Supreme Court of Canada
Letter on Implementation of the Call to Action on Anti-Racism, Equity and Inclusion

Summer 2021 update

Dear Ms. Charette,

I am writing in response to the Call to Action urging all Public Service leaders to take concrete action by implementing systemic changes in the advancement of anti-racism, equity and inclusion. This issue has been a priority for the Office of the Registrar of the Supreme Court of Canada over the last five years. While we have made much progress, we are committed to continued investment in fostering a more diverse and inclusive organization.

The Office of the Registrar consists of approximately 250 employees, of these, only 215 individuals meet the EE definition of employee for data purposes (i.e. are not casuals, students, or seconded-in). It has an active Employment Equity and Diversity Advisory Committee (Committee), represented by staff from every branch. The Committee provides advice to HR and management on policies, processes, training, human resources, accessibility, and other matters related to employment equity, diversity and inclusion.

Of the nine areas outlined in the call to action, we have focused on two major actions over the past year:

Accordingly, the HR Branch in close collaboration with the Committee, regularly share educational content (i.e. learning activities, events, and workshops) to all staff. The Library Branch, in collaboration with the Committee also developed and launched an internal website with a collection of anti-racism resources in June 2021. The site is accessible to all staff and has been instrumental in educating employees about anti-racism.

Furthermore, we began implementing the following initiative over the past two years which directly responds to the call to action:

The HR Branch measures progress by monitoring both internal (including operational data – mobility and retention rates) and external (via TBS Workforce Analysis reports with 5 year comparison) data. HR also held informal staffing process audits to identify current and potential barriers as the organization endeavors to implement solutions that align with our EE Plan.

Our external data shows that there has been a consistently decreasing gap for both visible minorities and peoples with disabilities, and a steady increase in the number of Indigenous employees over the past 5 years. More attention is required for the increasing gap for women, especially in given occupational groups - See Appendix A. Our internal data shows us that between 2019-2020 FYTD-Q4 to 2020-2021 FYTD-Q4, the organization saw an increment in the hiring of employees who self-identify as visible minorities or racialized employees by more than 50%, one less person hired in the peoples with disabilities group, one more person hired in the indigenous and in the women’s groups. Exact data does not meet the threshold to share in this document given the size of the organization without identifying individuals. This data guides us in implementing new strategies especially for future staffing processes. In addition, Public Service Employee Survey results have proved to be successful in informing future policy, training, and systemic changes for our small organization.

It is worth noting that staff turnover is minimal overall – see Appendix B. During the above-mentioned period, approximately 0% of departing staff have been reported per internal data, to be self-identifying members of the visible minority, indigenous or peoples with disabilities EE designated groups. While this is positive, it is also a key contributor to the slow pace in which gaps can be reduced or closed, as they can only be practically solved through new hires. Consequently, targeted staffing practices (advertised and non-advertised processes) have successfully yielded reduction in visible minority gaps, a practice that will soon be implemented to reduce other gaps as well.

The greatest impact of our response to the Call to Action so far has been increased comfort amongst staff in holding conversations surrounding diversity and inclusion issues. A key drawback noted that significantly impacts our current and future progress is the limitation of resources that can be feasibly dedicated to this program.

In order to sustain the gap reduction momentum, the Office of the Registrar also hired an experienced human resource advisor to review internal employment equity, diversity and inclusion (EEDI) practices, identify barriers, and to review data and strategies. Furthermore, a 5 year EEDI draft plan, was developed by HR Branch in partnership with the Committee and is currently undergoing review and consultations. It integrates the call to action and the diversity and inclusion areas of focus for the public service with the organization’s EEDI goals.

Subject to organizational resources available and pandemic restrictions or impacts, the Office of the Registrar plans to improve the following for continued momentum towards closing EE barriers, reducing gaps, and increasing diversity and inclusion:

We look forward with ongoing commitment to these efforts in creating an inclusive organization.

