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The Strategic Plan

The strategic plan is a business solution, transformative strategy and shared commitment, designed to access new talent, enlist new skills, and build a UHN culture of accountability, transparency, opportunity and employee empowerment. 

The Pledge Commitments

The Chief Executive and the UHN leadership team publicly pledge to act on, and to be held accountable for meeting these pledge commitments. UHN’s leadership shall establish measurable goals for each commitment and shall report regularly on the actions it has taken to meet these goals, and on the results achieved.

The 50- 30 Challenge  

UHN accepted the Government of Canada’s 50 – 30 Challenge to achieve these two numerical goals on corporate boards and senior management. These are:

Gender parity (50%) and significant representation (30%) of equity-seeking groups—specifically Black Canadians and other racialized people, Indigenous people, persons with disabilities, and members of the 2SLGBTQIA+ communities.   


Inclusion, diversity, equity, antiracism and accessibility (IDEAA) are embedded throughout our organization. 

Clear accountability and performance metrics for IDEAA results in UHN’s employment, research, care and education environments.  

A culture of accountability, transparency, opportunity and employee empowerment. 

Diversity of Representation  

Diversity in the governance and core occupations in UHN – the board, Foundation., executives, middle management, professionals, semi-professionals, and supervisory roles. 

A UHN leadership and workforce that are representative of the diversity of the communities we serve and care for.  

Labour market availability data-driven targets to achieve equitable representation of diverse talent in UHN’s workforce. 

Health Equity in Research, Care and Education  

Health equity and the elimination of health disparities in our care environments. 

An inclusive research agenda that incorporates the health issues of critical importance to the diverse populations we serve. 

Mandatory core curricula that teach our healthcare professionals the core competencies necessary to provide culturally appropriate care to our diverse patient populations, and all members of TeamUHN, to make UHN a culturally safe care environment for all staff and patients.  

Fair, Equitable, and Respectful   

Fairness and transparency in pay, hiring, promotion, career development and advancement practices.

No person is denied employment opportunities and benefits for reasons unrelated to ability.

Advancement and opportunity in the spirit of true meritocracy. – Simply “hiring diversely” is not a solution to the IDEAA demands of UHN. 

The UHN will grow and advance the position of its healthcare workers equitably as well. UHN will develop a clear and transparent path for members of ESGs to move forward and be successful in their pursuits at UHN.  

Just, Supportive and Safe  

Racial and Accessibility justice. Zero-tolerance for discriminatory behaviour. 

Fair, equitable and just dispute resolution practices.  

Physical and psychological health and safety.  

Mental health and wellbeing supports. 

The Strategic Plan and Recommendations

Building Capacity & Strategic Repositioning

Establish within the IDEAA Office a cadre of internal consultants with knowledge and skills in:

  • Quantitative and qualitative data analysis.
  • Accessibility guidance and expertise.
  • Organizational analysis.
  • Change management and organizational development.
  • IDEAA change – Knowledge of and skills in discerning and dismantling systemic discrimination and the several forms of oppression i.e., ableism, racism, anti-Black racism, anti-Indigenous racism, homophobia, sexism, and Whiteness.
  • Talent management systems.
  • Human rights.
  • Accountability.
  • Professional development and education.
  • Advancing health equity for all ESGs in Ontario.

