ARCHIVED – Annual Report on the Operation of the Canadian Multiculturalism Act 2008-2009

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Part II: Implementation of the Canadian Multiculturalism Act across federal institutions

2.6 Reflecting Canada’s multiculural reality in federal institutions

Canada’s multicultural policy and programs support integration and social cohesion.
 
Federal institutions develop and implement multicultural policies, programs and strategies to create positive and inclusive work environments that are responsive to Canada’s diverse population. This section highlights diversity-focused activities undertaken within federal institutions in this area during the reporting period.

The Canadian Air Transport Security Authority (Small~480) adopted a new Diversity Philosophy:

“The Canadian Air Transport Security Authority is dedicated to building a skilled and diverse work force reflective of Canadian society. We are committed to creating and maintaining a positive environment where individual differences are valued and respected. We believe that everyone should have the right and the opportunity to reach their full potential in a safe and inclusive environment free of barriers and prejudice. All employees have a role in creating an inclusive environment where everyone feels part of the CATSA team. Therefore, it is important that all employees embrace the FLAIR values—Fairness, Loyalty, Accountability, Integrity and Respect.”

The Diversity Philosophy was first communicated to employees in December 2008 at the employee retreat by the Acting Executive Vice-President and Chief Operating Officer. The philosophy was also included in a new information pamphlet that is circulated to all newly hired employees in addition to being incorporated into the orientation presentation. New employees now have a better understanding of the Authority’s Diversity Philosophy before formally starting their first day of employment.

“We believe that everyone should have the right and the opportunity to reach their full potential in a safe and inclusive environment free of barriers and prejudice.”

In 2008, Export Development Canada (Medium~1,240) developed a comprehensive Diversity Strategy that more closely aligns diversity with the institution’s business priorities and objectives. To help define this strategy, three employee focus group meetings were held in May 2008 as a pulse check on current employee perceptions regarding diversity. Employees from teams who submitted nominations for the institution’s 2007 Diversity Award were invited to attend as they had an interest in, and awareness of, diversity. Of 70 invited employees, 22 participated, representing a response rate of 31 percent. The focus group questions were designed to gauge current perceptions regarding diversity and barriers as well as recommendations on how to overcome these barriers, the effectiveness of Export Development Canada’s diversity activities, and the level of support for diversity from senior management.

The new Diversity Strategy, approved by senior management in the fall of 2008, has as its vision “to strengthen EDC’s organizational performance by steadily building a diverse work force that is anchored in individual mutual respect.”

The development of a religious/spiritual accommodation policy by the Department of National Defence and Canadian Forces (Large~128,300) reached its final stages during the reporting period and was expected to be submitted to the Department of Justice Canada for final legal review early in the 2009–2010 fiscal year.

The new policy will replace the interim Religious Accommodation policy issued more than ten years ago which, although still relevant, requires updating to refl ect recent jurisprudence and Supreme Court rulings.

In consultation with the Multiculturalism Secretariat, the Department of Foreign Affairs and International Trade (Large~5,000) developed and introduced a departmental policy on multiculturalism in 2008–2009.

As a further demonstration of its commitment, the Department of Foreign Affairs and International Trade named three champions for Employment Equity, Multiculturalism and official Languages—all at the Assistant Deputy Minister or Director General level.

The official Policy Statement on Multiculturalism was approved by the Consultation and Collaboration Committee on Diversity, and includes a statement encouraging employees to submit suggestions on how the Department can meet its goals and statutory obligations with regard to the Canadian Multiculturalism Act.

As a further demonstration of its commitment, the Department of Foreign Affairs and International Trade named three champions for Employment equity, Multiculturalism and official Languages—all at the Assistant Deputy Minister or Director General level, during the reporting period.

At the Financial Transactions Reports Analysis Centre of Canada (Small~300), a champion for Employment Equity and Multiculturalism was named. The champion will play a lead role in the creation of an Employment Equity and Multiculturalism Committee. Employees from all levels will be invited to serve on the committee and carry out its mandate to develop initiatives to increase awareness and promote initiatives related to employment equity and multiculturalism.

The Courts Administration Service (Small~620) established an internal Diversity Consultation Committee, and provided the committee with a clear and broad mandate:

“The term ‘diversity’ embraces both notions of compliance with federal legislation and the integration of its work force as a whole. More specifically, diversity includes establishing a representative and inclusive work force building on the Employment Equity Act and the Canadian Multiculturalism Act.”

