The University of Toronto’s Canada Research Chair program is administered by the University in partnership with nine affiliated hospitals in the Toronto Academic Health Sciences Network (TASHN).

CRC at UHN
The University Health Network (UHN) Canada Research Chair (CRC) program is administered by the University of Toronto in partnership with nine affiliated hospitals in the Toronto Academic Health Sciences Network (TAHSN).
 
This institutional public accountability page describes the administration and management of CRCs at UHN and the initiatives that are underway to increase the representation of members of the four designated groups (women; Indigenous peoples; persons with disabilities; and racialized minorities) among UHN’s cohort of chairholders. The site complements the information provided on the University’s CRC website and provides information specific to UHN, including postings for available Canada Research Chair opportunities at UHN.
 
These actions align with the CRC Program’s Equity, Diversity and Inclusion Requirements and Practices that aim to increase transparency within the program and increase nationally the number of chair holders from the four designated groups.
 
For more information about the CRC Program’s commitments to equity, diversity and inclusion, please visit the following sites:
CRC Menu
  • Canada Research Chairs Program
    Canada Research Chairs Program (CRCP) implemented the Equity, Diversity and Inclusion Action Plan in May 2017 to respond to the recommendation that institutions adopt greater transparency in their allocation, selection and renewal processes for chairholders. An update to the CRCP requirements for recruiting and nominating CRCs was published in September 2018.
     
    The CRCP action plan focuses on improving the governance, transparency and monitoring of equity and diversity within the program. The plan is aimed at supporting institutions in addressing the underrepresentation of the four designated groups (FDGs)—women, persons with disabilities, Indigenous peoples and members of visible minorities—within the program.
     
    In response to the CRCP plan, UHN has developed an Equity, Diversity and Inclusion Action Plan to increase transparency within its CRC administrative processes and to identify any barriers that may be affecting the recruitment, hiring or retention of chairholders from FDGs. These actions underscore UHN’s commitment to diversity and inclusion, and support our ongoing efforts to create an accessible, inclusive, respectful and welcoming service, work and learning environment.
     
     
    Current equity targets and gaps
     
    The University of Toronto has met its targets for three of the FDGs as outlined in the table below. While this achievement aligns with the program requirements, the University recognizes that maintaining and increasing the diversity among CRCs requires a proactive and research-informed approach, as well as education and leadership throughout the University and the hospitals. UHN is committed to helping the university continue to meet its targets.
     
     
     
                            Canada Research Chairs at the University of Toronto and its Affiliated Hospitals
                                                              302 Filled Chairs (March 2022)
                                                
    Designated Current Tier 1 RepCurrent Tier 2 RepTotoal Current RepPercentage of Current RepCRC National 2022 TargetsCRC National 2025 TargetsCRC National 2027 TargetsCRC National 2029 Targets
    Indigenous Peoples****93.0%1.5%2.3%3.5%4.9%
    Persons with Disabilities118196.3%4.5%5.3%6.3%7.5%
    Racialized Minorities31427324.2%16.9%17.5%19.9%22%
    Women & Gender Minorities488613444.4%33.0%37.0%44.0%50.9%
    * Current representation (rep) is based on CRC program collected data
    **In keeping with the Privacy Act if the number of chairholders who self-identify is less than five, the information is redacted to protect the privacy of chairholders
    *** This group includes those who self-identify as women, trans, non-binary or Two-Spirit.
  • UHN CRC employment systems review, comparative review and environmental scan
    UHN is committed to identifying and removing barriers and ensuring members of our community have every opportunity to contribute to it's research enterprise. We conduct self-assessments to identify barriers and develop strategies to implement an action plan to address these barriers.
     
    Methodology
     
    Oversight of the CRC program at UHN resides in the portfolio of the Executive Vice President Science and Research (EVPSR) and the Strategic Research Initiatives (StRIDe) Department. In response to the CRCP call for an Institutional Equity, Diversity and Inclusion (EDI) Action Plan, the EVPSR established a working group to implement actions to improve the governance, transparency and monitoring of equity, diversity and inclusion within the CRC program. The working group included the EVPSR, UHN Human Resources, UHN’s Diversity Officer and StRIDe staff. 
     
    As part of this process, UHN conducted a series of reviews to assess the extent to which UHN’s CRC hiring and recruitment practices are fair, open and transparent and to identify barriers that may affect the employment, recruitment and advancement of FDGs. This included an employment systems review of current hiring practices, a comparative review of current CRCs and an environmental scan of policies and resources that aim to promote equity, diversity and inclusion. These activities were supplemented by the University of Toronto’s (UofT) review of its CRC program.
     
     
     
    Employment systems review
     
    UHN is one of nine hospitals that are fully affiliated with the University of Toronto. The University oversees all CRC allocations across its campus and the affiliated hospitals; however, the hospitals have independent hiring and recruitment policies. 
     
    UHN carries out a systems review of its administrative processes for hiring, recruiting and advancing CRCs annually. As part of this process, UHN reviews the results of its Employee Engagement Surveys, which measure the degree to which employees are committed to UHN and their role. These surveys are conducted annually and the results are shared with all staff at UHN. According to the surveys, a majority of employees think that UHN is an excellent place to work, feel that they have the resources required to do their jobs well and are focused on improving their work at UHN. An internal review of employee retention rates across UHN showed that current turnover rates for staff are very low, with approximately 87% retention after two years.
     
    The review highlighted new opportunities to strengthen UHN’s CRC hiring and recruitment practices, which were implemented in UHN’s EDI Action Plan.
     
     
     
    Comparative review
     
    The comparative review was conducted using information from archived CRC applications after consulting with UHN’s Equity Advisor. The analysis shows support for all chairholders with regards to: access to UHN facilities, administrative support and trainee salary support. The proportion of the CRC used to recover salary costs does not vary significantly among chairholders. A more detailed comparison is not possible because the sample size is small and UHN chairholders have different levels of experience and seniority. No systemic exclusionary policies or procedures were identified during the review. However, collection of diversity data was identified as a challenge that needed to be addressed.
     
     
     
    Environmental scan
     
    The environmental scan included a review of the following:
    • Policies that support equity, diversity and inclusion
    • UHN’s Accessibility for Ontarians with Disabilities Act (AODA) Strategic Plan, which outlines policies, practices and procedures to improve accessibility
    • UHN.ca and UHN research websites to determine if images and messages reflect diversity
    • Fairness and transparency of CRC hiring and recruitment practices
     
    The analysis revealed new opportunities to enhance fairness and transparency of current CRC hiring and recruitment processes and to promote diversification within UHN’s research community.
     

     

  • UHN’s CRC Equity, Diversity and Inclusion Action Plan
    The main objective of UHN’s Equity, Diversity and Inclusion (EDI) Action Plan is to increase fairness and transparency and to identify and address any barriers that may be affecting the recruitment, hiring or retention of individuals from the four designated groups (FDGs): women, persons with disabilities, Indigenous peoples and visible minorities. The goals of the plan are adapted from, align with and support the University of Toronto’s EDI Action Plan, which was developed in conjunction with the affiliated hospitals within the Toronto Academic Health Science Network (TAHSN).
     
    As part of this plan, UHN has embedded EDI principles in all elements of the CRC hiring, recruitment and advancement process. Additionally, data will be collected to track and monitor progress toward meeting CRC equity targets and nominees, and chairholders will be encouraged to build diversity within their teams. In time, we hope to ensure that all researchers, staff and trainees demonstrate a commitment to equity, diversity and inclusion.
     
    Specific actions undertaken by UHN to implement the plan are outlined below.
     

    Objective 1: Ensure all faculty and staff members involved with a CRC nomination complete unconscious bias training

    All faculty and staff members involved in the CRC nomination process are required, at a minimum, to complete the online module provided by the national CRC Secretariat. UHN’s administrative process for selecting CRC nominees has been updated to communicate this requirement and facilitate confirmation of the completion of unconscious bias training. Beyond this minimum requirement, CRC selection committee chairs and equity advisors are encouraged to complete additional seminars and learning opportunities (e.g., Antiracism training) developed by UHN’s Inclusion, Equity, Diversity And Accessibility and Antiracism Team. 
     
    StRIDe staff who manage the selection and development of CRC nominations are also encouraged to complete unconscious bias training. 
     
