Tag: racial equity

Moving past diversity towards inclusion and racial equity

Organizations have had diversity, inclusion and equity departments for a better part of two decades. While much of the focus in our workplaces has been on the varying definitions of diversity, there has been inaction or very little action towards inclusion and equity. So how can organizations move towards inclusion and equity? We must look at the present state of diversity.

Diversity isn’t about the cultural theatrics of hosting a “Caribbean Day” or a “Filipino Day” at our workplaces or sporting events. Nor is it about “improving the numbers of traditionally underrepresented people in your workplace”. It does not provide benefits as Ely & Thomas mention in their Harvard Business Review article Getting Serious About Diversity: Enough Already with the Business Case. Furthermore, taking a “diversity and stir” approach while continuing business as usual will not spur leaps into your organizations’ financial performance or effectiveness. What matters is how an organization harnesses diversity and it’s willing to disrupt the power structure.

Sarah Mayorga, a professor of sociology at Brandeis University concluded that diversity was an ideology that enables whites to superficially commit to achieving racial justice. She states diversity dictates that intentions only really matter as opposed to outcomes and taking specific actions towards inclusion and equity. Diversity becomes about inclusion and tolerance yet not having the uncomfortable conversation of how one group is systemically privileged over another.

Mayorga mentions that diversity is a held as a commodity and pluralistic in that the latter tends to focus on representation rather than equity. There must be discussions on how equity relates to an organization’s values and culture. It is about naming oppression and racial harm, especially Anti-Black racism, in the first place rather than avoiding it.

What areas must leaders focus on?

Moving towards equity for organizations must have has multiple actions – class, building a cohesive culture, role-playing, expression, actively working against discrimination and subordination, and being open to different cultural communication styles.

Don’t be afraid to discuss social class

First, organizational leaders must talk about anti-racism and class simultaneously. The first point is obvious because it identifies the structural racism that exists and looks at ways to address it head on. The second characteristic is not so obvious to many because diversity tends to solely be focused on race, gender and ability.

In Ingram’s article The Forgotten Dimension of Diversity, “a person’s social class origins leave a cultural imprint that has a lasting effect, even if the individual gains money and status later in life”. Ingram states, for example, that those from lower-class origins are 32% less likely to become manager than those that come from higher origins.

There is a class disadvantage in management. Research has shown that representation from equity-seeking groups among their managerial peers produces more effective advocacy. Inherited privilege in the promotion process can therefore be a source of long-lasting inequities.

From an organizational perspective, while companies like Google, Facebook established employee resource groups to support employees from underrepresented groups but none mention social class.

Building a Cohesive Culture

Workers from lower social classes are more likely than those from higher ones, as Ingram posits, to “understand that their outcomes and responsibilities in the organization are interdependent with those of the people around them. Therefore, organizational culture can be strengthened by implementing strategies of social active inclusion. An example from Ingram’s article where one organization, Televerde, introduces employees to the organization through an intense socialization process. The process promotes values of caring for people, trust and courage to change, which resonates to those with social class origins.

Role-playing

Second, Ingram mentions role playing works to build organizational culture that support and integrate workers from lower social class origins. When those transitioning between classes, they can offer guidance to new employees from lower social classes and can make up the know-how deficit.

Expression

Third, leaders should be building trust where people can express themselves freely. This reminded me of a recent TEDx video from Jodi-Ann Burey where she states why you should not bring your authentic self to worth.

Near the end of the video, Burey stated:

Black people don’t need to be any more authentic. I will not be bringing my immigrant, disabled authentic self to work. Those of you with the power of position and the protection of your Whiteness and other societal privileges that are not earned to take that risk instead. Close the gap between what you say and how we are treated. We are told that we are to bring our whole authentic selves to the workplace.

Many publicly expressed their support for Black Lives Matter. They posted “blackout” images or posted books on Instagram promising to educate themselves on the oppression Black and other people of colour face on a regular basis, but not truly listening to their lived experiences or doing anything about it. Many fear that speaking truth to power would appear biased against whites. Instead Ruchika Tulshyan states to invite buy-in from Blacks and people of colour and listen with humility. All-white panels at conferences or in meetings to discuss racial equity is not the answer. Listen to those with the lived experiences then demonstrate how you’ve taken action.

