Academic Governance Changes:  

On the recommendation of Senate, the Board approved several academic governance changes to strengthen program sustainability and governance effectiveness: 

• Programs in the Institute of African Studies will be governed by the School of Interdisciplinary Studies effective July 1, 2026. This change responds to low enrolment and limited faculty resources, and is intended to provide stronger administrative support and governance oversight while maintaining African Studies’ distinct research identity and activities.  

• Programs in Canadian Studies will be governed by the School for Studies in Art and Culture effective July 1, 2026. This change addresses declining enrolment and faculty capacity, while ensuring the continuation of high-demand courses and the protection of graduate programming through enhanced administrative support and integration with related disciplines.  
• The Institute of Interdisciplinary Studies will be renamed the School of Interdisciplinary Studies effective July 1, 2026. This change supports the integration of African Studies as a sub-unit, while preserving its identity as an institute and enabling a more coherent governance structure within the FacultyĚýof Arts and Social Sciences.Ěý

Towards ĐÓ°ÉÔ­´´@100 â€“ A Vision for Our Second Century  

The Board received an update on the Towards ĐÓ°ÉÔ­´´@100 strategic visioning process, which will guide the university’s priorities as it approaches its centennial in 2042. The initiative was launched in March 2026, with broad community engagement and the establishment of five thematic working groups. Current work includes environmental scans and early identification of system-level trends and opportunities. Upcoming milestones include continued engagement through 2026, with a draft strategic plan targeted for Board review in 2027. Read more.

Reports from the Chair 2025-2026 

Board Chair Beth Creary reflected on the achievements and challenges of the past year in the 2025-26 Chair’s Annual Report, which is now available. The report offers a comprehensive overview of significant change across the post-secondary sector and underscores the Board’s focus on governance, financial stewardship, and long-term sustainability.  

President’s ReportĚý
The Board received theĚýPresident’s Annual Report,Ěýhighlighting a year of resilience,Ěýinnovation and impact across the ĐÓ°ÉÔ­´´ community.

While acknowledging the multiple challenges that the University is navigating and the need for continuing efforts to address them, the report also outlines numerous accomplishments that demonstrate the strength and adaptability of the ĐÓ°ÉÔ­´´ community.

The University advanced its academic mission through new program offerings and expanded experiential learning, and by strengthening research excellence and global partnerships. ĐÓ°ÉÔ­´´ also deepened its commitments to sustainability, inclusion and well-being through enhanced supports, equity-focused initiatives, and sector-leading environmental efforts.

These achievements reflect the strength and adaptability of the ĐÓ°ÉÔ­´´ community.  

2026-2027 Board Appointments 

The Board approved a number of governance and membership appointments and welcomed seven new members.  

• New Community-at-Large Appointments: Mita Meyers and Johanna Lim were approved for three-year terms (July 1, 2026 – June 30, 2029).  

• Renewals: Howard Babb and Jim Devoe were approved for second terms ending June 30, 2029.  

• Board Leadership: Christina Tessier was approved to continue as Chair, and Beth Creary as Past-Chair for the 2026/27 Board year.  

• Student Governors: Jacky Chan, Caroline Ayebale, Nadine Simpson, and Declan Ramsaran were approved as undergraduate and graduate representatives for one-year terms.  

• Administrative Staff Representative: Sarah Anne Szabototh was approved for a three-year term ending June 30, 2029.  

Modernized Standing Committee Terms of Reference 

Updated Terms of Reference for all six Board standing committees were approved following a comprehensive review led by the Governance Committee, informed by sector benchmarking and extensive consultation. 

Looking Ahead for 2026/2027 

In her remarks, the Chair noted that, as the Board looks ahead to the coming year, it remains committed to strengthening ĐÓ°ÉÔ­´´â€™s governance, ensuring long-term financial sustainability, and contributing meaningfully to the development of the Towards ĐÓ°ÉÔ­´´@100 strategic vision. This work will help position the University to navigate an increasingly complex environment while advancing its academic mission and impact.