    Progress Indicators and Timelines:
    • Selection committee members complete unconscious bias training (December 2017). Ongoing annual training for new and existing members (ongoing).  
    • Completion of unconscious bias training by StRIDe staff (December 2017; ongoing)
    • Committee members and staff attend Toronto Initiative for Diversity and Excellence (TIDE) unconscious bias training session (March 2021; ongoing)
     

    Objective 2: Complete a review of UHN CRC administrative processes 

    UHN’s processes for CRC nominations were reviewed and assessed in collaboration with the University of Toronto’s Division of Vice-President, Research and Innovation; the Division of the Vice-President, People Strategy, Equity & Culture, and the Office of the Vice-Provost, Faculty & Academic Life, in consultation with the academic divisions and affiliated hospitals. The review and assessment included an analysis of the administrative processes, mapping out the steps for nominations and identifying the key responsibilities within the administrative portfolios, academic divisions and affiliated hospitals.
    The initial review began in early 2018, shortly after the public posting of the University’s EDI Action Plan, and is revisited following the release of CRC Program updates. UHN will continue to conduct reviews of its CRC processes on an annual basis in collaboration with the University and other affiliated hospitals, to ensure they reflect new and emerging CRC Program requirements and internal recommendations from the UHN Research IDEA Committee.
     
    Progress Indicators & Timelines:
    • Procedures developed and responsibilities assigned for all staff involved in the CRC nominee selection (initial review completed spring 2018; updated reviews based on new CRC requirements completed Fall 2018, Summer 2019, Spring 2020)
    • Ongoing reviews of administrative processes (ongoing annually)
     

    Objective 3: Develop and implement UHN guide for CRC nominations

    The University of Toronto developed a guide to ensure that academic administrators, research faculty, staff and nominees are appropriately informed about the CRC nomination process. The guide explains the process of CRC nominations at the University and was developed in consultation with the Division of the Vice-Provost, Faculty & Academic Life, and the Division of the Vice-President, People Strategy, Equity & Culture, building on resources already in place to support faculty recruitment and retention. 
    This guide was adapted to incorporate UHN’s recruitment and employment policies and practices. The adapted guide provides selection committees with templates and resources necessary to ensure consistent, open and transparent nomination processes at UHN. The UHN guide also interweaves EDI-focused best practices and principles into each stage of the recruitment and nomination process. The guide is a “living” document that will be updated as needed, in consultation with the University and its affiliated hospitals as well as the UHN Research IDEA Committee. 
     
    Progress Indicators & Timelines:
    • Completion and dissemination of the UHN nomination guide (November 2018)
    • Updates to the UHN nomination guide and dissemination of this revised guide (November 2019)
    • Reviews and updates of the UHN nomination guide (ongoing)

     

    Objective 4: Encourage CRC applicants and nominees to complete the CRC survey

    Effective spring 2019, the Division of the Vice-President, Research and Innovation, also administers a separate equity survey for nominees named as Chairholders, including those whose primary appointments are at the affiliated hospitals. This information enable UHN to monitor our progress toward equity targets and to assess the representation of Chairholders from the four designated groups within particular divisions or disciplines. All new Chairholders are sent this self-identification survey shortly after the University receives the results of the CRC competition. The survey questions are consistent with those used by the CRC Program, and the processes for data collection, storage, and access adhere to CRC best practices. 
    In order to communicate this requirement to applicants, UHN developed updated processes and templates for posting and advertising CRC opportunities. The templates explain the purpose of the data collection and describe how the data will is used. All nominees receive an email reminding them to complete the online survey and encouraging them to self-identify.
     
    Progress Indicators & Timelines:
    • Communications from the EVPSR/StRIDe on new requirements for self-identification developed and shared (Fall 2017).
    • Development and implementation of a UHN self-identification survey for CRC applicants (Spring 2018)
    • Completion of self-identification surveys by applicants to CRC opportunities at UHN, CRC nominees and new Chairholders (May 2019; ongoing)
     

    Objective 5: Ensure that policies and procedures related to the recruitment, retention and advancement of chairholders reflect UHN’s commitment to equity, diversity and inclusion

    UHN is committed to meeting and exceeding its CRC equity targets and creating an environment where all researchers have the supports needed to achieve their academic and research goals. As such, we are committed to developing and implementing strategies to recruit and support chairholders who identify as members of one or more of the four designated groups.
    To increase the representation of equity-deserving groups among our chairholders, UHN in collaboration with the University and its affiliated hospitals held a Special Call for applications to CRC opportunities from faculty who self-identify as members of one or more of the four designated groups. This competition resulted in the nomination of 16 outstanding researchers (3 Tier 1 nominees and 13 Tier 2 nominees) from across the University’s academic divisions and affiliated hospitals. As of April 2022, UHN will continue to hold targeted calls to address our CRC gaps leading up to 2029. 
     
    The University and affiliated hospitals are building on this important initiative by developing and implementing equitable and inclusive practices into our CRC recruitment and nomination processes. UHN’s guide to CRC nominations  includes strategies to promote inclusive nomination practices and proactive recruitment of members from underrepresented groups. These strategies integrate best practices for from the CRC Program’s Best Practice Guide for Recruitment, Hiring and Retention.
     
    UHN has implemented a number of proactive practices to identify and recruit a diverse pool of applicants, particularly those from underrepresented groups who have traditionally experienced barriers to participating in research. Vacancies are posted for a minimum of 35 days on the UHN research CRC page and UHN careers websites. Where applicable vacancies are also shared through external websites, (e.g., Indeed.ca, Nature) and advertised widely through various international, professional and discipline-specific organizations (e.g., University Affairs, Inside Higher Ed, Academic Matters, HigherEd Jobs). All vacancy job postings are drafted in consultation with members of the committee and reviewed by an equity advisor to ensure the language is inclusive, unbiased and ungendered, and that criteria are clearly articulated and align with EDI best practices.
     
    To assess the diversity of applicant pools, nomination committee chairs and equity officers are provided with aggregated and anonymized equity reports for the applicant pool. If the data does not indicate sufficient diversity among the applicants, the committee chair are encouraged to re-post the CRC opportunity. This aggregated equity report is submitted to the EVP, Science and Research, prior to institutional approval of the nomination. 
     
    Progress Indicators & Timelines:
    • The development of strategies and the inclusion of these strategies in the UHN nomination guide (Fall 2018)
    • The nomination of candidates from a Special Call inviting faculty members who self-identify as members of one or more FDGs to apply for CRC opportunities (April 2019, Summer 2021)
    • Increased recruitment of members of the four designated groups to chairholder opportunities (ongoing)
    • Meeting and, in some cases, exceeding equity targets for the four designated groups (ongoing)
     

    Objective 6: Continue to build a supportive and inclusive culture across UHN's research community 

    At UHN, our core values reflect a commitment to Inclusion, Diversity, Equity, Accessibility and Antiracism (IDEAA). Our pledge is to provide an environment that guarantees equal opportunity and values the benefits of the diverse patient population, workforce and community stakeholders. UHN has launched a number of initiatives to advance this goal.
     
    Research Inclusion, Diversity, Equity and Accessibility Committee - As part of this strategic priority, an Inclusion, Diversity, Equity and Accessibility Committee (IDEA) was established to provide advice and guidance to research leadership on all matters related to IDEA. The committee is tasked with developing and implementing a strategy to promote and sustain IDEA principles within UHN’s research community. The committee has representatives who self-identify with different groups, including genders, persons with disabilities; Indigenous peoples; people of colour and LGBTQ2+ communities from all career levels.
     
    Equity Advisors - A team of dedicated Equity Advisors from UHN’s Human Resources department is now available to support IDEA at UHN. The team advises researchers on best practices at each stage of the recruitment, hiring and career advancement process. The team is also available to counsel researchers, staff and trainees on any IDEA-related topics, including workspace interactions and building inclusive work environments. These efforts are increasing sensitizing staff to, and building awareness of, IDEA principles and helping to support a strong culture of diversity and inclusion across UHN’s research community. 
     
    Nomination and Award Committee Composition - UHN Research now requires that all key decision-making committees are composed thoughtfully and have representation from underrepresented populations (‘designated groups’). A nomination kit has also been developed to ensure all committees use IDEA best practices throughout the recruitment, hiring and advancement process.
     
