Natural Resources Canada
Self-assessment on the forward direction of the Call to Action on Anti-Racism, Equity, and Inclusion in the Federal Public Service
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
- My organization has set promotion goals for:
- Indigenous employees
- Black employees
- Racialized employees
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?
Natural Resources Canada (NRCan) has set a variety of recruitment goals and is promoting these through various mechanisms.
Employment Equity Data is shared through the Human Resources Demographic Dashboards which are published semi-annually and available to all employees on the intranet.
An Employment Equity Placemat with representation and mobility data is also published bi-annually. Data such as representation gaps by occupational groups, mobility, staffing trends and other relevant Human Resources related data is also included at the sector level. NRCan has historically been using workforce availability as a parameter to calculate its recruitment and promotion goals.
The department recognizes that additional efforts are still required to explicitly communicate this data to networks and across the organization.
NRCan was one of 18 departments selected to participate in the Employment Equity Horizontal Audit on the Employment of Racialized People in Management and in Executive Positions in the Public Sector conducted by the Canadian Human Rights Commission. The Department has since fulfilled all recommendations that stemmed from this external audit including setting short-term goals to close Employment Equity gaps, developing performance indicators and establishing timelines for our commitments.
As part of the Canadian Human Rights Commission’s audit requirements, NRCan set short-term hiring goals for racialized people in management and Executive positions using a formula that includes growth, turnover rate and workforce population. The department used the same approach to set aspirational goals for the other employment equity groups. The formula and goals will be reviewed annually to adjust to the evolving landscape when it comes to data and analytics for employment equity. The formula and goals are included in the department’s 2023-24 Employment Equity and Accessibility Action Plan Progress Report to be published and communicated internally in June 2024.
Based on Employment Equity gaps, sectors within NRCan have also established planned staffing goals as part of the Integrated Business Plan exercise.
Best practices have been implemented within the Department to share and promote various Employment Equity targeted pools/inventories and development pathways such as, but not limited to:
- Information technology (IT) Apprenticeship Program, Persons with Disabilities inventory (Health Canada).
- Federal Internship for Newcomers program.
- Policy Analyst Recruitment and Development Program (PARDP) promoting candidates from EC-03 to EC-05 in two years, with specific hirings of persons with disabilities and a unique Indigenous Stream to hire Indigenous persons, some of whom remain in their communities.
- A new NRCan Sponsorship Program is in development following the Renewed Call to Action on Anti-Racism, Equity, and Inclusion in the Federal Public Service (Call to Action or CTA). This program will consider equity-impacted group members to support their development to Executive positions.
- NRCan has proposed 2 candidates for each of the Mosaic Leadership Development Program cohorts (2021 and 2023). One NRCan employee was selected to participate in the program in each cohort.
- Promotional and developmental pathways towards leadership roles are being explored.
NRCan's Indigenous Inclusion, Diversity, Equity and Accessibility team housed in Nòkwewashk is building on the Many Voices One Mind: Pathways to Reconciliation framework, focusing on best practices in Indigenous recruitment, retention, wellness, and advancement. Through a multi-year strategy being developed, these efforts aim to foster an environment that celebrates diversity, values Indigenous perspectives, removes barriers and supports the professional growth and well-being of Indigenous employees.
In alignment with NRCan’s Mental Health and Wellness Strategy 2024-2026, the Elders in residence program offer support, ceremony, sharing and healing circles for Indigenous and non-Indigenous employees. This initiative constitutes part of the wellness resources accessible to all Indigenous employees within the NRCan.
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).
NRCan is committed to fostering greater inclusion and breaking down silos as outlined by the objectives and organizational goals included in its Employment Equity Accessibility Action Plan and in the NRCan Accessibility Action Plan. The department reports annually on progress on both plans.
One key aspect of NRCan's approach is regular engagement with stakeholders, including members of employment equity groups and subject matter experts to anticipate barriers and to amplify inclusion. An example of such consultations is a monthly meeting between Inclusion, Diversity, Equity and Accessibility (IDEA) sector leads and advisory councils.
