We are continuing to have many conversations within the Museum and within the community about our mission, mandate and actions. We acknowledge the courage of every individual who has taken a stand against discrimination. We apologize for the harm that has been caused to our current and former staff and the communities around us. We are committed to creating a safe and healthy workplace where staff are respected and are enabled to call out discrimination. 

We will take this opportunity to earn the trust and respect of those who believe in our Museum’s work. We are devoting time to envisioning what we want our Museum to be. For this work to be meaningful, it must take time. For this work to be lasting, it must be thoughtful. 

We have identified key outcomes and strategies that bring us together with a common purpose of creating a safe, respectful and healthy workplace. This process of discussion and reflection has pushed all of us to hold each other accountable. We recognize that many of the standard approaches to addressing racism and addressing diversity and inclusion have not worked. We need to do things differently and we need to do it together.

We will continue to share our journey as it unfolds. 

Pauline Rafferty
Chair, Board of Trustees

Isha Khan
President and CEO

November 2020

The fundamental purpose of this document is to provide a clear focus that can guide us on the road ahead, with sights firmly set on the following desired outcomes:

1. Hearing and considering diverse perspectives;
2. Cultivating a deep understanding of human rights principles;
3. Respecting and valuing each other in our workplace;
4. Ensuring meaningful relationships with our community; and
5. Demonstrating respect for the lived experiences of others in how we care for and tell their stories.

In early June 2020, several former and current employees of the CMHR publicly shared their experiences with discrimination in the workplace. In response, the CMHR engaged an independent expert to conduct a review designed to assess the degree to which systemic racism and oppression was affecting the organization and its staff. The reviewer was asked to provide an immediate assessment on an interim basis, and to generate recommendations for remediation and further inquiry.

On July 31, 2020, the external reviewer’s Phase One report, Rebuilding the Foundation, was provided to CMHR’s Board of Trustees. On August 5, it was shared with all CMHR staff and then made available to the public . Since July 2020, we have met formally and informally with employees, contractors, volunteers, community organizations, leaders and advisors to discuss how we can better serve our staff and our community. These consultations have been essential to developing this plan.

• We acknowledge that systemic racism and discrimination exists in Canada and in our Museum. Our path forward must therefore be directed to systemic solutions as opposed to quick fixes. It must identify the systems in our organization that have created the barriers and begin the work to dismantle them.
• We acknowledge the courage of every individual who has taken a stand against discrimination in all forms and the harm to our staff and the communities that support us. We will create a safe and healthy work environment where staff feel respected and empowered to call out discrimination.

• We will refocus on the fundamental principle that every person is free and equal in dignity and in rights. We will ensure that we view our relationships with each other and with our visitors and community through this lens. Our work will be ongoing and evolving. It cannot be viewed as a stand‐alone project or initiative.

  The Phase One report recommendations have provided us with a useful accountability framework, enhanced by discussions among staff and community. We will take an intersectional approach to systemic change to address racism and oppression, colonialism, sexism, heterosexism, homophobia, biphobia, transphobia, ableism and all other forms of discrimination.

• We have identified key outcomes and strategies that will bring us together with a common purpose of creating a safe, respectful and healthy workplace. Accountability targets and performance indicators will be developed using new and existing management‐driven or staff‐led processes or consultation with external experts as required. Our President and CEO will report directly on these targets and indicators to our Board of Trustees.
• Our work to address systemic discrimination will be thoughtful, deliberate and transparent.
• We will be guided by our expectations of each other and our community.

The table below sets out five outcomes. They were formulated by identifying themes that emerged from the 44 recommendations of the Phase One report (PDF download), as well as discussions among staff, the Board and community members. Under each outcome is a list of broad strategies, which reflect the spirit and intention of each recommendation.

For ease of presentation, the outcomes and strategies have been organized into a table. However, that does not mean we will approach our work as a check list to complete. Rather, it should be viewed as an accountability framework that we have developed together.

Our next step will be to incorporate and integrate these strategies in our work. By doing so, we will build our capacity to identify and address all forms of systemic discrimination and oppression.

With a common vision of what we expect from each other, we will identify specific accountabilities and measurable goals. We recognize addressing systemic racism and other forms of oppression is ongoing work which will require our collective effort.