Royal Military College of Canada Action Plan on Institutional Equity, Diversity, and Inclusion

Land Acknowledgment

The Royal Military College of Canada (RMC) is situated on the traditional lands of the Haudenosaunee and Anishinaabe Peoples. This action plan seeks to maintain and further RMC’s commitment to acknowledging this fact and fulfilling the attendant responsibilities. We recognize that present day efforts regarding equity, diversity, and inclusion necessarily involve engaging with longer histories. We acknowledge the significance of these lands to the Indigenous peoples who lived and who continue to live upon it, and we express our gratitude to be able to live and learn here. We recognise that knowledge and teaching in all traditions and all forms are essential to real education.

Introduction and Statement of Commitment

RMC is dedicated to ensuring the incorporation, advancement and success of the four federally designated groups (FDGs), and other traditionally disadvantaged groups within our university. As members of the public service of Canada are subject to the guidance of the Federal Treasury Board, all employees are strongly encouraged to assist in achieving a diverse, inclusive workplace and learning environment. To that end, our policies and practices and higher aspirations align well with the Canada Research Chairs (CRCs) program’s priorities for equity, diversity and inclusion. Moreover, beyond the fundamentals required by the CRC Secretariat, RMC is positioning itself as an employer of choice through fostering a collegial and inclusive work and learning environment as a strategic objective.

RMC is proud to endorse and aspires to adopt the best practices outlined in Universities Canada “Inclusive Excellence Principles” and “Universities Canada principles on equity, diversity and inclusion”.

RMC is unique in being a Federal, bilingual degree granting university, operating with a provincial charter and a Federal mandate to educate primarily members of the Canadian Armed Forces. The RMC Mission states that “as a military university, the Royal Military College of Canada educates, develops, and inspires bilingual, fit, and ethical leaders who serve the Canadian Armed Forces and Canada.” Moreover, RMC’s Research Mission, Vision and Values are identified as aiming to further develop knowledge that fosters a better understanding of future challenge areas for Canada and global issues. As such, the institution (RMC) highly values the opportunity to respond to the Canada Research Chairs (CRC) Program’s call for an Institutional Equity, Diversity and Inclusion Action Plan.

RMC adheres to the principle that diversity is an enriching quality of any organization. The value of diversity emerges in the richness, depth, and breadth that heterogeneous perspectives bring to decision-making and fulfillment of organizational mandates. RMC thus commits to cultivating a research and institutional culture that values diverse research perspectives and practices as well as researchers of diverse backgrounds. RMC aims to ensure full and fair support of all research in order to deepen its commitment to educational excellence.

Likewise, RMC views equity and inclusivity as the mechanism that permits diversity to fulfill its full potential. Equitable and inclusive policies and practices ensure that participation of a diverse workforce maximizes the potential to apply their many skills to the full range of challenges present in the university environment. In addition, inclusivity ensures that innovation and creativity are not stifled, 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 is able to play a part in the overall success of the institution and is not restricted to representation of minority and marginalized groups within the organization; consideration of policies and practices is also important.


RMC strives to be an employer of choice within the Public Service of Canada. Equality of opportunity is enshrined within the Canadian Charter of Rights and Freedoms. As a federal institution, we are governed by all of the policies that apply to the Federal Public Service, including policies touching upon equitable treatment of employees in every sphere of their professional lives, and policies that aim to increase the diversity of the Public Service overall. Furthermore, RMC is committed to meeting and exceeding targets related to EDI, as articulated by the Federal Government and other bodies, such as the CRC program.

RMC currently has three CRC Chairs filled and two vacant positions. Historically, nearly fifty percent of our CRC’s have been women and all but one of the chairs filled by a member of an FDG (this figure does not include cases of intersectionality). As of December 2018, only one current Chair holder does not identify within one of the FDGs. Once our Equity and Diversity plan is accepted by the CRC Secretariat, RMC will undertake to fill the available Chairs and ensure we continue to meet or exceed our targets for FDGs.

Simple compliance is not sufficient to ensure an accommodating, healthy, inclusive work environment, and active measures are required to ensure broader and deeper engagement with the broader goals of building a university more reflective of Canadian society. This Action will therefore also include other equity seeking groups as well as elements of intersectionality between the enumerated FDGs and other groups.