The Chair indicated that governors are approaching the year with a strong sense of confidence in ĐÓ°ÉÔ­´´â€™s future because the University is supported by a dedicated and resilient community, and by leadership that is deeply committed to innovation, collaboration, and excellence. She said, together, they will continue to build on ĐÓ°ÉÔ­´´â€™s strengths and shape a shared vision that supports student success, research impact, and meaningful engagement with our communities.

On behalf of the Board, the Chair extended sincere thanks to members of the ĐÓ°ÉÔ­´´ community for their continued commitment, engagement, and contributions, noting that it is through this collective effort that ĐÓ°ÉÔ­´´ will continue to grow, adapt, and thrive in the years ahead.

Sincerely,
Beth Creary
Chair, ĐÓ°ÉÔ­´´ University Board of Governors

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2026/2027 Combined Operating and Ancillary Budget

The Board of Governors approved ĐÓ°ÉÔ­´´ University’s 2026–27 Operating and Ancillary Budget, which reflects similar ongoing financial challenges facing universities across Ontario and Canada.

The University is operating in a structurally difficult financial environment, shaped by several years of provincially constrained tuition policy, enrollment volatility driven primarily among international students since Federal government restrictions were imposed, and rising operational costs that are largely fixed. As a result, the 2026–27 budget includes a combined deficit of approximately $32 million. This deficit is not driven by short-term institutional spending decisions but by long-standing structural financial pressures on universities that cannot be resolved in a single year.

After much sector lobbying, recent changes to provincial funding have improved ĐÓ°ÉÔ­´´â€™s near-term outlook, providing increased operating grant support and greater predictability. These improvements alone, however, do not fully offset the cumulative impact of years of earlier tuition reductions, inflation, and enrollment disruptions. Tuition revenues continue to lag behind cost growth, particularly as inflation-adjusted domestic tuition remains significantly below pre-2019 levels.

The budget prioritizes stability and sustainability. Key areas of focus include:

• Protecting the student experience, including teaching continuity, student supports, and financial aid.
• Supporting enrollment recovery, especially through targeted investments in recruitment, international engagement, and academic programming.
• Managing costs responsibly, with careful workforce planning and disciplined position management rather than across-the-board reductions.
• Strengthening planning and governance, including improvements to budgeting, analysis, and decision-support systems.

Ancillary operations, such as housing, dining, athletics, parking, and student services, remain self-funded and continue to support the student experience and campus vitality. In 2026–27, ancillary budgets focus on maintaining service quality while making planned investments in capital renewal and deferred maintenance, using reserves in a deliberate and time-limited way.

Overall, the 2026–27 budget reflects an institution focused on preserving its academic mission, managing risk responsibly, and laying the groundwork for long-term financial sustainability while navigating a challenging external environment.

2026/2027 Domestic Tuition Fees

The Board of Governors approved domestic tuition fees for the 2026–27 academic year, in accordance with the Ontario government’s Tuition Fee Framework announced earlier this year.

Under the new provincial framework, universities may increase tuition for Ontario-resident domestic students by up to 2%, beginning in September 2026. ĐÓ°ÉÔ­´´ will apply this maximum increase to most domestic programs. Tuition for out-of-province domestic students will increase by 5%, which continues to be permitted under provincial policy.

A small number of programs with approved tuition anomalies—the Bachelor of Commerce, Bachelor of International Business, and Master of Business Administration—will see a 7.5% increase, consistent with previously approved multi-year adjustments to bring these programs closer to comparable programs elsewhere in Ontario.

The Board also approved tuition rates for Full Cost Recovery programs, which are not government-funded and are not eligible for OSAP. Tuition for most of these programs will remain frozen at 2025–26 levels, with a limited adjustment to the Master of Finance program to move to a single domestic tuition rate.