    Addressing Gender Pay Gaps - UHN recently established new salary ranges for scientist appointment categories. These new competitive ranges recognize the importance and uniqueness of our scientists and have been created to facilitate hiring, and retention, and to allow salary progression on an equitable basis that aligns with UHN’s annual salary increase process.  
    Inclusion, Diversity, Equity, Accessibility and Antiracism Survey - UHN also launched an IDEAA survey, lead by the Inclusion, Diversity, Equity, Accessibility and Antiracism team, in collaboration with Employment Matters Consulting (EMC) and Work Tango—nationally recognized leaders in IDEAA consulting. Based on the analysis of patterns of underrepresentation, overrepresentation and exclusion reported in the survey, UHN will work with the consulting teams to develop a corporate IDEAA Plan. The Plan will consist of qualitative goals for the removal of barriers to inclusion, and quantitative goals to increase the representation of employees in roles where there is underrepresentation. 
     
    IDEAA Training and Education - UHN recognizes that our commitment to equity, diversity, and inclusion requires sustained investment in training and education to ensure all members of UHN work together to remove systemic barriers and create an inclusive culture. A number of learning tools have been developed to support this initiative. 
    • Bias Awareness in the Review and Selection Process - This training module identifies the types of bias that consciously, and unconsciously, affect how we view and judge others. In hiring, these biases can influence how we consider and select candidates. The module suggests ways that these biases can be mitigated to ensure that every candidate’s strengths are fairly evaluated and that UHN benefits from a rich diversity of thought and experience.
    • Antiracism and Antioppression Course – This interactive course explores the roots of racism and helps participants to understand the impact of racism at the individual/interpersonal, institutional and societal level. Participants will have the opportunity to unpack how we contribute to the racialization of social norms by using examples of how biases, microaggressions and systemic racism exists in the work, learning and service environment. Participants also gain experience with tools for dealing with racism as the facilitators safely guide and encourage the participants to build on experiences, knowledge, and identify personal and professional antiracism strategies. 
    • Respect, Civility, and Professionalism for Leaders and Physicians  - This course offers UHN leaders and physicians strategies and resources to advance respect, civility, and professionalism at UHN.
    • Keys to Creating a Respectful Workplace - Interpersonal discord is the greatest source of workplace conflict, which drains individuals of productive energy and organizations of precious talent. This practical session teaches the 7-step framework that capitalizes on the essential ingredients necessary for any respectful work culture. 
    • Health Equity: What It Is and Why It Matters - This course is aimed at improving health care outcomes by decreasing health inequalities. Upon completion of this module, learners can define health equity, health disparities, and social determinants of health, recognize the stressors experienced by diverse and marginalized populations and the resulting impact on their health, describe the relationship of equity, access, and inclusion to quality health care, patient safety, and a healthy workplace environment, be aware of the Excellent Care for All Act, identify resources to help manage concerns about health equity 
    • Introduction to LGBT and Providing Culturally Competent Services - Discusses LGBT myths and misconceptions; outlines a brief history of LGBT Rights in Canada; discusses sexual orientation and gender identification; and provides some real-life hospital scenarios and examples of best practices when providing care to the LGBT communities. This course is supplemented by resources on the 2SLGBTQIA+ Resource website.
    • Accessibility at UHN - Discusses the Accessibility for Ontarians with Disabilities Act (AODA) and are aware of the standards in the Act, and identify resources to help them manage requests for accommodation.
    • IDEA Seminars - The IDEA committee launched an inclusion, diversity, equity and accessibility seminar (IDEA) series to provide a forum where researchers, staff and trainees can learn about IDEA-related topics from peers and IDEA experts. These monthly seminars enable team UHN to learn firsthand from experts and individuals from equity seeking groups experience ways to identify and reduce barriers by building a more inclusive, equitable, diverse and accessible research environment for all. UHN research has also developed several courses on unconscious bias and promoting respect, civility and professionalism in the workplace. Additional training on ways to integrate IDEA into research practice and operations is currently being developed.
     
    The following additional equity, diversity and inclusion learning initiatives are also being explored:
    • A review of career development and mentoring resources at our partner educational institution, University of Toronto, that could be leveraged to support equity initiatives at UHN.
    • Developing structured programs to support mentorship at all research institutes.
     
    Progress Indicators & Timelines:
    • Collect diversity data to track and monitor progress (ongoing)
    • Develop and launch training to promote IDEA (ongoing)
    • Develop a website with resources to support an inclusive, diverse, equitable and accessible culture within the research community (Fall 2021; updates ongoing)
    • Finalize and release IDEA strategy (Spring 2023)
     

     

  • Administration of Canada Research Chairs
    Recruitment policies and procedures
     
    UHN has a number of safeguards in place to ensure openness and transparency in the CRC hiring and recruitment process. This includes, but is not limited to:
    • Equity, diversity and inclusion (EDI) expert review and approval of all job postings;
    • Clear, flexible criteria for assessing excellence that considers non-traditional areas of research and/or research outputs; and
    • Guidelines to ensure CRC vacancy postings:
    - are posted on UHN research websites for a minimum of 30 days 
    - are shared via email to all research institute faculty, including members of the FDGs
    - include equity statements that encourage members of the FDGs to apply
    - state that applicants will have fair and equitable access to CRC opportunities
    - use inclusive, unbiased and ungendered language
    - include UHN’s diversity statement
    - include statements to acknowledge career leaves and that measures will be taken to ensure that these leaves are considered during the evaluation process
     
     
    Management of allocation
     
    CRCs are allocated to UHN by the University of Toronto based on a rolling three-year average of eligible Tri-Agency and Network Centres of Excellence (NCE) funding credits. This allocation to UHN is calculated, managed and communicated by the University of Toronto. CRCs are allocated to each of the UHN Research Institutes based on their contribution to UHN’s overall Tri-council funding in accordance with the methodology by which CRC chairs are awarded to UHN.
     
    Within UHN, CRCs are selected through an open, competitive process led by a combination of each Institute’s Director, Research Council Members, Appointments Committee Members and/or ad hoc Search Committee Members as appropriate.
     
    Each member of the Search Committee must complete at a minimum the Tri-Agency Institutional Programs Secretariat’s unconscious bias training and is expected to be aware of:
    • UHN’s internal policies and procedures regarding diversity, equity and inclusion;
    • the effect that legitimate career interruptions and personal circumstances have on a researcher’s record of achievement;
    • the CRC Program’s expectations for a fair and transparent nomination process;
    • the representation gap in the FDGs among the University of Toronto’s chairholders; and
    • the University of Toronto’s strategy to address any underrepresentation of the FDGs.
     
    Institutes are required to issue an open call for available chairs to researchers, for recruitment, retention, and/or advancement of a chair. Applications must include at a minimum: i) a complete CV ii) a research proposal; and iii) a description of how the applicant will help attract additional resources, including financial, non-financial, training and/or collaboration opportunities.
     
    Research institutes may submit requests to the EVPSR for ‘flex moves’ (converting a vacant Tier 1 Chair into two Tier 2 Chairs or combining two vacant Tier 2 Chairs to create a Tier 1 Chair) if the availability of allocated Chairs allows.
     
    Regarding the corridor of flexibility to split or combine Chairs, each institute may decide to use flex moves to split Tier 1 Chairs into two Tier 2 Chairs when a Chair position search fails to yield applicants who meet the assessment criteria for a Tier 1 Chair or when a CRC is being used as a recruitment tool. The decision concerning when to use the corridor of flexibility rests with the EVPSR and is subject to approval by the University of Toronto.
     
     
     
    Chair renewal
     
    Notices of renewal are provided to UHN by the University of Toronto one year prior to the CRC termination date. The Research Institute leadership assesses the excellence of the chairholders and evaluates the chair renewal. The chairholder’s CV and/or annual scientific reviews are used in the evaluation. A recommendation is submitted to the EVPSR office for the final decision. The assessment of performance includes but is not limited to:
    • Research impact measured using a broad range beyond typical metrics;
    • Contributions to the research institute and to UHN;
    • Alignment of the research with the institute strategic plan;
    • Commitment to building diversity among research teams and use of recruitment and hiring best practices.
    A researcher may hold a CRC at UHN for a maximum of two terms, regardless of Tier, and Tier 1 Chairs are limited to one term only (i.e., 7 years) if the chairholder has previously held a Tier 2 Chair.
     