The IDEAA Office

  • Reposition the IDEAA office to the Office of the Chief Executive to demonstrate UHN’s unwavering commitment to IDEAA change. This strategic repositioning confers on IDEAA and its implementation the authority of the Chief Executive, counters marginalization and ensures the integration of IDEAA into all of the employer’s systems, policies, and programs. 
  • State that the Office is accountable for the integrity of IDEAA and its implementation and integration within UHN. The Office is accountable for embedding IDEAA into UHN’s policies, programs and  operations 
  • Ensure that IDEAA at UHN is centralized, adequately funded and resourced and that the program’s leadership staff, and individuals tasked with the role of IDEAA Lead in the many UHN departments acquire the required levels of skills and knowledge to achieve their job demands.  The Office is accountable for the integrity of IDEAA and will be consulted on the appointments of all IDEAA Leads.  
  • Require that all roles across the UHN that have responsibility for IDEAA within their departments have a dotted line reporting relationship to the IDEAA Office.  This ensures quality control and consistency and eliminates any pockets of siloed counterproductive IDEAA work. 
  • Appoint the IDEAA Office to lead and manage the biennial Pulse employee engagement survey that will serve as an IDEAA audit.  
    • The IDEAA Office shall analyse the results of the engagement survey, identify performance gaps, ensure performance gaps become performance objectives for the accountable executive, develop a corporate action plan and lead the discussion at the Council. 
  • The IDEAA Office will take direct responsibility for the analysis of the IDEAA Workforce Diversity Scorecards submitted to the Leadership Council. The Office shall consult with P&C (People & Culture at UHN) and Division Executives and report to the Council.  
  • The IDEAA Office will review and consult UHN’s Division Heads to enable them to achieve quantitative and qualitative goals and IDEAA outcomes.  

Building Capacity & Strategic Repositioning

  • Build the capacity of the IDEAA Office to drive and support the implementation of the Strategic Plan.
  • Reposition IDEAA Office to the Office of the CEO.
  • Clarify and communicate the mandate, role and accountability of the IDEAA Office.


The CEO shall establish the IDEAA governance infrastructure. The governance structure is essential for ongoing success. The structure that we propose, positions IDEAA strategically as a corporate priority, by integrating it into UHN’s overall corporate strategy. This will consist of the IDEAA Leadership Council,  the Employee Advisory Group, the Anti-Racism Leadership Council, the Education Advisory Group and the Accessibility Advisory Group. UHN’s Chief Executive will chair the IDEAA Leadership Council. Having the CEO at the helm sends a clear message to the entire hospital network and to external stakeholders that IDEAA is mission-critical and is fundamental to the healthcare and business goals of UHN. The CEO shall hold senior executives accountable and use the biennial Pulse employee engagement survey as an IDEAA audit and ensure that performance gaps identified in the survey will become performance goals for the accountable managers.  Change Management. The CEO will adopt a change management model that recognizes that IDEAA change is an evolutionary organizational development process inspired by the leadership vision and implemented by skilled resources.  They will align strategies and goals to the organization’s readiness and culture, prepare the organization for change, and prioritize communication, education, feedback, and information sharing as critical success factors. The CEO will strengthen UHN’s change management capability and make it a core competency for all leaders.  Essential Elements for Ongoing Success. These are clear accountability, ownership, consultation, marketing, metrics, performance management, monitoring, re-alignment and the collection of employee and patient self-identification data and the maintenance and ongoing analysis of the employee and patient self-identification databases. 


  • The IDEAA Leadership Council
  • The Employee Advisory Council.
  • The Anti- Racism Leadership Council.
  • The Education Advisory Group.
  • Accessibility and Accommodation Advisory Committee.

The IDEAA Leadership Council  

The IDEAA Leadership Council will provide a focused, structured and intentional approach to designing and monitoring the implementation of IDEAA at UHN. In the first instance, it shall meet quarterly. If there are concerns or challenges not being addressed, the Council will meet more frequently. All meetings of the IDEAA Leadership Council will be open and virtually accessible for all UHN employees. The Council may choose to hold certain meetings on camera.  


The IDEAA Leadership Council will consist of a cross-section of executive leaders. The VP Health Disciplines & Chief Nursing Executive shall be the Council’s co-chair. Lived experience, cultural awareness and dedication to EGAP and OCAP principles will be considerations for membership and selection.  


The  IDEAA  Leadership Council shall establish corporate IDEAA outcomes and a system of accountability reporting on the UHN’s IDEAA performance areas – research, care, education, employment and the leadership pledge commitments. It shall establish an Employee Advisory Council, an Anti-Racism Advisory Council, an Education Advisory Group and an Accessibility and Accommodation Committee.  