These changes reflect new flexibility provided by the province after several years of frozen domestic tuition and are intended to support the University’s financial sustainability while keeping tuition competitive and predictable for students.

Establishment of the Vice-President (Advancement)

The Board of Governors approved the establishment of a Vice-President (Advancement) position to strengthen ĐÓ°ÉÔ­´´â€™s ability to enhance meaningful and purposeful engagement to advance shared values and aspirations in collaboration with alumni,

donors, and various partners, including governments, industry, Indigenous communities, and the broader public.

Advancement activities, such as fundraising, alumni relations, as well as related communications and external engagement, have grown significantly in scale and complexity at ĐÓ°ÉÔ­´´. Establishing a Vice-President (Advancement) provides clear executive leadership and accountability for this work. The role will more strategically integrate and coordinate advancement functions, proactively align them with ĐÓ°ÉÔ­´´â€™s academic and research priorities, and strengthen the University’s ability to build trusted, long-term relationships with partners and supporters to advance its mission, make an inclusive impact, and drive global prominence.

Reports from the President

The President’s report highlights continued progress on ĐÓ°ÉÔ­´´â€™s core mission, academic excellence, inclusion, research impact, and community engagement.

This spring, ĐÓ°ÉÔ­´´ formally launched “Towards ĐÓ°ÉÔ­´´@100”, a long-term visioning process to guide the university toward its centennial in 2042. Developed collaboratively with the community, the vision will define priorities that build on ĐÓ°ÉÔ­´´â€™s strengths and expand its impact locally, nationally, and globally.

The report highlights a welcome momentum in enrollment and student engagement. Undergraduate applications and applicants have increased across Ontario, Canada, and internationally, with strong attendance at recruitment events and campus open houses. Significant philanthropic support, with over $6 million directed to student awards, continues to enhance access and student success.

ĐÓ°ÉÔ­´´â€™s academic and research profile maintains its growth trajectory through new and innovative programs, major research grants, and national and international recognitions. Faculty and researchers received prestigious awards, secured major partnerships, and contributed expertise to global policy, science, and sustainability initiatives.

The report also underscores ĐÓ°ÉÔ­´´â€™s leadership in equity, inclusion, and wellbeing. The university was recognized again by Canda’s Top 100 Employers 2026 as a National Capital Region Top Employer, it expanded mental health and harm reduction supports to its community, advanced equity initiatives in STEM and across campus, and invested significantly in scholarships and programs supporting equity-deserving and Indigenous students.

Finally, the report highlights ĐÓ°ÉÔ­´´â€™s role as a partner and anchor institution, with strengthened global partnerships, high-profile campus visits, alumni impact worldwide, and continued investments in infrastructure and operational excellence to support the university’s mission.

Together, these updates reflect a university advancing with purpose, strengthening its academic mission, supporting students, and preparing for long-term impact and sustainability.

Next Meeting: June 4, 2026

The next meeting of the 2025/2026 Board year is scheduled for June 4, 2026. Open session meeting materials are posted one week in advance of each meeting. More information on items approved, as well as minutes from previous meetings, can be found on the Board of Governors website.

Sincerely,

Beth Creary

Chair, ĐÓ°ÉÔ­´´ University Board of Governors

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The ĐÓ°ÉÔ­´´ Board of Governors welcomed eleven new members. Visit their profiles to learn more:

• Julie Armstrong, Student Governor
• Allan Buri, Student Governor
• Philip Cartwright, Community
• John Casola, Community
• Jackie Choquette, Community
• Pamela Fralick, Alumni Representative
• Kevin Graham, Senate Representative
• Gina Malaba, Student Governor
• Jonathan Malloy, Faculty
• Lisa Samson, Community
• Brett Tackaberry, Community

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ĐÓ°ÉÔ­´´ University is proud to announce the appointment of Nikita (Nik) Nanos as its 13th Chancellor, effective July 1, 2025.