Actively working against discrimination and subordination.

We need to confront the relationship between class and race when moving towards inclusion and equity. Leaders must learn how privilege and systems of oppression – racism, ableism, classism – operate in the wider culture. Educating themselves is on step towards transformational change. The other, as Ely and Thomas mention, is for leaders to use their personal experience to spur collective learning and systemic change. But those efforts stall. This “nervousness”that Susan T Gooden mentions in her book Race and Social Equity: A Nervousness in Government is what stifles progress.

As Gooden states in her book “it is the racial equity commitment of senior leadership that shapes and defines organizational culture, provided socialization to employees across the agency, and establishes clear norms and expectations of racial equity performance and accountability” (p 190-1).

Be open to a broad range of styles

We are aware of the stereotypes. The meek Asian woman who is told to speak up. A Black man who is told to smile more. A Latina woman who speaks with passion as someone who is too loud. Leaders who create trust and break down those barriers of discrimination, embraced the broad range of styles

Conclusion

Diversity must move past the business case and its pluralistic definition. Getting to equity is a long process with plenty of mistakes to be made throughout. These mistakes have been happening for the past two decades. There will be challenges from the status quo. Those who are the privileged, higher class few. In the end, organizations must innovate or they die. There are clear economic, psychological and societal benefits for organizations to become more equitable. The reckoning is here and the path to equity is surmountable, but only if leaders are willing to work to bring transformational and adaptive change towards equity.

2020 Year In Review. It was one of transition.

Every year, I would write a post reviewing what transpired over the year and plans to move forward. Last year it did not happen because of a major upheaval. This year, I decided to return to the long standing tradition.

This year it is a year of transition, while remaining consistent with others. The biggest accomplishment this year was the recommencement of graduate school in September to complete the Masters of Public Administration (MPA) program in Local Government at Western University. The last time I was in school was March 2016. Tragedy stuck where I lost my mother and took a lot of out of me emotionally. Now I return with greater confidence and purpose.

My research interests have slightly changed. I initially went into the program concentrating on regional transit governance. Those who have followed my blog, or those on social media, noticed my constant defense on the subject. I have been out of the transit profession for a while and the planning profession for three years and have been more focused on strategic and equitable leadership in local government. While governance remains a subject of interest from an organizational perspective, the majority of recent blog posts concentrated on racial and social equity.

This year’s international and national events surrounding addressing and eradicating racism after the deaths of innocent Black people with of Ahmaud Arbery, Breonna Taylor, George Floyd, and Regis Korchinski-Paquet was one factor. My post Enough is Enough from May highlighted my frustrations with systemic racism and my lived experiences navigating through White spaces in the professional world, and my own personal lived experiences from childhood to today.

Another factor was highlighted by the COVID pandemic that exacerbated the existing anti-Black racism and income gaps surrounding transit, public health and housing. Earlier this year, I contributed to an article to The Local Health Magazine where I spoke about my experience on the Jane 35, a Toronto transit bus route that traverses low-income neighbourhoods and where the hardest hit communities with COVID.

The plethora of Zoom webinars and meetings came with some positive results. One of them was meeting Carlton Eley, who provided me with some input on successfully maneuvering through the professional world focused on racial equity. I am forever grateful in him suggesting a book from Susan T Gooden titled Race and Social Equity: A Nervous Area of Government. I summarized the book in a post from the summer related to disrupting the status quo in the public sector. I will be incorporating some of her thoughts into my major research paper.

During this pandemic, I took up running as a form of physical activity in lieu of gyms being closed. As novice runner, it was more for exercise as well as visiting new neighbourhoods such as Oak Ridge and Birch Cliff in Scarborough and trails like the Finch West Hydro Corridor and the Beltline Trail.

But my social justice conscience went into high gear where I witnessed such disparities between the aforementioned Jane Street corridor and the Swansea neighbourhood as well as my experience seeing a makeshift encampment in Alexandra Park in Downtown Toronto. It was my last post on addressing the housing inequities in the City.

Finally, I started Urban Equity Consulting as a stop gap to find a way to work on contract developing solutions in strategic and technical urban planning and policy. But work has been scarce. It will be a placeholder to add racial and social equity to my practice once I complete graduate school and gain more experience in that area.