This proposed plan serves to guide RMC’s efforts for sustaining the participation of and/or addressing the underrepresentation of individuals from the four designated groups (FDGs): women, Aboriginal/Indigenous Peoples, persons with disabilities and visible minorities—among their Chair allocations. RMC has developed this plan in collaboration with individuals from each of the FDGs, Chairholders, faculty and administrators responsible for implementing the Canada Research Chair program at the Royal Military College of Canada. This policy statement will outline the mechanisms in place and procedures to follow to ensure RMC fulfills the letter and spirit of compliance to the CRC’s national policies on ensuring appropriate representation among the Federal Designated Groups required among RMC’s Canada Research Chair appointments.

Action Plan: Key Components

Compliance with Federal policies has some important impacts on EDI at RMC. For example, hiring practices already meet national standards of fairness, equity, and inclusion; communications policies already require that the institution highlights 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 will evidently go well beyond this minimum as demonstrated in its commitment to this important facet of workforce management, by implementing strategies summarized below:

  • Updating our institutional EDI action plan, and articulating both long- and shorter-term goals, including meaningful consultation with all members of the RMC community about their experiences of equity, diversity, and inclusion;
  • 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 the institution. This committee is populated by a diverse group of individuals, representing diversity with respect to gender, first official language, ethnicity/visible minority status, academic discipline, and rank/seniority. The committee recognizes that even within such a diverse group, there are gaps (particularly in terms of representation of Indigenous peoples and persons with disabilities), and the committee is filling these gaps by establishing strong consultative relationships with representatives of currently under-represented groups until such time as a willing representative can be recruited to join the committee;
  • Proposing mechanisms to ensure that EDI is embedded within the culture of RMC moving forward.

The over-arching mandate of the EDI committee is to study, promote, and advise the institution and its leadership team about EDI. Additionally, the Principal, and Vice-Principal Research have crucial roles to play as leaders of EDI initiatives, and enablers and champions of EDI at RMC.

Institutional Equity and Diversity Targets and Gaps

Designated group Target (percentage) Target (actual number) Representation (actual number) Gap (actual number)


29 1 withheld withheld
Indigenous peoples 1 0 withheld withheld
Persons with disabilities 4 0 withheld withheld
Visible minorities 15 1 withheld withheld
  • Numbers of currently active Chairs:  3
  • Number of available Chairs:  2
  • Number of Chairs currently under peer review:  withheld
  • Equity, Diversity and Inclusion Gaps:  NIL

RMC meets its Equity and Diversity Targets – however the objectives presented in the Action plan will be key in maintaining and surpassing this target. Indeed one of the next CRC hiring should target one of the FDGs (self-identifying as women) as detailed in objective 5.

1) Equity, Diversity and Inclusion Objectives and Measurement Strategies

RMC is a unique institution in Canada as it is Canada’s only federally funded, provincially chartered, bilingual University. All mandatory undergraduate degree instruction must be provided in both official languages. Ensuring that RMC’s faculty, and particularly the CRC Chairs, reflect inclusion of Canada’s FDGs is an organizational priority and historically RMC’s CRC program has evidenced strong inclusion of the FDGs. We have developed an internal model employing the CRC’s recommended target setting tool based on the national representation goals established by the CRC.

  • RMC aims to meet or surpass the national standard for FDG inclusion. There are currently two vacancies and RMC is awaiting approval of its Equity and Diversity Action Plan by the CRC Secretariat before we undertake to fill them. All communications regarding these potential positions will stress that preference for the appointment may be shown or targeted toward members of Canada’s FDGs. To that end, the search will be external if necessary.
  • A mandatory training in GBA+ (already part of the RMC EDI Action Plan) and unconscious bias will be implemented for all members associated with selecting or renewing future CRC Chairs in order to ensure consideration and the full inclusion of candidates from Canada’s FDGs. See Objective 3 of SMART objectives below.

