Why Equity, Diversity and Inclusion Work is a Non-Negotiable Strategy of Change:

Why Equity, Diversity and Inclusion Work is a Non-Negotiable Strategy of Change:

Over the past few weeks, I have had an opportunity to reflect on the role of Equity, Diversity and Inclusion (EDI) in organizations and our public institutions, including universities and Canadian society more broadly.

My conclusion, in the midst of movements against EDI, is that this is not the time to shrink back from efforts to build a more inclusive, sustainable and just society. This is a time for the moral courage to keep advancing inclusive excellence in universities and leading the organizational changes and transformation to get there.

The evidence in support of EDI efforts continues to be clear and strong. Whether the global business studies linking increased financial performance, innovation or social impact to organizations with more diverse leadership and boards, or the evidence in post-secondary research linking it to increased student success outcomes and stronger organizations. If anything, the research from an Expert Panel on EDI Practices for Impactful Change in postsecondary research in Canada, for example, shows that more, not less, needs to be done to further accelerate EDI impact for transformative change. We must press on to build inclusive systems through meaningful consultation, barrier removal and real accountability—what the Canadian Employment Equity Review TaskForce calls substantive equality—a framework I strive for in all my work. The expert panel and the employment equity review taskforce notably called for both continued barrier removal and a proactive system-wide approach to EDI to ensure progress in eradicating systemic inequities and the resultant unequal outcomes and overall suboptimal results for learning, research and innovation for all.

In 2022-23, the Equity Office at Simon Fraser University released its first ever EDI strategic plan, called the Equity Compass. The Equity Compass was built on a foundation of evidence and engagement with the community. Fifteen SFU institutional documents related to equity, diversity and inclusion were reviewed and themed. Additionally, the Equity Office co-hosted more than 30 roundtable discussions, engaging more than 250 faculty, staff and students from our community and receiving over 800 lines of feedback on the proposed framework for SFU’s EDI strategic plan. The result is a 5-goal strategic framework that together address both barrier removal (policies and practices to address racism, hate and discrimination of all forms) and a proactive system-wide approach to advancing Inclusive Excellence at SFU: Goal #1 - Respect, Inclusion and Belonging; Goal #2 -Accountability, Leadership and Governance; Goal #3 - Education and Capacity-Building; Goal #4 - Employment and Pay Equity; Goal #5 - Equity Data. In response to community feedback, the 2024 annual report was updated to include actions to address antisemitism. There are 11 associated objectives to these goals and 35 calls to action.

The table below provides an overview of progress on the actions outlined in the Equity Compass report.

Goal:

•  Respect, Inclusion and Belonging Culture & Structures   
•  Accountability, Leadership and Governance
• Education and Capacity-Building 
• Employment and Pay Equity 
• Equity Data
  

Progress

• Actions Completed or Well Underway
• Actions Underway
• Actions Not Started Yet

2024-25

As of June 2025, all actions identified in the Equity Compass are underway, well underway or completed.

Some highlights include:

Goal 1: Respect, Inclusion and Belonging Culture & Structures

Transforming accessibility experiences at SFU

The university’s inaugural Accessibility Plan was launched in the fall of 2024, informed by the needs of students, faculty, staff and alumni with disabilities. Building on the foundation created by the Accessibility Committee and the feedback mechanism established in 2023, the plan outlines the systemic changes required to build a more inclusive SFU. The plan also ensures compliance with the Accessible British Columbia Act and leaves space to respond to provincial standards and community feedback in the coming years.

Black Student Center

Significant progress has been made toward the establishment of a Black Student Center at SFU. Building on student-led advocacy and activism, the Center is a core component of SFU’s commitment to redress anti-Black racism and advance Black inclusion, as outlined by a Senate motion and in the ScarboroughCharter. SFU appointed the inaugural Associate Director for the Center in early 2025.

Enhancing support for families at SFU

This year, SFU launched dedicated spaces,resources and supports to help new and nursing parents balance learning, work and parenting responsibilities. There are now infant/child feeding rooms designated across all 3 campuses to provide private and comfortable spaces designed to support parents who need a place to feed their child while on campus

Goal 2: Accountability, Leadership & Governance

Building on the leadership roles and responsibilities established in Year One across each vice president portfolio, significant progress has been made to advance support for institutional progress on equity, diversity and inclusion. This year, each vice-president portfolio has reviewed their previously set EDI goals and begun taking concrete actions to advance them. Progress is underway across the university, with each VP area implementing strategies that respond to the unique needs of their communities and areas of responsibility.

The new infant/child feeding space on Vancouver campus provides new and nursing parents with a comfortable space.

Goal 3: Education and Capacity Building

Work continues on regarding the creation of an Inclusive Excellence Leadership Development framework that will provide anti-racism, anti-oppression and equity, diversity and inclusion training for SFU leaders and a similar equity educational pathway for faculty and staff.

The RESPECT program, open to all SFU faculty and staff, continues to provide teaching and training in the areas of cultural safety, antiracism, decolonization and Indigenization. To date, 107 staff and faculty have participated including 30 participants from executive leadership and 30 participants from the School of Medicine.

Goal 4: Employment and Pay Equity

Work to implement the approved SpecialPrograms hiring of Black and Indigenous faculty and staff continues in coordination with the Equity Office, People Strategies and Faculty Relations. The implementation plan and toolkits developed in Year One have been launched to support faculties and departments with recruitment, onboarding, training and mentorship in alignment with the requirements of the BC Office of the Human Rights Commissioner (BCOHRC).

Goal 5: Equity Data

With Objective 1 (establish an equity data taskforce) of this goal met in the first year of the Equity Compass, significant progress has been made towards completing Objective 2 (develop a data equity framework) this year. The inaugural Demographic and Diversity Data Survey was conducted from September to December 2024, with anonymized and aggregated data published via the Demographic & Diversity Dashboard in April 2025.

The data gathered will help meet institutional regulatory requirements, support equitable and accountable programs and service delivery and measure progress towards our institutional priorities.

With overall survey participation lower than expected in fall 2024, we know there is more work to be done to build awareness and understanding of the importance of this data collection among the SFU community and will utilize learnings from this inaugural survey to strengthen future efforts.

What keeps us motivated and why is it critical to continue EDI work? There is no systems transformation of the post secondary sector without fostering the full potential of all faculty, staff and students. This, our collective human flourishing and collective action for transformation, is ultimately what EDI is about and why it is non-negotiable.