Agriculture and Agri-Food Canada
Letter on Implementation of the Call to Action on Anti-Racism, Equity and Inclusion

Summer 2021 update

Dear Janice Charette:

I am writing to update you on the activities Agriculture and Agri-Food Canada (AAFC) has been undertaking towards an equitable, inclusive and discrimination-free workplace.

I take great pride in the work we do at AAFC and how we work together to deliver on our mandate. I know most AAFC employees are also proud of the work they do; however, it is clear that many members of our team have experienced both specific and systemic discrimination. The effects of this discrimination are very real. They can limit employees’ contributions to the department, affect their career and cause significant personal pain. Discrimination is inconsistent with our core values as public servants, and these effects should not be acceptable to any of us. A fully inclusive workplace will be a productive one, where everyone can contribute to their full potential and where diverse perspectives are brought to decision-making.

I thank the members of AAFC’s five Diversity and Inclusion Networks and others who shared their lived experiences with me as well as members of our senior management team over the past year. They have shared extremely difficult experiences and have provided us with many concrete examples of how we can take down systemic and specific barriers that many of our employees face. These conversations have underscored how important it is for all of us to act with empathy, to question our privileges and biases and to proactively strive for a respectful workplace where everyone can bring their full selves to work.

Like in many other departments, we have made important efforts to improve our workplace in recent years. What is different now is we are moving from an incremental approach to a more fundamental effort to tackle systemic racism and discrimination. We are reviewing and changing our hiring, promotion and other human resource practices to ensure they are fair and free of bias; we are creating safe spaces for employees and managers to learn and better understand the experiences of their colleagues; and we are making extra efforts to ensure our programs are accessible to groups that have traditionally had less access.

This is a fundamental priority for me as Deputy Minister, but not something I can accomplish alone. To be successful, everyone at AAFC must be active in tackling our challenges. The good news is there is tremendous commitment and energy amongst our employees. These range from members of the leadership team who champion and support specific initiatives to the managers and human resource professionals who help shape our workplace culture and to the many individual employees from across the organization who have shared their thoughts, experiences and ideas with us, acted as allies to their colleagues and led initiatives contributing to a more diverse and inclusive workplace at AAFC.

Our challenges

Based on survey data and my own experiences with colleagues, I feel that we offer a rewarding work environment at AAFC. At the same time, it is quite clear that this is not the lived experience of many of our employees, who report instances of discrimination and harassment and who have experienced significant obstacles in their careers. While our recent Public Service Employee Survey (PSES) results trended in the right direction in areas such as harassment, discrimination, diversity, inclusion and anti-racism, they also reveal that AAFC continues to face challenges in creating a fully inclusive workplace at all levels of the organization (see Annex A — PSES harassment and discrimination 3-year trend).

The overall reported rate of discrimination at AAFC, at 6%, is still too high, and for some equity-seeking groups, the results are much higher. For example, 15% of Black employees and 16% of Persons with Disabilities who self-identified on the survey report having experienced discrimination in the last year (see Annex B — PSES results).

Persons with Disabilities were more likely than the departmental average to identify that accessibility and accommodation issues have impacted their career progression, suggesting that there is more to do to streamline and simplify our processes (see Annex B — PSES results).

Employment data analysis shows that AAFC exceeds labour market availability in our employment of Racialized Persons and Women, but that Indigenous Peoples and, in particular, Persons with Disabilities remain underrepresented. In addition, gaps continue to exist across all branches, occupational categories and levels for all employment equity groups (see Annex C — Employment equity dashboard).

Looking beyond the data, when the senior management team and I met with the Diversity and Inclusion Networks, and other employee-led networks, to discuss issues of racism, discrimination and barriers to equity and inclusion, we heard that our recruitment, career progression and retention practices can sometimes serve as barriers to increasing representation and creating a more diverse and inclusive workplace. For example, the use of gender-biased language, unnecessarily stringent formal experience and education criteria and language requirements on staffing posters limit who can apply, reducing the diversity of the pool of candidates from the beginning. This echoed some of the challenges identified in our PSES results.

Turning to action

Much of our focus this past year has been on listening to and learning from our employees. We had sometimes difficult and emotional conversations, and I thank all who participated for having the courage to share their experiences and honest impressions of our workplace and the barriers that exist. Of the many takeaways, this allowed us to understand the importance of creating safe environments for employees to discuss difficult and sensitive topics. In response to the racially motivated attack in London, Ontario, and the discoveries of unmarked gravesites on former residential school lands, our diversity and inclusion champions hosted a safe space discussion attended by over 300 employees. The Indigenous Network Circle also hosted drop-in sessions to support members in a safe, judgment-free environment and created a virtual sharing space for allies to access learning resources in support of Truth and Reconciliation. I want to recognize these efforts, which are helping to shift our workplace culture to being one where we are able to openly and safely share experiences and learn from one another about racism, reconciliation, equity and inclusion.

