Department of National Defence
Letter on Implementation of the Call to Action on Anti-Racism, Equity and Inclusion

Summer 2021 update

Clerk, 

Further to my letter of May 2021, I am pleased to update you on the continued progress which the Department of National Defence and Canadian Armed Forces (DND/CAF) has made in support of the Clerk’s Call to Action on Anti-Racism, Equity, and Inclusion in the Federal Public Service.

As Deputy Minister, I am personally committed to leading DND/CAF’s cultural transformation and building diverse, inclusive and respectful workplaces for all members. I am also committed to strengthening the DND/CAF’s relationship with Indigenous peoples and contributing to government-wide reconciliation. I am working in concert with the Acting Chief of the Defence Staff as co-Champion for culture change as these priorities encompass both the military and public servant workforces.

The Call to Action complements Canada’s 2017 Defence Policy, Strong, Secure, Engaged, which commits the DND/CAF to ensuring military members and public servants are well-supported, diverse and resilient. The Prime Minister has also tasked the Minister of National Defence to address systemic racism and gender-based discrimination, as well as establish and maintain workplaces free from barriers, harassment, discrimination and violence.

The message is clear: we all must do more to build institutions that reflect the fabric of Canada.

To do so we are rebuilding trust by engaging in meaningful conversations and listening to the experiences of those that have experienced exclusion, misconduct and systemic barriers. DND/CAF members have expressed several areas for improvement in various forums, including at the most senior ranks: increasing diverse leadership, supporting victims of misconduct, simplifying complaint and investigation processes, and encouraging self-identification across military and public service workforces.

As a senior leadership team, we are working towards creating the organizational conditions to foster equity and inclusion, and to eliminate unacceptable conduct: racism, discrimination, sexual misconduct, misogyny, homophobia, transphobia, and white supremacy. This year DND/CAF established the Chief Professional Conduct and Culture (CPCC) organization – led by Lieutenant-General Jennie Carignan and Associate Assistant Deputy Minister Marie Doyle – to build and implement a comprehensive plan for long-term culture change that tackles unconscious biases, systemic barriers to inclusion, and harmful behaviours. CPCC will be the institutional focal point for professional and culture change efforts and will elevate the voices of employment equity networks and advisory groups for Indigenous peoples, visible minorities, women, persons with disabilities, LGBTQ2+ communities, and Black employees, as well as Defence Champions within decision-making spaces. The new organization will also develop a framework to track, measure and report on progress.

Leading by example in support of the Call to Action remains one of my top priorities. In my role as Deputy Minister, I will continue to support the representation, development and recognition of Black executives in senior leadership positions across the public service. This year, alongside my colleagues, this year I became an Ally Champion for the Federal Black Executive Network. In July I also participated in an anti-racism panel hosted by the Canada School of Public Service which examined the harmful impacts of systemic racism, discrimination and hatred on Black, Indigenous and racialized communities. These discussions – while complex and uncomfortable at times – are necessary to challenge participants’ biases and serve as an important reminder of our common humanity and commitment to public service for all Canadians.

The Visible Minority Recruitment Campaign continues to meet its objective of increasing the representation of racialized executives in the public service. Twenty appointments have been made across the Government of Canada to-date, and two more appointments are pending at the time of writing. The campaign piloted innovative platforms which provided objective and equitable candidate assessments and removed bias from the selection process. The campaign challenged traditional approaches and guided the way towards improved hiring practices. Given the success of the campaign, we will continue to innovate hyper-personalized recruitment approaches to increase representation among other equity-seeking groups in an equitable, meaningful and inclusive manner.

In support of the Truth and Reconciliation Commission’s Calls to Action (#57), DND/CAF is partnering with Indigenous peoples to develop an Indigenous learning curriculum. DND/CAF’s Indigenous Affairs group recently concluded a needs assessment survey which will inform a consultative approach to providing education about First Nations, Inuit and Métis communities while improving members’ cultural competencies. DND/CAF is also working with Indigenous partners to develop a Civilian Indigenous Recruitment and Retention Strategy to increase the representation and inclusion of Indigenous peoples within the public service workforce.

