Compliance Report on Equity, Diversity, and Inclusion Planning Goals

Canada Research Chair Program, Royal Military College of Canada 2024

In compliance with the requirements of the Canada Research Chair Program (CRCP), the Royal Military College of Canada (RMC) hereby submits this report on the progress achieved during 2024-2025.

Objective 1: Align RMC’s strategic plans, administrative processes (including hiring, nominations and career progression), and ongoing environmental reviews in a synergetic fashion to accomplish EDI goals.

Systemic barriers - Please provide a high-level description of the systemic barriers (e.g. summarize what the barriers are and how they were identified):

In this key objective, the systemic barriers were identified in the different RMC procedures and strategic planning of the institution.

Continuous development and updating of mandatory and optional training on unconscious bias, best practices in hiring and appointments, cultural competency (French language gender and EDI inclusive) and utilizing EDI best practices in hiring and appointments of the senior leadership were identified as key priorities.

Corresponding actions undertaken to address the barriers:

Globally and Canadian recognized expert, Dr. Imogen Coe was retained as a consultant to develop a baseline for all hiring, recruitment, retention at the RMC’s academic wing. The baseline was successfully established, and findings were reviewed with the Senior Leaders of the RMC, and an ongoing advice was provided throughout 2024-2025. Ongoing work of the Senior Consultant on hiring, nomination, appointment and with promotion committees and their chairs continued throughout the year and EDI competencies were developed and customized to the needs of various appointments.

Survey – EDI and Anti-Racism Approach at RMC was conducted at the academic wing of RMC and a baseline was established for the anti-racism approach. Results of the environmental scan of perceptions to EDI formed a new baseline that will serve as a new measurement tool for updating and revising RMC Institutional EDI Action Plan in 2025-2026.

Qualitative and quantitative data gathered:

Key Informant Interviews (KIIs) with the Senior Leaders were conducted by Dr. Coe, Senior EDI Consultant and the results formed the basis for the analysis and report.

Mixed method data analysis was used (quantitative survey and qualitative interviews) to re-develop and update the EDI baseline inclusive of an anti-racism approach for the institution.

Progress and/or Outcomes and Impacts made during the reporting period:

Senior Leaders (The Principal, Vice Principal Research, Vice Principal Academic, Deans, and Chairs of various academic department) obtained an ongoing advice about EDI in research, hiring, promotion and appointments.

EDI competencies for hiring and appointment committees were revised in accordance with emerging needs of the institution.

Challenges encountered during the reporting period:

EDI Committee endorsement of all hiring and appointment processes did not take place due to the re-formation of the EDI Committee structure. The new structure will be corresponding to the updated institutional processes and will be completed in 2026.

Next Steps (indicate specific dates/timelines):

New EDI Committee will be composed and will start endorsing EDI baseline and EDI in hiring/promotion/recruitment baseline.

The Institutional/RMC EDI Action Plan will be revised based on the results of the analysis of baseline reports.

Was funding from the CRCP EDI stipend used for this key objective?

No, there was no funding from CRC for the initiatives outlined in the Objective #1. RMC was able to utilize its own budget (public funds) for the above initiatives that were developed based on the CRC guidance. This indicates an ongoing commitment of the institution backed up by financial resources allocated.

Objective 2: Raise awareness of EDI best practices and lessons learned both internally (RMC community) and externally (Canadian and global universities) – 2024-2025

Systemic barriers - Please provide a high-level description of the systemic barriers (e.g. summarize what the barriers are and how they were identified):

Systemic barriers were identified as limited sharing of best practices domestically (in Canada) and globally (with international partners). Even though some progress had been achieved in this area by RMC from 2022-2024, there is still a need to establish and maintain awareness of EDI best practices and lessons learned internally and externally that will allow RMC to reduce institutional barriers.

Corresponding actions undertaken to address the barriers:

Based on identified need, EDI at RMC Kingston established an ongoing mechanism to share information about EDI developments with RMC St Jean EDI Colleagues.

Relevant staff at RMC was trained on incorporating EDI in grant writing processes and templates were shared with participants both for English and French. Best practices from the University of Sherbrooke were customized to the needs of participants.

Sharing of best practices and lessons learned took place with the Canadian Defence Academy (CDA) with the focus on gender and EDI.

RMC EDI supported publishing of Quebec based French-inclusive language guides. RMC obtained a number of these guides and distributed widely across RMC and shared with interested parties including Canadian Mission to the United Nations in New York and Mission of the Organisation internationale de la Francophonie (OIF) in New York.

Data gathered and Indicator(s) - can be both qualitative and quantitative:

Data gathered included targeted focus groups discussion at RMC, sharing best practices in qualitative and quantitative data collection with colleagues at the CDA, RMC St Jean, OIF and Canadian Mission to the United Nations in New York.

Progress and/or Outcomes and Impacts made during the reporting period:

The efficiency of sharing between military educational institutions in Ontario and Quebec increased substantially which allowed for a more efficient and effective representation of all equity seeking groups

Executive leadership and staff were kept aware of the best practices in ongoing communications. Executive management's and staff's contribution to the best practices ensured local ownership and buy in to the EDI process, which will led to the success of multiple EDI initiatives.