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The Board met in person on March 18, 2025. Minutes from the meeting will be posted on the Board of Governors website once available. The following are the highlights from the meeting:

Proposed Budget for Ancillary Services 2025-26

The Ancillary Budget was approved by the Board and ancillary units are projected to generate enough revenue to cover service costs and continue to establish reserves for future capital improvements. The proposed 2025-26 budget includes rate and fee increases where applicable (e.g., parking services, health and counselling services), expected revenue (The Print Shop, Campus Card), anticipated operating costs, and planned capital reinvestment for the year.

The budget report (begins on pg.4) highlights the achievements of 2024-25, outlines priorities for 2025-26, and presents a three-year capital reinvestment plan focusing on necessary work for each ancillary unit.

Update on Enrolment Trends

Suzanne Blanchard, VP (Students and Enrolment) and University Registrar, and Nadeem Saddiqi, Vice-Provost (Graduate Studies), provided an update on enrolments, highlighting trends over the past decade.

Undergraduate Enrolment

Since 2015, undergraduate applications and admissions have remained stable, with an upward trend observed in 2024/25 from students within the Ottawa and Eastern Ontario region. A similar trend is seen for new domestic student admissions. However, due to the pandemic and recent IRCC caps on international students, there has been a significant decline in international admissions, with further decreases projected for 2025. ĐÓ°ÉÔ­´´ University has been more affected by the IRCC rules compared to other post-secondary institutions in Ontario.

To address these challenges, a multi-pronged recruitment strategy will be implemented on both international and domestic fronts. This approach will emphasize the university’s strengths and personalize outreach at every step. Key initiatives include campus tours, partnerships and pathways, open houses, early high-school outreach efforts, and direct, in-person, and in-country events for those international regions we have opportunities with.

Graduate Enrolment

Domestic graduate enrolment (Masters) has risen significantly in the last two years, while international graduate enrolment, which has been stable, is now declining. For the current 2025-26 recruitment cycle, international master’s applications have dropped by 45% compared to a 28% reduction in 2024-25. Despite this sharp decline in applications, confirmations are only down by 6% compared to 2024-25.

International Update

Betina Appel Kuzmarov, Associate Vice-President (International), provided an presentation on ĐÓ°ÉÔ­´´’s mission to enhance its international reputation for research and teaching in programs. This effort is guided by five key goals:

• Increase international research and funding.
• Increase the number of international students and build a global presence.
• Collaborate with visiting scholars and enhance the international internship program.
• Raise awareness and reduce barriers for international mobility and experiential learning.
• Leverage our National Capital advantage to foster internationalization at home.

Additionally, the university has adopted the Horizon Europe Programme with applications submitted across all faculties which will provide researchers with greater access to opportunities for elevating their research and innovations through global partnerships.

President’s Report

President Tettey provided an update on recent activities and accomplishments at ĐÓ°ÉÔ­´´ since the December Board meeting. For more details, read the full President’s Report.

Governor Spotlight: Yafet Bizuneh, Student Governor

Yafet Bizuneh is a second-year Bachelor of Economics (B.Econ) student at ĐÓ°ÉÔ­´´ University, majoring in Computational Analysis. He is the co-founder and current Vice President of Finance of the Eritrean and Ethiopian Student Association. Additionally, Yafet actively contributes to ĐÓ°ÉÔ­´´â€™s Residence Peer Conduct Board (RPCB). Learn more about Yafet.

Next meeting: April 29, 2025

The next meeting of the 2024/25 Board year is scheduled for April 29, 2025. Open session meeting materials are posted one week in advance of each meeting. More information on items approved, as well as minutes from previous meetings, can be found on the Board of Governors website.

Sincerely,
Beth Creary
Chair, ĐÓ°ÉÔ­´´ University Board of Governors

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The ĐÓ°ÉÔ­´´ University Board of Governors will meet on Tuesday, March 18, 2025.