Our institutional efforts have been punctuated by grassroots leadership from the DND/CAF’s employment equity advisory groups and networks, bargaining agents, employee groups and individuals. They have been exceptional partners in furthering the Call to Action and revealing the complexity and intersectionality of the DND/CAF’s barriers and the effects they have on employees and military members. Recognizing the continued need for their contributions, I have approved permanent funding for the DAGs within DND/CAF’s policy and decision-making spaces. I am also working with my Deputy Minister colleagues at Global Affairs Canada, the Department of Justice, and Immigration, Refugees and Citizenship Canada to find opportunities for learning, collaboration and sharing promising practices.

Culture change is a non-linear journey for an institution as large and complex as DND/CAF. Our efforts in 2020-21 will lead to bigger and bolder actions and a more inclusive Defence Team for years to come. Though some DND/CAF’s members and communities continue to view our progress with skepticism, I will continue to hold myself and my team accountable through objective performance measurement and by listening, learning and reflecting upon the lived experiences of those deeply and personally affected by exclusion, misconduct and systemic barriers.

I look forward to our continued collaboration in leading this important and transformational change in the public service.

Jody Thomas
Deputy Minister of National Defence

Annex A: Update on Actions Underway in Support of the Clerk’s Call to Action

1. Ensuring diverse and inclusive leadership to establish a culture of inclusiveness that values diversity, will combat racism and address systemic barriers  

• Inclusive Leadership: The new Chief Professional Conduct and Culture organization is developing an Inclusive Leadership directive and assessment to guide DND/CAF culture change efforts. Institutionalizing inclusive leadership, including the integration of evidence and merit-based assessment tools for CAF promotion and selection processes, will help remove biases and create fair and equitable opportunities for all CAF members.
• EX-01 Visible Minority Recruitment Campaign: 20 appointments have been made to-date and two appointments are pending. To support newly-appointed candidates, Safe Space Peer Discussion Sessions have been integrated into executive onboarding. Targeted Inclusion Sessions with senior Indigenous, Black and racialized executives are being developed with the Association of Professional Executives.
• Executive Development Program (EXDP): 10 individuals were welcomed into the first cohort in May 2021. The EXDP is tailored for high-potential public servants of equity-seeking communities to accelerate their development and appointment into the executive cadre. As the first cohort of employees advances through the program, DND/CAF will monitor their progress and iterate improvements before welcoming the second cohort this fall.
• Territorial Acknowledgement Guide: Delivering an appropriate and professional territorial acknowledgment is becoming the norm at the beginning of meetings and events, and in the spirit of reconciliation DND/CAF is adopting this practice. The guide was developed in consultation with Indigenous partners and Indigenous Services Canada.
• Mandatory Diversity and Unconscious Bias Training for Executives: 91.7% completion rate.
• Executive Power Hour Events: Virtual events blending learning on inclusive and healthy practices for DND/CAF’s executive community (e.g. work-life balance, distributed workforce, anti-racism).
• Indigenous Recognition: The CAF is reviewing the use of Indigenous symbols and imagery for crests and unit identifiers in recognition of Indigenous peoples’ historical and contemporary contributions and influences on the DND/CAF.