However, we must do more. As a senior management team at AAFC, we are committed to increasing representation, creating a more inclusive workplace and enhancing our leadership, accountability and monitoring. Over the past year, we have begun developing and implementing initiatives that directly target the challenges we have identified. We have grouped our actions into three priority areas (see Annex D — List of actions completed, planned or underway).

1. Increasing representation

This year, AAFC launched targeted recruitment to seek Indigenous, Black and other racialized candidates, as well as Persons with Disabilities, for job categories where there is underrepresentation—namely, students, administrative professionals, research technicians and executives. I would highlight, notably, our Indigenous Student Recruitment Initiative, which continues to offer Indigenous students opportunities to expand their knowledge and develop skills associated with science and other professions at AAFC. Last year we hired 44 students through this initiative.

In addition, AAFC is working to increase diversity in the senior ranks of the organization. In a recent director-level staffing process, AAFC welcomed applicants from across the public service who self-identified as a visible minority, an Indigenous person or as a person with a disability. Of the almost 100 applicants screened in for further assessment, over half self-identified in one of these employment equity groups. The process resulted in 18 qualified candidates, 11 of whom self-identified. This fall, AAFC will launch a new sponsorship program to help prepare high-potential employees, specifically from equity-seeking groups, for leadership roles by providing them with unique development opportunities.

2. A more inclusive workplace

As mentioned, AAFC has five well-established Diversity and Inclusion Networks: the Gender and Sexual Diversity Inclusiveness Network; the Visible Minorities Network; the Indigenous Network Circle; the Women in Science, Technology, Engineering and Mathematics Network; and the Persons with Disabilities Network.

These networks are employee-led, but are also championed by members of the senior leadership team. The Networks serve as safe places for discussion, help to create a sense of community, support the mental health of members and allow for grassroots engagement. They organize, support and participate in many learning and commemorative events that raise awareness and drive to a deeper understanding of issues. This past year, we had the opportunity to participate in virtual events for Day of Pink and Pride Season and Week, Black History Month, National Indigenous History Month, Asian History Month, International Day of Persons with Disabilities and National Accessibility Week, among others.

In addition to the fundamental work of these networks, and many branch-led initiatives, AAFC launched several department-wide learning and awareness initiatives this past year. We launched the Be an Ally Campaign to encourage employees to become allies to equity-seeking groups and address racism and other forms of discrimination. We organized positive space training for senior executives to help ensure AAFC is open and welcoming to persons of all sexual and gender diversities. Training was also offered to all executives on unconscious bias and inclusive leadership, with over 100 executives participating in each session. We look forward to being able to expand these types of training to all employees of the organization in the years ahead.

AAFC is also piloting the Government of Canada Workplace Accessibility Passport, which is designed to facilitate conversations between employees and their managers about the tools and support they need to address barriers and succeed in their jobs. We feel this is an important initiative to support mobility and career development, particularly for Persons with Disabilities.

3. Leadership, accountability and monitoring

As we develop our diversity and inclusion plan for 2022–2025, we will continue to engage with employees to find ways to reduce barriers and improve our leadership, accountability and monitoring. We are also undertaking an employment systems review to ensure our human resources policies and services are free of bias.

To help assess progress on diversity and inclusion, we are developing a diversity and inclusion index, based on our PSES results and our workforce data. The index will be launched this fall and will complement the review, and our engagement with our employees, to inform departmental direction on decisions on diversity and inclusion initiatives and practices (see Annex E — Diversity and Inclusion Index). A diversity and inclusion toolkit for managers will also be released soon, to provide tools, resources and guidance for creating a culture of inclusion.

We also recognize that racial and other biases that affect our workplace also affect the policies and programs that we develop and the services we deliver to the agriculture and agri-food sector. We have therefore started to look at our policies, programs and service models to ensure they are accessible and inclusive. To make better decisions, we need diverse perspectives at the table so we are increasingly inviting Diversity and Inclusion Network members and others representing a broad range of voices to participate in our departmental policy and corporate governance committees.

We are modernizing our sector engagement to gain a broader, more diverse perspective on issues and opportunities affecting Canadian agriculture and agri-food to drive at solutions that collectively advance our commitment to sustainable growth and competitiveness. We have adapted programming to recognize changes to cost-shares for more vulnerable groups. We established programs such as the Indigenous Pathfinder Service to ensure Indigenous Peoples have an equal opportunity to access the federal programs and services available to them in the agriculture and agri-food sector. Furthermore, this year, we launched the Canadian Food Policy Advisory Council and the Canadian Agricultural Youth Council as well as made progress on our department’s Gender-Based Analysis Plus strategy.

While I am encouraged by the progress that we have made this past year, there is more we can do to foster a fully diverse, inclusive, equitable and accessible workplace.

I look forward to continuing to lead our efforts with the support of all AAFC employees and our colleagues across the Government of Canada and to sharing our results. We will continue to look for new ways to support each other and ensure our workplaces are ones where everyone has the opportunity to contribute their fullest potential.

