A group of students gather on the stairs of a historic building at Humber College's Lakeshore Campus

To build an equitable environment, the systemic barriers and racism that have been entrenched over centuries must be deconstructed first. To address this challenge, Humber College established the Equity, Diversity and Inclusion (EDI) Taskforce in 2019. After several years of work, the Taskforce presented Humber’s Institutional EDI Framework and Strategy that will shape the college for years to come. 

The EDI Framework and Strategy was identified as Humber’s strategic priority #7 under Pillar #3 of Humber’s 2018-2023 Strategic Plan – Healthy and Inclusive Community. It is not a standalone priority, however, as it has been woven through all three pillars and all eight priorities of the Strategic Plan, as EDI is fundamental and essential to Humber’s long-term vision. 

"The Framework and Strategy has the potential to transform the future of our academic community - students and employees, the post-secondary education sector and our society in new and dynamic ways,” says Lori Diduch, vice-president of Human Resources & Organizational Effectiveness at Humber College and one of the executive sponsors of the EDI Framework. 

By design, the Framework and Strategy is meant to establish deep roots throughout Humber to address issues of equity, diversity and inclusion in all facets of the college. For three years, The EDI Taskforce, comprised of more than 50 members from across the Humber community, studied, consulted and collaborated with a broad group of employees, students, alumni, community-based organizations and industry partners to identify areas the Framework needed to focus on. 

In the end, five streams were identified: 

  • Access and Equity: Students 
  • Access and Equity: Employees 
  • Curriculum and Programs 
  • Campus Culture 
  • College-Wide Communication and Engagement 

A guiding principle of this process was the Indigenous philosophy of Mino nawendiwin, or good relationships, to broaden Indigenous peoples and equity-deserving groups’ representation among employees and students. As an institution, Humber maintains a complex network of relationships with and obligations to Indigenous learners, families and communities, both locally and globally.  

“These good relationships are the foundation from which the priorities outlined in this plan will emerge,” said Jason Seright, dean of Indigenous Education & Engagement (IE&E)

Mino nawendiwin is woven throughout the EDI Framework and Strategy and commits Humber to actionable and measurable achievements. Accountability mechanisms have been braided throughout the institution, as well as within faculties and departments, to support the alignment of EDI initiatives and programs with Humber’s vision and values as they relate to EDI. 

According to each stream, Humber will build capacity to be more inclusive and provide more opportunities for Indigenous peoples and individuals from equity-deserving groups. For example, central to Access and Equity for students and employees is enhancing recruitment, retention, and advancement of Indigenous peoples and individuals from equity-deserving groups.  

Academically, the college will set out to integrate EDI and Indigenous Ways of Being, Knowing and Doing in all Humber’s programs. Through a Humber education, students will receive exposure to EDI principles through Humber Learning Outcomes. This means as students graduate, they will carry with them the lessons of EDI principles with them as they enter the workforce. 

Learn more about Humber’s Institutional EDI Framework and Strategy