Moreover, NRCan has established various forums, committees, and working groups dedicated to promoting inclusion and advancing IDEA initiatives. Committees like the NRCan Accessibility Advisory Committee and the Office of Inclusion, Diversity, Equity, and Accessibility Advisory Committee convene regularly to discuss strategies and actions. Working groups, such as the Purge Report Analysis Working Group, delve into specific areas to drive meaningful change. Initiatives like the virtual workshop on Psychological Safety in the Workplace put on jointly by the Accessibility and Pride Networks which took place in March 2024 and the NRCan First Person column, published on our intranet, provide avenues for employees to share experiences and insights. Additionally, as part of PMAs for employees, eight hours of mandatory Indigenous learning (through events, books, podcast, articles or conferences) underscores NRCan's commitment to cultural awareness and understanding.
Achievements have been made to foster improved inclusion through departmental support of Employment Equity networks, events, activities, etc. The Deputy Minister has met with and continues to engage Network co-chairs to discuss ongoing priorities and areas of concern.
The enhancements of the onboarding and offboarding programs facilitate seamless integration and gather valuable feedback, noting additional work is still required in this area. Other means to obtain employee feedback such as the Public Service Employee Survey results are also leveraged to inform our progress towards a culture of safety, inclusion and respect. The most recent results (2022) indicate that employees perceive that the organization could improve when it comes to promoting anti-racism and as well as implementing accommodation measures. On this last point, a special focus was placed on conducting a deeper dive on persons with disabilities as a segment of the workforce with more prominent gaps with respect to several survey themes.
In the realm of reconciliation, NRCan had developed The Pathways to Reconciliation Framework for Advancing Reconciliation with Indigenous Peoples, with representatives from all NRCan sectors, as well as the guidance received from the resident Elders and other valued partners in keeping with the objectives of the United Nations Declaration on the Rights of Indigenous Peoples Act and Action Plan, and with the broader principles of reconciliation.
As a science-based department, NRCan leverages the expertise of its Office of the Chief Scientist to provide leadership in the development and implementation of approaches to build and maintain capacities within NRCan’s science and technology community. The Office of the Chief Scientist has:
- Implemented the Inclusive Science and Accessible Labs pilot which is working to increase accessibility in NRCan laboratories and includes developing NRCan Standards for Accessible Labs.
- Developed a research paper and launched a feature film (screening continues) “Towards Reconciliation: 10 Calls to Action to Natural Scientists Working in Canada”. This work supports scientists within the department and externally.
- Created the Science and Technology Internship Program – Green Jobs, an employment program for youth in the natural resources sector, developed an Anti-Racism and Building Inclusive Workplaces Toolkit for employers participating in the program. While the course and resources were designed to support learning by external audiences, there may be opportunities to use the Toolkit for internal learning for NRCan management and employees.
- Hosted a Deputy Ministers (DM) panel on Inclusive Science with the President of the Canadian Food Inspection Agency and the Chief Scientist of the Public Health Agency of Canada, drawing participation of over 900 combined in-person and virtual.
While NRCan has made significant strides in fostering inclusion, the journey continues. The department remains dedicated to ongoing efforts to achieve long-term outcomes and create a workplace that embraces diversity, equity, and accessibility.
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?)?
NRCan continues to refine its approach to a robust monitoring and measuring framework. One important step was for the department to conduct an internal audit of Inclusion, Diversity, Equity and Accessibility in 2023-24. NRCan is one of the only departments to undertake such an audit to date. This exercise was undertaken by the department's Audit and Evaluation Branch with a view to an early check-in on consequential accountability. It took into consideration our work to date including the development of an IDEA logic model, as well as a framework with measurable outcomes developed by the Office of IDEA in framing a series of recommendations that continue building in our foundational work.
NRCan also took part in a second audit: the Employment Equity Horizontal Audit on the Employment of Racialized People in Management and in Executive Positions in the Public Sector conducted by the Canadian Human Rights Commission (CHRC). This audit, initiated in 2021, was completed in early 2024 as NRCan fulfilled all recommendations that stemmed from the comprehensive CHRC management action plan.
Ensuring progress is crucial to improving the employee workplace experience and includes monitoring disaggregated survey results and associated operational data (such as promotion, mobility rates and tenure), as well as taking concrete actions according to the results to be shared transparently with employees and employee networks. To this end, the department uses workforce availability data as a benchmark to generate Human Resources Analytics Dashboards, considering Employment Equity mobility, recruitment, and growth in the equation.
