About
As post-secondary institutions adapt to the shifting social, political and economic environment, TMU is well-positioned to enhance its strategic equity, diversity and inclusion (EDI) priorities. Ranked as Forbes’ Canada’s Best Employers for Diversity 2023 (external link) and recognized as the first university to develop an institutional diversity data program, TMU has been a sector leader in EDI for over a decade. The university is now at a pivotal moment as it develops its first EDI Strategy and Action Plan, aimed at addressing historic and ongoing exclusion while fostering meaningful organizational change.
Purpose of the EDI Strategy and Action Plan
- Define a shared understanding of how EDI supports the university’s vision - outlining key priorities for the next five years and actionable steps to advance EDI at TMU
- Align and coordinate EDI principles, practices, and actions across the university to develop high-impact, results-driven initiatives, and
- Enhance EDI knowledge, commitment, and collaboration to achieve measurable outcomes, ensuring progress is tracked through robust accountability measures.
Project stewardship
President Lachemi has tasked the Office of the Vice President, Equity and Community Inclusion (OVPECI) with developing TMU’s first university-wide EDI Strategy and Action Plan. Led by Vice-President, Equity and Community Inclusion, Tanya De Mello, an advisory committee will guide the project team through engagement and consultations, research, and development of the strategy & action plan throughout the 2024–2025 academic year.
Project principles
- Shared ownership and responsibility: University-wide strategy with collective responsibility, contribution and accountability.
- Meaningful and transparent process: Transparency about procedures and decision-making will increase understanding and trust in the community.
- Intentional accessibility and engagement: Varied opportunities for engagement and feedback and targeted outreach will support the active involvement of historically underrepresented groups.
- Trauma-Informed: Intentional practices in the process will minimize harm and avoid re-traumatization, prioritizing respect for human rights and social justice.
- Continuous growth and evidence-driven: Supports continuous improvement that builds on existing EDI commitments and creates a coordinated path forward supported by evidence and analysis of structural barriers.
- Flexible and responsive: Focus areas are responsive to evolving and emerging needs and opportunities, while guidance and resources are flexible by design.
Building on existing plans, policies and commitments
The EDI Strategy and Action will build on and respond to:
This includes but is not limited to the following:
This includes but is not limited to the:
- Taskforce on Anti-Racism at Ryerson and its (PDF file) Final Report of the Taskforce on Anti-Racism at Ryerson (2010)
- Facilitation of the Canada Research Chairs Round Table on EDI (2018 and 2019)
- Collection of Demographic Data through the Diversity Self ID for faculty, staff and students (2014–-present)
- Appointment of the first Vice-President Equity in a post-secondary institution in Canada (2018)
- First White Privilege Conference held in Canada (2018)
- (PDF file) Anti-Black Racism Campus Climate Review and Report (2019), Cultivating Black Flourishing Report (2024)
- Renaming Process in response to the recommendations of the Standing Strong (Mash Koh Wee Kah Pooh Win) Task Force Report (2021–2022)
- Shared ownership of EDI work with a commitment to partnerships and collaborative efforts
- Reflects evolving contexts and emerging issues and provides flexibility
- Key areas of focus that are responsive to equity-deserving community members’ needs, input and experiences
- Strong accountability measures and reporting mechanisms
- Sufficient funding and resources to support implementation and institutional change.
- Iterative and inclusive community engagement, participation and feedback.
- Support for trust-building and relationship-building with the university community, in particular with equity-deserving community members.
- Support from senior leadership and commitment to EDI learning and expertise.
Process
- Phase 1: Preparatory (up to October 2024)
- Internal and external scans to identify best EDI practices, strategies and approaches.
- Project planning and establishment of project team, collaborators and advisory partners.
- Phase 2: Initial engagement (October 2024 to January 2025)
- Launch of university-wide communications and community survey (November 13 to December 4, 2024).
- Engagement meetings with Vice-Presidents, Vice-Provosts and Deans.
- Establishment of a shared understanding of how to advance EDI to meet the university vision.
- Phase 3: Secondary engagement (January to May 2025)
- Analysis of contributions from the initial engagement period, including community survey.
- Targeted engagement meetings with leaders, equity-focused staff, union leadership, student groups and community equity group.
- Defining impactful actions to advance EDI to meet the university’s vision.
- Phase 4: Writing and tool development (May to September 2025)
- Confirmation of key priorities, commitments, and activities
- Drafting of EDI Strategy and Action Plan and consultation with leaders, partners and collaborators.
- Development of TMU-specific tools and resources.
- Phase 5: Approval, rollout and implementation (September 2025 to 2030)
Contribute to how the advancement of EDI can support the university’s vision and will outline priorities to drive meaningful, lasting change.
All students, faculty and staff are invited to complete the (google form) engagement survey (external link) by December 4, 2024.
Questions?
Please email the Office of the Vice-President, Equity and Community Inclusion at edistratplan@torontomu.ca.