Proposed Accountability Framework

The Taskforce recognizes and acknowledges that the President of the University of Waterloo is ultimately accountable for all the recommendations that have emerged from the PART initiative, as this is his Taskforce. However, given its complexity, the Taskforce proposes an accountability framework to help initiate the implementation of these recommendations.

For each recommendation, the Taskforce proposes a leader in the University that might be responsible for its implementation; a metric or key performance indicator to measure its progress or its successful implementation; and includes activities that have occurred or are occurring in the University in response to it or that directly impact it. The President and those tasked with an implementation plan will have authority to define accountabilities and metrics; the Taskforce offers what follows in subsequent pages as a starting point for such discussions.

The Taskforce also wishes to draw attention to the shared responsibility of the entire University community to work together to action these recommendations, assist those accountable for the work, and effect changes across campus.

Furthermore, the Taskforce advises that the University develops a mechanism to regularly report on the progress made on all eighty-eight (88) recommendations. Frequent reporting (e.g., on a quarterly or biannual basis) is proposed at the onset of implementation to quickly identify and address any critical issues or barriers that could impede the implementation of these recommendations and the success of the overall initiative. As the initiative progresses, annual reports may suffice.

The Taskforce recommends that reports and updates on the progress made on each recommendation should be collected by the Office of the President from accountable parties (see following table). These reports and updates should be provided and discussed at the University’s governing tables (e.g., Senate, Executive Council), with the intention of reviewing the progress made on the recommendations, resolving any problems, mitigating identified risks, highlighting best practices, and celebrating success stories.

To improve transparency and ensure accountability, these updates should also be made available to the University community. The community should be given the opportunity to provide feedback on the progress made on the recommendations to facilitate continuous improvement.

It is also important that the University studies the long-term impact of the implementation of these recommendations to ensure that they are attaining their intended outcomes and advancing the anti-racism vision and mission of the University.

Following these proposed mechanisms and processes will help the University to advance its anti-racism mission.

• Overall Themes
• Code of Conduct and Safety Working Group
• Educational Environment and the Development of Learners Working Group
• Health and Mental Health
• Professional and Academic Development and Mentorship