Sincerely,

Chris Forbes

Annexes — Agriculture and Agri-Food Canada’s response to the call to action on anti-racism, equity and inclusion

Ian Shugart, Clerk of the Privy Council and Secretary to the Cabinet, released the Call to Action on Anti-Racism, Equity and Inclusion in the Federal Public Service on January 22, 2021. It calls on leaders across the Public Service to take practical actions that will be the basis for systemic change.

These annexes summarize practical actions taken and planned Agriculture and Agri-Food Canada.

Annex A — Public Service Employee Survey responses on harassment and discrimination, three-year trend

Harassment

	2018	2019	2020
	(%)
AAFC	14	13	11
Persons with a Disability	30	31	21
Indigenous People	14	13	14
Women	14	13	11
Visible Minorities	15	13	12

Discrimination

	2018	2019	2020
	(%)
AAFC	7	7	6
Persons with a Disability	23	24	16
Indigenous People	6	9	11
Women	11	9	11
Visible Minorities	7	6	6

Annex B – Public Service Employee Survey results

Perceptions of opportunities are also less positive

Question.42: I have opportunities for promotion within AAFC given my education, skills and experience

	(%)
Southeast Asian	80
Filipino	67
Another sexual orientation	60
Indigenous	60
Gay or lesbian	58
Black	57
Person of mixed origin	54
South Asian/East Indian	54
Métis	53
Visible minority	53
Bisexual	52
Cognitive disability	50
AAFC	49
Female gender	49
Chinese	46
Gender diverse	43
Mental health issue	42
Mobility issue	41
Other VM group	39
Person with a disability	38
Dexterity issue	35
Hearing disability	35
Other disability	35
Chronic health condition or pain	32
Environmental disability	32
Seeing disability	14

Accessibility and accommodation are perceived as an issue

Question 43d: My career progression has been impacted by accessibility or accommodation issues

	(%)
Gender diverse	0
Southeast Asian	0
Female gender	3
AAFC	4
Chinese	4
Filipino	4
Another sexual orientation	5
Black	5
Gay or lesbian	5
Visible minority	5
Bisexual	6
Indigenous	6
South Asian/East Indian	6
Hearing disability	8
Métis	8
Person of mixed origin	9
Other VM group	11
Seeing disability	12
Person with a disability	14
Chronic health condition or pain	16
Mental health issue	18
Cognitive disability	20
Environmental disability	22
Mobility issue	23
Other disability	26
Dexterity issue	31

Results for discrimination show a similar pattern to harassment

Question 62: Have you been the victim of discrimination on the job in the past 12 months?

	(%)
Southeast Asian	0
AAFC	6
Chinese	6
Female gender	6
Métis	10
Indigenous	11
Visible minority	11
Bisexual	12
Person of mixed origin	14
Black	15
Person with a disability	16
South Asian/East Indian	16
Cognitive disability	18
Environmental Disability	18
Other disability	18
Chronic health condition or pain	20
Mental health issue	21
Mobility issue	23
Dexterity issue	27

Annex C — AAFC employment equity dashboard

Department employment equity representation as of March 31, 2021

Occupational group	EX	EG	AS	GL	EC	SERES	CO	CS	CR	FI	PM	BI	PE	PC
Number of employees	117	871	602	462	485	434	338	323	245	200	186	160	121	96
Indigenous People
Representation	3	19	33	15	10	3	12	10	17	7	13	2	8	2
Representation (%)	2.6	2.2	5.5	3.2	2.1	0.7	3.6	3.1	6.9	3.5	7	1.3	6.6	2.1
Workforce availability estimates	5	48	26	19	7	8	8	10	17	5	17	3	5	1
Workforce availability estimates (%)	4.5	5.5	4.4	4.2	1.5	1.9	2.5	3	7	2.5	9	1.9	4.1	1.3
Gap	-2	-29	7	-4	3	-5	4	0	0	2	-4	-1	3	1
Persons with Disabilities
Representation	4	34	43	11	25	6	11	20	26	8	15	3	12	4
Representation (%)	3.4	3.9	7.1	2.4	5.2	1.4	3.3	6.2	10.6	4	8.1	1.9	9.9	4.2
Workforce availability estimates	6	57	60	43	37	33	33	32	23	20	18	12	12	7
Workforce availability estimates (%)	5.3	6.6	9.9	9.4	7.7	7.7	9.9	9.9	9.5	9.9	9.9	7.7	9.9	7.7
Gap	-2	-23	-17	-32	-12	-27	-22	-12	3	-12	-3	-9	0	-3
Visible Minorities
Representation	12	132	81	12	110	133	61	74	32	75	21	52	23	13
Representation (%)	10.3	15.2	13.5	2.6	22.7	30.6	18	22.9	13.1	37.5	11.3	32.5	19	13.5
Workforce availability estimates	14	79	60	22	134	81	52	60	23	40	28	30	11	26
Workforce availability estimates (%)	11.9	9.1	9.9	4.7	27.7	18.7	15.3	18.5	9.2	20.1	15.1	18.6	9.2	26.7
Gap	-2	53	21	-10	-24	52	9	14	9	35	-7	22	12	-13
Women
Representation	62	473	475	115	253	149	194	75	199	97	111	64	97	34
Representation (%)	53	54.3	78.9	24.9	52.2	34.3	57.4	23.2	81.2	48.5	59.7	40	80.2	35.4
Workforce availability estimates	54	415	447	136	203	229	172	78	199	101	110	84	87	27
Workforce availability estimates (%)	0.5	0.5	0.7	0.3	0.4	0.5	0.5	0.2	0.8	0.5	0.6	0.5	0.7	0.3
Gap	8	58	28	-21	50	-80	22	-3	0	-4	1	-20	10	7
Members of employment equity groups
Percentage of population	45.8	47.7	74.2	29.4	41.8	52.7	51	24.2	81.4	50.3	59	52.7	71.9	27.9