Community members are welcome to observe the open session starting at 3 p.m. If you wish to attend, please email Amanda Goth, University Secretary, by 4 p.m. on Monday, March 17,  2025.

Meeting materials for the open session are available on the Board of Governors website.

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The Board met in person on December 4, 2024. Minutes from the meeting will be posted on the Board of Governors website once available. The following are the highlights from the meeting:

Planning Framework for the 2025-26 Operating Budget

The Board has approved ĐÓ°ÉÔ­´´â€™s operating budget planning framework for 2025-26. The plan incorporates a Financial Sustainability Framework to effectively address the current and anticipated fiscal climate. This new framework aims to take a programmatic approach to institutional change and includes four key components:

• Cost Containment Measures
• Revenue “Win-Back”
• Breaking the Academic Cost/Quality Tradeoff
• Evidence-Based Approach to Organizational Excellence and Optimization

Each component comprises projects that will be undertaken over the short, medium, and long term to achieve financial sustainability.

Strive for Sustainability Annual Report 2023 – 2024

This year marked significant progress in ĐÓ°ÉÔ­´´â€™s sustainability plan, showcasing the university’s dedication to reducing carbon emissions, enhancing biodiversity, and expanding community engagement through education and collaboration. As a key direction in ĐÓ°ÉÔ­´´â€™s Strategic Integrated Plan, the university has advanced its goals in leadership, teaching, research, operations, community engagement, and sustainable collaboration.

For a comprehensive overview of key programs and metrics related to sustainability over the past year, read the Sustainability Report for 2023.

Overview of ĐÓ°ÉÔ­´´ University’s Capital Renewal and Deferred Maintenance

ĐÓ°ÉÔ­´´ University has experienced significant growth, with enrollment increasing faster than campus space, resulting in higher campus density. Without intervention, 81% of campus space will be classified as high-risk by 2031. Despite responsibly utilizing available capital funds, additional funding is necessary to address the needs of the high-risk areas. In the event of future emergencies or strategic initiatives, reallocating these resources could impact the ability to maintain facilities. The analysis, conducted and presented by Gordian, reviewed historical university data and included comparisons with peer organizations.

Research Update

The Board received an update on ĐÓ°ÉÔ­´´â€™s multidisciplinary research portfolio, noting researcher success, growth in publications and citations, new partnerships, and a 25% increase in external research revenue since 2022, totaling $113 million for 2023/24.

Key research priorities for the upcoming year include sustaining increased productivity and funding by enhancing researcher support, fostering multidisciplinary collaborations, and strengthening international activities. CU Research will also ensure compliance with government mandates, boost its reputation through honors and awards, optimize ranking submissions, and celebrate successes.

President’s Report

Interim President Tomberlin provided an update on recent activities and accomplishments that have taken place at ĐÓ°ÉÔ­´´ since the October Board meeting. Read the President’s Report.

Governor Spotlight: Logan Breen, Student Governor

Logan Breen is pursuing his Bachelor of Arts (B.A) in Political Science, Economics, and French.  He also has experience working as a Proceedings and Verification officer at the House of Commons, Canada.

Since May 2023, he served as the Vice President Internal of the ĐÓ°ÉÔ­´´ University Students’ Association (CUSA). In this capacity, he was responsible for leading policy development, serving as CUSA’s governance officer, and overseeing a club and society system with more than 200 active student groups. Additionally, he is also a ĐÓ°ÉÔ­´´ Athletics Board member. Learn more about Logan.

Next meeting: March 18, 2025

The next meeting of the 2024/25 Board year is scheduled for March 18, 2025. Open session meeting materials are posted one week in advance of each meeting. More information on items approved, as well as minutes from previous meetings, can be found on the Board of Governors website.

