Parks 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
- 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?

Numerical recruitment goals for 2023-2024 and 2024-2025 based on an increase of 20% plus average annual separation numbers were established at the Agency and Directorate level. Vice presidents and executive directors were provided with the numerical goals and progress is being tracked through the Human Resources (HR) Dashboard. A report is currently being finalized and will be presented to senior management. Numerical goals are also part of the Organization’s 2024-2027 Inclusion, Diversity, Equity and Accessibility Strategy.

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).

Parks Canada has developed an Inclusion, Diversity, Equity and Accessibility Strategy along with a three-year Employment Equity Action Plan. This Strategy is the result of consultations with various Organization stakeholders, including employee networks, management and union representatives. It is presently in the final approval stage.

Our Strategy is based on three action plans - Accessibility (active since December 2022), Employment Equity (pending approval) and Official Languages (currently in development) - and is comprised of four pillars:
- Accountability – to reinforce the framework for a leadership development culture which embraces diverse perspectives, equity, inclusivity and employee well-being;
- Inclusive recruitment - Ensuring barrier and bias free hiring processes that provide opportunities for equity-seeking employee groups;
- Sense of belonging - Maintaining a safe, positive, and nurturing environment where all employees feel respected, valued, and connected. By way of example, according to the Uniform Policy / Equity, Diversity and Inclusion (EDI) Policy, we are required to provide different "pins" to all employees (2SLGBTQIA+, orange shirt, etc.);
- Career development – Supporting and facilitating equitable career development opportunities.

Within this context, there is a commitment to establish key performance indicators to measure inclusion within the organization.

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 the past year, the progress was measured through the employment equity annual report with a focus on representation data. For the upcoming years, the Employment Equity Action Plan will be in place and will include key performance indicators for each action listed in the plan. We will consult leads on a quarterly basis to determine the progress and challenges of implementation. Our goal is to assess progress on a yearly basis and to include results in our Employment Equity Annual Report. Once tabled, this report will be published on the Parks Canada website (which will also be linked in the Organization’s intranet) and made available to the public.

Consequential accountability

Question 4

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

Quantitative goals are part of performance management agreements.
Qualitative objectives are in performance management agreements.
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.

A commitment to equity, diversity and inclusion is included in all performance objectives of executives. Results against these objectives are assessed through the performance management process.

The Executive Management Committee review all executive level staffing within the organization and employment equity consideration is discussed for all staffing.

During talent management discussions, the Executive Management Committee identifies and prioritizes potential Employment Equity (EE) candidates for career and leadership development opportunities.

Parks Canada has developed an Inuit Employment Plan to support the implementation of five Inuit Impact & Benefit Agreements, as well as Article 23 of the Nunavut Agreement which included the obligations to achieve 85% Inuit employment for positions in Nunavut. Inuit employment increased from 53% to 65% meeting the target for the period. The accountability for this target is identified in the performance agreements of executives and managers in the field unit.

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.

All senior executives within Parks Canada have each provided mentoring to at least two Indigenous, Black and other racialized employees, including the President and Chief Executive Officer (PCEO) of Parks Canada.

In 2023-2024, Parks Canada piloted its first Sponsorship Cohort under the MentorshipPlus Program. Eleven participants self-identified as being from one or two of the following groups: Racialized Peoples (3), Indigenous Peoples (4), Persons with disabilities (3), 2SLGBTQA+(5). Sponsors have provided the participants with mentorship, as well as opportunities to be presented to senior leadership and to shadow executives in order to develop various skills identified through the mentorship relationship.

Parks Canada currently has two participants in the GoC MOSAIC program, which has provided the participants with meaningful stretch assignments in order to develop their skills in preparation for future executive level appointments.

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.

I have personally endorsed targeted recruitment campaigns in previous years.

Through targeted development (ie. Language training, actings, leadership training, etc.), I have ensured the readiness of two senior executives to be ready for VP level positions and subsequently appointed three direct reports to the PCEO from Black, indigenous and racialized employees.

Members of the Executive Management Committee have endorsed targeted recruitment initiatives, as well as taken advantage of programs, such as the Building Black Leaders Initiative (BBL) in the Atlantic, whereby Parks Canada has done a non- advertised, non-imperative appointment of a participant to the executive level.