    The EVPSR may elect not to approve the recommendation to renew the Chair in which case, the allocation will return to the research institute. The decision is reviewed carefully to ensure that it does not lead to any bias.
     
     
     
    Advancement criteria
     
    A position for Tier 1 Chair vacancies will be advertised following the processes for CRC recruitment outlined above, using EDI best practices. 
     
    Tier 2 Chairholders are also eligible to apply for a Tier 1 Chair posting without jeopardizing their Tier 2 position.
     
     
     
    Phasing out a Chair
     
    In certain cases, a CRC may be terminated early. Should this situation arise, the EVPSR office, which manages the institute eligible CRC funding credits,  will review the current state of chairholders and the institute allocations to decide if the vacant chair should remain with the institute. A job posting would then be drafted and advertised to recruit a new chairholder for the vacant chair.
     
     
     
    Support provided to Chairholders
     
    The Research Institute Directors and the Human Resources Department establish an appropriate salary for chairholders based on experience and expertise. The CRC program provides funds to offset some of this salary; however, a portion of the CRC funds is used for eligible research program expenses.  
     
    UHN CRCs are provided with dedicated lab space that is maintained by the institution. They also have access to a number of state-of-the-art facilities, including the Animal Resources Centre, Advanced Optical Microscopy Facility, Princess Margaret Genomics Centre, Centre for Global eHealth Innovation and UHN/SickKids Flow Facility.
     
    Their research activities are also supported by various Research Solutions and Services departments, including Research Grants (grant administration), Research Financial Services (financial accounting), Facilities Management - Planning, Redevelopment & Operations (development and construction, maintenance, security and management), Research Laboratory Services (glass sterilization and cleaning), Research Ethics Board (clinical research support) and StRIDe (grant writing and research dissemination). CRCs  have access to various resources through UHN’s Human Resources, which support career development and advancement. UHN also has a centre dedicated to trainee development, the Office of Research Trainees, which provides training resources for postdoctoral fellows and graduate students associated with CRC investigators.
     
    Research Directors and Institute leadership work to provide ongoing mentorship, access to research infrastructure and administrative support to researchers. These supports are provided to all chairholders so individuals from the four designated groups are not disadvantaged in the level of institutional support that they receive. Additional support for researchers may be provided at the discretion of the Research Institute leadership.
     
    CRCs who have concerns about the level of support that they are receiving can consult with their respective Research Directors, the EVP, Human Resources or UHN’s Equity Advisor.
     
     
     
    Training and development activities
     
    UHN has a number of training opportunities that are aimed at promoting EDI. These include:
    • Cultural competency training in LGBTQ2S;
    • Unconscious bias eLearning, which provides training on unconscious biases and provides tools to adjust automatic patterns of thinking and eliminate discriminatory behaviors;
    • Respect, Civility & Professionalism eLearning, which reinforces leadership obligations to legislative and policy requirements associated with incivility, harassment, and discrimination; and
    • Accessibility at UHN manuals, which provide information on the Accessibility for Ontarians with Disabilities Act, UHN’s policies and standards for accessibility, methods for communicating and interacting with persons with disabilities and common barriers to accessibility.
     
     
    Processes and strategies for collecting and protecting self-identification data
     
    Beginning in September 2018, all CRC applicants and nominees at UHN are required to complete a Diversity Survey. These requirements are communicated to applicants and nominees through CRC vacancy postings and prior to CRC application submissions.
     
    All internal and external applicants to CRC opportunities complete a Diversity Survey through the UHN.ca careers website. An example of UHN’s self-identification form can be found here. The data is collected through an electronic system that can only be accessed by the Human Resources department. The department has experience in managing personal data, and protocols in place to protect privacy and mitigate any potential data breaches. Individual information is aggregated and is only provided to the Search Committee Chairs as a summary when there are more than five applicants.
     
    All CRC nominees are asked to complete the CRC self-identification survey on the CRC EDI program website.
     
    UHN is currently implementing a strategy to collect self-identification data across UHN to gain a better understanding of diversity across the hospital.
     
    Chair Utilization
     
    UHN had 30 active chairs as of August 2021 (18 Tier 1 Chairs and 12 Tier 2 Chairs). Postings for CRC vacancies are posted publicly on the UHN Careers website and on this web page. UHN's CRC Utilization Table is available for download here. It outlines UHN’s current chair allocations and provides information on how many chairs are filled and by whom, the type of flex moves used, allocations that are available. 
     
     
  • Building a Supportive and Inclusive Environment across UHN
     
    UHN’s Commitment to Inclusion statement pledges the organization to champion inclusion, diversity, equity and accessibility in the learning, work and service environments:
    • We value the inherent worth of every person including age, ancestry, disability, gender expression, gender identity, race, religion, sexual orientation and all our differences. 
    • We commit to recognition of rights, respect, trust, co-operation, and partnership with First Nations, Inuit and Métis peoples as outlined in the Truth and Reconciliation Commission Calls to Action and the United Nations Declaration on the Rights of Indigenous Peoples.  
    • We believe that our differences enrich our ability to develop creative and innovative approaches to deliver exemplary patient care, research and education.  
    • We recognize that the responsibility to create an inclusive culture rests with each of us where we are personally responsible to hold ourselves and each other accountable. 
    • We are committed to championing inclusion, diversity, equality, equity and accessibility in the learning, work and service environments.
     
     
    Policies to support equity, diversity and inclusion
     
    Several policies are in place to promote equity and diversity at UHN, including:
    • Fostering Respect in the Workplace policy, which provides a conflict resolution and complaint
    • process for any conduct described as incivility, bullying, harassment, sexual harassment, or discrimination.
    • Gender Identity policy, which provides guidelines and procedures to protect the rights of individuals who may be discriminated against based on their sex, sexual orientation, gender expression or gender identity.
    • Leave for Religious Observance policy, which provides guidelines on accommodation for religious obligations.
    • UHN plans to introduce a Smudging policy in 2019 to provide guidance to the UHN community engaging in smudging—a traditional ceremony, common to many First Nations, which involves the burning of medicines. UHN will also introduce an Accommodation policy in 2019, which will provide further guidance on long-established UHN accommodation practices. 
     
     
    Monitoring support and inclusivity
     
    UHN’s Human Resources department administers an annual UHN-wide employee engagement survey, which provides employees with an opportunity to openly and honestly express how they feel about UHN, their local workplace and the work they do. Senior leaders receive reports on the survey and are expected to implement action plans to address any issues and focus their efforts on high priority areas.
     
     
     
    Management of equity complaints
     
    UHN has a dedicated diversity advisory team within Human Resources to assist all within the UHN community. Staff who have experienced discrimination or require accommodation can contact the team any point.
     
    Any reported incident of incivility, discrimination, harassment, including those based on gender identity, gender expression and sexual orientation are addressed by providing appropriate resources, including, but not limited to, education, mediation, or investigation of the incident(s), and taking appropriate action up to and including termination.
     
     
     
    Procedures, policies and support to enable retention of individuals from the four designated groups 
     
    Accessibility
     
    UHN has developed a multi-year plan to address the Accessibility for Ontarians with Disabilities Act (AODA). This included a review of its AODA Strategic Plan, which outlines policies, practices and procedures to improve accessibility at UHN. Actions to address this plan are currently being implemented to ensure that:
    • communications are in an accessible format
    • all websites are accessible
    • processes for receiving and responding to feedback on accessibility are in place
    • manuals to educate staff and the public about the availability of accommodation are made available to individuals with disabilities.
     
    Hiring Best Practices
     
    UHN recently established new salary ranges for scientist appointment categories. These new competitive ranges recognize the importance and uniqueness of our scientists and have been created to facilitate hiring, retention and to allow salary progression on an equitable basis that aligns with UHN’s annual salary increase process.
     
    Advisory Groups
     
    UHN has several affinity and advisory groups, such as the UHN Accessibility Council, Asian Heritage Committee, Black Legacy Committee, the Indigenous Council at UHN and the LGBTQ2S+ Committee.
     