Sincerely,

Beth Creary

Chair, ĐÓ°ÉÔ­´´ University Board of Governors

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The Board met in person on October 10, 2024. Minutes from the meeting will be posted on the Board of Governors website once available. The following are the highlights from the meeting:

Board Approves Loeb Building Envelope Remediation and Replacement Project

The Board has approved the Loeb Building Envelope Remediation and Replacement Project Implementation Report and Class A Estimate, with a project cost not to exceed $40.6 million. This includes lobby upgrades funded by the Faculty of Public and Global Affairs.

The project will be executed in three phases, and will modernize the Loeb Building by addressing safety issues, enhancing its aesthetic appeal, and improving energy efficiency and sustainability. The refurbishment of the third-floor lobby will create a focal point and gathering space for faculty, students and staff.

Annual Financial Statements and Audit Findings Report for Fiscal Year 2023-2024

The Board received and approved the university’s 2023-2024 Consolidated Financial Statements and the Audit Findings Report. For the fiscal year ending April 30, 2024, the university reported a deficit of $50.1 million, which had been forecast as a result of continuing provincial funding caps/shortfalls. Despite this, the university maintains $1.16 billion in net assets and $638.4 million in cash and current investments.

The Consolidated Financial Statements were prepared by management and audited by KPMG LLP. The Audit Findings Report, prepared by KPMG, outlines the audit process, identifies audit risks and results, and highlights internal control observations. The report confirmed that there were no significant changes or differences requiring adjustment, and the statements were presented fairly in all material respects.

Senate Annual Report

Elinor Sloan, Clerk of the Senate, presented the 2023-24 Senate Annual Report, offering a comprehensive review of the year’s activities. Throughout the academic year, the Senate:

• Received eight community presentations
• Approved 6,470 graduates
• Recognized 257 medalists
• Conferred eight honorary degrees
• Introduced eight new programs
• Established three new minors, concentrations, streams, and specializations
• Completed 16 cyclical reviews
• Revised two policies

2023-2024 Annual Report on Sexual Violence

As required by the ĐÓ°ÉÔ­´´ University Sexual Violence Policy, the Board received the annual report on Sexual Violence. From May 2023 to April 2024, the ĐÓ°ÉÔ­´´ University Sexual Assault Support Centre (CUSASC) provided 87.5 hours of training to over 1,580 community members.

The policy is scheduled for review in 2025 as per Ontario’s Bill 132 and Bill 26, in addition to the mandatory revision date as noted in the Policy itself. Reviewing the Policy every three years helps ensure the Policy is responsive and supportive. Due to the successful previous consultation processes, a similar process will be undertaken for the 2024-2025 review.

The Board also reviewed the Honouring Each Other Annual Report, which includes updates to the “Honouring Each Other: Building Consent Cultures on Campus, Together” document for 2023-2026. Moving forward the Equity and Inclusive Communities (EIC) and the Sexual Violence Prevention and Education Committee (SVPEC) will review and update the strategy and workplan every 90 days, which will now correspond to the academic year instead of the calendar year.

EDI Action Plan Progress Report 2024

The Board received an update on ĐÓ°ÉÔ­´´â€™s EDI Action Plan. Key highlights of the plan’s progress included Phase 1 of the collective actions taken by the ĐÓ°ÉÔ­´´ community since the plan’s release in 2023. These actions include the creation of faculty-specific EDI Action Plans, advancements in research opportunities, the integration of EDI into daily programming, and the launch of the Self-Identification Survey.

The University continues to make significant strides in its strategic initiatives and the implementation of its EDI Action Plan.

President’s Report

Interim President Tomberlin provided an update on recent activities and accomplishments that have taken place at ĐÓ°ÉÔ­´´ since the June Board meeting. Read the 

Governor Spotlight: Julie Carr, Community-At-Large

Julie Carr, CPA, is a business professional, currently serving as Vice President, Finance at BioTalent Canada.