To support our commitment to implementing five Inuit Impact & Benefit Agreements, as well as the implementation of Article 23 of the Nunavut Agreement, Parks Canada created a succession planning position to the Field Unit Superintendent (FUS) in the Nunavut Field Unit. Parks Canada also proceeded with the appointment of an Inuit beneficiary of the Nunavut Agreement to provide an opportunity for development and enable future readiness for future appointment to the FUS executive position.

Parks Canada is also regularly using targeted talent pools from central agencies along with the Black Executives Network (BEN) Talent Management e-binder.

Parks Canada hired an Indigenous Career Navigator to provide support to indigenous employees in their career and managers in recruiting indigenous candidates.

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?

Through talent management discussions at the Executive Management Committee, development needs for equity deserving groups from the feeder pool to Executives are prioritized, including for language training, Necessary language training was provided for these feeder group members.

Parks Canada is investing in the full-time language training of a MOSAIC graduate in order to ensure readiness for an executive level appointment in the near future.

Parks Canada is currently drafting its triennial Official Languages Action Plan, and a language training program for equity-seeking groups will be identified as a key activity. As part of its commitments, the organization will put forth an approach that will prioritize and give equal access to language training to Indigenous employees as well as Black and other racialized employees.

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

We do not have a formal Indigenous language training program or fund; however Indigenous employees have access to Indigenous language training through our Indigenous Employee Training Fund (IETF). The IETF is a learning fund which offers up to $5,000 for Indigenous applicants to support Indigenous employee development and cultural learning opportunities. Parks Canada invested $186,000 in this fund in 2023-2024 and supported the development needs of over 40 indigenous employees.

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).
Work is underway for my organization to further engage with or to provide support for and/or invest resources in departmental employee networks and communities.

Please provide additional detail about how your organization engages with and supports employee networks and communities.

Parks Canada has established an Inclusion, Diversity, Equity and Accessibility (IDEA) Council that met twice in the past year. The Council is an integrative forum where members can meet to report on activities, and share information and better practices on Inclusion, Diversity, Equity and accessibility initiatives across the Agency. Under the leadership of the Chair, members can share advice, updates, and provide support for the horizontal integration of efforts on diversity and inclusion across Agency policies, programs, and initiatives.

A Champion structure is currently in place to support the Co-Chairs of our employee networks. Within Parks Canada there are networks established for People of Colour, Black Employees, Indigenous employees, Employees with Disabilities, 2SLGBTQIA+ and Women employees.

We are currently engaging with employee networks to establish a formal governance process to better engage with them on various equity, diversity and inclusion initiatives, action plans, and strategies. We have increased the number of employees within the Equity, Diversity and Inclusion Team to support the co-chairs in building and supporting resources to help them build and expand their networks.

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.

The Integrated Business Plan (IBP) is undergoing an evolution at Parks Canada. The form and content of the process is evolving rapidly and will continue to shift over the coming years as roles, systems and governance are adjusted to strengthen whole-of-organization planning. Guidance was provided to all business units, which also includes guidance provided by the Human Resources and Employee Wellness Directorate with respect to EDI and other HR responsibilities. Anti-racism work is part of Workforce Diversity, Culture and Development’s (WDCD) mandate and therefore, it is captured in IBP contribution. Since the scope of WDCD’s mandate covers the whole organization, our anti-racism work will be embedded throughout the organization.

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.

The Workforce Diversity, Culture and Development Branch is currently developing a comprehensive Equity, Diversity and Inclusion Calendar that will include significant religious, spiritual, and cultural periods, and its associated communication plan. The Communications Branch at Parks Canada has a calendar or major dates, but that does not necessarily include religious and spiritual dates.

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 need to balance our obligations under the Official Languages Act, while respecting Indigenous languages and the need to develop cultural competence.

Recruitment efforts need to be paired with creating a sense of belonging for all employees to feel respected, valued and connected.

Accountability measures must be fully integrated into actions at all levels in order to ensure progress and to measure the impact of our actions on employee well-being and development.

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?