     

     

CRC Menu2
The University Health Network (UHN) Canada Research Chair (CRC) program is administered by the University of Toronto in partnership with nine affiliated hospitals in the Toronto Academic Health Sciences Network (TAHSN).
 
This institutional public accountability page describes the administration and management of CRCs at UHN and the initiatives that are underway to increase the representation of members of the four designated groups (women; Indigenous peoples; persons with disabilities; and racialized minorities) among UHN’s cohort of chairholders. The site complements the information provided on the University’s CRC website and provides information specific to UHN, including postings for available Canada Research Chair opportunities at UHN.
 
These actions align with the CRC Program’s Equity, Diversity and Inclusion Requirements and Practices that aim to increase transparency within the program and increase nationally the number of chair holders from the four designated groups.
 
For more information about the CRC Program’s commitments to equity, diversity and inclusion, please visit the following sites:
Canada Research Chairs Program
Canada Research Chairs Program (CRCP) implemented the Equity, Diversity and Inclusion Action Plan in May 2017 to respond to the recommendation that institutions adopt greater transparency in their allocation, selection and renewal processes for chairholders. An update to the CRCP requirements for recruiting and nominating CRCs was published in September 2018.
 
The CRCP action plan focuses on improving the governance, transparency and monitoring of equity and diversity within the program. The plan is aimed at supporting institutions in addressing the underrepresentation of the four designated groups (FDGs)—women, persons with disabilities, Indigenous peoples and members of visible minorities—within the program.
 
In response to the CRCP plan, UHN has developed an Equity, Diversity and Inclusion Action Plan to increase transparency within its CRC administrative processes and to identify any barriers that may be affecting the recruitment, hiring or retention of chairholders from FDGs. These actions underscore UHN’s commitment to diversity and inclusion, and support our ongoing efforts to create an accessible, inclusive, respectful and welcoming service, work and learning environment.
 
 
Current equity targets and gaps
 
The University of Toronto has met its targets for three of the FDGs as outlined in the table below. While this achievement aligns with the program requirements, the University recognizes that maintaining and increasing the diversity among CRCs requires a proactive and research-informed approach, as well as education and leadership throughout the University and the hospitals. UHN is committed to helping the university continue to meet its targets.
 
 
 
                        Canada Research Chairs at the University of Toronto and its Affiliated Hospitals
                                                          302 Filled Chairs (March 2022)
                                            
Designated Current Tier 1 RepCurrent Tier 2 RepTotoal Current RepPercentage of Current RepCRC National 2022 TargetsCRC National 2025 TargetsCRC National 2027 TargetsCRC National 2029 Targets
Indigenous Peoples****93.0%1.5%2.3%3.5%4.9%
Persons with Disabilities118196.3%4.5%5.3%6.3%7.5%
Racialized Minorities31427324.2%16.9%17.5%19.9%22%
Women & Gender Minorities488613444.4%33.0%37.0%44.0%50.9%
* Current representation (rep) is based on CRC program collected data
**In keeping with the Privacy Act if the number of chairholders who self-identify is less than five, the information is redacted to protect the privacy of chairholders
*** This group includes those who self-identify as women, trans, non-binary or Two-Spirit.
UHN CRC employment systems review, comparative review and environmental scan
UHN is committed to identifying and removing barriers and ensuring members of our community have every opportunity to contribute to it's research enterprise. We conduct self-assessments to identify barriers and develop strategies to implement an action plan to address these barriers.
 
Methodology
 
Oversight of the CRC program at UHN resides in the portfolio of the Executive Vice President Science and Research (EVPSR) and the Strategic Research Initiatives (StRIDe) Department. In response to the CRCP call for an Institutional Equity, Diversity and Inclusion (EDI) Action Plan, the EVPSR established a working group to implement actions to improve the governance, transparency and monitoring of equity, diversity and inclusion within the CRC program. The working group included the EVPSR, UHN Human Resources, UHN’s Diversity Officer and StRIDe staff. 
 
As part of this process, UHN conducted a series of reviews to assess the extent to which UHN’s CRC hiring and recruitment practices are fair, open and transparent and to identify barriers that may affect the employment, recruitment and advancement of FDGs. This included an employment systems review of current hiring practices, a comparative review of current CRCs and an environmental scan of policies and resources that aim to promote equity, diversity and inclusion. These activities were supplemented by the University of Toronto’s (UofT) review of its CRC program.
 
 
 
Employment systems review
 
UHN is one of nine hospitals that are fully affiliated with the University of Toronto. The University oversees all CRC allocations across its campus and the affiliated hospitals; however, the hospitals have independent hiring and recruitment policies. 
 
UHN carries out a systems review of its administrative processes for hiring, recruiting and advancing CRCs annually. As part of this process, UHN reviews the results of its Employee Engagement Surveys, which measure the degree to which employees are committed to UHN and their role. These surveys are conducted annually and the results are shared with all staff at UHN. According to the surveys, a majority of employees think that UHN is an excellent place to work, feel that they have the resources required to do their jobs well and are focused on improving their work at UHN. An internal review of employee retention rates across UHN showed that current turnover rates for staff are very low, with approximately 87% retention after two years.
 
The review highlighted new opportunities to strengthen UHN’s CRC hiring and recruitment practices, which were implemented in UHN’s EDI Action Plan.
 
 
 
Comparative review
 
The comparative review was conducted using information from archived CRC applications after consulting with UHN’s Equity Advisor. The analysis shows support for all chairholders with regards to: access to UHN facilities, administrative support and trainee salary support. The proportion of the CRC used to recover salary costs does not vary significantly among chairholders. A more detailed comparison is not possible because the sample size is small and UHN chairholders have different levels of experience and seniority. No systemic exclusionary policies or procedures were identified during the review. However, collection of diversity data was identified as a challenge that needed to be addressed.
 
 
 
Environmental scan
 
The environmental scan included a review of the following:
  • Policies that support equity, diversity and inclusion
  • UHN’s Accessibility for Ontarians with Disabilities Act (AODA) Strategic Plan, which outlines policies, practices and procedures to improve accessibility
  • UHN.ca and UHN research websites to determine if images and messages reflect diversity
  • Fairness and transparency of CRC hiring and recruitment practices
 
The analysis revealed new opportunities to enhance fairness and transparency of current CRC hiring and recruitment processes and to promote diversification within UHN’s research community.
 

 

UHN’s CRC Equity, Diversity and Inclusion Action Plan
The main objective of UHN’s Equity, Diversity and Inclusion (EDI) Action Plan is to increase fairness and transparency and to identify and address any barriers that may be affecting the recruitment, hiring or retention of individuals from the four designated groups (FDGs): women, persons with disabilities, Indigenous peoples and visible minorities. The goals of the plan are adapted from, align with and support the University of Toronto’s EDI Action Plan, which was developed in conjunction with the affiliated hospitals within the Toronto Academic Health Science Network (TAHSN).
 
As part of this plan, UHN has embedded EDI principles in all elements of the CRC hiring, recruitment and advancement process. Additionally, data will be collected to track and monitor progress toward meeting CRC equity targets and nominees, and chairholders will be encouraged to build diversity within their teams. In time, we hope to ensure that all researchers, staff and trainees demonstrate a commitment to equity, diversity and inclusion.
 
Specific actions undertaken by UHN to implement the plan are outlined below.
 

Objective 1: Ensure all faculty and staff members involved with a CRC nomination complete unconscious bias training

All faculty and staff members involved in the CRC nomination process are required, at a minimum, to complete the online module provided by the national CRC Secretariat. UHN’s administrative process for selecting CRC nominees has been updated to communicate this requirement and facilitate confirmation of the completion of unconscious bias training. Beyond this minimum requirement, CRC selection committee chairs and equity advisors are encouraged to complete additional seminars and learning opportunities (e.g., Antiracism training) developed by UHN’s Inclusion, Equity, Diversity And Accessibility and Antiracism Team. 
 
StRIDe staff who manage the selection and development of CRC nominations are also encouraged to complete unconscious bias training. 
 