With extensive experience in both the private and public sectors, Julie has a proven ability to drive results across financial, business development, sales, and other executive roles. A Chartered Professional Accountant, Julie holds an MBA and is highly skilled in change management, strategy development, and cross-functional leadership. Learn more about Julie

Next meeting: December 4, 2024

The next meeting of the 2024/25 Board year is scheduled for December 4, 2024. Open session meeting materials are posted one week in advance of each meeting. More information on items approved, as well as minutes from previous meetings, can be found on the Board of Governors website.

Sincerely,
Beth Creary
Chair, ĐÓ°ÉÔ­´´ University Board of Governors

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A Discussion on Black History Month with Georgette Morris

Black History Month brought into focus the life stories of influential figures. Amongst them stands Georgette Morris, a Board of Governors member, and PhD student at ĐÓ°ÉÔ­´´ University. In discussing her experiences, which are marked by resilience, overcoming discrimination, and fostering community engagement, Georgette’s story not only inspires but also exemplifies the significant role of leadership in shaping a more equitable world.

Born and raised in the then-quiet city of Brampton, she witnessed Brampton’s transformation from a less developed area to a bustling urban center, and it was then when her interest in urban development and community engagement took root. This was nurtured through her work in the city’s numerous recreation centers, a testament to Brampton’s claim to having the most recreation centers per square in Canada.

Being exposed to these stimuli while growing up has influenced her academic choices; Georgette’s academic journey commenced at York University and was marked by a deep passion for social justice. Pursuing an undergraduate degree in Human Rights and Equity Studies, followed by a bachelor in Social Science, a master’s in Public Policy Administration and Law, Georgette’s academic interests were deeply intertwined with labor, policy, equity, and human rights. These interests led her to ĐÓ°ÉÔ­´´ University for a PhD in Law and Legal Studies.

This rich academic background led to many professional roles which spanned across various levels of government, including the House of Commons. Georgette’s time in the Privy Council Office, Employment Social Development Canada, Immigration Refugee Citizenship Canada, and the Social Science and Humanities Research Council equipped her with a unique governance and policy-making perspective.

Among her many achievements, winning the Graduate Student of the Year award at York University’s School of Public Policy stands out as a significant moment of pride. Similarly, being accepted into two MA programs simultaneously, especially after facing initial setbacks, underscored her philosophy of learning from failure to achieve success.

When asked what her advice is for people who want to follow her path she says:

Applying to become a Graduate Student representative on the Board of Governors at ĐÓ°ÉÔ­´´ University is reflection of her desire to contribute meaningfully to the ĐÓ°ÉÔ­´´ community. Her volunteering in various committees and boards was not just a professional choice but a demonstration of her commitment to larger conversations that influence policies and practices.

Despite her accomplishments, Georgette faced significant challenges; she encountered discrimination in her professional life, leading to legal battles with the Ontario Human Rights Tribunal. These instances reinforced her belief in the power of understanding and utilizing policies and laws for justice.

In her reflection on Black History Month, Georgette emphasises the necessity of recognising the unique achievements of African Caribbean and Black Canadians, emphasising that such recognition should go beyond one month. She believes in the potential of inclusive and varied methods in both professional and community contexts, and advocates for simplicity and thoughtfulness in promoting change. Georgette sees Black History Month as relevant to her professional trajectory, encouraging her to continue advocating for fairness, equity, diversity, inclusion, and social justice. This moment of contemplation solidifies her dedication to learning about and appreciating the often-overlooked achievements in numerous sectors, emphasising the importance of continual awareness and appreciation.

When asked who some figures are which she admires, Georgette instantly mentioned Jean Augustine, the first Black Canadian MP, who is a great source of inspiration for her and the rapper Nas to whom Georgette looks up to because of his musical talent, personality and for his impact on hip hop music in the States, and globally.

As we observed Black History Month, Georgette Morris’s story intertwined with the larger story of Black resilience and achievement. For Georgette, this month is about recognition – of the struggles, the progress made, and the work still ahead. It’s also about commitment to creating a more equitable and inclusive world and fostering future generations.