The department developed the NRCan Accessibility Action Plan Progress Report in December 2023, disseminating it internally to NRCan and publishing it on the external website. Progress has been monitored through the Implementation Strategy, consultations with employee network representatives, the NRCan Accessibility Advisory Council and the Executive Oversight Committee, comprising members from involved key partners. Additional efforts will be made to ensure that the Council meets more frequently to ensure greater cohesion and proactive identification of challenges.
NRCan is currently developing the Employment Equity and Accessibility Action Plan Progress Report – Year 2, to be published on the intranet in the weeks to come. Through the Employment Equity and Accessibility Action Plan progress reports, NRCan reports annually on the progress of the positive measures recommended in the most recent Employment System Review which is a comprehensive examination of the department’s policies and practices to identify and facilitate removal of systemic barriers to employment opportunities for the four employment equity groups. All progress reports are developed in consultation with the Office of Inclusion, Diversity, Equity and Accessibility and the networks, building on the concept of “Nothing about us without us”.
Self-identification (Self-ID) rates are used to provide an overview of the department’s representation. NRCan has been an early adopter of the modernized form which includes additional equity groups such as Black employees and 2SLGBTQIA+ members. This has allowed the department to make available disaggregated data on its employee population and to prepare the conversation with employees for more anticipated changes. Discussions are already taking place for instance on the Employment Equity Act, following recommendations by the Employment Equity Act Task Force and the impact of a change in the calculation of workforce availability which now includes Canadian citizens and permanent residents active in the labour market who are at least 15 years of age.
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.
- Progress towards representation and inclusion goals is part of the criteria for being considered for talent management.
- 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.
Performance Management Agreements for Executives include a metric focusing on addressing departmental representation gaps to keep executives accountable for their progress in meeting their inclusive workforce goals in the areas of recruitment, retention, and promotion. Talent Management discussions include considerations of employees who self-declare for advancement and mobility.
The 2023-24 NRCan executive commitments and performance measures included:
- Support the Deputy Minister meeting the Clerk's Call to Action by reviewing and implementing inclusive hiring, retention, and promotion strategies to increase representation from designated equity groups.
- Promote workplace inclusivity, equity, and accessibility. Implement 'Nothing Without Us' strategies. Support Truth and Reconciliation Commission goals with eight hours of Indigenous learning annually.
- Implement the Call to Action on anti-racism, equity, and inclusion in the Federal Public Service by setting multi-year inclusion goals. Actively recruit and promote Indigenous peoples, Black, and other racialized employees. Put in place accountability measures and leverage existing strategies like Many Voices One Mind and the Accessibility Strategy to combat racism, discrimination, and promote accessibility.
NRCan is continuously reviewing and improving the performance and talent management processes, using internal employment equity data to inform the department’s strategy.
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.
- Work is underway to develop an approach to sponsorship.
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.
We are proud of the diversity and inclusive nature of the NRCan senior management team which includes members from equity-deserving communities appointed through talent management. At the same time, we have invested in coaching and mentoring executives to prepare them for higher level positions. All of this has brought new talent to the management table, adding to the diversity of the senior management team and ensuring different perspectives and experiences throughout our organization.
In addition, we are seeking to utilize the same approach for other employees (EX and non-EX) who aspire to leadership roles. This includes identifying leadership development programs for executives as well as coaching and mentoring opportunities. Over the next year, the department will be developing an approach for talent management for non-EX employees as well as launching a revised Sponsorship program within the department.
Both of us also mentor someone from the department through a mentorship program run by the Visible Minorities Advisory Council.
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?
- 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.
Since being appointed as Deputy Minister at NRCan last summer, I have focused on promoting the department’s work to act on the Call to Action commitments and have brought topics that support these commitments to our senior management committee on a regular basis to promote dialogue and learn through multiple perspectives and shared lived experiences. I have supported the ongoing departmental efforts outlined below in the areas of both recruitment and promotion of Indigenous and Black and other racialized employees.
- NRCan ran a campaign for a diverse EX-01 pool. This resulted in the creation of a pool of 63 EX-01 qualified candidates exclusively from the 4 employment equity groups. The pool was shared with our science partner departments leading to 11 appointments to date.
- In addition, through the departments’ PARDP , 47 Indigenous employees were recruited in the 2022-2023 (17 recruits), 2023-2024 (10 recruits) and 2024-25 (20 recruits) cohorts, representing approximately 22% of the self-identified Indigenous population at NRCan.