Progress Indicators and Timelines:
  • Selection committee members complete unconscious bias training (December 2017). Ongoing annual training for new and existing members (ongoing).  
  • Completion of unconscious bias training by StRIDe staff (December 2017; ongoing)
  • Committee members and staff attend Toronto Initiative for Diversity and Excellence (TIDE) unconscious bias training session (March 2021; ongoing)
 

Objective 2: Complete a review of UHN CRC administrative processes 

UHN’s processes for CRC nominations were reviewed and assessed in collaboration with the University of Toronto’s Division of Vice-President, Research and Innovation; the Division of the Vice-President, People Strategy, Equity & Culture, and the Office of the Vice-Provost, Faculty & Academic Life, in consultation with the academic divisions and affiliated hospitals. The review and assessment included an analysis of the administrative processes, mapping out the steps for nominations and identifying the key responsibilities within the administrative portfolios, academic divisions and affiliated hospitals.
The initial review began in early 2018, shortly after the public posting of the University’s EDI Action Plan, and is revisited following the release of CRC Program updates. UHN will continue to conduct reviews of its CRC processes on an annual basis in collaboration with the University and other affiliated hospitals, to ensure they reflect new and emerging CRC Program requirements and internal recommendations from the UHN Research IDEA Committee.
 
Progress Indicators & Timelines:
  • Procedures developed and responsibilities assigned for all staff involved in the CRC nominee selection (initial review completed spring 2018; updated reviews based on new CRC requirements completed Fall 2018, Summer 2019, Spring 2020)
  • Ongoing reviews of administrative processes (ongoing annually)
 

Objective 3: Develop and implement UHN guide for CRC nominations

The University of Toronto developed a guide to ensure that academic administrators, research faculty, staff and nominees are appropriately informed about the CRC nomination process. The guide explains the process of CRC nominations at the University and was developed in consultation with the Division of the Vice-Provost, Faculty & Academic Life, and the Division of the Vice-President, People Strategy, Equity & Culture, building on resources already in place to support faculty recruitment and retention. 
This guide was adapted to incorporate UHN’s recruitment and employment policies and practices. The adapted guide provides selection committees with templates and resources necessary to ensure consistent, open and transparent nomination processes at UHN. The UHN guide also interweaves EDI-focused best practices and principles into each stage of the recruitment and nomination process. The guide is a “living” document that will be updated as needed, in consultation with the University and its affiliated hospitals as well as the UHN Research IDEA Committee. 
 
Progress Indicators & Timelines:
  • Completion and dissemination of the UHN nomination guide (November 2018)
  • Updates to the UHN nomination guide and dissemination of this revised guide (November 2019)
  • Reviews and updates of the UHN nomination guide (ongoing)

 

Objective 4: Encourage CRC applicants and nominees to complete the CRC survey

Effective spring 2019, the Division of the Vice-President, Research and Innovation, also administers a separate equity survey for nominees named as Chairholders, including those whose primary appointments are at the affiliated hospitals. This information enable UHN to monitor our progress toward equity targets and to assess the representation of Chairholders from the four designated groups within particular divisions or disciplines. All new Chairholders are sent this self-identification survey shortly after the University receives the results of the CRC competition. The survey questions are consistent with those used by the CRC Program, and the processes for data collection, storage, and access adhere to CRC best practices. 
In order to communicate this requirement to applicants, UHN developed updated processes and templates for posting and advertising CRC opportunities. The templates explain the purpose of the data collection and describe how the data will is used. All nominees receive an email reminding them to complete the online survey and encouraging them to self-identify.
 
Progress Indicators & Timelines:
  • Communications from the EVPSR/StRIDe on new requirements for self-identification developed and shared (Fall 2017).
  • Development and implementation of a UHN self-identification survey for CRC applicants (Spring 2018)
  • Completion of self-identification surveys by applicants to CRC opportunities at UHN, CRC nominees and new Chairholders (May 2019; ongoing)
 

Objective 5: Ensure that policies and procedures related to the recruitment, retention and advancement of chairholders reflect UHN’s commitment to equity, diversity and inclusion

UHN is committed to meeting and exceeding its CRC equity targets and creating an environment where all researchers have the supports needed to achieve their academic and research goals. As such, we are committed to developing and implementing strategies to recruit and support chairholders who identify as members of one or more of the four designated groups.
To increase the representation of equity-deserving groups among our chairholders, UHN in collaboration with the University and its affiliated hospitals held a Special Call for applications to CRC opportunities from faculty who self-identify as members of one or more of the four designated groups. This competition resulted in the nomination of 16 outstanding researchers (3 Tier 1 nominees and 13 Tier 2 nominees) from across the University’s academic divisions and affiliated hospitals. As of April 2022, UHN will continue to hold targeted calls to address our CRC gaps leading up to 2029. 
 
The University and affiliated hospitals are building on this important initiative by developing and implementing equitable and inclusive practices into our CRC recruitment and nomination processes. UHN’s guide to CRC nominations  includes strategies to promote inclusive nomination practices and proactive recruitment of members from underrepresented groups. These strategies integrate best practices for from the CRC Program’s Best Practice Guide for Recruitment, Hiring and Retention.
 
UHN has implemented a number of proactive practices to identify and recruit a diverse pool of applicants, particularly those from underrepresented groups who have traditionally experienced barriers to participating in research. Vacancies are posted for a minimum of 35 days on the UHN research CRC page and UHN careers websites. Where applicable vacancies are also shared through external websites, (e.g., Indeed.ca, Nature) and advertised widely through various international, professional and discipline-specific organizations (e.g., University Affairs, Inside Higher Ed, Academic Matters, HigherEd Jobs). All vacancy job postings are drafted in consultation with members of the committee and reviewed by an equity advisor to ensure the language is inclusive, unbiased and ungendered, and that criteria are clearly articulated and align with EDI best practices.
 
To assess the diversity of applicant pools, nomination committee chairs and equity officers are provided with aggregated and anonymized equity reports for the applicant pool. If the data does not indicate sufficient diversity among the applicants, the committee chair are encouraged to re-post the CRC opportunity. This aggregated equity report is submitted to the EVP, Science and Research, prior to institutional approval of the nomination. 
 
Progress Indicators & Timelines:
  • The development of strategies and the inclusion of these strategies in the UHN nomination guide (Fall 2018)
  • The nomination of candidates from a Special Call inviting faculty members who self-identify as members of one or more FDGs to apply for CRC opportunities (April 2019, Summer 2021)
  • Increased recruitment of members of the four designated groups to chairholder opportunities (ongoing)
  • Meeting and, in some cases, exceeding equity targets for the four designated groups (ongoing)
 

Objective 6: Continue to build a supportive and inclusive culture across UHN's research community 

At UHN, our core values reflect a commitment to Inclusion, Diversity, Equity, Accessibility and Antiracism (IDEAA). Our pledge is to provide an environment that guarantees equal opportunity and values the benefits of the diverse patient population, workforce and community stakeholders. UHN has launched a number of initiatives to advance this goal.
 
Research Inclusion, Diversity, Equity and Accessibility Committee - As part of this strategic priority, an Inclusion, Diversity, Equity and Accessibility Committee (IDEA) was established to provide advice and guidance to research leadership on all matters related to IDEA. The committee is tasked with developing and implementing a strategy to promote and sustain IDEA principles within UHN’s research community. The committee has representatives who self-identify with different groups, including genders, persons with disabilities; Indigenous peoples; people of colour and LGBTQ2+ communities from all career levels.
 
Equity Advisors - A team of dedicated Equity Advisors from UHN’s Human Resources department is now available to support IDEA at UHN. The team advises researchers on best practices at each stage of the recruitment, hiring and career advancement process. The team is also available to counsel researchers, staff and trainees on any IDEA-related topics, including workspace interactions and building inclusive work environments. These efforts are increasing sensitizing staff to, and building awareness of, IDEA principles and helping to support a strong culture of diversity and inclusion across UHN’s research community. 
 
Nomination and Award Committee Composition - UHN Research now requires that all key decision-making committees are composed thoughtfully and have representation from underrepresented populations (‘designated groups’). A nomination kit has also been developed to ensure all committees use IDEA best practices throughout the recruitment, hiring and advancement process.
 