2. Promoting diversity and inclusion at all levels of the organization 

• Pathways to Progress: In August 2021, DND/CAF published an online update of its key efforts to address and preventing all forms of systemic misconduct, support those who have been harmed, and create an environment where members can thrive. This update captures the key lines of effort planned or underway in Pathways to Progress, the institution’s current interim action plan to remediate and prevent further harm to DND/CAF members and achieve positive and measurable culture change. We will continue to enhance transparency by capturing and consolidating prior, current and future efforts through internal and external reporting, continuous stakeholder engagement, and demonstrating accountability.
• Deputy Minister’s Virtual Student Event: This year’s annual student event theme was Be Yourself and See Yourself in a future at DND. Speakers imparted to students inspirational stories and calls to action to use their voices, make a difference on issues important to them, and embrace inclusion as a means to being themselves.
• New Professionals Network: Developing a professional development network for young, young-at-heart and new DND/CAF members. The network will collaborate with other departmental networks, such as the Federal Youth Network and the National Capital Region Youth Professional Network.
• Ask Me Anything (AMA): In collaboration with other government departments, DND/CAF members have been co-hosting and participating in grassroots AMA events to share stories, listen, ask respectful questions and continue on the journey to becoming more inclusive organizations. This year’s AMAs have focused on inclusivity, Asian Heritage Month, National Indigenous History Month, and Pride Season.
• Civilian Indigenous Recruitment and Retention Strategy: Co-developing a strategy in partnership with Indigenous stakeholders in order to go beyond addressing representation gaps to establish recruitment and promotion goals, talent management plans, and educational support.
• Emancipation Day: On July 29th the Defence Team Black Employees Network (DTBEN) co-hosted and co-sponsored a virtual event to commemorate Canada’s first nationally recognized Emancipation Day. The event featured a documentary screening and a moderated panel discussion examining systemic racism in the public service and celebrating the accomplishments of Black Canadians, communities and culture.
• Black Mental Health Event: During 2021 Black History Month, the DTBEN hosted an inaugural Black Mental Health Event to unite, educate, and providing support and resources to DND/CAF members.
• Employment Equity and Diversity & Inclusion (EEDI) Action Plans: 22 DND/CAF organizations have submitted action plans to eliminate employment equity gaps, increase leadership representation, increase promotion rates of equity-seeking groups, embrace inclusive practices, and increase individual accountability.
• Diverse Selection Board Inventory: Established an inventory of more than 80 Indigenous, Black and racialized volunteers who can be engaged to participate in candidate assessments and selection decisions. Research indicates using diverse selection boards can help reduce or eliminate biases.

3. Eliminating systemic racism through reviewing and updating workplace programs as well as policies

• The Anti-Racism Secretariat (AR Sec):
  • Actively supporting the Minister’s Advisory Panel on anti-racism and discrimination with close to 40 engagement sessions with internal and external stakeholders, employment equity advisory groups and networks, and the preparation of their reports as per their mandate.
  • The AR Sec also worked with the Canada School of Public Service to facilitate a series of discussions with employment equity advisory groups and networks on how to best support and inform the efforts of the organization.
  • Presented in nearly 20 events, which included town halls, training symposiums with senior leadership across the DND/CAF, intergovernmental presentations and panel discussions.
  • Currently finalizing an Anti-Racism Framework and Action Plan.
• CAF Employment Equity Plan (CAF EE Plan) 2021-2026: The CAF EE Plan aims to eliminate employment barriers for all designated groups members. This new EE plan is going beyond the parameters of the Employment Equity Act. As such, the CAF recognizes the LGBTQ2+ communities as a designated group and the CAF is now working to eliminate employment barriers for the LGBTQ2+ communities. This action is an example of how the CAF is adapting to societal and demographic changes and is one of the many steps of culture change within the CAF that includes employment equity, anti-racism and inclusion.
• GBA+: The Deputy Minister and the Acting Chief of the Defence Staff are releasing a Directive on Gender-Based Analysis Plus and the Implementation of the United Nations Security Council’s Women, Peace and Security Agenda. The Directive continues the implementation of the Government of Canada’s requirement to conduct GBA+, to use the findings to inform decision-making, and to implement the Women, Peace and Security agenda—a set of ten United Nations Security Council Resolutions that recognize the disproportionate effect of armed conflict on women and girls.
• D&I Lens Tool: DND/CAF developed a D&I Lens Tool to complement GBA+ with a prescriptive process to analyze policies, processes, communications products, research materials and other initiatives. The tool has been endorsed by Women and Gender Equality Canada and promotes thoroughness in GBA+ analyses and consultations.
• Public Service Employment Act (PSEA): DND/CAF is preparing internal policies and guidance to align with the updates to the PSEA.