Sincerely,

Chantal Carbonneau
Registrar

Appendix A: External data (TBS Workforce Analysis for the Office of the registrar)

To note:

  1. Exact data does not meet the threshold to share in this document given the size of the organization without identifying individuals.
  2. Total population of 215 employees is used, and representation is in relation to the Workforce Availability Estimates (WAE) in the Canadian workforce.
Peoples with Disabilities Gap Representation %
2015 4 4.4%
2016 7 7.5%
2017 5 6.6%
2018 5 6.4%
2019 -4.4 6.3%
2020 -4 6.8%
Visible Minorities Gap Representation %
2015 -14 4.4%
2016 -8 8.1%
2017 -8 8.2%
2018 -10 7.4%
2019 -12.9 5.8%
2020 -4 11.2%

Note: There has been an increasing gap for women since 2018 - highest in the Administrative Support (PA group) and in the Scientific and Professional (EC group) occupational categories.

Women Gap Representation %
2015 -7 57.7%
2016 0 61.8%
2017 0 61.7%
2018 -3 60.3%
2019 -4.4 60.3%
2020 -5 60.5%
Indigenous Peoples Gap Representation %
2015 4 4.4%
2016 3 3.8%
2017 3 4.1%
2018 4 4.4%
2019 6 6.3%
2020 4 4.9%

Workforce Analysis Report for Peoples with Disabilities- (March 2020)
Workforce Availability Estimates - 2016 Census and the 2017 Canadian Survey on Disability (CSD)

Occupational Category Gap (actual minus expected) Representation Workforce Availability Estimate
1. Executive -1 0.0% 5.3%
2. Scientific and Professional -2 5.3% 7.7%
3. Administrative and Foreign Service -2 7.5% 9.9%
5. Administrative Support 0 9.1% 9.5%
6. Operational 1 50.0% 9.5%
Grand Total -4 6.8% 8.7%

Workforce Analysis Report for Women - (March 2020)
Workforce Availability Estimates - 2016 Census and the 2017 Canadian Survey on Disability (CSD)

Occupational Category Gap (actual minus expected) Representation Workforce Availability Estimate
1. Executive 3 75.0% 49.3%
2. Scientific and Professional -5 64.5% 70.4%
3. Administrative and Foreign Service 4 61.3% 57.1%
5. Administrative Support -7 40.9% 71.8%
6. Operational 0 0.0% 22.5%
Grand Total -5 60.5% 62.8%

Workforce Analysis Report for Visible Minorities - (March 2020)
Workforce Availability Estimates - 2016 Census and the 2017 Canadian Survey on Disability (CSD)

Occupational Category Gap (actual minus expected) Representation Workforce Availability Estimate
1. Executive 0 8.3% 11.3%
2. Scientific and Professional 1 13.2% 11.6%
3. Administrative and Foreign Service -6 8.6% 14.6%
5. Administrative Support 2 18.2% 10.2%
6. Operational -1 0.0% 34.0%
Grand Total -4 11.2% 13.0%

Workforce Analysis Report for Indigenous Peoples - (March 2020)
Workforce Availability Estimates - 2016 Census and the 2017 Canadian Survey on Disability (CSD)

Occupational Category Gap (actual minus expected) Representation Workforce Availability Estimate
1. Executive 1 8.3% 3.8%
2. Scientific and Professional 0 2.6% 2.2%
3. Administrative and Foreign Service 2 5.4% 3.1%
5. Administrative Support 1 9.1% 5.2%
6. Operational 0 0.0% 3.5%
Grand Total 4 4.9% 3.0%

Appendix B: PSC Staffing Data

Registrar of the Supreme Court of Canada
Internal Advertisements and Advertisements Open to the Public

  2021-2022 FYTD-Q1 2020-2021 FYTD-Q1 % Change
Advertisements 1 1 0.0%
Applications 27 35 -22.9%
New indeterminate appointments 2 1 100.0%
Indeterminate appointments 1 0 0.0%
Separations from the public service 2 4 -50%
Separations from other organizations 2 1 100.0%
Promotions 0 2 -100.0%
Lateral or downward movements 0 1 -100.0%
Acting appointments 7 4 75.0%

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