I predict the first half of 2021 will be more of the same, even with the discovery and distribution of vaccines among the general public. I will be graduating with a MPA degree in hand with a paper that hopes to carry me forward in my career, running a consistent 6:30 minute per kilometre pace, either continuing my practice with greater fervor or landing a full-time job – which the latter is preferred, and volunteering for causes with a strong racial equity focus.

I am looking forward to completing this transition in 2021 with greater purpose and success. Who’s ready to come for the ride? Drop me a note in the comments or follow me on my various social media channels.

Disrupting the Status Quo: Breaking Nervousness in the Public Sector

As an ambitious and high-performing professional, “wait your turn”, “keep your head down and do your work” were the normative phrases. I sometimes had to “code switch” just to fit in.

My vociferous nature and ambitions, I believe, have prevented me from progressing and succeeding in my career. Seeing how my black peers have had difficult experiences navigating the “system”, I have set out on my own journey to figure out why. I just may have the answer.

This coronavirus pandemic and increased racial tensions have brought to the light the racial, social and economic gaps that have been discussed, but never taken seriously. The longstanding inequities include health disparities, lack of high quality education and violence. The highest amount of COVID deaths are from people of colour in cities. As Helene Gayle, the CEO of Chicago Community Trust stated in a recent webinar, “if the general population catches a cold, communities of colour catch pneumonia”.

Navigating the public sector for the majority of my career has been challenging. From academic interests in regional governance and affordable housing to spatial mismatch and reverse commuting in transit, my career has spanned years in multiple jurisdictions in planning and policy but never really focused on my true love of applying social equity to those areas. There has been a nervousness that has led to policy inaction and/or status quo decision making that must end. I set out to make the case for a disruption.

Disrupt or Interrupt?

In the public sector space, where change is rather slow and methodical, I am in agreement with Dr. Amante-Jackson in that there needs to be a disruption. The housing and transit industries have already seen it with AirBnb (although pretty much dead in the water now), and with micromobility. With health and social inequities being exacerbated due to the Coronavirus pandemic, a disruption is literally inevitable.

Should policy makers and public sector managers disrupt inequity or should they want to interrupt it? That was the question Dr. Damisa Amante-Jackson posed in a recent Hello Monday podcast.

Interrupting, as Dr. Amante-Jackson states, is about advocacy to consider policies and practices, naming things, but not necessarily going to shift the policies to create and industry standard and to hold people accountable. For disruption to be successful, the required mindset change is for people to be successful in giving feedback and being able to have those difficult conversations. It is naming the elephants in the room. Disruption is an end to inequity.

Nervousness in Government

In order to disrupt the public sector, the elephant in the room is nervousness that Susan T. Gooden spoke of in her book Race and Social Equity, A Nervous Area of Government. From those aforementioned policies and procedures to delivering on diversity and inclusion by not just “checking the boxes”, public servants and managers, need to have those deep uncomfortable conversations. This does not mean being reactionary but by doing the deep work, asking the questions and acting on it.

Gooden explained this nervousness in government as it pertains to the conceptualization of racial and social equity is grounded in the application of organizational justice. The issues involving organizational justice involve some person or group benefitting or harmed in a manner that is unfair.

My experiences from a human resources context have concentrated on equality, not equity. Such as recruitment, onboarding, compensation, and attrition. Gooden suggests that understanding the nervousness of government involves an approach that is more systemic instead of that of organizational justice. It prioritizes lived experiences of the public it serves, which is a theme I’ve mentioned in my previous blog posts time and again. She referred to this as public justice and is defined as the larger organizational value where social equity resides. Where public justice is value oriented, social equity is more concerned with the delivery of public services.

Throughout Gooden’s book, she provides examples related to the American experience of structural and institutional racism to the nervousness in government, our Canadian experiences, although more muted, are just as relatable.

