In the Fall of 2000, the Centre for Addiction and Mental Health (CAMH) formally
approved a detailed diversity roadmap for organizational change. Diversity is now
an organizational priority. Implementation of CAMH's diversity plan is a long, challenging
journey that requires ongoing organizational commitment, resources and strong leadership.
An understanding of the context and rationale for diversity work at CAMH helps to
explain the journey of change that has been embarked on. These include:
Merger in 1998
The merger of the four organizations (Addiction Research Foundation, Clarke Institute,
Donwood Institute and Queen Street Mental Health) to CAMH required a large scale
organizational change process and the need to address the different organizational
cultures in the four sites. CAMH is committed to have an ongoing organizational change
process since the merger and has taken the initiative to integrate diversity into
the organization's Strategic Directions.
Findings from the KPMG Diversity Report (2000)
In 2000, CAMH 's Diversity Task Force worked closely with KPMG, a consulting firm
to do an organizational review to assess diversity within CAMH. The findings demonstrated
that there were some good diversity practices in different parts of the organizations.
However, it also identified issues of systemic discrimination, particularly around
issues of race, ethnicity, culture, sexual orientation and ability. An organizational
change plan was approved. The plan provides a map of how CAMH can build upon the
good diversity practices and address the systemic issues. This is the first step
on CAMH's diversity journey.
Changing demographics of Canada and Toronto
There are significant changes in the social and demographic trends of Canada
and especially Toronto in the past 10 years (socially, economically and politically).
These demographic changes have significant impact on whom we serve and how we should
deliver our services. It is an opportunity for CAMH to develop more innovative, community-based
programming that is accessible, equitable and culturally appropriate.
Systemic Barriers in Accessing Services
Studies confirm that members of marginalized communities experience significant
barriers to accessing mental health and addiction services and in receiving treatment
that is culturally sensitive and competent.
Legal, professional, social, moral and ethical obligations
Being a public funded hospital, CAMH has legal, professional, social, moral and
ethical obligations in providing accessible and equitable services.
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