Welcome to the Grand Theatre. We’re so glad you’re here.
The Grand Theatre acknowledges that we are located on the traditional territories of the Original storytellers and caretakers of this land and the Nations, both settler and Indigenous, who continue to uphold the various treaties of the Anishinaabek, Haudenosaunee, and Lunaapéewak
In London, our treaties include the 1796 London Township Treaty and the 1822 Longwoods Treaty. The London Township Treaty was a regional treaty signed by diplomats representing all parties living on the land, which today we know as Southwestern Ontario. The Longwoods Treaty was signed by representatives of the Crown and the Chippewas of the Thames First Nation and covers approximately 580,000 acres in the area.
Locally, there are three First Nations Communities. They are the Chippewas of the Thames First Nation, the Oneida Nation of the Thames, and the Munsee Delaware Nation. We would also like to recognize the growing Indigenous urban population, comprised of First Nations, Métis, and Inuit people, and affirm our commitment to welcoming these communities to the theatre, while working to remove barriers to access and participation.
We value the significant historical and contemporary contributions of local and regional First Nations, and all of the Original Peoples of Turtle Island (colonially known as North America), and acknowledge the traditional lands upon which we live, work, share, and tell stories together.
Land Acknowledgment Image by Katie Wilhem.
Dear Grand Theatre Community,
Creating art requires establishing a space in which everyone feels that they have a place and in which everyone ’ s voice is encouraged. It is through doing everything in our power to make a space feel as secure and welcoming as possible that people are free to take the big risks that art-making requires, bringing all of themselves to everything they do. This is our goal in the creative space, and we carry that into all areas of operations here at the Grand. We are working to build a space that is anti-racist and anti-oppressive in which everyone ’ s access needs are being met. This ongoing pursuit endeavours to enable people to work, gather, create, and be entertained from a place of personal power and self-expression
This work will never be complete, and this plan will continue to grow and change through discovery, conversation, and new circumstances This document outlines where the Grand’s strategy is sitting at present, based on a great deal of thought, investigation, and community consultation. We commit to growing, reflecting on, and reporting on this work in an ongoing way with the many contributors who participate in caring for the future of the Grand
Thank you for engaging in this with us through the many ways we intersect with you We look forward to the future!
Sincerely,
WHERE WE’VE BEEN...
In 2020, the Grand Theatre gathered a group of eight staff and board members to form the company ’ s first Anti-Oppression Committee. In February 2021, the committee released a mission statement that was approved by the 70+ Grand Theatre staff and board, and in spring and summer 2021, the Grand Theatre staff and board took part in Shifting Perspectives, a 10-week Anti-Racism Education Program that facilitated deep discussions between team members with expert facilitation.
In summer 2021, the Grand Theatre hired a Community Outreach manager to connect with a broad range of diverse communities in the London area A survey and series of interviews were conducted to gather data on the desires and concerns of communities who have been traditionally under-represented at the Grand. Additionally, in Summer/Fall 2021, a series of “Lunch and Learn” workshops with community educators were hosted at the Grand for staff. In Fall 2022, a newly imagined Anti-Oppression Committee was formed to re-examine the Grand’s commitment to EDIR practices and to serve as an advisory committee on EDIR challenges and barriers that arose at the organization.
The EDIR Action Plan 2025 was developed from information gathered during the engagements over the past 4 years, work completed by the Anti-Oppression Committee, and data gathered from the strategic planning process in 2024. During this process, the Anti-oppression committee developed renewed purpose and terms of reference, which resulted in a renaming to the Equity, Diversity, & Inclusion, and Reconciliation Committee. This change reflects a clarification of focus toward proactive work on building spaces, practices, and an organization with the priorities of Equity, Diversity, Inclusion, and Reconciliation at the forefront. The committee works to provide an intentional direction for embedding EDIR thoughtfully, systematically, and sustainably This shift is echoed in the goals of the EDIR Action Plan: Amplify, Educate, Advocate, Empower, Reconciliation.
GRAND THEATRE EDIR ACTION PLAN
Goal 1: Amplify
Objectives
Commit to amplifying the voices of equity-denied groups within the organization by actively seeking out opportunities for representation on stage, behind the scenes, in administration roles, leadership roles, and in decision-making processes.
Foster a culture of listening and reflection within the organization, where perspectives of equity-denied groups are valued, respected, and used to inform the Grand Theatre's artistic and operational decisions.