In addition, I am pleased to report that NRCan has adopted the Knowledge Circle for Indigenous Inclusion’s Indigenous Career Navigator service created in support of the CTA and the Many Voices One Mind: A Pathway to Reconciliation Action Plan.
I will continue to explore every opportunity to put in place additional recruitment campaigns and to promote existing ones for Indigenous, Black and other racialized employees.
Question 7
Has your organization prioritized official language training for Indigenous employees and Black and other racialized employees who are ready for advancement?
- My organization has prioritized official language training for:
- Indigenous employees
- Black employees
- Racialized employees
How is your organization prioritizing official language training?
NRCan is a leader in establishing a renewed service delivery model for its NRCan Language School which was first established 10 years ago. The department has allocated additional departmental reserve funding in 2024-25 to increase training opportunity offerings to all employees with a specific focus on employment equity group members across Canada.
A centralized financial model was implemented in April 2023 to provide a transparent, consistent and equitable access to language training to all parts of the organization. An eligibility list prioritizes employees from employment equity groups.
Diversity and Inclusion were at the forefront while reviewing processes, programs, forms and developing the Guide on Language Training with the NRCan Language School in 2022-2023. In the past year, over 305 learners have voluntarily self-declared during the registration process for language training, accounting for 37% of the total 825 learners. Statistics are being maintained for the purpose of assessing whether the service delivery model is meeting its intended goals and client surveys are conducted to improve on overall user experience with a focus on inclusion and diversity.
Does your organization offer access to Indigenous language training or have plans to offer access? Please provide details.
Although NRCan does not offer Indigenous Languages training, the department does have its own Circle of Nations offerings which promotes various activities for Indigenous employees. On March 31, 2024, an event was organized to speak at the Land, Language and Stories event on Sacred Languages, Walk with Us: An Introduction to Land-Based Education and First Nations Languages.
Question 8
Has your organization provided support and/or invested resources for organizational employee networks and communities?
- Engagement with employees and employee networks in my organization’s decision-making is meaningful and regular.
- 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.
NRCan currently has 19 Networks, Communities and Corporate Initiatives supported by 13 senior executive champions, more than any other Government Department comparable in size.
As part of the upcoming EX-talent management exercise, NRCan will be appointing champions for networks currently without an executive champion.
The 19 active Networks and communities are engaged in co-developing and collaborating on various initiatives, as well as programs related to the workplace and workforce, such as, but not limited to: Accessibility Action Plan, Training on Duty to Accommodate, feedback on the Employment Equity Act review, Multiculturalism Report, and many others.
Networks are considered key partners in the department, and sectors pursue regular, ad-hoc and planned consultations and discussions with them on a wide array of files, beyond advancing anti racism, respect in the workplace and reconciliation. An annual funding allocation is provided to Networks and Communities from a centrally managed fund and dedicated resources offer planning, coordination and administrative support.
Networks have hosted various events with a goal of raising awareness to reduce racism, discrimination, and other barriers.During fiscal year 2023-2024, in collaboration with networks and communities, NRCan held 51 events related to IDEA, 14 of which were funded directly by network allocated budgets.
Here are some important contributions that Employment Equity networks have made:
- The Visible Minority Advisory Council (VMAC) does hours of volunteer work to coordinate an impressive mentorship program, welcoming members of all employment equity groups.
- The AccessAbility Network devotes its resources to advocating for members and influencing workplace culture to become increasingly more inclusive and accommodating.
- BEACON , the Black employee network, undertakes the development of key programming towards an annual month-long celebration of Black History Month. As part of these celebrations, NRCan also promoted multiple activities such as the panel discussion on Exploration of Black Men’s Mental Health and Wellness led by BEN/REN and the Canadian Innovation Centre for Mental Health in the Workplace.
- The Indigenous Network established a program of traditional teachings by elders, called the Circle of Nations, which has been incorporated into official departmental programming. The Circle of Nations platform supports NRCan employees to deepen their understanding of Indigenous knowledge and cultural competencies. It also promotes the well-being of Indigenous employees through culturally appropriate mental health resources, sharing circles and traditional healing methods.
- The Pride Network has played a leading role in bringing forward the importance of Positive Space training, in addition to providing insight and analysis on Purge Report recommendations so NRCan can adopt its own series of proactive measures.
