Investing in Black Talent (IBT) 2.0 is an interdepartmental career-development initiative designed to support the advancement of Black employees in the federal public service across Atlantic Canada.
Developed in consultation with the Federal Black Employee Caucus (FBEC), the programme responds to systemic barriers that can affect the career progression of Black employees, including situations in which employees remain at lower classifications or levels for longer periods of their careers.
The programme brings together federal organizations across the Atlantic region, including Public Services and Procurement Canada (PSPC), the Pay Centre, the Pension Centre, Parks Canada, Correctional Service Canada (CSC), Veterans Affairs Canada (VAC), and FBEC.
From pilot programme to interdepartmental initiative
The current IBT 2.0 programme builds on an earlier pilot and expanded its reach by bringing additional federal departments into the initiative.
The first year focused on establishing the programme’s structure, recruiting participants, building relationships across departments, and creating opportunities for professional development and networking. Of the 24 people who applied, 18 were accepted into the first cohort.
The programme officially launched in September 2025 with a three-day in-person event featuring workshops, career-development sessions, networking opportunities, guest speakers and HR support.
Since then, participants have taken part in workshops addressing topics such as microaggressions, emotional intelligence and strategic networking, alongside mentoring, career discussions and ongoing community-building activities.
Building skills, networks and confidence
One of the programme’s important components has been language development. During the first year, 12 of the 18 participants completed intensive second-language training, including four participants who received intensive English training and eight who received intensive French training. Weekly language-practice sessions were also introduced in January 2026.
Participants also developed connections with colleagues across departments and regions. According to the milestone report, networking and peer connections helped strengthen participants’ sense of community, while mentorship and support from the programme coordinator were also identified as strengths.
Early results and the challenges that remain
The programme’s first year produced tangible career-related outcomes, although the results were mixed.
By the end of the reporting period, 15 of the 18 participants had secured either an actingopportunity, a lateral move at the same level, or an extension of an acting role. However, some participants had hoped for opportunities beyond their entry level. The programme was explicitly designed as a career-development initiative rather than a guarantee of promotion.
The Comprehensive Expenditure Review (CER) also changed the environment in which the programme operated. As departments focused increasingly on opportunities within their own organizations, interdepartmental placements became more difficult to secure. This limited some of the developmental opportunities initially anticipated by participants.
The report therefore presents IBT 2.0 not as a finished solution, but as an evolving initiative. Participants identified increased access to developmental assignments and acting opportunities, stronger communication and transparency, and more practical, hands-on learning as priorities for the programme’s second year.
Looking ahead
As IBT 2.0 moves into its second year, the focus is shifting toward measurable career outcomes and stronger developmental opportunities.
The first year established an interdepartmental network and created a foundation for professional development and community building. The next phase provides an opportunity to build on that foundation by improving access to placements, strengthening communication between participants and managers, and ensuring that developmental opportunities align with participants’ career goals.
For FBEC, the initiative represents an important example of how collaboration between Black employees, employee networks and federal departments can help identify and address barriers to career advancement.
“Not everything that is faced can be changed, but nothing can be changed until it is faced.”
– James Baldwin