The Employee Advisory Council shall consist of the leadership of UHN’s Employee Resource Groups and bargaining agents. The IDEAA  Leadership Council shall instruct the IDEAA Office to strengthen the existing system of Employee Resource Groups and shall task People, Culture and Community to develop additional employee engagement strategies to give voice to the opinions and experiences of UHN employees of all identities. The IDEAA Leadership Council acknowledges that employee engagement is integral to building trust and ensuring that UHN has an understanding of the differential impact of employment policies and practices on all UHN employees. Employee engagement strengthens the degree to which employees are invested in both their everyday work and the success of the hospital. 

The ERGs will help to drive the workforce diversity agenda and resolve exclusion, under-representation and disengagement faced by each marginalized group – Indigenous people, racialized persons, 2SLGBTQIA+  persons with disabilities and women. The executive sponsor assigned to each ERG will be held accountable for achieving the IDEAA outcomes for the marginalized group. The ERGs will empower and give agency to its membership who currently feel alienated and excluded. 

Anti-Racism Leadership Council. The IDEAA Leadership Council shall establish and Anti-Racism Leadership Council to oversee the anti-oppression and anti-racism work that is recommended in the employment and care environments at UHN. 

The Education Advisory Group. A holistic Education and Training strategy that targets all occupational groups is essential to achieving change at UHN.  The creation of the Education Advisory Group acknowledges this. The Group will guide, monitor and evaluate the impact of the education and training strategies at UHN. 

Accessibility Advisory Committee (AAC). The role of this Committee is to advise the Leadership Council on issues of accessibility and employment accommodation. The Committee shall ensure UHN’s compliance with its legal obligations under the AODA. We recommend that UHN establish an Accessibility and Accommodation Fund that the Committee will administer in partnership the IDEAA Office. 

The IDEAA Leadership Council shall ensure a robust ongoing communication and employee engagement strategy to keep employees informed about the measures the UHN has undertaken or is planning to undertake to implement IDEAA and the Pledge Commitments. The Council is aware of the challenge that UHN’s communication is not valued by many employees as open and honest. This a finding of the qualitative analysis of the IDEAA survey findings. 

Collection and Maintenance of Workforce and Patient Self-Identification Data

IDEAA is data-driven and results must be measurable. This is consistent with the adage, that ‘if you cannot measure it, you cannot manage it!’. Establishing and maintaining a reliable self-identification employee database and a self-identification patient database are foundational. The IDEAA office will lead this system of data collection.  The standard is to, at minimum, achieve and maintain a 60 percent response rate. 

Role of the Data Custodian. We recommend that UHN appoint a Data Custodian who will be accountable for the ongoing collection of employee self-identification data and the maintenance of the employee database. Maintenance of the database requires UHN to follow up with non-respondents to the 2022 IDEAA survey and to ensure that the database includes new data from new hires, promotions, and terminations. An up-to-date and reliable database will allow UHN to establish measures of progress and track organizational and individual performance and establish accountability and metrics. Importantly, the workforce data will also enable monitoring of numerical goal setting and goal attainment for the hiring and promotion of ESG’s  in the UHN workforce. These numerical measures will be included in the IDEAA Workforce Diversity Scorecard.  

The Data Custodian will collect and maintain a patient self-identification database. The ongoing analysis of patient self-identification data and clinical data will strengthen UHN’s research and care capability. Research and care are indivisible. 

Collection and Maintenance of Workforce and Patient Self-Identification Data

  • Establish a reliable employee and patient self-identification database. Seek to achieve and maintain, at minimum a 60 percent survey response rate. Grow these databases over time.
  • Maintenance and analysis of reliable data will enable UHN to monitor, measure and manage the change process in its employment and service environments.
  • The ongoing collection and analysis of patient self-identification and clinical data will strengthen UHN’s capability, learnings and innovation in Research, Care, Education and Health Equity.
  • Strategies based on the ongoing analysis of workforce data strengthen UHN capability to achieve quantitative and qualitative goals.

IDEAA Scorecard | Metrics | Goal Setting

Accountability, metrics, clear corporate standards, performance expectations, and consequences for non-performance are fundamental. The IDEAA Leadership Council will establish  IDEAA Scorecards as a system of accountability reporting.   