The Deputy Minister is reviewing funding allocations to enabling networks to prioritize support for their communities and members in addition to department wide events they choose to organize.
In addition, NRCan allocates funds to Government of Canada networks and communities such as the Federal Youth Network, Knowledge Circle Indigenous Inclusion, Managers’ Community and, in the last few months, the Black Executive Network.
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.
- 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 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.
A draft calendar is part of the NRCan Internal Communications Strategy on Commemorative Days/Weeks/Months and is being piloted in collaboration with internal communications, employment equity groups and networks, minoritized religious employee groups, and the Office of Inclusion, Diversity, Equity, and Accessibility, to establish a departmental approach, recognizing significant days, weeks, and months. Through an iterative process, the strategy will inform best and emerging practices to ensure that messages are consistently posted on the department’s intranet. A digital publication is sent to all NRCan employees every Monday. It outlines the events of the coming week, features important dates and highlights commemorative months and significant days.
To align with both the original and renewed Calls to Action, employment equity groups and networks are providing guidance to make the most of departmental channels so that they can recognize key dates that are important to their members in ways that are authentic and appropriate in a workplace context. A key part of this contribution is that networks can also calibrate the tone of these messages to reflect world, national or local issues that may affect their members. Through the draft strategy, communication products are in the voice of networks. As a result, the wider departmental community will have access to more knowledge that can inform how it plans major meetings and events in ways that avoid significant religious and cultural periods. While this is already largely upheld when it comes to Christian holidays, it is also slowly gaining traction in relation to holidays in other major religions.
The intranet is also leveraged in other ways to socialize inclusion, diversity, equity and accessibility advisory principles. For instance, a new, dedicated page has been introduced called First Person, where NRCan employees can share personal stories, which are edited by members from networks. Some of these stories mention commemorative occasions, while others are examples of lived experiences, which normalizes the use of personal narratives to discuss important issues.
Our next steps include streamlining processes and examining web metrics to determine how to further support the valuable contributions of NRCan’s employees and volunteer-driven networks are making. Additionally, as much of the volunteer efforts are contributed by members of marginalized communities and networks are not related to their substantive roles, efforts are being made to connect this work to the formal performance management process. This will allow the competencies developed, expressed, and/or refined through volunteering to be captured and counted towards annual results and, ultimately, career progression.
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.
NRCan, is one of a few departments which, recently underwent an internal audit of Inclusion, Diversity, Equity and Accessibility conducted by the department’s Audit and Evaluation Branch. The results of the Audit will be shared with the department. The objective of this exercise was to assess the overall adequacy and effectiveness of governance interventions, key business processes, and activities to address systemic barriers and support the implementation and integration of Inclusion, Diversity, Equity and Accessibility principles within the Department.
The audit recognized our progress as well as identified areas for improvement that are consistent with our maturity level as an organization in this space. Some of the barriers to implementation and integration of Inclusion, Diversity, Equity and Accessibility principles at NRCan include:
- A lack of formalized mechanisms to provide strategic direction on Inclusion, Diversity, Equity and Accessibility related objectives.
- The absence of clearly delineated roles and responsibilities between the Office of Inclusion, Diversity, Equity and Accessibility and the Human Resources Branch regarding the intersection of Inclusion, Diversity, Equity and Accessibility between the two domains.
- The need to leverage disaggregated corporate data to formalize and establish an evidence-based performance measurement framework that includes targets and key performance indicators. Reflecting on the additional data, both quantitative and qualitative, that should be collected and analyzed to track progress on all dimensions regarding Inclusion, Diversity, Equity and Accessibility principles to inform decision making.
The Department will work over the coming year to take action on these recommendations. NRCan is aware that effective governance and oversight mechanisms should be in place to provide strategic and operational direction, including the communication of Inclusion, Diversity, Equity and Accessibility related objectives and implementation plans to achieve these goals. Clarity around roles, responsibilities, accountabilities, and mechanisms to measure progress will build and reinforce an institutional culture that ensures that the Department offers a workplace that benefits from inclusive, diverse, equitable, and accessible corporate policies, programs, and services. This is also echoed throughout its public-facing policies, programs, and services.
