Transforming education is a powerful vision that must be anchored in the strength of our people. As we strive to reach our strategic goals, we understand that true innovation will be shaped by the unique perspectives and contributions of our diverse campus communities and that well-being has a profound effect on achievement and engagement, particularly in times of great change.
Strategic Priority 6
Lead: Ian Crookshank
Initiative Description: Recognizing the impact of health on student success and employee engagement, Humber will establish a framework to guide future investments in student and employee well-being. Drawing on the Okanagan Charter and the social determinants of health, Humber aims to remove barriers and improve outcomes for everyone on campus.
2018/2019 Achievements: Humber adopted the Okanagan Charter and was the first public college in Canada to do so. Developed in 2015, the Charter calls on post-secondary institutions to embed health and well-being into all aspects of campus culture, and to lead in the promotion of human and environmental well-being, both locally and globally. Work is now underway to develop a holistic understanding of our students’ health habits, behaviors, and perceptions that will culminate in a Humber-specific wellness strategy. As part of its commitment, Humber went smoke free in January 2019.
2019/2020 Achievements: Humber established the pan-institutional Healthy and Inclusive Community Taskforce to guide the college through a planning and implementation process that aims to make Humber the healthiest campus in Canada.
2020/2021 Achievements: The Healthy and Inclusive Community Taskforce executed an environmental scan and research on leading practices for both student and employee health and well-being and held consultations with Humber students and employees to assess the effectiveness of Humber’s current polices and processes. A draft healthy campus framework and strategy was created.
2021/2022 Plans: Humber will contract with an external consultant to review the draft framework with the community and begin working with the Healthy Campus committee in drafting an implementation plan.
Lead: Ian Crookshank
Initiative Description: This initiative seeks to leverage Humber’s existing and new mechanisms that support student retention through student centric programming and advising as well as organizational supports for systemic sharing of knowledge and practices.
2018/2019 Achievements: Humber undertook a review of existing student attrition indicators, began the process of mapping existing advising business processes that support student success, and assessed how technology could support student advising.
2019/2020 Achievements: The college continued to implement and evaluate interventions aimed at enhancing student success and retention by identifying students’ needs and challenges, and offering a broad range of services and outreach activities to meet those needs. This approach is increasingly leading to enhanced student outcomes as well as building evidence-based knowledge to support student success.
2020/2021 Achievements: Humber commenced the development of an early intervention framework aligned to all critical points along a student’s journey where persistence risk is evident, with particular emphasis on further understanding access and barriers to success for all students and learners. The college continued retention and early intervention initiatives and pilots, and to scale up existing initiatives in alignment with the framework, including professional development for faculty and staff.
2021/2022 Plans: Humber will initiate pilot programs that are aligned with the framework developed in 21/22 and measure outcomes related to the pilot programs, with the intention of utilizing the data to revise the draft framework. Programs that have had demonstrable impact will continue, such as Pre-Advising and Vocantas student outreach. Professional development for faculty and staff will be expanded to include a focus on student retention specific to racialized, Indigenous, and 2SLGBTQ+ students and students with disabilities. The project will also focus on reviewing outgoing communications with the goal of ensuring the communications are psychologically attuned, aligned across the culture, and provide timely references to student supports.
Lead: Ian Crookshank
Initiative Description: This initiative supports student success through providing relevant and meaningful social and cultural opportunities to students that reflect their lived experiences and work to reduce barriers.
2020/2021 Achievements and 2021/2022 Plans: This initiative was scheduled to commence this year. Activities were delayed as a result of COVID-19. Humber formed a committee to guide this initiative, including the student consultation process and the analysis of student needs related to social and cultural opportunities. Once on-campus activity resumes, the committee will determine next steps.
Strategic Priority 7
Lead: Nancy Simms & Ian Crookshank
Initiative Description: This initiative uses a multi-pronged approach to develop and implement an EDI framework and implementation plan that will lead to concrete and measurable equity, diversity and inclusion outcomes for both students and employees.
2018/2019 Achievements: Humber established its first EDI Taskforce composed of students, employees, community and industry partners, as well as alumni. The taskforce has embarked on its work to develop a strategy for inclusion that will identify opportunities to strengthen our diverse and vibrant campus.
