Question Period Note: IRCC - Anti-Racism concerns in the media

A department-wide Anti-Racism survey in November 2020 revealed that perceptions of the existence and nature of racism in the department varied significantly based on respondents’ racial and ethnic background, and that significant proportion of racialized employees consider racism to be a problem within the department.

• IRCC is committed to creating a workplace culture that supports anti-racism, diversity, equity and inclusion.
• An Anti-Racism Task Force was created in 2020, followed by an internal advisory board, the development of anti-racism sector commitments, and programs to support the career development of underrepresented groups.
• IRCC continues to examine potential sources of bias in policy and program design, service delivery, people management practices, and explore innovative ways to manage risk in an operational context.
• IRCC’s anti-racism Strategy 2.0 includes performance indicators to better hold the department accountable and track progress on commitments.
• An employment systems review was conducted to address systemic barriers and fulfill obligations under the Employment Equity Act.

If pressed:
• This year, an Equity Branch is being established and will support:
o the creation of a safe and independent channel for reporting racism and discrimination though a new Ombuds, available to all IRCC employees
o the review of and improvements to programs and services through an anti-racism and Gender-Based Analysis Plus (GBA+) lens; and
o increased accountability at the senior management level.

• We continue to make progress. A follow-up study was conducted and findings were published in August 2023. These will guide IRCC in making lasting change in addressing systemic racism.

If pressed on reports of racism in foreign postings:
• Regardless of where an employee is based, they’re held to the same standards with respect to values and ethics, and have access to tools and resources to address racism.

• IRCC recognizes that there are unique challenges for some staff in overseas offices that may create barriers to accessing the support available to employees at IRCC headquarters.

• We recognize the courage of participants who shared their personal experiences. These lived experiences are not to be trivialized or dismissed, and we will remain steadfast in our commitment to dismantling barriers and rebuilding equity in their place.

• Following tragedy of the George Floyd murder in the United States, like many other public and private organizations in Canada, IRCC took a deeper look at the department’s internal environment from an anti-racism lens; ultimately creating an Anti-Racism Task Force (ARTF). Initially established with a three-year mandate, the ARTF became part of the newly established Equity Branch.

• IRCC launched a department wide Anti-Racism employee survey in November 2020 as a proactive measure to analyze the impacts of potential discrimination, bias, and racism on employees. This survey was re-launched in September 2022 to help track and better understand the progress made over the past two years; and ensure continued improvement.

• The Government of Canada’s strong commitment to combat racism and discrimination is reflected in the Clerk of the Privy Council’s Call to Action on Anti-Racism, Equity, and Inclusion in the Federal Public Service in January 2021. This was the subject of multiple follow-ups by the clerk.

• In May 2023, the Clerk’s Call to Action Forward Direction was sent to all Departments; holding Deputy Heads accountable for setting clear multi-year goals, regularly measuring progress, and most crucially ensuring accountability mechanisms.

Employee Survey Results
• The 2020 employee survey results revealed that perceptions of the existence and nature of racism in the department varied heavily based on respondents’ racial and ethnic background, and that significant proportions of racialized employees consider racism to be a problem within the department.

• The main findings noted:
o significant difference in perception between racialized and non-racialized employees with regards to ongoing discrimination at IRCC;
o frequency of micro-aggression occurrence towards racialized employees, and
o lack of trust in senior management.

Consequently, it was determined that focus groups should be held to gain greater insight into the underlying causes of the survey results. Focus groups were held in 2021, and 2023 to track progress made over the past two years.

• Qualitative findings from the 2023 report show numerous signs of progress, including the acknowledgment of racism in the department, opportunities for employees to talk about racism, and nascent increases of racial representation in more senior positions. However, there remain important ongoing challenges. That is why IRCC agrees with the recommendations in the report and is working to provide a safe, diverse, inclusive, equitable and anti-racist workplace for all of its employees.

• IRCC is committed to creating a culture of anti-racism, diversity, equity and inclusion. In this spirit, and building on the foundations of the Anti-racism Task Force, the Equity Branch will continue to guide the department.

• In the context of the 2020 Anti-Racism Strategy 2.0, measurable anti-racism goals, key stakeholders, governance and accountability structures, and measures of success were identified as part of the departmental action plan. Some initiatives implemented under the Anti-Racism Strategy 2.0 include:
1. creating anti-racism sector commitments for all staff, an internal advisory board and programs to support the career development of underrepresented groups;
2. making unconscious bias training mandatory for all employees, managers and executives, and incorporating anti-racist work and training objectives into their performance agreements;
3. examining potential sources of bias in our policy and program delivery, and exploring new ways to manage risk in an operational context;
4. consulting with internal and external stakeholders on how to identify and eliminate systemic barriers;
5. launching an employment systems review to assess and address systemic barriers and fulfill our obligations under the Employment Equity Act.

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