Armed with this mandate, the Courts Administration Service Diversity Consultation Committee is helping to develop, guide and support the implementation of strategies defined in the 2009–2012 Diversity Operational Plan.

The Royal Canadian Mounted Police (Large~28,400) established a National Advisory Committee for Visible Minorities in September 2008. The committee has a mandate to bring forth issues and recommend possible solutions to problems that are perceived as barriers to the advancement and retention of employees of culturally diverse backgrounds. The committee works in collaboration with the various policy areas of the RCMP to develop appropriate strategies for improvement of the institution’s policies and programs on multiculturalism.

The Ontario Regional Office of the Department of Justice Canada (Large~5,000) changed the name and the direction of its regional Employment Equity Committee to explicitly include diversity. As a result, the Ontario Regional Office Employment Equity Committee is now the Employment Equity and Diversity Advisory Committee.

The new committee held in-house awareness events to help foster a corporate culture that embraces diversity and also assisted in implementing a new Employment Equity and Diversity Achievement Award.

The Canadian Food Inspection Agency (Large~7,000) modified its Equity and Diversity Program to include multiculturalism. The expanded focus is intended to give the program greater scope in supporting a more inclusive and innovative approach to meeting the changing needs of Canadians.

The Canadian Security Intelligence Service (Large~2,800) completed a major realignment of its multiculturalism programs, bringing multiculturalism, diversity and employment equity together under the umbrella of the new Diversity Management Program, led by the Service’s new Diversity Manager.

The Diversity Manager is responsible for ensuring that all talent management processes at the Canadian Security Intelligence Service—not just recruitment, but also promotion, performance reviews and succession planning—are conducted through a diversity lens. The Manager will also be responsible for guiding efforts that help nurture and develop diversity in the organization.

The Diversity Manager is responsible for ensuring that all talent management processes at the Canadian Security Intelligence Service—not just recruitment, but also promotion, performance reviews and succession planning—are conducted through a diversity lens.

Natural Resources Canada (Large~4,380) established a Circle of Nations Learning Centre at its headquarters in Ottawa. The Learning Centre is managed through the stewardship of the Aboriginal Employees Network, and provides a place for all departmental employees, Aboriginal and non-Aboriginal, to learn more about the Aboriginal world view and its relevance to the mission of Natural Resources Canada.

The Circle of Nations Learning Centre helps build a sense of community for Aboriginal employees by providing a place to meet and learn from Elders and other traditional teachers, as well as a space for social ceremonies. The centre also welcomes visitors from the general public.

In April 2008, the Canada Revenue Agency (Large~45,600) launched Diversity: Our Differences, Our Similarities, an e-learning tool aimed at increasing awareness and knowledge of diversity among their employees. The online resource also provides suggestions for strategies employees can apply to promote diversity and cultural understanding in the workplace. This initiative helps to foster a workplace that accommodates differences through mechanisms such as education, sensitivity training, policies and guidelines.

Over the past year, Health Canada (Large~9,800) organized numerous activities to celebrate Canada’s diversity and promote intercultural understanding. Some highlights include the following.

• The development of a new electronic Diversity Calendar as part of celebrations to mark National Diversity Week in January 2009. Accessible to all Health Canada employees, the calendar highlights significant dates throughout the year, incorporating hundreds of multifaith, multicultural and diversity holidays and observances.
• The Diversity Quiz, another part of Diversity Week at Health Canada, was a popular learning activity. More than 400 employees participated in the quiz, and prizes were awarded.
• A new event entitled Celebrate Canada’s Francophonie Today—Rich in its Diversity paid tribute to the important contribution of immigrants to Canada’s Francophone population, and helped to raise awareness of the diverse cultural perspectives of Canadians who express themselves in French.

The Circle of Nations Learning Centre helps build a sense of community for Aboriginal employees by providing a place to meet and learn from Elders and other traditional teachers, as well as a space for social ceremonies.

In April 2008, the Privy Council Office (Medium~700) launched a new development initiative focused on young public servants—canada@150. over the course of a year, starting in June 2008, a team of 150 young federal public servants from various departments, regions, linguistic profiles and employment equity groups throughout the government were asked to identify and evaluate the most important policy challenges that would be facing the country in 2017 when Canada celebrates the 150th anniversary of Confederation. The participants were also asked to consider the implications of their findings for the public service and how it can keep pace with change in order to meet future challenges.

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