Notes

Workforce availability estimates are based on the 2016 Census or, in the case of Persons with Disabilities, the 2017 Canadian Survey on Disability. Gaps represent the difference between the current number of employees who have self-identified and the number of employees expected based on the workforce availability estimate.

Agriculture and Agri-Food Canada data is as of March 31, 2021, indeterminate and terms of more than three months. Data for occupational groups of 10 employees or fewer have been suppressed for privacy reasons.

Employment equity new hires for key occupational groups

	All new hires (percentage of population)	Indigenous People	Persons with Disabilities	Visible Minorities	Women
EX	12.0	0.0	0.9	0.0	7.7
EG	5.7	0.0	0.2	1.1	3.2
AS	14.8	0.7	0.7	1.3	11.8
GL	14.3	0.9	0.2	0.2	4.8
EC	11.5	0.0	0.2	3.7	7.2
SERES	5.8	0.0	0.0	2.1	2.1
CO	8.0	0.6	0.0	2.1	6.2
CS	9.9	0.0	0.0	3.7	2.5
CR	17.1	1.2	0.4	3.3	15.1
FI	8.0	0.5	0.5	4.5	3.0
PM	8.1	1.1	0.0	1.6	3.8
BI	15.0	0.6	0.0	10.0	6.9
PE	18.2	0.8	2.5	4.1	14.9
PC	8.3	0.0	1.0	1.0	4.2

Employment equity promotion rates for key occupational groups

	All promotions (percentage of population)	Indigenous People	Persons with Disabilities	Visible Minorities	Women
EX	14.5	0.9	0.0	0.9	10.3
EG	4.5	0.0	0.1	0.6	2.6
AS	9.3	0.0	0.8	1.8	8.0
GL	3.0	0.4	0.0	0.2	0.6
EC	19.2	0.0	0.2	3.5	10.3
SERES	6.2	0.0	0.0	1.6	2.1
CO	7.4	0.0	0.0	0.3	4.1
CS	1.5	0.0	0.0	0.0	0.6
CR	2.4	0.0	0.0	0.4	2.4
FI	8.0	0.0	0.5	4.5	5.0
PM	8.1	1.1	1.1	0.5	3.8
BI	7.5	0.6	0.0	1.3	3.1
PE	25.6	1.7	0.8	2.5	23.1
PC	2.1	0.0	0.0	0.0	2.1

Employment equity separation rates for key occupational groups

	All promotions (percentage of population)	Indigenous People	Persons with Disabilities	Visible Minorities	Women
EX	14.5	0.9	0.0	2.6	6.0
EG	7.5	0.2	0.1	1.4	3.4
AS	15.1	0.5	0.3	2.2	13.1
GL	13.2	0.6	0.0	0.2	3.2
EC	8.7	0.0	0.4	1.6	5.8
SERES	8.8	0.0	0.5	3.5	2.8
CO	8.9	0.0	0.6	1.8	5.3
CS	9.0	0.3	0.3	1.9	2.8
CR	13.9	0.8	0.0	1.6	10.2
FI	5.5	0.0	1.0	1.5	1.5
PM	12.4	0.5	0.5	0.0	7.5
BI	11.3	0.0	0.0	5.0	3.8
PE	19.8	0.0	2.5	1.7	17.4
PC	6.3	0.0	0.0	0.0	4.2

Representation comparison between March 31, 2020 and March 31, 2021: departmental and executive (EX) employment equity representation

Notes

Workforce availability estimates are based on the 2016 Census or, in the case of Persons with Disabilities, the 2017 Canadian Survey on Disability. Gaps represent the difference between the current number of employees who have self-identified and the number of employees expected based on the workforce availability estimate.

Agriculture and Agri-Food Canada data is as of March 31, 2021, indeterminate and terms of more than three months. Data for occupational groups of 10 employees or fewer have been suppressed for privacy reasons.

Comparison between March 31, 2020 and March 31, 2021 executive (EX) new hires, promotions and separation rates

Annex D — List of actions completed, underway or planned

The list includes some initiatives recently completed, underway or planned that bolster the calls to action in support of anti-racism, equity and inclusion at AAFC. Actions are grouped into three priority areas that reflect the 9 specific Calls to Action by the Clerk that also align with the three pillars of our Diversity and Inclusion Plan. This is not a complete list of actions, rather some of the newly developed initiatives in support of anti-racism, equity, diversity and inclusion.