Challenges encountered during the reporting period:

None

Next Steps (indicate specific dates/timelines):

Measure 2.3: Learn best practices from other military universities in Canada and internationally (2026)

Was funding from the CRCP EDI stipend used for this key objective?

Yes. Funding was used for sharing best practices and support with the publication of the French inclusive language guide.

Objective 3: Embed EDI considerations in the learning culture at RMC and broaden faculty and management’s awareness regarding EDI challenges and opportunities

Systemic barriers - Please provide a high-level description of the systemic barriers (e.g. summarize what the barriers are and how they were identified):

Increased representation of members of the FDGs, other equity seeking groups, or members representing the interest of above groups at every organizational level (within committees, departments, faculties, heads of departments and management), meeting the CRC and government goals.

Corresponding actions undertaken to address the barriers:

All reports from activities in last fiscal year including Artificial Intelligence and EDI lecture, EDI in Grants Workshop were translated into French and posted online under EDI at VPR Office: ai_race_and_gender_workshop_evaluation_report_eng.pdf

Compliance with EDI at CRC Report was developed and published online in English and French: compliance_report_edi-2023-2024_english.pdf

EDI in Grants Workshop evaluation was analyzed and published online: edi_in_grants_workshop_evaluation_2024.pdf

Data gathered and Indicator(s) - can be both qualitative and quantitative:

Ongoing lectures and workshops with the utilization of the most modern technology and AI tools provided training and awareness of the biases in the modern technology and utilized survey and evaluation tools.

Documents posted online detail EDI initiatives at RMC

Progress and/or Outcomes and Impacts made during the reporting period:

The training in AI and EDI, EDI in Grants through ongoing survey of these initiatives indicated that the knowledge and awareness of EDI at the institutional level was broadened and the level of satisfaction with EDI initiatives had increased.

Challenges encountered during the reporting period:

None.

Next Steps (indicate specific dates/timelines):

The steps involved in this objective have all been implemented and are on-going or recurring initiatives.

Was funding from the CRCP EDI stipend used for this key objective?

Yes, consultant was hired to develop training in EDI in grants and consultants have been hired for the EDI and AI lecture.

Objective 4: Assess any gap in the FDGs representation in the CRC Chair holder group

Systemic barriers - Please provide a high-level description of the systemic barriers (e.g. summarize what the barriers are and how they were identified):

A clear target has been defined for the FDGs representation in the CRC Chair Holder group. Present CRC group does not have significant gaps.

Corresponding actions undertaken to address the barriers:

The latest terminology of CRC and DND was incorporated into all EDI reports and aligned with RMC language that was/is used on the VPR website for CRC Chairs.

Data gathered and Indicator(s) - can be both qualitative and quantitative:

The next CRC hires are complete and include members of the four FDGs and, with the focus on the gender balance and members of racialized persons to ensure reaching the EDI target of the institution. Based on the data collected on the present Chair Holders and defined targets for the institution.

Progress and/or Outcomes and Impacts made during the reporting period:

The next hires will ensure that the institution continues to reach its EDI target.

Challenges encountered during the reporting period:

None.

Next Steps (indicate specific dates/timelines):

Adapt the hiring process to meet the institutional EDI targets in consultation with the with senior management and faculty deans.

Was funding from the CRCP EDI stipend used for this key objective?

No.

Objective 5: Align hiring process for CRC positions with the institutional targets

Systemic barriers - Please provide a high-level description of the systemic barriers (e.g. summarize what the barriers are and how they were identified):

Representation of the FDGs in the Chair holder group. The institution has achieved the institutional target; however, the next hires will follow the strategy defined in the EDI Action Plan for the long-term implementation of the target.

Corresponding actions undertaken to address the barriers:

The actions related to this objective will start at the time of the initiation of a new CRC hiring/nomination process.

Data gathered and Indicator(s) - can be both qualitative and quantitative:

The next CRC hires will ensure to maintain the EDI target of the institution. Based on the data collected on the present Chair Holders and defined targets for the institution.

Progress and/or Outcomes and Impacts made during the reporting period:

The institution has reached its target with 3 new nominations as CRC.

Challenges encountered during the reporting period:

None.

Next Steps (indicate specific dates/timelines):

The steps involved in this objective have all been implemented and are on-going or recurring initiatives.

Was funding from the CRCP EDI stipend used for this key objective?

No.

Objective 6: Long term sustainability and evaluation of progress

Systemic barriers - Please provide a high-level description of the systemic barriers (e.g. summarize what the barriers are and how they were identified):

The success of the different measures detailed in the Institutional EDI Action Plan was evaluated on the ongoing basis based on Smart Goals indicators and baseline reports were produced on the evolution of the elimination of systemic barriers identified in the previous objectives for a long term and sustainable implementation of the Institutional EDI Action Plan.

