In 2020, Humber River Health (Humber) confronted a reality brought into sharp focus by the COVID-19 pandemic: long-standing inequities were contributing to unequal health outcomes for African, Caribbean, and Black communities across northwest Toronto. These communities were disproportionately represented in essential front-line roles, faced higher exposure to the virus, and continued to encounter barriers rooted in systemic racism. 

This local experience reflected broader trends. Toronto’s Board of Health formally recognized anti-Black racism as a public health crisis, and national research found that more than half of Black individuals aged 15 to 40 had experienced major racial discrimination in healthcare settings. 

Humber recognized it was not immune. Serving one of Toronto’s most diverse catchment areas and supported by a workforce reflective of the communities it serves, the organization is committed to sustained, system-level changes. This commitment has guided a multi-year effort to address racism, advance equity, and strengthen cultural safety across care delivery, education, governance, and organizational practice. 

As Black History Month is marked this February, Humber reflects not only on progress made, but on how this work continues intentionally, year-round. 

Listening First: Building Trust Through Engagement 

One of the earliest and most consequential steps in Humber’s journey was a series of Anti-Black Racism listening sessions with staff, physicians, volunteers, and community members who identify as African, Caribbean, or Black. Designed following specialized facilitator training for Humber leaders, the sessions created structured spaces for participants to share experiences of racism, exclusion, and barriers to care. 

Central to these sessions was a commitment to accountability. Participants were assured that their insights would inform tangible action. 

Key themes emerging from the sessions shaped priority areas, including strengthening reporting and support structures, grounding education and training in compassion and cultural safety, improving clinical and operational practices affecting Black patients, improving access to translation services, and reinforcing partnerships with Black-serving community organizations. These priorities informed Humber River Health’s Anti-Black Racism Action Plan, implemented in alignment with the 2023–2026 Strategic Plan. 

Embedding Equity in Strategic Direction 

Equity, diversity, and inclusion (EDI) are embedded as core organizational priorities in Humber’s 2023–2026 Strategic Plan. The plan commits the organization to addressing racism, with a focus on anti-Black racism, embedding EDI principles across all areas of practice, as well as  strengthening partnerships that advance equitable care. 

This work aligns with Ontario Health’s Equity, Inclusion, Diversity, and Anti-Racism framework, which sets system-wide expectations for accountability, equity-focused data, and culturally safe care. 

Governance has been central to sustaining this work. Four executive sponsors provide leadership and oversight, and the EDI Advisory Committee, comprised of diverse representation across the organization and community, serves as both champion and sounding board for key initiatives. Progress is reported to the Board of Directors as part of the organization’s strategic accountability framework, reinforcing that advancing equity is a core responsibility. 

From Commitment to Change 

Over the past several years, this commitment has translated into measurable change. 

Anti-Black racism education has been embedded into onboarding and credentialing through the TAHSN Anti-Black Racism e-learning module. Ontario Health’s Cultural Competence in Healthcare module is now required for leaders, and nearly 200 physicians have participated in a quality improvement initiative through education focused on anti-Black racism. Humber is also in the process of strengthening its anti-harassment and anti-discrimination policy to clarify definitions and enhance protections. In addition, in early 2026, Bias and Microaggression training was mandated and attended by our HR and OHS personnel as this was a key action that came from the anti-Black racism action plan. 

Through participation in the Federal 50-30 Challenge, as well as the completion of a diversity census among the Board, senior leadership team, staff, physicians and volunteers, Humber has established a baseline understanding of workforce representation. Enhanced language in job postings now explicitly recognizes lived and learned experience in addressing systemic barriers and advancing inclusive practices as an asset, reinforcing recruitment efforts aligned with equity principles.  

Equity-driven improvements are also evident in clinical care. A notable example is the transformation of care for patients with Sickle Cell Disease, a condition that disproportionately affects people of African descent. Humber has implemented revised order sets, standardized protocols, real-time dashboards, CTAS Level 2 triage integration, and timely analgesia targets. Nearly all Emergency Department nurses have received specialized training, resulting in more consistent and responsive care. 

Similarly, improvements in breast health services and medical imaging processes have focused on reducing barriers to timely diagnosis and follow-up, recognizing that delayed access can disproportionately affect equity-deserving populations. Translation services have also been elevated as a corporate priority. Utilization minutes are now monitored on the organization’s quality dashboard, and increased communication about availability and access has contributed to a steady quarter-over-quarter rise in usage, an indicator that patients are increasingly able to access care in the language most comfortable to them. 

Beyond the hospital, Humber continues to expand community-based, culturally responsive services. Through the Hub@2115, integrated health and social services have improved access and care coordination for equity-deserving groups. The Schulich Family Medicine Teaching Unit, launched in 2023, has attached more than 4,600 patients to primary care, significantly reducing the local Health Care Connect waitlist. By increasing access to family physicians in an area historically described as a primary care desert, the program improves access for communities that have traditionally faced barriers to longitudinal care. 

Humber’s commitment to advancing equity is also reflected in its ongoing collaboration with trusted community partners. In partnership with The Olive Branch of Hope, Humber supported the Toronto EmpowerHER Breast Health Awareness and Screening Event, helping to bring culturally responsive breast health education and screening directly into the community. The event focused on addressing disparities in early detection and empowering Black women with information and access to timely care. Similarly, Humber’s Mother and Baby Unit works closely with Black Creek Community Health Centre to support postpartum patients through accessible referral pathways and community-based support programs. These partnerships help reduce barriers to care and build trust through services that are responsive to the lived experiences of the populations they serve. 

Commemorative months and cultural celebrations remain important opportunities for education and recognition. Year-round initiatives also reinforce representation and belonging across the organization, including Black History Month keynotes, Pride Month programming, Ramadan Iftar Dinners, Diwali celebrations, Indigenous-led ceremonies and smudging practices, and EDI Excellence Awards recognizing staff advancing equity. However, Humber’s approach extends beyond awareness days. EDI principles are now embedded in leadership competency frameworks, incorporated into quality improvement methodologies, and reflected in organizational dashboards. EDI quality metrics, while still evolving alongside data governance infrastructure, signal that health equity is part of performance measurement and accountability. Increasingly, teams are encouraged to apply an EDI lens when designing new initiatives, conducting root cause analysis, or reviewing patient experience data.  

A Continuous Commitment 

As Humber prepares to refresh its Strategic Plan next year, the organization anticipates that its commitment to equity will grow. The initial years focused on establishing foundational programming, governance structures, and education. The next phase will emphasize embedding equity more deeply into quality improvement processes, data governance, and outcome measurement. Advancing this work will depend on strengthening the organization’s ability to collect and responsibly govern demographic data, enabling more sophisticated analysis of patient experience and health outcomes across race, age, gender identity, sexual orientation, and other identity markers. The long-term goal is to ensure that no matter how a patient self-identifies, their experience and outcomes remain consistent and equitable. In many ways, EDI is becoming part of the fabric of how Humber delivers care, integrated into project planning, clinical redesign, education, and system partnerships. 

EDI work at Humber River Health is not confined to a single month or strategic plan. It is an ongoing responsibility that is shaped by listening, grounded in evidence, and sustained through action.