RMC’s hiring practices are governed by the regulations of the Federal Treasury Board, Public Service Regulations, and the other acts of Federal law and policy:

  • RMC’s recruitment practices are open and transparent. Barriers or practices that could be having an adverse effect on the employment of individuals from the FDGs are recognized in the hiring process and efforts are made to encourage their participation, and self-identification. Ensuring all those involved in CRC selection are aware of issues and measures to correct for systemic, institutional or unconscious bias is a priority (see SMART Objective 3).
  • Internal appointments: all of RMC’s current CRC Chairs were made by internal appointment. All applicants negotiated elements of institutional support, office space, administrative support. All CRC holders benefitted from teaching release and protected time for research. There is considerable variation in fields of research between RMC Chairs. All faculty salaries at RMC are dictated by collective agreement as determined by faculty rank, years of service and annual merit pay increments. In those regards, all CRC Chairs are treated equally. An internal review of the forms of support provided the current Chairs and where they placed on initial salary scales and the other forms of compensation provided reveals there is no significant disparity between Chair holders at time of initial appointment and their status as a Tier 1 or Tier 2 Chair. RMC will make known to new applicants the forms of support and similar issues that may be negotiated or extended to a new CRC Chair. Support will be provided to the members of the FDGs related to their individual needs in terms of accessibility, support groups, access to services to ensure an inclusive work environment.
  • All of RMC’s CRC Chairs are members of the Canadian Military Colleges Faculty Association (Union) and enjoy full academic freedom and are subject to robust clauses within their collective agreement on non-discrimination regarding ‘age, race, creed, colour, national origin, religious affiliation, sex, sexual orientation, family status, mental or physical disability” and freedom from harassment clauses (Agreement Between the Treasury Board and the Canadian Military Colleges Faculty Association, clauses 9 & 10).
  • All Chairs will have access to administrative support and institutional financial support linked to their position as CRC Chairs. All our Chairs receive office, and when necessary, laboratory space as well as space for students and post-doctoral fellows.
  • As RMC employees are part of the broader Federal Civil Service, RMC is subject to a rich framework of policies affecting both hiring and employment practices. These include the Treasury Board (TB) Policy on Harassment in the Workplace policy, the TB Secretariat directive on Values and Ethics for the Public Sector, the TB Policy On the Duty To Accommodate Persons with Disabilities in the Federal Public Service, the TB Employment Equity Policy, the TB Policy on Terms and Conditions of Employment in the Work Place and the Non Discrimination and freedom from Harassment clauses of the Canadian Military Colleges Faculty Association collective agreement among others. These policies are actively applied and championed by senior management.

In a University environment and in Research, every component of EDI is essential in recognizing the contribution of every researcher to nurture and develop creativity and promote innovation and excellence. RMC is dedicated to ensuring the incorporation, advancement and success of the four federally designated groups (FDGs), and other traditionally disadvantaged groups within our university. To this end, RMC is developing a strong EDI action plan and is implementing several initiatives at the institutional level to ensure a long-term sustainable action plan to provide not only compliance, but a vision for an equitable, diverse and inclusive work and research environment.

The following SMART Measures aim to ensure RMC remains at the forefront of FDG participation in the CRC program. These measures are composed of University-level objectives to ensure an equitable, diverse and inclusive work and research environment (objectives 1-3) and CRC focused objectives to fully meet and exceed our EDI targets (objectives 3-6):