Corresponding actions undertaken to address the barriers:

The report on the evaluation of progress will be produced bi-annually in December.

Data gathered and Indicator(s) - can be both qualitative and quantitative:

To be made available on a biannual basis.

Progress and/or Outcomes and Impacts made during the reporting period:

Expected outcome: raise awareness, remove systemic barriers, provide information and long-term sustainability for the program.

Challenges encountered during the reporting period:

None.

Next Steps (indicate specific dates/timelines):

• Endorse results of the baseline reports done in 2024-2025 with executive leadership through VPR, translate into French and post online
• Request from All departments EDI initiatives for 2025-2026 and changes done to all departmental courses from the EDI standpoint. Prepare a draft of these Initiatives report, review for English and French, endorse with the EDI Committee.

Was funding from the CRCP EDI stipend used for this key objective?

No.

Part C: Challenges and Opportunities

Challenges:

Equitable and inclusive policies and practices ensure that full engagement of a diverse workforce maximizes a potential of applying multiplicity of various skills to the full range of challenges present in the university environment. One of the most crucial aspects includes equitable participation of FDGs in institutional leadership and decision-making. In addition, inclusivity ensures the unbridled expression of innovation and creativity, allowing the organization to be agile, adaptable, and poised to bring its resources to bear in the face of challenges. Inclusivity also ensures that every individual can play a part in the overall success of the institution and is not restricted to tokenism within the organization; meaningful representation during the development of policies and practices is important.

Opportunities:

A more diverse representation of FDGs in serving on Faculty-level and Institution-level committees.  There is a strong contribution at the RMC in the EDI work in terms of a commitment of researchers from FGDs for service. RMC needs to explore this opportunity to best utilize various FDGs in their contribution in various areas of academic responsibilities to ensure a positive impact on their career progression and professional development.

Best practices:

RMC is learning from other relevant institutions in Canada and globally about the best practices to ensure that the EDI vision 2030 materialized. The vision 2030 is as follows: RMC is a global leader and a hub for best practices and innovation in EDI policies and practices internally (RMC level) and externally (stakeholders in Canada and globally).

Part D: Engagement with individuals from underrepresented groups

Compliance with Federal policies has an important impact on the EDI at RMC. For instance, hiring and appointment practices already met national standards of fairness, equity, and inclusion; communication policies already state that the institution prioritizes the diversity of our community; and existing policies support individuals who wish to pursue specific religious and cultural practices in the workplace. Federal policy compliance represents a minimum standard for EDI. While it is a basic principle to include the Federal policy frameworks to ensure that initial EDI concerns are well managed, RMC is strongly committed to surpassing this minimum by implementing the strategies summarized in sections below:

• Refining and adapting an institutional EDI AP to make it not a rigid, but rather an evolving document through a series of ongoing consultations with decision makers, FDGs, all other equity seeking groups and all staff.
• Articulating short-, medium- and long-term goals in greater detail, including meaningful and regular consultations with all members of the RMC community about their EDI focus and experiences.
• Assigning specific bodies to lead initiatives contained within this strategic action plan. To this end, the Vice Principal, Research (VPR) has established an EDI committee (est. October 2020) to enable ongoing responsiveness to EDI issues across RMC. This committee was composed of members who are diverse with respect to gender, first official language, ethnicity/visible minority status, academic discipline, and rank/seniority. The EDI Committee recognized that there were gaps even within this diverse group (particularly in terms of representation of Indigenous peoples and persons with disabilities).
• Currently, the EDI Committee composition is being revamped based on the suggestions expressed by faculty and staff in the latest EDI baseline reports of 2024.
• Proposing mechanisms to ensure that EDI is embedded within the organizational culture of RMC and in its routine Standard Operating Procedures (SOPs) moving forward. These mechanisms are described in more detail in the S.M.A.R.T. objectives below in this AP. Each of the measures is connected to a corresponding target with a measurable objective and a scheduled monitoring strategy to ensure timely and effective achievement of the goal. Having a monitoring and evaluation strategy in place for each of the objectives with the focus on utilization of the Gender Based Analysis Plus tools and techniques will also allow for not only developing a roadmap for achieving the EDI targets but also for benchmarking and measuring success (or lack of thereof) in the process of accomplishment of each of the SMART goals.

Part E: Efforts to Address Systemic Barriers More Broadly within the Institution

The over-arching mandate of the EDI Officer and EDI Committee is evolving based on the evolving and growing needs of the institution. Considerable work that started with the hiring of the full time EDI Officer in 20222 in studying, promoting, and disseminating best practices of EDI had evolved into a more advisory role where  RMC and its senior management team require more knowledge about EDI principles as well as to ensure that EDI is incorporated at all levels of RMC research work, starting from the leadership to EDI data collection and analysis process, to the translation of this data and information into RMC policies. The Principal, Vice-Principal Research (VPR), and the EDIO are the key players in the decision-making, implementation, reporting and accountability of the measures as detailed in the AP.  All key positions have crucial roles to play as leaders of EDI initiatives, as well as enablers and champions of EDI at RMC.