The IDEAA Workforce Diversity Scorecard will track and measure progress.  The IDEAA office will take direct responsibility for the analysis of the Scorecard, developing an action plan and reporting to the Leadership Council. Here are illustrations of the workforce diversity measures that UHN can consider and expand.  

Representation| Shares of Hires. This is a measure of the diversity of UHN’s workforce: the effectiveness of UHN’s talent acquisition practices and the achievement of its quantitative goals. 

Shares of Promotions. This is a measure of the ESGs equitable access to professional development and developmental opportunities, career advancement and upward mobility.  

Movement into Management. This is a measure of access to leadership roles and the diversity of UHN’s leadership pipeline.  

Terminations. Terminations are a measure of retention and engagement. This analysis will determine whether ESGs are exiting UHN disproportionately and reveal whether the termination rates of these groups are comparable to the majority. 

Other Measures to be developed by IDEAA Office. The Consultants recommend that the Office develop IDEAA specific measures and measures specific to the Pledge Commitments.  

Health Equity Scorecard.   Health equity is the state in which everyone has a fair and just opportunity to attain their highest level of health. UHN has committed to survey implementation and data governance strategy for the Measuring Health Equity Questionnaire (MHEQ) Ontario Health-Toronto Region. The Health Equity focus on the elimination of health disparities in “equity, inclusion, diversity and anti-racism, and to contribute to better outcomes for patients, families and providers within the health system”  Ontario Health’s Equity, Inclusion, Diversity and Anti-Racism Framework.  Progress toward advancing health equity is measured by the reduction of health disparities. We recommend that UHN establish a multidisciplinary, cross-functional taskforce, to plan and operationalize the achievement of these commitments. Importantly, we recommend that UHN appoint a Black Health Lead to co-chair the Taskforce. We propose too, that the mandate of taskforce be based on the SKILL model and informed by the CDC’s CORE Commitments to Equity that we include below. 

IDEAA Scorecard | Metrics | Goal Setting

We recommend that UHN-

  • Establish two (2) IDEAA scorecards to monitor and measure organizational performance in these two areas–Workforce Diversity and Health Equity.

The Scorecards will establish performance objectives and standards, monitor and measure organizational performance in these two areas.

CDC's Core Commitment to Health Equity

C: Cultivate comprehensive health equity science
CDC will embed health equity principles in the design, implementation, and evaluation of its research, data, surveillance, and intervention strategies.
O: Optimize interventions
CDC will use scientific, innovative and data-driven intervention strategies that address environmental, place-based, occupational, policy and systemic factors that impact health outcomes and address drivers of health disparities.
R: Reinforce and expand robust partnerships
CDC will seek out and strengthen sustainable multi-level, multi-sectoral and community partnerships to advance health equity.
E: Enhance capacity and workforce engagement

We expect that the SKILL scorecard that identifies and measures health equity outcomes and progress, in research, care and education will be developed by UHN’s clinical leadership in collaboration the IDEAA office.

Role of Middle Managers 

Middle managers have a pivotal role. Top leadership will reach out to people managers to strengthen their understanding of IDEAA as a business solution and to secure their commitment. They will be given the skills, knowledge, authority, mentoring and resources they require to achieve their performance objectives.  

The Policy Infrastructure | Cultural Transformation

Policies form behaviour. Policies are a statement of behaviours, mindset and values that an organization seeks to establish and enforce. Cultural transformation requires that the desired behaviours in the desired state be articulated so that individuals know what is expected of them and that individuals are taught the knowledge, skills and behaviours they must possess and demonstrate to meet their job requirements. We believe that the policy infrastructure shall help to achieve this transformation. Our experience is that the inclusion of certain policies announces what is important to the organization, whereas the absence of specific policies communicates the issues to which the organization does not attach importance.

We propose that UHN develop a policy infrastructure that dismantles all forms of oppression at work: creates a just, respectful and inclusive workplace and that provides physical and psychological safety for all employees. UHN’s mandatory core curriculum will teach all employees UHN’s core values and behaviour expectations. All new employees will receive this training at onboarding and have a refresher annually. All managers shall receive core curriculum management training within 3 months of their appointment to a management role and every two years thereafter.