Increasing representation of Indigenous, Black and other racialized people, as well as persons with disabilities through targeted recruitment, staffing and development activities

• AAFC launched targeted recruitment initiatives to attract qualified candidates from groups where significant gaps exist such as students, administrative professionals, research technicians and executives. In a recent EX-01 process for various Director positions, we expanded our area of selection to also target external candidates from across the Public Service that self-identified as a visible minority, Indigenous person or person with a disability. Of 98 applicants screened in, 59 self-identified as being an Indigenous person, visible minority and/or as a person with disability. The process resulted in 18 candidates of whom 11 self-identified as one of these three groups.
• The Indigenous Student Recruitment Initiative (ISRI) is a targeted recruitment initiative to recruit Indigenous students. In 2020-21, AAFC hired 44 students through ISRI (27 new hires and 17 extensions) and bridged one former ISRI student indeterminately into the Department. ISRI conducts outreach nationally; during the pandemic, outreach became virtual through e-mails, telephone conferencing and video conferencing. To date ISRI has contacted 145 universities, colleges and Indigenous communities and attended eight virtual career fairs.
• Science and Technology Branch (STB) implemented an Accelerated Staffing Initiative (ASI) which included a focus on recruiting women and Indigenous scientists when staffing scientific positions. As of July 1, 2021, four of the positions have been staffed with Indigenous Peoples and 50 have been women.
• AAFC is promoting the use of pre-existing EX pools from other departments that targeted Employment Equity (EE) groups (for example, the DND EX-01 Visible Minority Recruitment Campaign and Indigenous Executive Talent Recruitment Inventory).
• To enhance the recruitment of diverse candidates, the Department launched a pilot Diverse Staffing Assessment Board Initiative in early July that will give hiring managers access to an inventory of volunteers from diversity groups to support their staffing activities as of September 2021. Employees who are from equity-seeking groups or are allies to equity-seeking groups can sign up to be part of a pool of volunteers who can be called upon to support staffing processes. As of August 19, 28 people have volunteered.
• In April 2021, all Branch Heads completed their Branch Employment Equity Plans which outline staffing and recruitment targets and priorities to address gaps in representation at the Branch level by 2024. The Human Resources Branch is proactively reviewing these plans to identify opportunities to bridge gaps across branches with collaborative staffing and recruitment processes.
• In fall 2021, AAFC expects to launch a Sponsorship Program that will help prepare high-potential employees from equity-seeking groups for leadership roles by providing them with unique development opportunities and remove workplace barriers.
• To support the appointment of Indigenous employees and Black and other racialized employees to and within the Executive Group, a more targeted approach to reviewing talent management for EX equivalents and EX feeder groups is being developed.

Creating a more inclusive workplace by fostering an inclusive workplace culture where employees feel engaged, supported and able to contribute in an environment of mutual respect

AAFC has five well-established employee-led Diversity and Inclusion Networks, each championed by Assistant Deputy Ministers and supported by Executive Leads and a Diversity and Inclusion Network Secretariat. Together, the Networks serve as a safe place for discussion, creating a sense of community and supporting the mental health of members. The Networks provide a grassroots level engagement and they are significant contributors to many learning and commemorative opportunities that raise awareness. Some of the activities undertaken by the Networks over the past year include:

• The Gender and Sexual Diversity Inclusion Network (GSDIN) organizes both Gender and Sexual Diversity in the Workplace Training and Positive Space Champion Training to help participants gain a broader perspective of and appreciation for gender and sexual diversity, gain an understanding of the challenges faced by two spirit, lesbian, gay, bisexual, transgender, queer, intersex, asexual and many more (2SLGBTQIA+)¹ persons and identify ways that they can be effective Positive Space Champions. To date, 19 Positive Space Champion Training sessions have been delivered to over 150 employees.
• The Visible Minorities Network (VMN) hosted a series of "Brave Spaces" Sessions to uncover race-based challenges faced by visible minority employees with regard to career progression. Network members candidly shared their lived experiences, offering first-hand insight into barriers in the workplace. The final research report will be presented to Senior Management, along with activities recommended by the VMN to address the systemic barriers identified.
• The Indigenous Network Circle (INC) organized regular virtual beading circles for Indigenous employees to support culturally appropriate workplace wellness practices in the new remote working environment. The network hosted drop-in sessions where members could support one another in a safe, judgment-free environment in response to the unmarked graves linked to residential schools. The network also supported the development of virtual spaces where allies could access learning resources in support of Truth and Reconciliation and express solidarity with AAFC’s Indigenous community.
• The Women in Science, Technology, Engineering and Mathematics Network (WiSTEM) supported all employees by organizing nine virtual work-life sessions on topics identified by women at AAFC during the pandemic. They also submitted nomination packages to several Canadian science awards to promote the accomplishments of women in science.
• The Persons with Disabilities Network (PwDN) organized two (virtual) speaker sessions as part of National AccessAbility Week: Working with Cognitive Disabilities and Disability is Not an Obstacle: Journey of Success with Visual Disabilities. The Network helps educate employees on key topics, such as invisible disabilities neurodiversity, learning to identify ableism and remove barriers for people with disabilities.