  • Objective 1: Align the university’s strategic plans and systemic processes and constant environmental reviews to enhance awareness and attainment of our equity, diversity and inclusion goals.
    • Indicator: The systemic barriers identified in the different processes will be eliminated by December 2022.
    • Measure 1.1: Create an EDI Officer (EDIO) position in the Office of Research
      • Who: VPR, Principal and Commandant
      • When: Position will be created in April 2021, hiring and specific training will follow. EDIO in place in summer 2021
    • Measure 1.2: Review strategic planning documents such as the institution strategic plan and the strategic research plan to ensure our EDI policies and goals are well articulated.
      • Who: Principal and Vice Principal, Research in consultation with EDIO and EDI committee
      • When: Fall 2021
      • Focus and impact: link clearly our EDI commitment to the RMC and Research Strategic plan to highlight the institution’s vision for an equitable, diverse and inclusive work and research environment
    • Measure 1.3: Examine all RMC policies and procedures through an EDI lens, highlighting any content determined as problematic
      • Who: EDIO and VPR
      • When: Fall 2021-Fall 2022
      • Focus and impact: identify areas of improvement and propose implementation solutions for improvement
  • Objective 2: Establish and maintain awareness of EDI practices and needs, both internally (RMC community) and externally (Canadian universities)
    • Indicator: Easy access for the members of the institution to resource on EDI education, improvement of support for the members of the FDGs as observed in the regular surveys. 
    • Measure 2.1: Environmental scan and regular consultation with members of the RMC Community
      • Phase 1 – Faculty; focus on inclusivity in the context of research, service, and teaching
        • Who: EDI committee and VPR
        • When: February-March 2021 (large consultation every 2 years), completion of the environmental scan in June 2021
        • Focus and impact: identify barriers, develop and implement a remediation strategy
      • Phase 2 – Support Personnel; focus on inclusivity and opportunities to contribute to RMC
        • Who: EDI committee and VPR
        • When: October-November 2021 (large consultation every 2 years)
        • Focus and impact: identify barriers, develop and implement a remediation strategy
      • Phase 3 – Students (UG and PG); focus on inclusivity in participation in the life of RMC
        • Who: EDI committee and VPR
        • When: February-March 2022 (large consultation every 2 years)
        • Focus and impact: identify barriers and promote access to support groups
    • Measure 2.2: Perform a regular environmental scan of EDI activities at other universities in Canada
      • Who: EDIO and EDI committee
      • When: May 2021-May 2021
      • Focus and impact: develop resources for best practice and develop the necessary bilingual resources for education, assessment, training in EDI and cultural competency. Create web-based repository for EDI resources
  • Objective 3: Embed EDI considerations in the culture and activities at RMC and broaden faculty and management’s awareness regarding Equity, Diversity and Inclusion challenges and commitments.
    • Indicator: Representation of members of the FDGs at every organizational level meeting the CRC and governmental goals.
    • Measure 3.1: Creation of a Standing EDI committee
      • Who: VP Research
      • When: October 2020
      • Focus and impact: Make recommendations to the institution leadership team (VPR) regarding management of EDI concerns emerging from consultations
    • Measure 3.2: Training for Members of EDI committee
      • Who: Principal and VPR
      • When: December 2020 on unconscious bias (recurring every two years, different focus or more often as needed)
      • Focus and impact: ensuring cultural competency among members of the EDI committee and knowledge of best practices in terms of EDI.
    • Measure 3.3: Focus training for Members of Faculty Council
      • Who: Principal and VPR
      • When: December 2020 on unconscious bias (recurring every two years with different focus). The December 2020 session also included members of the Faculty association.
      • Focus and impact: ensuring cultural competency among members of the EDI committee and knowledge of best practices in terms of EDI
    • Measure 3.4: A mandatory training in GBA+ (already part of the RMC EDI Action Plan) and unconscious bias will be implemented for all members of the following committees:
      • Hiring committees
      • CRC search committees and Research Advisory Committee
      • Search/review committees for Department Heads, Deans, Vice Principals
      • Promotion committees
        • Who: EDIO
        • When: Ongoing (verified at time of appointment)
        • Focus and impact: ensuring cultural competency among members of the EDI committee and knowledge of best practices in terms of EDI as well as reaching the institutional goals in terms of representation for FDGs at every academic and administrative level.
    • Measure 3.5: Promote engagement with existing EDI related training
      • Encourage all members of the RMC community to complete GBA+ training
      • Encourage all researchers (who engage with human participants) to complete the CORE tutorial
        • Who: EDIO in consultation with EDI committee and the Research Ethics Board
        • When: Ongoing
        • Focus and impact: ensuring knowledge of best practices in terms of EDI and cultural competency
    • Measure 3.6: RMC will report publicly on an annual basis its progress in meeting its CRC FDG objectives.
      • Who: VP Research Office
      • When: Annually (end of calendar)
  • Objective 4: Assess any gap in the FDGs representation in the CRC Chair holder group
    • Indicator: Monitoring and forecasting the institutional equity and diversity target status
    • Measure 4.1: Review philosophy regarding EDI with senior management and faculty deans before commencing further CRC searches.
      • Who: Vice Principal, Research
      • When: By 1 June 2021
    • Measure 4.2: Adapt the hiring process to meet the institutional EDI targets in consultation with the EDI committee, with senior management and faculty deans
      • Who: Vice Principal, Research
      • When: ongoing
  • Objective 5: Align hiring process for CRC positions with the institutional targets
    • Indicator: at least one CRC self-identifying as a woman will be hired (external or internal)
    • Measure 5.1: specific advertisement to invite applicants identifying as members of the four designated groups to apply for external hires. Advertisement posting for the position will be done in collaboration with our support groups to ensure targeted posting and to reach the targeted audience. All advertising for Canada Research Chair vacancies and faculty positions, will include an equity statement in accordance with the government regulations.
      • Who: Research Advisory Committee, individual departments and EDIO
      • When: as soon as an approval is obtained for the institutional EDI Action Plan and ongoing
    • Measure 5.2: committees for CRC hiring processes will be specifically asked to follow the guidelines developed to respect the university’s CRCP equity, diversity and inclusion targets during the hiring and selection process
      • Who: Research Advisory Committee, individual departments coordinated by the EDIO
      • When: as soon as an approval is obtained for the institutional EDI Action Plan and ongoing
  • Objective 6: Long term sustainability and evaluation of progress
    • Progress report on the EDI action plan indicating full compliance with the CRC EDI institutional targets. Constant improvement in representation in every level of academic and leadership positions as indicated in annual report by the EDIO to the VPR. A measure of progress will be performed by the EDIO in collaboration with the EDI committee to update the EDI action plan and integrate new evidence based measures proven effective in achieving the vision of the institution for an equitable, diverse and inclusive work and research environment. An independent evaluation of the progress will be performed in April 2023. The report will include recommendations on the improvement and sustainability of the project for a long-term high impact of the EDI action plan.
    • Measure 6.1: RMC will publicly report on an annual basis its progress in attaining its FDG objectives.
      • Who: VP Research Office
      • When: 15 Dec Annually
    • Measure 6.2: Pursue funding for EDI initiatives
      • Who: Research Grant Officer, EDIO and VPR with contributions from the EDI committee
      • When: ongoing (EDI Capacity Building Grant: applied)
    • Measure 6.3: Review effectiveness of measures in place and evaluate progress.
      • Who: EDIO and EDI committee
      • When: March 2023
    • Measure 6.4: Independent evaluation of progress and compliance and identification of areas for improvement
      • Who: external review initiated by the Vice Principal, Research
      • When: April 2023

