Setting strategic goals for the Office of Equity, Diversity, Inclusion, and Anti-Racism was a deliberate and collaborative process, designed to align our priorities with the evolving needs of our campus community.Ìý
Grounded in active listening, critical reflection, and intentional action, we translated the insights, challenges, and outcomes of our work into clear, practical goals for the future. Through open dialogue, we identified themes and priorities that reflect the diverse needs of the campus communities we serve.Ìý
As a result, our strategic direction for 2025/26 is shaped by both qualitative and quantitative evidence — by emerging data trends across campus and in the external environment and by the lived experiences and stories shared by our partners. Whether addressing urgent incidents of discrimination or collaborating on solutions to long-standing systemic gaps, the path forward became clearer through both the numbers and the conversations.ÌýÌý
This approach ensures our goals are not only aspirational but grounded, actionable, and responsive to the communities we are committed to supporting.Ìý
Goal 1: Establish and sustain a reliable space
We aim to establish and sustain a reliable space - through our physical and digital environments - that fosters a sense of belonging and safety, provides relevant resources, offers dedicated supports, and transmits information to members of our campus community.
Though our areas of focus are evolving, we will continue to work with community groups that we have long supported, ensuring that these relationships and efforts remain an integral part of our approach. ÌýÌý
Ìý
Objective 1a:Ìý Extend our space and services to community groups by providing specialized programs and dedicated supports:
This objective is centered on recognizing, responding and supporting the intersecting needs of community groups that were highlighted in our data. ÌýWe plan to work collaboratively with campus partners to strengthen supports and build new pathways to create conditions where all members of our community can thrive during their time here.
Goal 2: Develop and Deliver Innovative Programs and Services.
The Office will develop and deliver innovative programs and services that anticipate and address the needs of our communities, have clear processes and procedures, and position us as leaders in thought and action.Ìý
Objective 2a: Implement campus-wide initiatives that address the needs of various communities and fosters an inclusive and equitable campus environment:Ìý
In recent years, we have worked with campus partners on institutional initiatives aimed at building a more inclusive campus environment, such as the President’s Anti-Racism Taskforce, Menstrual Equity and All-Gender Washrooms.Ìý
In 2025/26, we will advance campus-wide programs/services that centre inclusion and equity by addressing the unique needs of diverse communities. This work includes a range of projects focused on creating affirming spaces, enhancing accessibility, and supporting holistic well-being across campus. Through intentional programming, strategic partnerships, and ongoing engagement, we aim to foster a campus culture where everyone feels seen, heard, and supported. These initiatives are grounded in care, accessibility, and respect:Ìý
Objective 2b: Build and enhance relevant competencies on campus:
We’re equipping our campus community with the tools and opportunities to integrate equitable competencies into everyday decision-making and dialogue. From embedding equity into budgeting and staffing processes to making complex concepts more accessible through visuals and conversation, our efforts focus on building the knowledge and confidence needed for equity-informed action. Through these curated educational projects, we aim to create a shared understanding of equity that is forward-thinking, actionable, and grounded in real-life application.
Goal 3: Cultivate a Healthy Workplace Environment.
We aim to cultivate a healthy workplace environment that prioritizes our wellbeing, encourages continuous learning, and inspires a culture of stability and support.Ìý
Objective 3a:Ìý Foster an environment in the Office of EDI-R that inspires wellness, continuous learning, and a supportive culture.Ìý
Our office’s wellness is a top priority as we work to create a supportive environment that helps our team navigate the complex and often challenging nature of our work. Through intentional team development and a shared commitment to well-being, we hope to foster a culture rooted in care and well-being. These efforts ensure that staff are supported and have the tools needed to prioritize their own health while continuing to engage in the important, but often difficult and challenging, work we do.
Goal 4: Demonstrate Sustainability, Meaning, and Impact.
ÌýÌýÌýÌýÌýÌý
Objective 4a:Ìý Demonstrate that our work is sustainable, meaningful, and impactful, and continuously gather feedback to guide improvements and demonstrate impact.
We are committed to demonstrating how our work is sustainable and impactful. By establishing clear metrics and feedback mechanisms and engaging with our community through various platforms—such as open discussions and informational series—we will keep our efforts responsive, transparent and effective. The following initiatives will allow us to reflect on our progress, address concerns, and demonstrate how our work will continue to support our campus community:Ìý