their origin, religion, sexual orientation, age, disability, or other factors. The OSGG stood up the Employment Equity, Diversity and Inclusion Committee in 2021 to further this commitment and is in the process of drafting an Employment Equity, Diversity and Inclusion Strategy and Action Plan as part of its 2024-2025 OSGG People Management Strategy.

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. 

Nothing to report at this time, however, the Office of the Secretary to the Governor General (OSGG) will continue to make incremental progress and build upon future results.