Addressing Gender Pay Gaps - UHN recently established new salary ranges for scientist appointment categories. These new competitive ranges recognize the importance and uniqueness of our scientists and have been created to facilitate hiring, and retention, and to allow salary progression on an equitable basis that aligns with UHN’s annual salary increase process.  
Inclusion, Diversity, Equity, Accessibility and Antiracism Survey - UHN also launched an IDEAA survey, lead by the Inclusion, Diversity, Equity, Accessibility and Antiracism team, in collaboration with Employment Matters Consulting (EMC) and Work Tango—nationally recognized leaders in IDEAA consulting. Based on the analysis of patterns of underrepresentation, overrepresentation and exclusion reported in the survey, UHN will work with the consulting teams to develop a corporate IDEAA Plan. The Plan will consist of qualitative goals for the removal of barriers to inclusion, and quantitative goals to increase the representation of employees in roles where there is underrepresentation. 
 
IDEAA Training and Education - UHN recognizes that our commitment to equity, diversity, and inclusion requires sustained investment in training and education to ensure all members of UHN work together to remove systemic barriers and create an inclusive culture. A number of learning tools have been developed to support this initiative. 
  • Bias Awareness in the Review and Selection Process - This training module identifies the types of bias that consciously, and unconsciously, affect how we view and judge others. In hiring, these biases can influence how we consider and select candidates. The module suggests ways that these biases can be mitigated to ensure that every candidate’s strengths are fairly evaluated and that UHN benefits from a rich diversity of thought and experience.
  • Antiracism and Antioppression Course – This interactive course explores the roots of racism and helps participants to understand the impact of racism at the individual/interpersonal, institutional and societal level. Participants will have the opportunity to unpack how we contribute to the racialization of social norms by using examples of how biases, microaggressions and systemic racism exists in the work, learning and service environment. Participants also gain experience with tools for dealing with racism as the facilitators safely guide and encourage the participants to build on experiences, knowledge, and identify personal and professional antiracism strategies. 
  • Respect, Civility, and Professionalism for Leaders and Physicians  - This course offers UHN leaders and physicians strategies and resources to advance respect, civility, and professionalism at UHN.
  • Keys to Creating a Respectful Workplace - Interpersonal discord is the greatest source of workplace conflict, which drains individuals of productive energy and organizations of precious talent. This practical session teaches the 7-step framework that capitalizes on the essential ingredients necessary for any respectful work culture. 
  • Health Equity: What It Is and Why It Matters - This course is aimed at improving health care outcomes by decreasing health inequalities. Upon completion of this module, learners can define health equity, health disparities, and social determinants of health, recognize the stressors experienced by diverse and marginalized populations and the resulting impact on their health, describe the relationship of equity, access, and inclusion to quality health care, patient safety, and a healthy workplace environment, be aware of the Excellent Care for All Act, identify resources to help manage concerns about health equity 
  • Introduction to LGBT and Providing Culturally Competent Services - Discusses LGBT myths and misconceptions; outlines a brief history of LGBT Rights in Canada; discusses sexual orientation and gender identification; and provides some real-life hospital scenarios and examples of best practices when providing care to the LGBT communities. This course is supplemented by resources on the 2SLGBTQIA+ Resource website.
  • Accessibility at UHN - Discusses the Accessibility for Ontarians with Disabilities Act (AODA) and are aware of the standards in the Act, and identify resources to help them manage requests for accommodation.
  • IDEA Seminars - The IDEA committee launched an inclusion, diversity, equity and accessibility seminar (IDEA) series to provide a forum where researchers, staff and trainees can learn about IDEA-related topics from peers and IDEA experts. These monthly seminars enable team UHN to learn firsthand from experts and individuals from equity seeking groups experience ways to identify and reduce barriers by building a more inclusive, equitable, diverse and accessible research environment for all. UHN research has also developed several courses on unconscious bias and promoting respect, civility and professionalism in the workplace. Additional training on ways to integrate IDEA into research practice and operations is currently being developed.
 
The following additional equity, diversity and inclusion learning initiatives are also being explored:
  • A review of career development and mentoring resources at our partner educational institution, University of Toronto, that could be leveraged to support equity initiatives at UHN.
  • Developing structured programs to support mentorship at all research institutes.
 
Progress Indicators & Timelines:
  • Collect diversity data to track and monitor progress (ongoing)
  • Develop and launch training to promote IDEA (ongoing)
  • Develop a website with resources to support an inclusive, diverse, equitable and accessible culture within the research community (Fall 2021; updates ongoing)
  • Finalize and release IDEA strategy (Spring 2023)
 

 

Administration of Canada Research Chairs
Recruitment policies and procedures
 
UHN has a number of safeguards in place to ensure openness and transparency in the CRC hiring and recruitment process. This includes, but is not limited to:
  • Equity, diversity and inclusion (EDI) expert review and approval of all job postings;
  • Clear, flexible criteria for assessing excellence that considers non-traditional areas of research and/or research outputs; and
  • Guidelines to ensure CRC vacancy postings:
- are posted on UHN research websites for a minimum of 30 days 
- are shared via email to all research institute faculty, including members of the FDGs
- include equity statements that encourage members of the FDGs to apply
- state that applicants will have fair and equitable access to CRC opportunities
- use inclusive, unbiased and ungendered language
- include UHN’s diversity statement
- include statements to acknowledge career leaves and that measures will be taken to ensure that these leaves are considered during the evaluation process
 
 
Management of allocation
 
CRCs are allocated to UHN by the University of Toronto based on a rolling three-year average of eligible Tri-Agency and Network Centres of Excellence (NCE) funding credits. This allocation to UHN is calculated, managed and communicated by the University of Toronto. CRCs are allocated to each of the UHN Research Institutes based on their contribution to UHN’s overall Tri-council funding in accordance with the methodology by which CRC chairs are awarded to UHN.
 
Within UHN, CRCs are selected through an open, competitive process led by a combination of each Institute’s Director, Research Council Members, Appointments Committee Members and/or ad hoc Search Committee Members as appropriate.
 
Each member of the Search Committee must complete at a minimum the Tri-Agency Institutional Programs Secretariat’s unconscious bias training and is expected to be aware of:
  • UHN’s internal policies and procedures regarding diversity, equity and inclusion;
  • the effect that legitimate career interruptions and personal circumstances have on a researcher’s record of achievement;
  • the CRC Program’s expectations for a fair and transparent nomination process;
  • the representation gap in the FDGs among the University of Toronto’s chairholders; and
  • the University of Toronto’s strategy to address any underrepresentation of the FDGs.
 
Institutes are required to issue an open call for available chairs to researchers, for recruitment, retention, and/or advancement of a chair. Applications must include at a minimum: i) a complete CV ii) a research proposal; and iii) a description of how the applicant will help attract additional resources, including financial, non-financial, training and/or collaboration opportunities.
 
Research institutes may submit requests to the EVPSR for ‘flex moves’ (converting a vacant Tier 1 Chair into two Tier 2 Chairs or combining two vacant Tier 2 Chairs to create a Tier 1 Chair) if the availability of allocated Chairs allows.
 
Regarding the corridor of flexibility to split or combine Chairs, each institute may decide to use flex moves to split Tier 1 Chairs into two Tier 2 Chairs when a Chair position search fails to yield applicants who meet the assessment criteria for a Tier 1 Chair or when a CRC is being used as a recruitment tool. The decision concerning when to use the corridor of flexibility rests with the EVPSR and is subject to approval by the University of Toronto.
 
 
 
Chair renewal
 
Notices of renewal are provided to UHN by the University of Toronto one year prior to the CRC termination date. The Research Institute leadership assesses the excellence of the chairholders and evaluates the chair renewal. The chairholder’s CV and/or annual scientific reviews are used in the evaluation. A recommendation is submitted to the EVPSR office for the final decision. The assessment of performance includes but is not limited to:
  • Research impact measured using a broad range beyond typical metrics;
  • Contributions to the research institute and to UHN;
  • Alignment of the research with the institute strategic plan;
  • Commitment to building diversity among research teams and use of recruitment and hiring best practices.
A researcher may hold a CRC at UHN for a maximum of two terms, regardless of Tier, and Tier 1 Chairs are limited to one term only (i.e., 7 years) if the chairholder has previously held a Tier 2 Chair.
 
The EVPSR may elect not to approve the recommendation to renew the Chair in which case, the allocation will return to the research institute. The decision is reviewed carefully to ensure that it does not lead to any bias.
 
 
 
Advancement criteria
 
A position for Tier 1 Chair vacancies will be advertised following the processes for CRC recruitment outlined above, using EDI best practices. 
 