2) Management of Canada Research Chair Allocations

RMC will manage current and future CRC Chair appointment based on research excellence and through active steps to ensure there are no gaps in our institutional inclusion targets.

  • Support for renewed Chairs will be overseen by the Principal on the recommendation of the VP, Research. Should there be strong evidence of the merits to promote a Tier 2 Chair to a Tier 1 position, that recommendation will come from the appropriate Dean to the VP, Research for consideration by the Principal – who will ensure such a step aligns with the institution’s broader strategic research goals and equity and diversity targets before approving the change for recommendation to the CRC Secretariat.
  • We have a relatively diverse internal pool of potential CRC applicants in key research areas and an internal nomination may enhance our ability to retain that talent. Such a consideration will be weighed against the benefits of externally advertising future CRC Chair positions. In either case meeting our FDG target will be a weighted factor in determining the recommended appointment.  Our hiring process already facilitates such weighting.
  • In managing future Chair appointments, while seeking research excellence as well as ensuring we have no gaps in our institutional targets, RMC will take active steps to address unconscious bias which can influence hiring practices and the negotiation of terms of employment limiting overall success for individuals from the FDGs or other equity seeking groups. RMC undertakes to ensure that all those involved in the CRC nomination or hiring process will complete training in unconscious bias before commencing any process. Material beyond that provided by the CRC’s unconscious bias in hiring on-line training will be identified and incorporated.
  • RMC is undertaking to revise its broad Institutional Strategic Research Plan and CRC Chairs will be filled according to its broad research priority areas. A degree of flexibility may be required to ensure our FDG targets are adhered to. The putative Chair description will be produced by the appropriate committee for review and modification by the VP, Research who, in consultation with RMC EDI officer, may recommend to the Principal using a corridor of flexibility in managing the Chair allocation towards achieving an institutional priority such as encouraging progress towards an equity goal.
  • RMC’s policies and processes for recruiting Canada Research Chair holders: RMC has held national and international competitions and internal competitions for its CRC allocated Chairs since becoming eligible for the program. All future external and internal competitions will stress that priority may be given to FDG individuals. The EDIO will ensure compliance of the process to the EDI Action Plan. Targeted advertisement through specific support groups will ensure a broad distribution to members of the FDGs for external and internal competitions. Presently, open calls are made and widely advertised. Files are reviewed for completion within the office of the Vice-Principal, Research, and then passed to the Research Advisory Committee (RAC) for ranking and recommendation. The Research Advisory Committee has equal representation from RMC’s faculties and includes members from Canada’s FDGs. The RAC ranks the application and recommends the top three. The RAC will serve as the CRC Chair nominating committee recommending any internal candidate for such an appointment. Final selection has been done by a committee of Deans who consider the recommendations and analyze the top candidate’s fit with RMC’s strategic research plan and teaching needs and recommend to the Principal whom they judge the best fit for the institution. That individual is then encouraged to complete the full application process. All these discussions and decisions are made in an open forum among the various committee members. Going forward, a written record of decision will be filed with the staffing file.
  • The present allocation of CRC Chairs has been managed by the Vice-Principal, Research, in consultation with the Principal and the Deans. Moving forward, the allocation of Chairs will be led by the Vice-Principal, Research, through discussion and recommendation from the RAC, in light of RMC’s teaching and research priorities. Department heads will identify gaps or opportunities to their Deans, and the Deans will inform their representatives on the RAC, as well as the Principal and Vice-Principal, Research. The RAC will recommend the wording for the opportunity to be advertised, and the process of staffing the advertisement will fall to the office of Vice-Principal, Research.
  • The decision to adjust or change the focus of a current Chair given the corridor of flexibility will come at the suggestion of the Vice-Principal, Research. The recommendation will be made in light of discussion of broader institutional needs with the Principal and the Vice-Principal, Academic. Their joint recommendation will go to the RAC for comment and endorsement. Should the RAC choose not to endorse their proposal, then a sub-committee of the university Senate will be struck to examine and recommend a proposal acceptable to the Senate.
  • Decisions to renew Chairs (CRC I or CRC II) will be led by the Vice-Principal, Research. Renewal initiation timelines and decision cycles will be promulgated separately through the Vice-Principal’s office. The determination to renew will be made by a select committee nominated by the appropriate Dean and will include representation from the RAC and from several faculty members from a separate faculty. In reference to the CRC guidelines on renewal and assessment, this committee will recommend action through the Vice-Principal, Research to the Senate for determination.
  • RMC may determine the need for a change from a Tier 2 Chair to a Tier 1 Chair or dividing a Tier 1 into two Tier 2 Chairs. This recommendation will only come at such a time as a current Chair is renewed or vacant. As transitioning from a Chair 2 to a Chair 1 may prejudice the total number of CRC chairs RMC enjoys, such a shift would only be made in extraordinary circumstances and without prejudice to ensure that RMC meets its equity and diversity goals. The recommendation to transition a CRC II to a CRC I Chair, or vice versa, must come from the appropriate Dean and be endorsed by Senate. Senate will only approve such a recommendation once it has been examined and endorsed by the RAC who will weigh, not only the research potential, but the general impact of such a change and the specific impact on RMC meeting its goals.
  • If RMC is slated to phase out a CRC Chair due to the CRC’s re-allocation process, the determination of which Chair to eliminate will rest with the Principal, based on the recommendations of the RAC and the two Vice-Principals, who will consider the remaining years of service of the applicable incumbents, the impact of reduced funding on their graduate students, the priorities of RMC’s strategic research plan, and the impact on meeting RMC’s gender and diversity goals. Assessment will also be in accordance with the CRC guidelines on evaluations.
  • The level of support provided to Chair-holders (e.g. protected time for research, teaching release, salary and benefits, additional research funds, office space, mentoring, administrative support, equipment, …), is determined by the Vice-Principal, Research before endorsing the application to proceed. Applicants will be encouraged to discuss their requests with their respective Dean and Department Head, and the Dean will provide a list of recommended support measures to the Vice-Principal, Research for discussion with the applicants before they complete their formal application documents. Applicants will be given a list of support measures previously granted to other CRC Chair holders at RMC but they will not be restricted from requesting others.
  • As a safeguard to ensure that individuals from the FDGs are not disadvantaged in negotiations related to their level of institutional support, they will be made aware of all forms and details of support provided to other CRC Chairs at RMC (i.e. there will be full disclosure of all institutional support). To ensure equity in the process, the candidates will also meet with the EDIO to discuss their specific needs and support from the institution. Recommendations from the EDIO will be transmitted to the VPR for consideration. Candidates will be free to request and negotiate other forms of support as well which will be disclosed to them up front.
  • To ensure that individuals from the FDGs are not disadvantaged when applying to a Chair position in cases where they have career gaps due to parental or health related leave or leave taken for the care and nurturing of family members, all internal communications and advertising materials that recognize such issues will not serve as an explicit or implicit reason for not advancing their candidacy in accordance with the CRC program’s priority efforts at ensuring the elimination of systemic impediments to participation by members of Canada’s FDG’s.
  • RMC offers annual training and development activities related to unconscious bias, equity, diversity and inclusion. All administrators and faculty involved in the recruitment and nomination processes for Chair positions are required to take such training. All RMC faculty and academic administrators complete formal on-line training in Gender Based Analysis (GBA+) to sensitize them to issues of implicit and explicit bias towards Canada’s FDGs. Further, all faculty and administrators involved with the CRC selection or renewal process will be required to complete the unconscious bias training module available through the CRC website.

