Veterans Affairs 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
  • Black people
  • 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 Veterans Affairs Canada (VAC) 2023-2025 Diversity and Inclusion Action Plan: We All Belong established targets for recruitment of the three groups referenced above, considering our workforce availability. Targets were stipulated for both Executive and non-Executive employees.

Targets were created for sub-groups of “visible minorities” using our own workforce representation data and estimated targets based on Departmental workforce availability (share of the Canadian workforce eligible for work). Monitoring takes place quarterly against current workforce availability.

Each Assistant Deputy Minister (ADM) created a Branch-level plan based on its own workforce availability data with goals for each equity group.

Enablers: Workforce availability for the Department, a concrete plan of action agreed to by the senior leadership team following discussion at governance tables and consultation with stakeholders and equity groups.

Inhibiters: Lack of information about communities under the larger visible minority umbrella. Homogeneous population at Head Office in Charlottetown and availability of candidates.

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).

The 2023-2025 Diversity and Inclusion Action Plan: We All Belong established minimum criteria for inclusion based on key questions from the Public Service Employee Survey. The Public Service Employee Survey (PSES) provides Departmental level results. The “goal” for each equity group is to increase the percentage compared to those who are not part of an equity group. Baselines were established using 2020 PSES data and adjusted against the 2022 results.

Key measurements were chosen in the following PSES areas:

1. Career Development and Accommodation
2. Inclusive Workplace
3. Harassment and Discrimination
4. Anti-Racism

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?)?

Veteran Affairs Canada (VAC) uses a three-part approach to measuring results and progress through the Departmental Diversity and Inclusion Action Plan:

1. Departmental outcomes are measured using the indicators and targets established in the Diversity and Inclusion Action Plan: We All Belong. Workforce representation metrics are used as a measure of progress against workforce availability. Regarding our culture, Public Service Employee Survey (PSES) data is used to understand the level of inclusion for equity communities as compared to other employees.
2. Departmental outputs related to action items in the Diversity and Inclusion Action Plan, such as development of training or mentoring programs, are tracked using an online database. The database is a key source for information for the annual update to the Diversity and Inclusion Action Plan.
3. Branch Accountability: Each Branch has now created a Branch Diversity and Inclusion Action Plan. Branch plans will be published on Branch intranet pages. They will be monitored semi-annually and updated annually.

Communication: The outcome measures for workforce representation are published quarterly on the intranet. The PSES results are published every eighteen months on the intranet. The Diversity and Inclusion Action Plan is updated and published annually on the intranet.

VAC has taken a proactive step by integrating Diversity and Inclusion into their 2023-25 Risk Based Audit Plan (RBAP). This decision reflects the Government of Canada's recognition of the significant importance placed on this initiative. The audit is slated to commence in the 2024-25 fiscal year. The choice to incorporate Diversity and Inclusion into the RBAP was driven by its recognized risk profile, which corresponds with the heightened emphasis placed on these aspects by the government. Although the Diversity and Inclusion action plan was in the developmental stage during the RBAP drafting, deliberate efforts were made to include it as a forthcoming audit.

This approach is geared towards empowering the Department to effectively monitor advancements, particularly in achieving hiring targets for designated groups, and evaluating initiatives aimed at fostering a workplace culture and environment characterized by genuine inclusivity.

Diversity and Inclusion is presented regularly at our Senior Management table (Assistant Deputy Minister and Director General level participants), providing regular updates and raising the level of discussion around diversity and inclusion.

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.

In executive (EX) performance agreements, qualitative measures are used. One such measure involves mentoring a member of an underrepresented community. Some Branch plans go further by requiring managers, and supervisors to mentor employees from underrepresented communities.

Branch leaders are required to create action plans to address employment equity representation gaps in their respective areas. They have recently delivered their first annual plans. These plans detail specific actions for different job types and equity groups to meet the targets set out in the plan. Semi-annually, branch leaders and senior managers formally review progress towards these goals. The same process takes place annually or when new Public Service Employee Survey (PSES) results around workplace inclusion are made available. Branch plans have been provided to Human Resources and are linked to the performance agreements of executives.

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?

• 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.  

Through the first Sponsorship cohort of the recently launched Mentorship Plus program, senior leaders sponsored six members of Employee Equity groups. Among the proteges were two Indigenous employees and two racialized employees. A second cohort is currently being matched.

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.

The Deputy Minister endorsed an Employment Equity (EE) process tailored to Indigenous persons, persons with disabilities and racialized employees at the EX minus one level at Veterans Affairs Canada.

Once this pool was established, the Deputy Minister issued direction to his senior leaders that first consideration must be given to this process before any other staffing options were considered for all EX minus 1 vacancy across the organization. He also indicated that for any appointments at this level where this process was not being used, a comprehensive rationale as part of the staffing decision articulation was required.

The results of this process were shared with other federal departments to support EE appointments within their organizations as well. Over a dozen requests from other government departments were received to access this pool and all requests for pool access were granted.

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?

We are in the process of developing a Second Official Language Training Strategy for Veterans Affairs Canada (VAC). It is our priority to develop a strategy that is fair, transparent, and equitable. It will include a number of employees from Employment Equity (EE) Groups. This will ensure that an equitable proportion of employees have the language profiles necessary for advancement. 

Our strategy aims to:

• Ensure access to second language learning by members of equity-deserving groups is equitable.
• Include equity, diversity, and inclusion statements in call-outs for language training participants.
• Create a managers’ guide that details eligibility and emphasizes the need to prioritize EE seeking groups in a fair and transparent manner enterprise-wide.
• Provide opportunities for feedback on new processes to ensure continuous improvement of our processes in support of equity seeking groups.