Annex B - Program Guide: Executive Development Program

“Every single one of us has a responsibility and a role to play in eliminating racial discrimination and I expect all of you to help. The first step to take in order to create a workplace that welcomes and encourages diversity is to listen to our employees.”
   - Jody Thomas, Deputy Minister of National Defence

Contents

• Background
• Intent
• About the EXDP
• Selection Criteria
• Program Completion Criteria
• Roles and Responsibilities
  • L1 or L1 Designate
  • Program Participants
  • Director Civilian Executive Services (DCES) Program Management
• Governance
  • Program Sponsor
  • Steering Committee
  • Advisory Groups and Functional Expertise Centers
  • Working Group
• Annex A: Defining Diversity and Inclusion
• Annex B: Personalized and Progressive Leadership Development Plan

Background

With the support of the Deputy Minister, the Executive Development Program (EXDP) is being launched to ensure the department is ready, equipped and agile as well as supportive of diversity and inclusion to address underrepresentation of minority groups among the EX cadre. The EXDP will assist diverse, high-potential and high-performing DND employees develop the knowledge, skills, and executive level leadership competencies required to take the next step into the executive cadre. To ensure this program embodies diversity and inclusion values, key stakeholders were engaged in the development of the program and continue to be a central pillar of its ongoing continuous improvement. By supporting the EXDP, participating organizations will contribute to departmental priorities & objectives by developing talent in the leaders of tomorrow while complementing existing leadership succession planning, talent management and recruitment strategies as well as improving retention rates of feeder groups.

Intent

The intent of the EXDP is to increase representation among the EX cadre at DND and to create a strong internal talent pipeline for diverse talent. Through experiential learning, exposure to senior leaders, mentoring, assignments and coaching, participants will be equipped with insights, tools and strategies to skillfully advance their careers to the next level with confidence and purpose. The program also intends to enhance the employee experience and retain key diverse talent for succession. The EXDP Program will be evaluated annually to ensure its effectiveness. Adjustments to the Program will be recommended to the Program Sponsors by the EXDP Steering Committee and DCES.

The EXDP will concentrate on increasing representation of the designated employment equity (EE) groups as defined by the Employment Equity Act: Women, Aboriginal Peoples, Persons with Disabilities and members of Visible Minorities. Consideration will also be given to members of the LGBTQ2+ communities and to candidates who represent other dimensions of diversity. The program will aim to create an inclusive environment focused on engaging all candidates, L1s and stakeholders in the successful delivery of the program. (See Annex A).

About the EXDP

The initial EXDP intake of participants will be determined through analysis of existing vacancies, attrition rates, expected retirements and succession plans, within each L1 organizations, and adjusted to meet projected organisational needs. The program is intended for EX equivalent, EX minus-1 and EX minus-2 employees who demonstrate talent, leadership potential and aspiration to become future executives, and who represent dimensions of diversity. The EXDP will be initiated with a call for nominations by L1 and self-nominations. The DCES team will rate and review candidates and the Steering Committee will select the successful participants.

Participants will be assessed using reputable leadership assessment tools against the Key Leadership Competencies and Character-Based Competencies at the start and at the end of the program. Their results will guide the development of their Personalized and Progressive Leadership Development Plan and guide the evaluation of their leadership development within the program.

This personalized plan will be composed of three modules: Foundational Leadership, Professional Leadership and Personal Leadership expected to be pursued throughout the program until graduation (see Annex B). These components will be incorporated into an individualised learning plan for each participant based on leadership assessments and developmental needs. The duration of the program is expected to be on average nine to twenty-four months according to the developmental needs of the selected participants. Upon graduation, participants will be placed into an EX-01 pool.

Selection Criteria

Program Completion Criteria

Roles and Responsibilities

L1 or L1 Designate

L1 or L1 designates roles and responsible include:

• Identifying and nominating diverse candidates.
• Championing the EXDP and creating a positive D&I workplace culture.
• Each participating L1 organization must commit and contribute time, funds, and resources to ensure the success of their selected participant and their full participation in program activities. Depending on the selected participant, this financial commitment may include leadership development courses, as well as the cost of language training, and/or post-secondary education to meet the EX cadre criteria.
• Conducting career and leadership development conversations with the candidates.
• Working collaboratively with L1 organizations and DCES to identify and implement development opportunities and experiences for candidates.
• Identifying non-supervisory executive mentors to support the participants through the program and
• Considering graduated candidates as a lead source for EX vacant positions.