At the same time, the initiative team undertook baseline activities in order to advance the framework. This included the relaunch of the Employment Equity Program and a review of 194 Humber programs in order to identify which incorporated EDI.
2019/2020 Achievements: Humber engaged a broad group of employees, students, alumni, community-based organizations and industry partners in a consultative and collaborative process to develop an institutional EDI framework. Draft goals and deliverables were created to guide the College’s policies and practices and support the advancement of inclusion throughout Humber.
2020/2021 Achievements: Humber strengthened its resolve to make its community more diverse, equitable and inclusive by endorsing the BlackNorth Initiative and signing the CEO Pledge, along with more than 200 other leaders from the private, public and non-profit sectors. By signing, Humber committed to removing systemic barriers that negatively affect the lives of Black persons within its community. The college also endorsed the Dimensions: Equity, Diversity and Inclusion Canada Charter, thereby committing to applying these principles to its policies, practices, and culture.
Along with over 500 employers, Humber accepted the 50-30 Challenge, an initiative between the Government of Canada and Canadian businesses and diversity organizations. The signees agree to strive for gender parity and increase representation of other under-represented groups on their boards and within senior management to thirty percent.
Humber completed the first draft of its EDI Framework and Strategy. To support the framework’s development, the college conducted EDI management training and launched Employee Resource Groups (ERGs) for Black/African and 2SLGBTQ+ peoples - the first college in Ontario to do so. ERGs bring together individuals who share common interests, backgrounds or demographic factors, such as gender, race or ethnicity. Led by the employees, the groups offer the members an opportunity to be heard, valued and engaged in their workplace.
2021/2022 Plans: Building on Humber’s strength in diversity, the college will begin implementing its new EDI Framework and Strategy. In 2021-22, the college will review its employment systems to understand how its structures, policies and practices differentially impact employees with the aim to improve outcomes for members of historically disadvantaged groups. The review will be followed with the development of an Employment Equity Plan in 2022. Humber will also continue to promote the development of new ERGs.
Lead: Dawn Bassant
Initiative Description: Humber recognizes that employee engagement is an essential ingredient in creating a healthy, inclusive, high performing and committed employee community. This initiative seeks to structure, strengthen, and harmonize Humber’s commitment to creating a healthy and inclusive community through the development and implementation of an employee engagement and wellness strategy.
2019/2020 Achievement: This initiative was scheduled to commence in 2019/2020. Humber created a draft Employee Engagement Framework based on current leading practices that recognize the links between an employee’s physical, mental and emotional well-being and their capabilities, productivity, and social networks. The college defined the elements that will drive goals, strategies and programs to achieve our commitment to creating a healthy and inclusive community.
2020/2021 Achievements: Humber delivered on its commitment to develop an employee engagement plan that promotes well-being. Employees prioritized the elements they wanted to see included in Humber’s Employee Engagement and Wellness Strategy, resulting in 15 drivers. Based on this feedback, Humber finalized the formal framework and developed a roadmap for implementation.
2021/2022 Plans: Humber will commence the implementation of its Employee Engagement and Wellness Strategy by focusing on four drivers - work-life balance, mental resilience, growth and development and quality of work – and will build initiatives to support them. These drivers were the highest priorities identified by Humber employees.
Lead: Dawn Bassant
Initiative Description: Talent acquisition, development, rewards and enablement are central strategic drivers for business success. This initiative focuses on enhancing Humber’s strategic approach to supporting and developing its employee potential through talent strategies such as performance enablement, learning management systems, succession and leadership.
2019/2020 Achievements: This initiative was scheduled to commence this year. Humber created a draft Talent Road Map and draft Succession Framework and tabled them with key stakeholders.
2020/2021 Achievements: Humber delivered on its commitment to develop a talent roadmap to support the recruitment and retention of its people. After completing a talent review, the college identified its talent needs and defined a succession strategy for executives and directors and aligned it with the new EDI framework.
Additionally, as Humber employees moved to remote work during the pandemic, the college developed new processes and policies to guide working and work-life balance employee relationship management during the pandemic. Employees were encouraged to recognize the differential impacts of the pandemic on their colleagues and to support the prioritization of their health and well-being. Recognizing that remote working will be part of Humber’s future, a remote work policywas instituted to guide the transition to a blend of on-campus and virtual working experience.