To increase knowledge and awareness on a range of topics like reconciliation, accessibility, anti-racism, equity and inclusion, and fostering a safe, positive environment, the Department has launched several learning and awareness initiatives:

• The Deputy Minister Committee Learning Series encourages senior managers to learn about a range of topics diversity topics. The first two sessions featured this year: "Racism is Canada" and the "Accessibility Passport".
• During February’s Black History Month, the DM hosted a speakers’ panel discussion to further explore the lived experiences of Black Canadians and to learn more on how to be or become a better ally.
• In March 2021, AAFC provided tailored anti-racism training for several groups of employees who have an active role in developing policy and delivering programs related to food systems.
• The Indigenous Awareness Learning Series raises awareness and promotes learning opportunities involving Indigenous Peoples.
• Indigenous Speaker Series in honour of National Indigenous History Month, Orange Shirt Day (Every Child Matters), Inuit Day and Louis Riel Day aim to encourage dialogue within AAFC to raise awareness about the history and culture of Indigenous Peoples.
• Two executive-level training sessions were delivered in the spring to provide the tools to increase knowledge and awareness of and have meaningful conversations about systemic racism with staff.
• Be an Ally awareness campaign, co-developed with the VMN, was launched in March 2021 to mark the Week of Solidarity with the Peoples Struggling against Racism and Racial Discrimination. Throughout the campaign, all AAFC staff were provided an MS Teams background and access to a poster, to encourage employees to be an ally to Indigenous Peoples, and Black and other racialized peoples.
• Diversity Speaks from the Heart, a monthly storytelling series that features AAFC employees speaking to their personal journeys of strength, resilience and courage in overcoming the day-to-day challenges related to diversity and inclusion. It gives an important voice to employees and helps us continue to learn and grow as a respectful workplace where everyone is valued equally.
• Starting last fall, I hosted engagement sessions with AAFC’s five Diversity and Inclusion Networks and other employee-led networks. We heard across all sessions that recruitment, promotion, career progression and retention practices serve as barriers to increasing representation and creating a more diverse and inclusive workplace.
• Following these engagement sessions, a monthly meeting was launched with senior managers and the Diversity and Inclusion ADM Co-champions to develop an action-oriented strategy to address the systemic challenges.
• Following the Deputies engagement sessions, a presentation on "What we are hearing" was made to senior management to summarize the conversations and provide an update on current and planned departmental initiatives. This information was also shared with the Networks and key points communicated to employees during an All-staff in June. It will serve to inform the next Diversity and Inclusion Plan that is being be drafted.
• In response to the recent racially motivated attack in London, Ontario, and the discovery of more unmarked grave sites at former residential school sites, our Diversity and Inclusion Champions hosted a Safe Space discussion attended by over 300 employees. In the wake of the news on unmarked graves linked to residential schools, the INC also hosted drop-in sessions to support members in a safe, judgment-free environment and created a virtual sharing space for allies to access learning resources in support of Truth and Reconciliation and express solidarity with AAFC’s Indigenous community. The sessions have shown that there is the need to have these discussions more regularly and not just in reaction to societal events and in a safe environment where employees can easily and openly discuss difficult and sensitive topics, share experiences and learn about racism, reconciliation, equity and inclusion in the workplace.
• AAFC’s Indigenous Support and Awareness Office (ISAO) offers tailored cultural competency training through the IALS to raise awareness and promote learning opportunities involving Indigenous Peoples. The training is delivered by knowledgeable Indigenous staff who bring life experiences to the sessions. The ISAO will also develop two awareness training sessions specifically on residential schools, including one that is specific to AAFC’s ties with the former residential school near the Brandon Research and Development Centre, in Manitoba.
• The Department continues to promote the Canada School of Public Service’s (CSPS)’s diversity and inclusion online training and events to help employees increase their awareness of unconscious bias and learn more about how they can support anti-racism. In our messaging, employees are also encouraged to visit the Canadian Centre for Diversity and Inclusion (CCDI) for additional diversity and inclusion resources (including books, podcasts, and an event calendar featuring upcoming webinars).
• AAFC will provide access to Indigenous cultural teachings and a ceremony-friendly space through a lodge in Ottawa. The Mikinàk Lodge will be utilized for Indigenous Network Circle events, Indigenous Awareness Learning Series activities, Indigenous ceremonies and as a meeting space. The lodge will also be open to Indigenous communities and other federal government departments for their Indigenous events. Two local Algonquin communities of Kitigan Zibi and Pikwakanagan as well as the Algonquins of Ontario were engaged throughout the planning of the Lodge to ensure validation of the approach. Completion of the Lodge is expected in the fall with virtual and in-person launches once it’s safe.
• AAFC underwent a transformation in the way diversity and inclusion is promoted and supported throughout the organization. In addition to department-wide initiatives, branches will initiate activities to improve diversity and inclusion at a branch-level. With the start of branch-level Diversity and Inclusion Awareness Committees, Supplementary Branch Plans, and Branch Diversity and Inclusion Programs, branches are initiating activities to combat racism and address systemic barriers and raise awareness. Some of the initiatives include:
  • virtual sessions to exchange ideas on how to improve diversity and inclusion in the workplace,
  • panel speaker sessions, training and awareness sessions, and
  • reviewing technical terminology and the accommodation process from an IT perspective.
  • An Indigenous Strategy that outlines objectives and principles to guide science managers and staff on how they can contribute to supporting Indigenous-led agriculture activities and projects with Indigenous partners.