Program Participants

Program participants’ roles and responsible include:

• Completing the leadership assessment tools and contributing to the development of a SMART individualised training plan.
• Committing to their individualised training plan, maintaining high performance throughout the program and successfully completing the program within the allocated timeframe.
• Participating in program sessions and briefs, quarterly coaching, peer-learning and mentorship meetings, cohort project, self-study and journaling learning activities as per their individualised learning plans.
• Remaining in their substantive position while in the program.
• Participating in program alumni activities.

DCES Program Management

DCES roles and responsible include:

• Promoting the EXDP to stakeholders.
• Facilitating and managing the application of tools, processes, systems and communications.
• Individualizing the progressive leadership development plan. Designing and/or facilitating leadership training and enabling leadership development experiences.
• Reporting on the results and impact of program.
• Secretariat responsibilities in EXDP Steering Committee and Working Group, conducting liaison with stakeholders, liaising with stakeholders, OGDs and Central Agencies for advice and support.

Governance

The EXDP has a four-fold governing structure consisting of the following.

1. Program Sponsor

Consists of the Deputy Minister and the Assistant Deputy Minister HR-Civ.

The Project Sponsor will serve to:

• Champion the program.
• Provide strategic direction.

2. Steering Committee

Consists of the Director of Executive Services, the Director of Workforce Programs and Services and other executives within L1 organizations.

The steering committee will serve to:

• Provide support and guidance, starting with the selection of candidates.
• Align organizational future talent needs with the program activities.
• Provide oversight of progress.
• Facilitate collaboration of stakeholders.
• Review results and outputs.

3. Advisory Groups and Functional Expertise Centers

Includes consultations with Defence Advisory Groups, communities of interest, and subject matter functional experts in order to:

• Provide feedback and advice on design of program.
• Provide information and advice on program.
• Facilitate collaboration of stakeholders.
• Review results, outputs and provide feedback.

4. Working Group

Consists of EXDP leads from the Directorate of Executive Services (DCES) in collaboration with the Directorate of Workforce Programs and Services.

The working group is responsible to:

• Execute in accordance to the governance plan.
• Review the application of tools, processes and systems.
• Facilitate collaboration of stakeholders for assignments, experiences & coaching.
• Review the individualized and progressive leadership development plan.
• Track performance, review results, outputs and provide feedback.
• Manage the progress and performance of the program.
• Execute the communication plan.

Annex A: Defining Diversity and Inclusion

Diversity: The EXDP will concentrate on decreasing gaps in the designated employment equity (EE) groups as defined in the Employment Equity Act: women, Indigenous peoples, persons with disabilities and members of visible minorities in addition to members of the LGBTQ2+ communities. Consideration will also be given to candidates who represent other dimensions of diversity.

Inclusion: Inclusion is the creation of an environment that is collaborative, supportive and respectful of all members, and encourages full participation and contribution. Inclusion aims to help remove barriers and support program participants to reach their full potential. As such the program will be open to all with a clear and distinct focus on diversity.

Annex B: Personalized and Progressive Leadership Development Plan

1. Personal Leadership

Leadership Assessment	Leadership Competency Assessment and 360 Leader’s Assessment Focused on KLCs, Character-based Competencies and DND’s unique brand Participant’s motivation for advancement into the EX cadre will also be assessed
Individualised Leadership Development Action Program	Development of a SMART, progressive and personalised leadership development action program Canada School of Public Service (CSPS) and Canadian Armed Forces courses Supported with regular one-one-one coaching sessions
Integration of DND’s Leadership Brand	Internalisation of Corporate Priorities - Briefs by ADMs Self-guided awareness plan on how they plan to manage the pressures and challenges of EX level positions

2. Professional Leadership

On-the-job Work Experience	Challenging Work Assignments Cohort Innovation Lab
Core EX Competencies	Key Leadership competencies + customized character-based competencies CSPS’ Aspiring Director course & Canadian Defence Academy courses
Influence & Network	Participation in Committees to develop area of influence Learning conversations conducted by mentors

3. Foundational Leadership

Life-Long Learning	Second language assessment and training Post-Secondary Education Prior Learning Assessment Self-learning training Pay-it-Forward Leader Engagement
Knowledge: Governance and Polices	Structure and Policies Machinery of Government DND’s Governance
Custodian of DND’s Culture	Doctrine, Mission and Corporate Priorities DND / CAF relationship CAF Site visits and briefs