2021/2022 Plans: This year, Humber’s work on the talent strategy will focus on improving Humber’s talent brand and opportunities, identifying Level 2 successors, and providing leadership training and professional development.
Strategic Priority 8
Lead: Lindsay Walker
Initiative Description: Through the engagement of students, staff, faculty, and campus committees, Humber will develop its next five-year sustainability plan (2019-2024) to outline its next steps as a national leader in developing sustainable campuses. The new plan will include timelines and responsible parties for every action and align with STARS and the UN’s Sustainable Development Goals (SDGs).
2018/2019 Achievements: Humber embarked on the development of its second five-year sustainability plan maintaining momentum in providing national leadership in the development of sustainable campuses. Adding to our successes in social and environmental innovation, Humber was named one of Canada’s Greenest Employers for the fourth consecutive year and, after receiving recognition for social and environmental innovation through a Fair Trade designation at its Lakeshore campus last year, the North campus received the same honour this year.
2019/2020 Achievements: Humber launched its 2019-2024 Sustainability Plan. It outlines a bold approach to shaping healthy, inclusive and sustainable communities through cultural change, leadership and collaboration. Humber achieved a Gold ranking in the Sustainable Tracking and Assessment Rating System (STARS), a self-reporting framework for colleges and universities internationally to measure their sustainability performance. The college was designated once again as one of Canada’s Greenest Employers.
This year’s accomplishments included:
- Receipt of Canada’s first retrofit Zero Carbon Building (ZCB) Design for the NX building on Humber’s North Campus
- Receipt of the Edward Burtynsky Award for Humber’s Forest Nature Program
- Hosting of the first Good Food Challenge focused on tracking the origins of campus food
- Launch of Soupbar at the North campus by Ignite
- The formation of the Social and Sustainable Procurement committee
2020/2021 Achievements: Humber continued to implement the actions outlined in its 2019-2024 Sustainability Plan. Specific initiatives this year included:
- Completion of the 2019 Greenhouse Gas Emissions Inventory to capture all indirect and direct emission from across Humber’s campuses
- Updating Humber’s purchasing and procurement policies and guidelines to include more sustainable practices
- A refresh of the majority of the hallway recycling and waste bins at North Campus to reduce contamination rates and reduce waste
- The development of campus-wide printing metrics (to be implemented once on-campus activity resumes) in order to communicate department/faculty usage and monitor effectiveness of future print reduction initiatives
For more details visit Humber’s 2020-2021 Sustainability Report.
2021/2022 Plans: Humber will continue implement the actions outlined in its 2019-2024 Sustainability Plan. Specific planned initiatives for year three include:
- The development of videos and communications to support the Humber community in understanding how to live and work with a sustainability mindset and the intersection of sustainability with equity, diversity and inclusion
- Hosting of a Sustainable Development Goals (SDG) training
- The installation of electric vehicle charging stations
- Development of the Climate Action & Resilience Plan to identify key initiatives the college will undertake to chart a course of initiatives that will bring Humber closer to carbon neutrality
- The development of Zero-Waste solutions for Humber events
Lead: Spencer Wood
Initiative Description: The initiative will review current standards, research best practices, and develop and implement a plan to ensure Humber applies universal design principles to its living and working spaces.
2019/2020 Achievements: This initiative was scheduled to commence this year. To evaluate the accessibility of Humber’s facilities and exterior spaces, the college employed an external auditor to perform an accessibility audit and make recommendations that exceed building code requirements. The auditors identified several opportunities for the college to consider and improve the usability of its campuses for all people.
2020/2021 Achievements: Emanating from an accessibility audit of its facilities and exterior spaces, Humber began implementation of priority level one projects to improve campus usability. The changes to the campus exceed the current building code. One of the projects involved installing seventy-six alarms in single accessible washrooms across both campuses, providing a direct line to Public Safety in case of emergency.
2021/2022 Plans: Humber will continue to implement the recommendations from the accessibility audit of its facilities and exterior spaces. The highest priority items will be completed, and work commenced on the next priority level items. These include adding visual strobes into the washrooms for emergency notification and upgrading ramps.