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Breaking Barriers with BoG Vice-Chair Beth Creary

Beth Creary’s life story has a novel-like way of unfolding, filled with aspirations, unexpected twists, and a deep commitment to leadership and gender equality. As a young girl, her dream was to become a teacher or a writer, fueled by her love for reading. However, life had different plans. Encouraged by a roommate, she took the LSAT, scored an exceptional grade, and found herself on a path to law school at the University of Ottawa. This pivotal decision, which started as a dare, put her on a path her towards a distinguished legal career, eventually leading her to important roles in her professional life and as a volunteer on the Board of Governors at ĐÓ°ÉÔ­´´ University where she holds the position of vice-chair.

Her journey through law school was marked by unique experiences, including working as a flight attendant.  Necessitated by the practical needs and expenses of student life, she accepted a position as a flight attendant for local flights. This experience taught her valuable lessons in adaptability and safety and introduced her to her own ability to juggle multiple responsibilities and embrace life’s opportunities.

March 8^th holds special significance for Beth as she truly believes in the importance of acknowledging the immense contributions of women to global progress and resilience. Beth advocates for gender equality, emphasizing that inclusive leadership is enabling people of all genders to reach their full potential. “Allowing all genders to grow into their full potential, will build a strong leadership base that would benefit our region, our country, the world.” However, despite the advancements in gender parity, there is still some work needed to be done in many parts of the world and in various sectors. In her over 35-year career, Beth encountered gender biases, and obstacles particularly in her early years in a private law firm. Being determined to succeed, and being a team player, she transformed these challenges into opportunities, excelling in roles that were often overlooked by male colleagues, and ultimately developing a unique client base for her firm with the utmost attention to detail that made her stand out.

The best advice Beth received, which became a guiding principle in her life, was simply to “just be yourself, because it’s been working so far”. These straightforward and simple words of wisdom, shared by a colleague and a role-model, helped her navigate the complexities of her profession with authenticity, confidence, and assertiveness.

When asked which famous women she’d like to have a dinner with, the vice-chair replied that she finds inspiration in figures like Maya Angelou, Ruth Bader Ginsburg, and Michelle Obama. And the reason is simple: their pragmatic approach to life and leadership, rooted in doing what’s right, resonates deeply with her core values and beliefs. These women exemplify the everyday inspirational journey of simply moving forward and in doing so achieving goals. For Beth, enjoying one’s work is crucial to achieving professional goals, satisfaction and success. She advises others, especially women, to trust themselves and embrace continuous learning as a foundation for effective leadership. As she puts it:

As for the qualities of a successful leader, she believes the top three are resilience, empathy, and creativity. These traits enable leaders and changemakers to adapt to challenges, lead effectively, and think innovatively. Beth’s own proven approach to leadership balances professional assertiveness with breaking stereotypes. As she recalls, growing up in a family that did not adhere to traditional gender roles helped her develop a perspective that all leaders, regardless of gender, should be viewed and valued equally and that leadership qualities transcend gender. When it comes to women in positions of leadership, Beth emphasizes that benefits include willingness to try new and creative approaches to problem solving and effective collaboration. She believes that women’s contributions complete and “round-off” the leadership function, bringing a necessary openness to change and innovation.

When asked about juggling professional and personal life, Beth advocates for not being afraid or embarrassed to get help when needed and making personal choices that are important to oneself in spite of the expectations of the surrounding social circle. As Beth recalls:

Beth’s story is a powerful illustration of breaking barriers and stereotypes, embracing diversity, and leading with authenticity. She hopes that her journey from a young dreamer to a respected leader and advocate for gender equality will inspire others to pursue their goals with determination and a commitment to equality.

Looking towards the future, Beth hopes for a world where gender equality is so normalized that it no longer requires active discussion.

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