Embracing Change in the Federal Public Service - Task Force on the Participation of Visible Minorities in the Federal Public Service
APPENDIX I - Task Force Mandate and
Membership
Mandate
On April 23rd, 1999, the Honourable Marcel Massé, P.C., O.C., President of the Treasury Board, requested the Task Force to:
- review and take stock of the situation of visible minorities in the federal Public Service through consultations and in-depth examination of data, past reports, studies and recommendations related to the employment of visible minorities in the Public Service;
- formulate an action plan that will further the participation of visible minorities in the federal Public Service for submission to the President of the Treasury Board;
- identify benchmarks and follow-up mechanisms to ensure the implementation of the action plan;
- provide the impetus for increasing the awareness and commitment of senior officials and managers regarding their responsibilities and accountabilities for improving the situation of visible minorities in the Public Service.
Members
Lewis Perinbam, O.C., (Chairperson) Vancouver.
Senior Advisor, The Commonwealth of Learning. Former
Vice-President, Canadian International Development Agency.
J. C. Best, Ottawa.
Former Assistant Deputy Minister, Immigration, and former
Canadian High Commissioner to Trinidad and Tobago.
Denise Chong, Ottawa.
Author of The Concubine's Children and The Girl in the Picture.
Former senior economic advisor to Prime Minister Pierre
Trudeau.
Marjorie M. David, Ottawa.
Managing Director, Maron-Ibis Enterprises. Former senior
executive in several portfolios in the federal Public
Service.
Shawna Hoyte, Halifax.
Lawyer, mediator and community educator. Actively involved in
community development initiatives for African Nova Scotians
regarding issues of equity.
Alain Jean-Bart, C.Q., Montreal.
Ph.D. Psychology, consultant in cross-cultural relations and
member of the Montreal Urban Community's Advisory Committee on
Intercultural and Interracial Relations.
Audrey Kobayashi, Ph.D., Kingston.
Researcher and consultant on employment equity and racism and
Professor of Geography at Queen's University.
Earl A. Miller, Toronto.
Director of Diversity, Scotiabank. Former human resources
consultant and head of employment equity and race relations for
the Government of Ontario.
Henry K. Pau, Ottawa.
Consultant in employment equity, board member of the National
Capital Alliance on Race Relations (NCARR) and chairperson of its
Employment Equity Committee. Former senior executive in the
federal Public Service.
APPENDIX II - Distribution of Federal Public Service Employees by Selected Departments by Selected Departments
(As of March 31, 1999)
All Employees |
Agriculture and Agri-Food Canada
|
Atlantic Canada Opportunities Agency
|
Canada Economic Development for Quebec Regions
|
Canadian Grain Commission
|
Canadian Human Rights Commission
|
Canadian International Development Agency
|
Canadian Radio-Television and Telecommunications Commission
|
Canadian Space Agency
|
Canadian Transportation Agency
|
Citizenship and Immigration Canada
|
Correctional Service Canada
|
Department of Canadian Heritage
|
Department of Finance Canada
|
Department of Foreign Affairs and International Trade
|
Department of Justice Canada
|
Environment Canada
|
Fisheries and Oceans (Fisheries and Oceans includes the
Canadian Coast Guard)
|
Health Canada
|
Human Resources Development Canada
|
Immigration and Refugee Board
|
Indian and Northern Affairs Canada
|
Industry Canada
|
National Archives of Canada
|
National Defence (Civilian staff only. Data for members of
the Canadian Forces are not included, as the Treasury Board is
not their employer)
|
National Library of Canada
|
National Parole Board
|
Natural Resources Canada
|
Office of the Chief Electoral Officer
|
Office of the Commissioner of Official Languages
|
Office of the Registrar of the Supreme Court of Canada
|
Office of the Secretary to the Governor General
|
Passport Office
|
Prairie Farm Rehabilitation Administration
|
Privy Council Office
|
Public Service Commission of Canada
|
Public Works and Government Services Canada
|
Registry of the Federal Court of Canada
|
Revenue Canada
|
Royal Canadian Mounted Police (Civilian staff only. Data for
members of the Canadian Forces are not included, as the Treasury
Board is not their employer)
|
Solicitor General
|
Statistics Canada
|
Status of Women Canada
|
Tax Court of Canada
|
Transport Canada
|
Transportation Safety Board of Canada
|
Treasury Board of Canada Secretariat
|
Veterans Affairs Canada
|
Western Economic Diversification Canada
|
All other Departments
|
Total Public Service Including Revenue Canada
|
Total Public Service Excluding Revenue Canada
|
Persons in a Visible Minority Group |
Agriculture and Agri-Food Canada
|
Atlantic Canada Opportunities Agency
|
Canada Economic Development for Quebec Regions
|
Canadian Grain Commission
|
Canadian Human Rights Commission
|
Canadian International Development Agency
|
Canadian Radio-Television and Telecommunications Commission
|