Enhancing leadership, accountability and monitoring to ensure a strong and sustained commitment to diversity and inclusion with senior management

• In fall 2021, we will begin developing our next AAFC Diversity and Inclusion Plan (2022-25) in consultation with diversity and inclusion stakeholders to provide goals and actions to address the underrepresentation of employment equity group employees, address barriers in our policies and practices for all equity-seeking groups, and enhance inclusive leadership, improve accountability and monitoring. Knowledge gained through the DM engagement sessions with the Networks, the PSES results and the Employment Systems Review will inform the development of the plan.
• In January 2021, AAFC initiated an Employment Systems Review to formally analyze its employment policies, practices and systems to identify barriers to the participation of equity-seeking groups in recruitment and hiring; development, training, and promotion; talent management and performance management; and retention and accommodation. The final report is expected in August 2021. In addition to informing the next iteration of the Department’s Diversity and Inclusion Plan, this project will help AAFC establish ways to better measure progress in terms of both representation and employee workplace experience.
• The Department provides branches with quarterly equity reports,a snapshot of employment equity representation and gaps, historical trends and significant gaps by occupational group. This will enable each branch to actively track and monitor progress made against their Branch Employment Equity Plans outlining staffing and recruitment targets and priorities to address gaps in representation at the branch level by 2024.
• To help the Department assess progress on Diversity and Inclusion, the Human Resources Branch is developing a Diversity and Inclusion Index based on PSES responses by AAFC staff and workforce data. The Index will be launched this fall and serve to better inform departmental direction and decisions on diversity and inclusion initiatives and practices.
• A Manager’s Diversity and Inclusion Toolkit is being developed for release in fall 2021 to provide managers with the diversity and inclusion tools and resources that support increasing knowledge and awareness of diversity and inclusion, and provide a guide to demonstrating inclusive behaviours and tools on how they can support employees by creating a culture of inclusion.
• In collaboration with the Persons with Disabilities Network and after consultation with stakeholders, AAFC developed an Interim Accessibility Plan with six priority areas based on the Accessible Canada Act: Employment, Policy, Programs and Services, Built Environment, Information and Communications Technology, Procurement, Culture Change and Education and Awareness. The plan will be released this fall.
• AAFC has also joined the 20 early adopter organizations of the Government of Canada Workplace Accessibility Passport, which aims to facilitate meaningful conversations between employees and supervisors to ensure employees receive the accommodations and support they need to succeed in their roles.
• Based on guidance from the Clerk of the Privy Council, AAFC included two performance commitments for Executives for 2020-2021 to increase cultural diversity of the workforce and to address systemic barriers by fostering inclusive leadership and support. Commitments can be expected for 2021-22 performance agreements as well.
• Diversity, inclusion and accessibility underpin the future of work planning. Diversity Network Co-chairs were engaged in AAFC’s future of work plans recognizing that we have to embrace a flexible work model where the health, safety and mental wellness of employees continue to be the main priority.

Annex E — AAFC Diversity and Inclusion Index

The Diversity and Inclusion Index is composed of key performance indicators that measure the department’s performance against the long-term goals of the Diversity and Inclusion agenda.

These indicators were established in collaboration with the department’s diversity and inclusion network, other employee networks, and after consulting research on best practices. The index scores associated with each indicator provide a method of comparing performance across different types of information.

The Diversity indicators measure the representation of equity seeking groups in the workforce in general, as well as in leadership positions in the workforce.

Meeting the Workforce Availability Estimate (WAE), or representation target, for each group results in an index score of 7. Exceeding this target will result in a higher score, to a maximum of 10. Lower representation will reduce the index score, to a minimum of zero.

The Inclusion indicators are key questions taken from the Public Service Employee Survey (PSES). The questions reflect how AAFC employees feel about their workplace. As well as questions representing the basic needs of respect, safety and trust in the workplace, there are also questions that define a more positive workplace in which all employees can enjoy working.

When all employees respond positively to a question, representing a workplace inclusive to all equity seeking groups, an index score of 10 is received. For each full five percent below this, one index point is lost.

The overall index scores for both diversity and inclusion are calculated by adding up each individual index score, and reflect an overall assessment of performance in each area.