Conquering Nervousness in Government

Gooden sets out by listing ten principles in conquering nervousness in government. They are:

  1. Public Administrators have a responsibility to operate in the nervousness of government.
    Examining issues of racial equity, which is one such area in the nervousness of government, public service delivery is fundamental in understanding how public sector institutions systematically provides services in structural ways that influence important outcomes.
  2. The legal history of racial discrimination is an important context that cannot be minimized, but rather offers instructive guidance.
    Zoning regulations and planning policies that are general in nature are perfect examples where practices that may appear race neutral would have important implications.
  3. Initial motivators to begin navigation of nervousness typically include some combination of political, moral, legal, and/or economic triggers.
    Gordon referred to the Seattle Race and Social Justice Network which was politically motivated. I touched upon the need to include social equity within transit service standards which included a mention of King County Metro in a earlier blog post. Legal areas include laws, regulation and court decisions. Economic triggers that would advance racial equity could include cost-benefit analyses or improved organizational dimensions that Dr. Amante-Jackson referred to in disrupting the status quo or. With recent societal shifts triggered by both the COVID-19 pandemic and Black Lives Matter, they will definitely wield pressure on organizational structures.
  4. Senior leadership is a critical important factor in realized sustained progress.
    This reminded me of the book Leaders in the Shadows, a book by David Siegel about the diverse leadership styles of several Canadian city managers and Chief Administrative Officers. While the leaders in the book deserve credit, they weren’t innovative. They were emblematic of the systems they led, each had opportunities to promote racial and social equity within their municipal organizations. The model of a new leader should be at the forefront of significant organizational change, define its culture, and “establishes clear norms and expectations of racial equity performance and accountability”.
  5. At the individual level, public servants  must recognize and eliminate behaviours that impede racial equity progress.
    As Gordon notes, the individual baseline level of nervousness should provide an indicator of how likely or unlikely a public administrator is to independently promote racial equity in the provision of government services at work. Currently the Institute of Public Administration of Canada’s Principal of Values nor the Canadian Institute of Planners Code of Professional Conduct do not mention anything to the lines of racial and social equity, which cover public and private sector services. The American Society of Public Administration includes a statement in their Code of Ethics on social equity.
    4. Strengthen social equity. Treat all persons with fairness, justice, and equality and respect individual differences, rights, and freedoms. Promote affirmative action and other initiatives to reduce unfairness, injustice, and inequality in society.
    Racial equity progress should not only be from overarching professional bodies, but also the municipalities they represent. Also, there should be strategies in place to place increased emphasis on the role that social identities play in the delivering and administration of public services.
  6. At the organizational level, government agencies should evaluate their socialization boundaries and extend them to accommodate a wider range of racial equity work.
    Employees should have the freedom to venture into the “nervous” area whereby there are cultural redefinition of acceptable boundaries that can easily accommodate racial equity work through a reduction of fear.
  7. There are no perfect solutions; however, solutions that embody a race-conscious approach most directly facilitate structural equity solutions.
    The engagement of solutions designed to facilitate racial equity must directly confront the issue of race. As John Powell mentioned in his 2012 book, and quoted in Gordon’s book, “In our effort to get beyond race, we have paid too little attention to how it is constructed and to the work of the structures of the unconscious do in creating racial conditions and meaning. Race is not just an idea that we can choose to engage or not”. In essence, policy inaction that does not include racial equity is unacceptable.
  8. Racial equity needs to operate in a context of accountability. Performance goals should be linked to the organization’s mission statement, values, organizational structure, and its strategic planning. Government agencies should be invested in analyzing racial-equity dimension, which should include procedural fairness, access, quality and outcomes.
  9. If legal barriers to racial discrimination have been largely eliminated, agency leadership, policies, practices, and innovations form the foundation of essential front line racial equity work.
    There must be an examination of the structural inequities with municipal agencies and concerted efforts to achieve racial equity.
  10. Significant racial equity progress in government can be achieved.
    Through the important work of administrators, it can be a less nervous and more equitable one.

One such example was a post on “Budgeting for Equitable Outcomes” from earlier this week Adam Slade from Chicago’s Metropolitan Planning Council.

Adam Slade, Metropolitan Planning Council

Slade mentions that significant outcomes must occur to ensure equity is addressed within the budget.

  • Inclusive community engagement
  • Forecasting expected revenues from all levels of government that ensures intergenerational equity
  • Allocated revenues to priorities
  • Development of performance measures.