The impact of not addressing these areas for improvement is that the Department may not be able to meaningfully measure and monitor progress on integrating Inclusion, Diversity, Equity and Accessibility, to inform decision making that would enable the achievement of Inclusion, Diversity, Equity and Accessibility related objectives. The internal audit does specify manageable timelines to accomplish the above improvements. Our next report will elaborate on the progress in this regard.
An additional issue highlighted by networks is the institutional tendency to over rely on certain types of quantitative data while undervaluing informal, ad hoc feedback and lived experience. NRCan is making efforts to ensure the “human experience” is also valued and supported while also ensuring greater safety and trust by offering anonymous feedback mechanisms, whether these are digital (i.e. pulse surveys) or processes that allow networks to aggregate data in anonymized ways.
Finally, several steps have been implemented to remove and mitigate barriers in the recruitment and selection of candidates, but more efforts are still required with respect to development and retention.
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.
NRCan is undertaking several initiatives to support the recognition and reality of intersectional identities within the department (e.g. its upcoming campaign to promote employee use of the modernized Self-Identification Form). Data collected through this process will help key stakeholders focus on additional gaps, highlight what might be driving them, and as a result, support our efforts to plan and respond to compounded inequities. It will also enable employee networks to sharpen their own advocacy initiatives on behalf of their most vulnerable members.
Moreover, the challenges around accurate data capture and data literacy cannot be understated, as these are regularly discussed issues at senior management tables; as a result, the department is also cognizant of employee mistrust around data collection (i.e., privacy, security, and interpretation). Communications, Human Resources and the Office of Inclusion, Diversity, Equity and Accessibility are collaborating in the development of Self-ID campaign materials. We recognize that data related concerns are front of mind within equity-impacted communities and networks.
Other ways in which intersectionality is being supported include:
- The NRCan Language School facilitates in-house training and has started to tailor its services to individualized learning needs and accommodations.
- NRCan supports 19 active employee networks, with 8 specifically dedicated to equity-impacted groups. These networks empower employees to engage with diverse communities that cater to their comprehensive needs.
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.
While organizational culture change is a slow process that takes time to cultivate, we believe that seeds have been sown at NRCan. Three impactful examples that signal institutional change are:
- As a large science-based department in the federal public service, NRCan has embarked on an Inclusive Science Research Study. This priority project, enabled through a partnership between the Office of Inclusion, Diversity, Equity and Accessibility and the Canadian Forest Service, with involvement of colleagues from the Office of the Chief Scientist and Nòkwewashk, involves an evidence-based approach to inclusion capacity-building using self-assessments that can be used by science teams across the department. They have recently developed a digital self-assessment tool that, when launched, will provide teams with comprehensive diagnostic results, including training to support integration of Inclusion, Diversity, Equity and Accessibility principles, Gender-based Analysis Plus (GBA Plus), and insights related to Indigenous Knowledge. To further socialize this new approach, NRCan has partnered with the Canadian Food Inspection Agency in establishing an interdepartmental Inclusive Science Working Group, where 15 departments connect to share inclusive science best practices, develop guidelines, and promote relevant dialogues. As more science-based departments learn about this work, they are reaching out to us and joining.
- In addition, we have seen great success resulting from the Inclusive Science and Accessible Labs pilot spearheaded by Canadian Forestry Services and the Office of Inclusion, Diversity, Equity and Accessibility, with involvement from the Office of the Chief Scientist. This project includes pilots across several NRCan sectors, as well as establishment of the federal Community of Practice with Science-Based Departments and Agencies in collaboration with Labs Canada.
- Lastly, NRCan has appointed executive leads reporting directly to the Deputy Minister to lead its Office of IDEA and newly created Ombuds Office. The Ombuds Office, offers a confidential, informal, impartial and independent voice and safer space for all NRCan employees. Its establishment will further foster a psychologically safe and healthy organization. Due to advocacy efforts of the Office of Inclusion, Diversity, Equity and Accessibility, this new element aligns with the CTA Forward Direction, as well as the findings of NRCan’s Workplace Risk Assessment related to the prevention of harassment and violence.
These three examples demonstrate enhanced leadership attention on taking concrete actions to embed institutional change and a shift to a culture that (1) employs key mechanisms, tools, frames, and lens to amplify Inclusion, Diversity, Equity and Accessibility principles, (2) sets goals that prioritize data, targets and measurement, and (3) commits to regularly discussing individual and organizational performance in relation to the actions outlined in the renewed Call to Action.
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