Canadian Space Agency
|
Canadian Transportation Agency
|
Citizenship and Immigration Canada
|
Correctional Service Canada
|
Department of Canadian Heritage
|
Department of Finance Canada
|
Department of Foreign Affairs and International Trade
|
Department of Justice Canada
|
Environment Canada
|
Fisheries and Oceans (Fisheries and Oceans includes the
Canadian Coast Guard)
|
Health Canada
|
Human Resources Development Canada
|
Immigration and Refugee Board
|
Indian and Northern Affairs Canada
|
Industry Canada
|
National Archives of Canada
|
National Defence (Civilian staff only. Data for members of
the Canadian Forces are not included, as the Treasury Board is
not their employer)
|
National Library of Canada
|
National Parole Board
|
Natural Resources Canada
|
Office of the Chief Electoral Officer
|
Office of the Commissioner of Official Languages
|
Office of the Registrar of the Supreme Court of Canada
|
Office of the Secretary to the Governor General
|
Passport Office
|
Prairie Farm Rehabilitation Administration
|
Privy Council Office
|
Public Service Commission of Canada
|
Public Works and Government Services Canada
|
Registry of the Federal Court of Canada
|
Revenue Canada
|
Royal Canadian Mounted Police (Civilian staff only. Data for
members of the Canadian Forces are not included, as the Treasury
Board is not their employer)
|
Solicitor General
|
Statistics Canada
|
Status of Women Canada
|
Tax Court of Canada
|
Transport Canada
|
Transportation Safety Board of Canada
|
Treasury Board of Canada Secretariat
|
Veterans Affairs Canada
|
Western Economic Diversification Canada
|
All other Departments
|
Total Public Service Including Revenue Canada
|
Total Public Service Excluding Revenue Canada
|
Note: Where absolute numbers are small, data is not provided to protect the confidentiality of the employees.
* Indeterminate, terms of three months or more
and seasonal employees
** Departments with more than 100 employees
Source: Annual Report to Parliament, Employment Equity in the Federal Public Service 1998-99
APPENDIX III - Projected Impact of Proposed Benchmark on Recruitment
The graph illustrates the impact of implementing the benchmark proposed by the Task Force as it pertains to recruitment and compares that with the impact of current recruitment practices on representation of visible minorities in the public service. The forecast excludes Revenue Canada.
The forecast assumes that the benchmark would be achieved government-wide commencing fiscal 1999-2000, i.e., the year 2000. It forecasts a 1 in 5 level of recruitment for five years, rather than the three-year horizon set out in the action plan, to analyze when such a level of recruitment would meet the federal objective of closing the gap with labour market availability (LMA, 1996 levels).
Note: Excludes Revenue Canada
Source: PSC, Indeterminate Population, Separations and
Appointment Files (1990/91 - 1998-99)
Under this scenario, representation of visible minorities would reach the labour market availability rate in 2005. In contrast, the historical share of recruitment of visible minorities (7.1 per cent or about 1 in 15 between 1990 and 1999) would make no discernible progress in closing the gap with LMA (it would not do so until more than two and a half decades from now).
The forecast may differ from actual practice:
- The action plan proposes a gradual increase to the benchmark by the third year, rather than an immediate increase to the level of the benchmark.
- The forecast assumes no growth in the size of the public service; recruitment is for vacancies created by departures. In reality, the federal public service is ending its period of downsizing and hiring will likely accelerate. Such growth could result in faster improvement in the representation of visible minorities.
APPENDIX IV - Projected Impact of Proposed Benchmark on Executive Feeder Groups and Executive Levels
The chart shows the impact of implementing the benchmark as it pertains to the movement of visible minorities into the executive feeder groups and to executive levels. It projects a gradual increase from present staffing levels to a rate of 1 in 5 in the fifth year, or 2005. The forecast excludes Revenue Canada.
In 1999, visible minorities made up 6.5 per cent of the feeder groups and 3.0 per cent of the executive category.
Note: Excludes Revenue Canada
Source: PSC, Indeterminate Population, Separations and
Appointment Files (1990/91 - 1998-99)
In 1999, the share of appointments of visible minorities to the feeder levels was 7.3 per cent and to executive levels, 3.7 per cent. The impact of achieving the benchmark over five years for both the feeder and executive groups is that year over year, the gap between their respective rates of representation decreases; by the fifth year, it is eliminated. In the fifth year, both populations approach 8 per cent. Thus, the federal employment equity objective respecting visible minority advancement to executive levels is achieved; that is, the visible minority feeder and executive level representation are about equal.