3) Collection of Equity and Diversity Data

  • The faculty of RMC are subject to Treasury Board Regulations and other regulations which govern the collection and disclosure of data regarding data on the FDGs (both applicants to Chair positions and successful candidates);
  • As standard for the hiring of Federal Civil Servants all applicants are given the opportunity to self-identify. RMC’s hiring committees have access to these results and the Human Resources Officer responsible for the institution tracks and retains these materials for statistical purposes. Individuals are invited to self-identify when applying for a CRC Chair. The following statement will appear on all materials advertising CRC Chair opportunities at RMC: “The Royal Military College of Canada and Department of National Defence are committed to the government’s policies on non-discrimination and employment equity. Members of Federally designated disadvantaged groups (women, the disabled, visible minorities and indigenous people) are encouraged to apply for this opportunity.”
  • Outside of regular public service surveys and the initial hiring process managed through the Defence Department’s Human Resources section additional surveys of workplace composition are generally not conducted for the employer, and RMC does not employ a separate self-identification form.

4) Retention and Inclusivity:

  • As a Federal institution subject to both Treasury Board and Department of Defence administrative instructions, RMC has numerous procedures, policies and supports in place that enable the retention of individuals from the FDGs. Broadly conceived, these policies aim at making RMC an employer of choice.
  • RMC’s institutional equity, diversity and inclusion action plan for the CRC program is governed through the office of the Vice-Principal, Research, who oversees policies approved by the Faculty Council, which represents all faculty and academic staff, and reports to the university’s Senate.
  • The Vice-Principal, Research is the officer responsible for implementing RMC’s action plan agenda and can respond to questions or concerns related to equity or diversity regarding the CRC program specifically and RMC’s research enterprise in general. All other means for questioning practices and activities within the Federal public service may also be used.
  • The institution offers information sessions for all faculty members as well as specific information sessions for new hires to understand and navigate the different processes specific to their development as new faculty members. RMC is committed to providing a welcoming and supportive environment.
  • The institution is committed to reinforce the existing support groups already in place at RMC (AGORA (LGBTQ+), ATHENA (Women)​, IKL​ (Indigenous Knowledge and Learning)), support the development of new platforms and promote the interaction with different platforms at local institution to ensure an improved support and expand opportunities for the members of the FDGs.

Reporting and management of complaints related to equity at RMC

CRC holders and members of the faculty are encouraged to report issues related to EDI by contacting the EDI officer. The EDI officer will investigate and will determine the proper course of action. The results of the transparent process as well as the solution implemented for the issue will be communicated to the faculty member and to the VPR. The solution will be implemented and the results of the implementation will be communicated to the faculty member and to the VPR.

  • Reporting of complaints should be directed to either the Vice-Principal, Research, or the EDIO.
  • Confidential issues may be raised by faculty members through the Faculty Association or through the Institution Human Resources Officer.
  • Members of the faculty have also access to a workplace complaint advisor, conflict resolution resources from the Federal Government as well as access to the conflict resolution center.
  • Issues of Health and Safety may also be raised through various workplace advisors or the Complaint and Conflict Management Services or the Employee Assistance Program 1-800-268-7708.


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