Action 1
Continue to review and update human resources policies and processes to ensure diversity is an intentional consideration in recruitment, hiring, and retention
Who will lead: Executive Director / Human Resources
Goal for implementation: Ongoing
Action 2
Create a formal guideline for hiring that embeds EDIR practices
Who will lead: Executive Director / Human Resources
Goal for implementation: Summer 2025
Action 3
Expand internal EDIR best practices emdedded in communications and marketing Style Guide
Who will lead: Director of Marketing / Communications Manager
Goal for implementation: Summer 2025
Goal 1: Amplify (continued)
Action 4
Continue to implement recommendations from the AODA compliance report 2023
Who will lead: Executive Director / Director of Production / Director of Education
Goal for implementation: Ongoing to 2029
Action 5
Review and revise the language of the employee manual to include principles of EDIR and other areas of discrimination more explicitly. Review the mechanisms for reporting and accountability for incidents.
Who will lead: Executive Director / Human Resources
Goal for implementation: Summer 2025
Action 6
Ensure representation of equity-denied groups on the EDIR committee so that they can provide advice based on their lived experience and expertise
Who will lead: EDIR Committee
Goal for implementation: Ongoing
Goal 2: Educate
Objectives
Commit to providing continuous education opportunities for staff, artists, and the wider community to deepen their understanding of equity, diversity, inclusion, and reconciliation.
Offer workshops, seminars, and discussions that challenge biases, promote empathy, and empower individuals to actively contribute to a more inclusive environment at the Grand Theatre
Action 1
Formalize EDIR training as part of the onboarding process for all new staff and volunteers.
Who will lead: Executive Director / Senior Leadership Team
Goal for implementation: Summer 2025
Action 2
Implement ongoing EDIR education and training annually and ensure it is accessible to staff in all roles and levels of the organization
Who will lead: Executive Director / Senior Leadership Team
Goal for implementation: Ongoing
Action 3
Collect demographic data on all employees, volunteers, and artists to reflect on diversity and representation at all levels of the organization
Who will lead: Executive Director / Administration
Goal for implementation: Fall 2027
Action 4
Include a section on EDIR in the annual report to update the community on the EDIR activities for the year Provide transparency and reflection on lessons learned and renewed commitments or efforts.
Who will lead: EDIR Committee
Goal for implementation: Winter 2024
Goal 3: Advocate
Objectives
Be attentive to equity, diversity, inclusion, and reconciliation (EDIR) in society and use the Grand Theatre's platform to raise awareness and advocate for social justice. Collaborate with community partners and advocacy organizations to address systemic barriers and promote policies that advance equity and inclusion in the arts sector. Actively participate in public discourse, engage with policymakers, and leverage the Grand Theatre's influence to advocate for change that benefits marginalized communities within and beyond the organization.
Action 1
Prioritize evaluating shows and performances that rent the Grand Theatre spaces to ensure they align with organizational EDIR values.
Who will lead: Artistic Director with Rentals staff
Goal for implementation: Fall 2024
Action 2
Connect with other arts-based organizations in the London community to share EDIR best practices and collaborations.
Who will lead: EDIR Committee / Executive Director / Director of Education
Goal for implementation: Fall 2024
E D IR A C T I O N P L A N
Goal 4: Empower
Objectives:
Recognize the Grand Theatre as more than just a stage; it is a powerful platform for social change and cultural transformation
Empower artists, staff, and community members to use their creative talents and voices to challenge stereotypes, dismantle oppressive structures, and celebrate the diversity and resilience of equity-denied communities.
Provide resources, mentorship, and support to emerging artists and professionals from equity-denied groups, ensuring their voices are heard and their contributions are valued within the artistic community
Action 1
Prioritize equity-denied groups in mentorship and internship opportunities to contribute to diversifying the industry in London and beyond.
Who will lead: Senior Management Team
Goal for implementation: Ongoing
Action 2
Develop an EDIR Reflection and Assessment Tool for reviewing of plays pre-programming to ensure an EDIR lens is embedded within the process.
Who will lead: Artistic Director / EDIR Committee
Goal for implementation: Summer 2025
Goal 5: Reconciliation
Objectives:
Foster collaborative Indigenous partnerships to ensure the programs are authentically developed and culturally respectful.
Implement a structured Indigenous history and culture training program for all staff and volunteers
Action 1
Hire Indigenous artists and consultants to advise on the development and implementation of TRC Calls to Action and other Indigenous initiatives
Who will lead: Executive Director / Artistic Director / Director of Education
Goal for implementation: Ongoing
Action 2
Provide Indigenous history and culture education/training to all staff, volunteers, artists, and Board members when onboarding and ongoing.
Who will lead: Artistic Director / Executive Director /Director of Education
