1. Agency Action Plan on Diversity and Inclusion Presentation to the Labour Management Consultation Committee (LMCC) October 3, 2017

2. Content Specific Areas for Success 1 Purpose 4 2 Context 5
Agency’s Action Plan 6
Next Steps 3
Objective 1

3. Purpose
To share with members of the Labour Management Consultation Committee (LMCC) the draft Agency Action Plan on Diversity and Inclusion.
Value your feedback
Value your views
Coming to you before we bring it to our Senior Management Committee. 2

4. Context 3 March 2016 November 2017 June 2017-2018
Prime Minister’s Open Letter to Canada’s Public Servants
TBS Establishes
Joint Union/ Management
Task Force on Diversity and Inclusion in the Public Service
Priority of the Clerk of the Privy Council
Report from Joint Task Force on Diversity and Inclusion in the Public Service
Management Accountability Framework
The Government of Canada’s commitment to examine diversity and inclusion across the federal public service.
Diversity is Canada’s Strength
Agreement that focuses on bringing together representatives from across the public service and the public sector bargaining agents to examine how to strengthen diversity and inclusion in the government.
Building a Diverse Public Service :
Identify recruitment and development activities to increase the social and cultural diversity of our workforce, in order to better reflect the population we serve and improve decision making.
Vision: A world-class, representative public service that is defined by its diverse workforce and its welcoming and inclusive workplace that aligns with Canada’s evolving human rights context, and that is committed to innovation to achieve results.
Diverse and Inclusive Workplace:
An acceptable workplace culture builds respect, fosters inclusiveness, promotes diversity and embraces the unique skills and qualities of its employees.
March
2016
November
2017
June 3

5. Context (continued)
Diversity, Inclusion and Multiculturalism are understood as follows:
A diverse workforce in the public service consists of individuals who have a wide variety of identities, abilities, backgrounds, skills and perspectives that are representative of the Canadian population. Source: Progress Update: Joint Union/Management Task Force on Diversity and Inclusion, November 2016
An inclusive workplace is based on a foundation of fairness, equity and compassion, and welcomes, respects and leverages differences in identities, abilities, backgrounds, skills and perspectives. Source: Progress Update: Joint Union/Management Task Force on Diversity and Inclusion, November 2016
The Canadian Multiculturalism Act relates to Canadians of all origins; this may include other groups based on factors such as religion, nationality, culture, sexual orientation, and other characteristics. Source: Annual Report on the Operation of the Canadian Multiculturalism Act 4

6. Objective
To support the implementation of the Treasury Board Secretariat mandated Joint Taskforce’s vision for diversity and inclusion in Canada’s public service, which is as follows:
“A world-class, representative public service that is defined by its diverse workforce and its welcoming and inclusive workplace that aligns with Canada’s evolving human rights context, and that is committed to innovation to achieve results.” 5

7. Effective People Management Education and Awareness
Specific Areas for Success
Overview
The Joint Task Force on Diversity and Inclusion in the Public Service recommends four areas of focus regarding diversity and inclusion.
Accountability
Effective People Management
Education and Awareness
Integrated Approach to Diversity and Inclusion 6

8. Effective People Management
Reference
Actions to Achieve
Effective People Management
Timeline
Annual Report on
Multiculturalism and People Management MAF indicators
Multiculturalism   
Employment Equity Act &
Clerk’s Priority
Agency to Appoint Diversity and Inclusion Champion
Diversity Champion to establish an Agency Diversity and Inclusion Committee in consultation with bargaining agent
Identify recruitment strategies for Employment Equity (EE) designated groups gaps
 Completed
Nov. 2017
Next HRC 7

9. Education and Awareness
Reference
Actions to Achieve
Education and Awareness
Timeline
Joint Task Force on Diversity and Inclusion & MAF     
Annual Report on
Multiculturalism and People Management MAF Indicator
   
Employment Equity
System Review
Employment Equity Act
Annual Report on Multiculturalism & Employment Equity Act  
Multiculturalism
Invite guest speaker to host diversity and inclusive discussion (Target group: SMC discussion)
Deliver mandatory training for employees on:
diversity and inclusion, cultural awareness and/or sensitivity; and
creating and maintaining a discrimination and harassment-free workplace while reinforcing Agency Statement on Harassment.
Develop and share tool with management on duty to accommodate and Disability Management Initiative on employees with responsibilities required by the Human Rights Act
Conduct a self-identification campaign to increase employee understanding of self-identification and rate of self-identification
 Develop and promote the Cultural Events Calendar and related activities.
Promote Public Service Award of Excellence, with special mention to the Employment Equity and Diversity award category
Winter 2018
Fall 2017 8

10. Integrated Approach to Diversity and Inclusion9

11. Diversity is Canada’s strength
Accountability
Diversity is Canada’s strength
Central Reporting
Management Accountability Framework
Annual Report on Multiculturalism and Diversity
Public Service Disclosure Protection Act
Canadian Human Rights Commission
EE Reconciliation Report
Internal Reporting
Report on an annual basis to HRC and LMCC on Agency’s Diversity and Action Plan.
Report on annual basis to HRC on attrition, promotions and representation to ensure that gaps in EE are not created.
Government-wide Priority:
Foster a healthy, respectful and productive workplace and culture by implementing its mental health action plan, supporting innovation and engagement through Blueprint 2020 and by promoting diversity and the use of both official languages.
Clerk’s priority: Building a Diverse Public Service
Identify recruitment and development activities to increase the social and cultural diversity of our workforce, in order to better reflect the population we serve and improve decision making. 10