Policy Development. We recommend that UHN explore an approach to policy development and implementation that requires those who develop policy to:

  • Determine who owns the policy and who will be accountable for ensuring its effectiveness.
  • Consult with managers who shall implement the policy and those whom the policy impacts.
  • State the intended outcomes of the policy and how these outcomes will be measured; and how the achievement of the desired outcomes will be monitored.
  • Identify the positions/roles that will be held accountable for delivering the policy’s outcomes: specify the skills and knowledge required to implement: make it mandatory that individuals in these roles acquire the requisite knowledge and skills.
  • Develop systems to audit, monitor policy implementation and ensure its effectiveness and consistency in its application.
  • Develop and provide the tools to support policy implementation.
  • Conduct regular evaluations of the effectiveness and impact of the policy.

High-performing organizations require managers to acquire the required competencies before they are allowed to participate in policy implementation, e.g., selection and hiring, performance management and dispute resolution.

The Policy Infrastructure | Cultural Transformation

  • UHN to develop and implement a policy infrastructure designed to achieve cultural transformation. It will communicate, educate and enforce corporate expectations to align organizational performance and employee behaviours with UHN’s core IDEAA values.
  • The policy infrastructure will strengthen accountability mechanisms, people management systems and processes in core functions such as -talent acquisition, onboarding, compensation, employee development, performance management, management development, human rights and succession planning.
  • P&C professionals and managers will acquire the knowledge and skills required to implement and support policy implementation.

Role of People & Culture

Work collaboratively with the IDEAA Office to:

  • Establish
    • IDEAA outcomes, corporate expectations, performance standards and metrics for each employment system- Talent Acquisition | Training and Development | Promotion | Retention and Termination | Reasonable Accommodation.
    • IDEAA core competencies in executive, management, and professional, semi-professional and supervisory roles.
    • Performance objectives and metrics, accountability measures and mechanisms for executives and middle managers and supervisory staff.
    • Policy infrastructure to facilitate IDEAA cultural and behaviour change.
    • Employee engagement and feedback mechanisms to identify and remove barriers to inclusion faced by diverse employees at UHN.
  • Redesign
    • And/ or strengthen UHN’s performance management system. Train executives, middle managers and supervisors in the requirements of the performance management system. Monitor its implementation for consistency and fairness.
    • Acquire IDEAA competencies. Mentor and guide their UHN client organizations to achieve corporate IDEAA expectations.

Role of People & Culture

For People and Culture, creating and operating effectively in an IDEAA environment will likely require a shift to a transformational mindset, away from a traditional gatekeeper role. P&C consultants will be instrumental in building the UHN corporate culture of accountability, transparency, opportunity and employee empowerment.

People and Culture will work collaboratively with the IDEAA Office to develop corporate strategies to respond to the findings of the qualitative analysis. In partnership with the Office, the P &C Division will:

  • Establish
    • IDEAA outcomes, corporate expectations, performance standards and metrics for each employment system- Recruitment. Selection, Hiring| Training and Development| Promotion| Retention and
  • Termination | Reasonable Accommodation.
    • IDEAA core competencies in executive, management, and professional, semi-professional and supervisory roles.
    • Performance objectives and metrics, accountability measures and mechanisms for executives and middle managers and supervisory staff.
  • Revise and Develop
    • The policy infrastructure as recommended by the Consultants to facilitate IDEAA cultural and behaviour change. Provide the training and the tools to people managers and supervisors.
    • Employee engagement and feedback mechanisms to identify and remove barriers to inclusion faced by diverse employees at UHN.
  • Develop
    • An Education and Training strategy to build UHN capacity for change. Provide all employees with the awareness, skills and knowledge appropriate to their roles and needs.
  • Redesign
    • And/ or strengthen UHN’s performance management system. Train executives, middle managers and supervisors in the requirements of the performance management system. Monitor its implementation for consistency and fairness.
  • Acquire and Demonstrate
    • IDEAA competencies- awareness, skills, knowledge, behaviours- in order to partner effectively with the IDEAA Office. Mentor and guide their UHN client organizations to achieve corporate IDEAA expectations.