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

Veterans Affairs Canada (VAC) has yet to develop an integrated process on Indigenous languages. Employees are encouraged to discuss their language learning needs with their managers.

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 2023 Veterans Affairs Canada (VAC) established a Diversity and Inclusion Governance Model. It expanded on previous structures including an Assistant Deputy Minister Champion of Inclusion who is chair of a national equity advisory committee. The committee offers insight and recommendations based on lived experience to help the Department identify and address systemic issues faced by equity communities.

The basic principles of the model are equity, accountability, transparency and responsibility. The model provides guidelines on implementing, improving and tracking progress on making the Department more diverse and Inclusive.

The model is comprised of:

• The Executive Inclusion Officer: a new position created to lead Diversity, Equity, and Inclusion efforts.
• Champion of Inclusion and Designated Champions: they provide leadership and support to their designated equity-deserving community; Indigenous Peoples, visible minorities, persons with disabilities and the 2SLGBTQI+ community.
• Networks/Employee Resource Groups (ERGs): Voluntary, employee-led groups to create a more diverse and inclusive workplace while amplifying the voices of equity-deserving communities. These are grassroots networks for employees who identify as:
  • Indigenous peoples
  • Visible minorities/racialized employees
  • Persons with disabilities
• 2SLGBTQI+ community
• Champion Council: A sub-committee of the Department’s Senior Management Committee, the council works to identify and address systemic barriers for equity-deserving communities in the workplace. It includes representation from the Champion of Inclusion, four designated champions, Executive Inclusion Officer, and Director General of Human Resources.
• Equity Community Advisory Committee: this renewed committee consists of the Champion of Inclusion, Executive Inclusion Officer, four employee network representatives, allies and representatives from five bargaining agents. The committee works together to ensure collective voices are heard and that the Department is making diversity and inclusion progress.

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.

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 is used to ensure that Diversity and Inclusion observances and activities are not planned on significant religious, spiritual, or cultural periods. Calendars are shared among key players such as the Deputy Ministers’ Office, Communications and Human Resources, to avoid double-booking events and to ensure major Departmental activities do not occur on significant observances.

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.

Two interrelated barriers that make this work challenging are the limited access to disaggregated workforce availability data and the delay in launching the new self-identification process. A third barrier is the inability to receive Public Service Employee Survey (PSES) data by equity community and Branch.

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.

In 2023, Veterans Affairs Canada established a Diversity and Inclusion Governance Model. It includes two key committees and two roles that have overarching responsibility for intersectionality. The Executive Inclusion Officer and the ADM Champion of Inclusion, who is also the Gender-based Analysis (GBA) Plus Champion, have a strategic and overarching view of diversity and equity in the Department. Similarly, the Champion Council and the Advisory Committee have in their objectives and outcomes, the duty to focus on intersecting identity factors. The basic principles of the model are equity, accountability, transparency and responsibility. The model provides guidelines on implementing, improving and tracking progress on making the Department more diverse and Inclusive.

The model comprises of:

• Executive Inclusion Officer: is a new position created to lead Diversity, Equity, and Inclusion efforts and reports to the Head of Human Resources.
• Champion of Inclusion and Designated Champions: they provide leadership and support to their designated equity-deserving community; Indigenous Peoples, visible minorities, persons with disabilities and the 2SLGBTQI+ community.
• Networks/Employee Resource Groups (ERGs): voluntary, employee-led groups to create a more diverse and inclusive workplace while amplifying the voices of equity-deserving communities. These are grassroots networks for employees who identify as:
  • Indigenous peoples
  • Visible minorities/racialized employees
  • Persons with disabilities
  • 2SLGBTQI+ community
• Champion Council: a sub-committee of the Department’s Senior Management Committee, the council works to identify and address systemic barriers for equity-deserving communities in the workplace. It includes representation from the Champion of Inclusion, four designated champions, Executive Inclusion Officer, and Director General of Human Resources.
• Equity Community Advisory Committee: this renewed committee consists of the Champion of Inclusion, Executive Inclusion Officer, four employee network representatives, allies and representatives from five bargaining agents. The committee works together to ensure collective voices are heard and that the Department is making diversity and inclusion progress.

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. 

We have seen a culture shift as demonstrated by comparing our Public Service Employee Survey (PSES) Results for 2020 and 2022.

For example:

• The number of those among visible minorities and Indigenous peoples who report harassment has fallen from 10% to 9% for visible minorities and 14% to 7% for Indigenous People. This is lower than the 9% for non-equity communities within the Department and 11% for the public service as a whole.
• More Veterans Affairs Canada (VAC) employees feel valued at work (71% to 73%) For visible minorities, the trend is more significant (69% to 77%) while for Indigenous employees there was a decline (73% to 69%).
• More recent results, following anti-Racism training reaching over 1000 employees, show that those who feel knowledgeable about how to recognize racism rose 43% and those who felt skilled in allyship increased by 66%.

Prior to launching the Diversity and Inclusion Action Plan: We all belong, in the fall of 2023, VAC had begun undertaking many of the actions in the Clerks’ Call to Action. These initial actions included establishing the structures in the Diversity and Inclusion Governance Model and building programs such as Mentorship and Sponsorship. The Department is anticipating some dramatic shifts in the culture based on the results of the next PSES as there has been a great deal of engagement in monthly employee events that draw audiences averaging 500 employees, establishment of mentoring and sponsorship programs, and newly established equity group networks.