Tier 2 Chairholders are also eligible to apply for a Tier 1 Chair posting without jeopardizing their Tier 2 position.
 
 
 
Phasing out a Chair
 
In certain cases, a CRC may be terminated early. Should this situation arise, the EVPSR office, which manages the institute eligible CRC funding credits,  will review the current state of chairholders and the institute allocations to decide if the vacant chair should remain with the institute. A job posting would then be drafted and advertised to recruit a new chairholder for the vacant chair.
 
 
 
Support provided to Chairholders
 
The Research Institute Directors and the Human Resources Department establish an appropriate salary for chairholders based on experience and expertise. The CRC program provides funds to offset some of this salary; however, a portion of the CRC funds is used for eligible research program expenses.  
 
UHN CRCs are provided with dedicated lab space that is maintained by the institution. They also have access to a number of state-of-the-art facilities, including the Animal Resources Centre, Advanced Optical Microscopy Facility, Princess Margaret Genomics Centre, Centre for Global eHealth Innovation and UHN/SickKids Flow Facility.
 
Their research activities are also supported by various Research Solutions and Services departments, including Research Grants (grant administration), Research Financial Services (financial accounting), Facilities Management - Planning, Redevelopment & Operations (development and construction, maintenance, security and management), Research Laboratory Services (glass sterilization and cleaning), Research Ethics Board (clinical research support) and StRIDe (grant writing and research dissemination). CRCs  have access to various resources through UHN’s Human Resources, which support career development and advancement. UHN also has a centre dedicated to trainee development, the Office of Research Trainees, which provides training resources for postdoctoral fellows and graduate students associated with CRC investigators.
 
Research Directors and Institute leadership work to provide ongoing mentorship, access to research infrastructure and administrative support to researchers. These supports are provided to all chairholders so individuals from the four designated groups are not disadvantaged in the level of institutional support that they receive. Additional support for researchers may be provided at the discretion of the Research Institute leadership.
 
CRCs who have concerns about the level of support that they are receiving can consult with their respective Research Directors, the EVP, Human Resources or UHN’s Equity Advisor.
 
 
 
Training and development activities
 
UHN has a number of training opportunities that are aimed at promoting EDI. These include:
  • Cultural competency training in LGBTQ2S;
  • Unconscious bias eLearning, which provides training on unconscious biases and provides tools to adjust automatic patterns of thinking and eliminate discriminatory behaviors;
  • Respect, Civility & Professionalism eLearning, which reinforces leadership obligations to legislative and policy requirements associated with incivility, harassment, and discrimination; and
  • Accessibility at UHN manuals, which provide information on the Accessibility for Ontarians with Disabilities Act, UHN’s policies and standards for accessibility, methods for communicating and interacting with persons with disabilities and common barriers to accessibility.
 
 
Processes and strategies for collecting and protecting self-identification data
 
Beginning in September 2018, all CRC applicants and nominees at UHN are required to complete a Diversity Survey. These requirements are communicated to applicants and nominees through CRC vacancy postings and prior to CRC application submissions.
 
All internal and external applicants to CRC opportunities complete a Diversity Survey through the UHN.ca careers website. An example of UHN’s self-identification form can be found here. The data is collected through an electronic system that can only be accessed by the Human Resources department. The department has experience in managing personal data, and protocols in place to protect privacy and mitigate any potential data breaches. Individual information is aggregated and is only provided to the Search Committee Chairs as a summary when there are more than five applicants.
 
All CRC nominees are asked to complete the CRC self-identification survey on the CRC EDI program website.
 
UHN is currently implementing a strategy to collect self-identification data across UHN to gain a better understanding of diversity across the hospital.
 
Chair Utilization
 
UHN had 30 active chairs as of August 2021 (18 Tier 1 Chairs and 12 Tier 2 Chairs). Postings for CRC vacancies are posted publicly on the UHN Careers website and on this web page. UHN's CRC Utilization Table is available for download here. It outlines UHN’s current chair allocations and provides information on how many chairs are filled and by whom, the type of flex moves used, allocations that are available. 
 
 
Building a Supportive and Inclusive Environment across UHN
 
UHN’s Commitment to Inclusion statement pledges the organization to champion inclusion, diversity, equity and accessibility in the learning, work and service environments:
  • We value the inherent worth of every person including age, ancestry, disability, gender expression, gender identity, race, religion, sexual orientation and all our differences. 
  • We commit to recognition of rights, respect, trust, co-operation, and partnership with First Nations, Inuit and Métis peoples as outlined in the Truth and Reconciliation Commission Calls to Action and the United Nations Declaration on the Rights of Indigenous Peoples.  
  • We believe that our differences enrich our ability to develop creative and innovative approaches to deliver exemplary patient care, research and education.  
  • We recognize that the responsibility to create an inclusive culture rests with each of us where we are personally responsible to hold ourselves and each other accountable. 
  • We are committed to championing inclusion, diversity, equality, equity and accessibility in the learning, work and service environments.
 
 
Policies to support equity, diversity and inclusion
 
Several policies are in place to promote equity and diversity at UHN, including:
  • Fostering Respect in the Workplace policy, which provides a conflict resolution and complaint
  • process for any conduct described as incivility, bullying, harassment, sexual harassment, or discrimination.
  • Gender Identity policy, which provides guidelines and procedures to protect the rights of individuals who may be discriminated against based on their sex, sexual orientation, gender expression or gender identity.
  • Leave for Religious Observance policy, which provides guidelines on accommodation for religious obligations.
  • UHN plans to introduce a Smudging policy in 2019 to provide guidance to the UHN community engaging in smudging—a traditional ceremony, common to many First Nations, which involves the burning of medicines. UHN will also introduce an Accommodation policy in 2019, which will provide further guidance on long-established UHN accommodation practices. 
 
 
Monitoring support and inclusivity
 
UHN’s Human Resources department administers an annual UHN-wide employee engagement survey, which provides employees with an opportunity to openly and honestly express how they feel about UHN, their local workplace and the work they do. Senior leaders receive reports on the survey and are expected to implement action plans to address any issues and focus their efforts on high priority areas.
 
 
 
Management of equity complaints
 
UHN has a dedicated diversity advisory team within Human Resources to assist all within the UHN community. Staff who have experienced discrimination or require accommodation can contact the team any point.
 
Any reported incident of incivility, discrimination, harassment, including those based on gender identity, gender expression and sexual orientation are addressed by providing appropriate resources, including, but not limited to, education, mediation, or investigation of the incident(s), and taking appropriate action up to and including termination.
 
 
 
Procedures, policies and support to enable retention of individuals from the four designated groups 
 
Accessibility
 
UHN has developed a multi-year plan to address the Accessibility for Ontarians with Disabilities Act (AODA). This included a review of its AODA Strategic Plan, which outlines policies, practices and procedures to improve accessibility at UHN. Actions to address this plan are currently being implemented to ensure that:
  • communications are in an accessible format
  • all websites are accessible
  • processes for receiving and responding to feedback on accessibility are in place
  • manuals to educate staff and the public about the availability of accommodation are made available to individuals with disabilities.
 
Hiring Best Practices
 
UHN recently established new salary ranges for scientist appointment categories. These new competitive ranges recognize the importance and uniqueness of our scientists and have been created to facilitate hiring, retention and to allow salary progression on an equitable basis that aligns with UHN’s annual salary increase process.
 
Advisory Groups
 
UHN has several affinity and advisory groups, such as the UHN Accessibility Council, Asian Heritage Committee, Black Legacy Committee, the Indigenous Council at UHN and the LGBTQ2S+ Committee.
 
 

 

Current CRC Opportunities at UHN
There are currently no CRC opportunitites.
 

 

Contact Us
For questions, feedback and suggestions about the CRC program at UHN and the Equity, Diversity and Action Plan and its implementation, please contact Helen Chan, Director, Research Strategy & Development at helen.chan@uhnresearch.ca.
 
For questions, feedback and suggestions about the CRC program at U of T and the Equity, Diversity and Action Plan and its implementation, please contact Judith Chadwick, Office of the Vice-President, Research and Innovation at crc@utoronto.ca.
 
For questions, feedback and suggestions about the CRC program at UHN, please contact edi@uhnresearch.ca.