I would like to thank Carlton Eley who suggested that I read this book. It will be the backbone for my ongoing research during the remainder of the MPA Local Government program. It will focus on race and social equity as it relates to housing, community development and governance.

Enough is Enough

I’VE HAD ENOUGH!!!

Enough with the systemic racism. Enough for the violence against blacks and other people of colour, regardless of gender and ability. Enough with the constructs that tell us to “wait our turn”. Enough with the fact that we have to “code switch” to conform to others’ insecurities just to get ahead. Enough with the “angry black woman” prejudices when they have to speak their mind. It is enough it took a pandemic for socio-demographic data to be collected, albeit in select jurisdictions, to determine how people of colour will have been disproportionately affected. I’m tired of it all!

My post has been nearly a week in the making. The events of recent days from Amy Cooper’s antics in Central Park in Manhattan, to the MURDER of George Floyd in Minneapolis to the continuing protests prompted me to write this blog post. Ottawa resident Kevin Bourne and Toronto Star reporter Shree Paradkar provided me with the push to write this post today.

While my post will be flanked by those with greater penmanship than myself who have written in the New York Times, The Atlantic, The Globe and Mail, and the Los Angeles Times, to name a few, I could not stay silent on this issue any longer.

Originally, I hastily wrote a Facebook post with random observations – although biased with my own confirmations – on the Jane 35 bus after from my run along a closed Lakeshore Boulevard in Toronto.

Passengers on the Jane bus, who were predominantly people of colour like me, were insecurely negotiating their right to space and comfort. Many came from or going to work or grocery shopping. Some had their faces covered while others did not. Even with my earbuds on, it was difficult not to overhear tensions rising. There was constant paranoia between passenger who thought they were too close. There was some choice words even directed at the bus driver. At times, I thought a fight would break out. 

To put this in context, the Jane Street corridor between Bloor and Dundas Streets going northbound starts with the tony Baby Point neighbourhood. North of the railroad tracks lies several kilometres of low to middle income neighbourhoods – Woolner, Mount Dennis, Tretheway, Chalkfarm and Jane and Finch. These neighbourhoods are lined with strip plazas full of local businesses that are struggling to survive, cheque-cashing stores and liquor stores. These, along with public housing and aging infrastructure, are the forgotten densities that Jay Pitter speaks of when she discussed confronting distance between desire and disparity.

Democratization of public space is only part of the issue. I spoke about this in last summer’s Spacing post on perceived accessibility based on my lived experiences. Other occurrences over the years included:

  • Being called a “Paki” because of my brown skin.
  • Having personally experienced theft from another black male.
  • Being treated differently by a De La Salle High School vice-principal when I and a white student both skipped school.
  • Hiding my Trinidadian culture from women I dated because their families couldn’t accept me for who I am.

It is the institutions and their constructs that have brought us to this point. I raised the issue of a lack of racial equity in planning circles well over a year and a half ago. For this reason, it partially prompted me not to renew my Canadian planning designation.

Reading the vitriolic responses from insecure whites to Shree Pardkar’s Toronto Star article in response to the social distancing shitshow at Trinity Bellwoods Park from last weekend was shameful and disgusting.

Anti-black racism still exists. Housing discrimination exists. Spatial mismatch and lack of coordination by Greater Toronto Area transit agencies, which is a topic I raised 16 years ago, continues to exist. The lack of attention towards addressing racial and social inequities in transit service continues to exist. Pay gaps, lack of promotions in the civil service, and lack of diversity on non-profit boards continue to exist. It is the brutal unchecked police violence against black men and women that continues to exist. With all of these situations, there becomes the instilled fear, paranoia, impatience and unrest on both sides of the border. We cannot stand by and watch moment like these pass us by with inaction.

Audrey Smith. Andrew Loku. George Floyd. Tamir Rice. Rodney King. Amadou Diallo. Say their names!

I will end with the final paragraph in Kevin Bourne’s post:

For those who consider themselves allies, allyship means not only saying something on social media; it means saying something at the office, at church or in the community. Real change won’t come until allyship goes beyond social media and permeates our neighbourhoods, workplaces, and businesses. Until then it’s business as usual.

ENOUGH IS ENOUGH!!!