Role of Procurement

UHN to implement a supplier diversity program.


IDEAA Audits

UHN to conduct IDEAA Audits (employment systems reviews) of these Talent Management Systems, Policies and Practices – Talent Acquisition | Employee Development. Performance Management. Promotions. Career Advancement| Retention | Human Rights – Complaints and Dispute Resolution| Compensation.

The Audits will identify and eliminate systemic barriers to inclusion identified in the qualitative analysis.

Random Human Rights Audits.

  • In addition to the IDEAA Audit, we propose random human rights audits. The qualitative data suggests that violation of employees’ human rights may be endemic at UHN. The human rights audit may be combined with issues of concern to UHN such as employee engagement, or psychological safety of employees.

Strategies to Dismantle Oppression in the Workplace – Systemic Racism. Ableism. Homophobia.

  • We recommend that the IDEAA office in partnership with the ERGs and bargaining agents develop system-wide strategies to address and dismantle these systems that cause and maintain inequality.
  • Establish an Anti-Racism Committee on the IDEAA Leadership Council.

Mental Health. Psychological Safety.

  • The hospital is a high stress environment. The qualitative data analysis reveals the severity of the impact of race and systemic barriers to accessibility on the mental health and wellbeing of employees.
  • The resolution of systemic racism and systemic ableism and other systems that create inequality will help to reduce and eliminate the causes of mental distress and enhance psychological safety of employees.
  • We recommend that UHN advise of the availability of counselling support to all employees. The communication must state that UHN is responsive to the IDEAA survey feedback. UHN must also state the steps it is taking to address issues of racial and accessibility injustice.
  • UHN may advise that one of the strategies being considered is the Whistleblower Policy that will empower employees to reduce the impact of racism, ableism and other forms of oppression.

Leadership Commitment

  • UHN to affirm the commitment of is leadership to IDEAA, citing the CEO’s Pledge Commitments and the embedding of accountability and performance metrics in all executive, middle management and supervisory jobs.

Leadership Competencies.

  • UHN to establish core competency training for executives and middle managers to provide measurable skills, knowledge and behaviours in response to explicit IDEAA survey response feedback. Here are some of the areas for development identified:
    • Building diverse teams
    • Ensuring open and honest communication
    • Creating a welcoming space for all employees
    • Providing employees with the resources they need to do their jobs well
    • Creating a safe and supportive workplace and learning environment for ESG employees and employees with disabilities.

Retention of In-demand, Hard-to-Recruit-for Employees

  • In response to the shortage of healthcare professionals, especially doctors, registered nurses and licensed nurses, we emphasize that a priority area, is to develop targeted outreach and diversity sourcing strategies.
  • We recommend that retention strategy for these in-demand healthcare professionals include both exit interviews and stay interviews.

An Inclusion Hiring Lead

  • Will be accountable for establishing and managing UHN’s diversity sourcing strategy.
  • Builds relationships with professional and community organizations of healthcare professionals.
  • Ensures consistency, corporate standards, and a bias free selection process, Inclusion Lead will- develop and deploy a Managers’ Guide to Recruitment, Selection and Hiring, i.e., a robust Managers’ playbook which includes links to legal interviewing guidelines to eliminate the potential for bias and discrimination.
  • Ensure Managers are utilizing objective Interview Guides for all hiring projects and interviewing with a partner or panel.
  • Conduct stay interviews with successful candidates to understand the ‘candidate’ experience in the selection process.
  • Require that all hiring managers, HR professionals, and panel members undergo the core curriculum DEI training appropriate to their roles. Certification must be prerequisite for engaging in the selection process.
  • Require that all newly appointed managers undergo certifiable DEI training within 3 months of their appointment and every 2 years thereafter.
  • Counsel Managers during hiring intake meeting on the importance of an objective search and the impact of unconscious bias, followed by e-mail which provides links to mandatory Unconscious Bias video training.