The forecast is conservative compared to what might be achieved in practice:
- It assumes no growth in the population of feeder and executive levels; changes in representation come only by way of filling vacancies arising from attrition. In reality, last year (1999) represented the beginning of a trend of growth and recruitment in both those categories.
- Growth in both the feeder and executive categories will present opportunities to reach the benchmark faster than what is projected.
According to the forecast of the benchmark scenario on the executive category, the annual level of appointments would have to rise from 17 in 1999 to about 50 in the fifth year. Further projections were made to analyze to what extent such appointments would deplete the feeder pool of visible minorities if that pool remained unchanged. Under such a scenario, by the fifth year, the feeder pool would fall by four-tenths of a percentage point. Thus, the effect of increasing the share of executive appointments of visible minorities can readily be accommodated even if the recruitment share of visible minorities to the feeder pool remained unchanged.
According to the forecast of the benchmark scenario of the feeder groups, annual appointments would have to rise from about 50 in 1999 to 200 by the fifth year. In 1999, visible minority appointments to the feeder group totalled 173, i.e., at the upper range of that forecast. Thus, the recruitment shares to executive feeder groups called for in the action plan are already demonstrably realistic and attainable.
APPENDIX V - Public Service Commission Tools to Improve Employment Equity Representation
1. Deputy heads may request the PSC to implement an employment equity (EE) program in their department. |
|
2. Departmental managers may request a PSC Regional Office to apply the PSC employment equity ad hoc program in order to receive only EE candidates from one or more of the designated employment equity groups. |
Note: If a term employee is hired under the ad hoc program, employment status can be changed from term to indeterminate at a later date. This subsequent appointment will not require the assessment of other candidates or the posting of a notice of right to appeal. However, the appointment must not result in a promotion. |
3. Departmental managers can request an expansion of the area of selection. |
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4. Departmental managers can use the Federal Student Work Experience Program (FSWEP) to increase hiring of designated group members. |
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5. Departmental managers can use the "bridging program" to appoint students. |
Option one: competitive option
Option two: non-competitive option
|
6. Where can one find information on the assessment and recognition of foreign credentials for employment purposes? | The Canadian Information
Centre for International Credentials (CICIC) assists persons who
want to know how to obtain an assessment of their educational,
professional and occupational credentials by referring them to
the appropriate bodies.
For more information: |
7. PSC's recruitment tools to help departments, agencies meet EE requirements. | Jobs are posted on:
|
8. Departments can access PSC's unique EE networks. | Regional offices of the PSC
have developed strategies to better reach and access EE
candidates by:
|
9. The Employment Equity Positive Measures Program (EEPMP) (A Treasury Board program jointly delivered by the PSC and TBS). | EEPMP Intervention
Fund
EEPMP Partnership Fund
Employment Equity Career Development Office (EECDO)
Enabling Resource Centre for Persons with Disabilities
|
10. Manager's checklist: |
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11. Deputy heads may promote the use of the Career Assignment Program (CAP) as a vehicle for the development of visible minority employees. |
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12. Departmental managers and executives can use PSC selection instruments for purposes of recruitment and promotion. An Employment Systems Review was conducted on PSC selection instruments by an outside expert, and results are being used to improve current instruments and find new ones that will contribute to meeting Public Service employment equity goals. |
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13. Departmental managers responsible for conducting assessments of employees or potential employees can use a workshop developed by PSC to increase assessors' employment equity awareness. |
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14. The Management Trainee Program (MTP) is an avenue for training and development for visible minorities who are currently in the public service. As well, it is a means of bringing in new talented visible minorities from outside the public service. |
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15. Deputy heads may promote the use of the Interchange Canada Program (ICP) as a vehicle for career development and mobility of visible minority employees. |
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16. Deputy Heads may increase their EE population by selecting a visible minority employee of an outside organization to fill a position through an IC assignment (3 months to 3 years). |
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17. The PSC has 15 regional and district offices: |
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Source: Public Service Commission, February 2000.
Acknowledgements
The Task Force is grateful to the many individuals from coast to coast who provided information, shared their views, offered suggestions and ideas, made submissions, and gave generously of their time. They included visible minority employees, senior officials, middle managers, human resources personnel, and representatives of unions and external organizations. Their insights and contributions were of great value to the Task Force.
The Task Force also wishes to acknowledge the valuable work of
Wendy Barrow, Caroline Ishii, Line Saucier, Ainalem Tebeje and
Joan Young of the Task Force Secretariat. It appreciated their
indefatigable efforts to meet the Task Force's needs. The Task
Force also benefited from the exceptional professionalism of
Wally Boxhill of the Treasury Board Secretariat and Doug Booker
and Stan Lee of the Public Service Commission. It also wishes to
express its appreciation to Clyde Sanger.
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