Historical data has been incorporated in the Index to allow the department to assess performance over time. The key indicators may evolve in the future to include additional information and assessment as the department’s priorities evolve.

AAFC Diversity and Inclusion Index — prototype and calculations

2021 Diversity Index

	Representation (%)	Target (%)	Ratio (%)	Index Score (Out of 10)
Women	51.7	50.4	102.5	8
Women Leaders	26.6	30.4	87.6	5
Indigenous	3.3	3.8	86.6	5
Indigenous Leaders	20.2	28.7	70.4	2
Visible Minority	17.5	14.2	122.9	10
Visible Minority Leaders	30.3	28.1	108.0	9
Persons with Disabilities	4.8	8.5	56.3	0
Persons with Disabilities Leaders	23.6	28.7	82.3	4
Diversity Overall Index Score				43/80
Target = 100% (Index Score of 7)

2020 Diversity Index

	Representation (%)	Target (%)	Ratio (%)	Index Score (Out of 10)
Women	51.8	50.4	102.9	8
Women Leaders	25.8	31.2	82.6	4
Indigenous	2.9	3.9	75.4	3
Indigenous Leaders	14.7	28.8	51.0	0
Visible Minority	16.7	14.0	119.2	10
Visible Minority Leaders	30.0	28.0	107.1	9
Persons with Disabilities	4.6	8.5	54.2	0
Persons with Disabilities Leaders	22.2	28.7	77.5	3
Diversity Overall Index Score				37/80
Target = 100% (Index Score of 7)

2019 Diversity Index

	Representation (%)	Target (%)	Ratio (%)	Index Score (Out of 10)
Women	51.8	49.2	105.3	9
Women Leaders	26.4	33.1	79.7	3
Indigenous	3.1	3.4	91.7	6
Indigenous Leaders	14.9	30.1	49.5	0
Visible Minority	15.7	11.2	139.8	10
Visible Minority Leaders	34.8	28.7	121.3	10
Persons with Disabilities	4.1	8.5	48.6	0
Persons with Disabilities Leaders	21.4	30.0	71.2	2
Diversity Overall Index Score				40/80
Target = 100% (Index Score of 7)

2021 Inclusion Index

	Results (%)	Index Score (Out of 10)
Overall, I feel valued at work.	73	5
I have opportunities to provide input into decisions that affect my work.	76	6
In my work unit, individuals behave in a respectful manner.	84	7
The people I work with value my ideas and opinions.	83	7
My department or agency does a good job of supporting employee career development.	56	2
I think that my department or agency respects individual differences (for example, culture, work styles, ideas, abilities).	79	6
My department or agency works hard to create a workplace that prevents discrimination.	74	5
My immediate supervisor supports my mental health and well-being.	79	6
I would describe my workplace as being psychologically healthy.	70	4
Inclusion Overall Index Score		48/90
Target = 100% (Index Score of 10)

2020 Inclusion Index

	Results (%)	Index Score (Out of 10)
Overall, I feel valued at work.	72	5
I have opportunities to provide input into decisions that affect my work.	73	5
In my work unit, individuals behave in a respectful manner.	82	7
The people I work with value my ideas and opinions.	83	7
My department or agency does a good job of supporting employee career development.	56	2
I think that my department or agency respects individual differences (e.g., culture, work styles, ideas, abilities).	80	6
My department or agency works hard to create a workplace that prevents discrimination.	76	6
My immediate supervisor seems to care about me as a person.	85	7
I would describe my workplace as being psychologically healthy.	66	4
Inclusion Overall Index Score		49/90
Target = 100% (Index Score of 10)

2019 Inclusion Index

	Results (%)	Index Score (Out of 10)
Overall, I feel valued at work.	70	4
I have opportunities to provide input into decisions that affect my work.	70	4
In my work unit, individuals behave in a respectful manner.	78	6
The people I work with value my ideas and opinions.	79	6
My department or agency does a good job of supporting employee career development.	50	0
I think that my department or agency respects individual differences (e.g., culture, work styles, ideas, abilities).	82	7
My department or agency works hard to create a workplace that prevents discrimination.	73	5
My immediate supervisor seems to care about me as a person.	80	6
I would describe my workplace as being psychologically healthy.	63	3
Inclusion Overall Index Score		41/90
Target = 100% (Index Score of 10)

Model 1- Example calculations

Example 1 (Diversity): Targets and index scores for AAFC workforce availability for employment equity groups and leaders

(%)	-35	-30	-25	-20	-15	-10	-5	0	+5	+10	+15
Target (%)	65	70	75	80	85	90	95	100	105	110	115
Index score	0	1	2	3	4	5	6	7	8	9	10

Example 2 (Inclusiveness): Targets and index scores for a PSES result target of 100%

(%)	0	-5	-10	-15	-20	-25	-30	-35	-40	-45	-50
Target (%)	100	95	90	85	80	75	70	65	60	55	50
Index score	10	9	8	7	6	5	4	3	2	1	0