Decent work and actioning equity

Pathway eight

A definitions guide that may be helpful as you move through this section.

Decent work provides a framework to explore equitable working conditions from an employee and employer perspective, and how to embed equity based practices into work policies and culture. There is no final destination for organizations to have successfully implemented equity; it is an ongoing process that requires commitment, and accountability. In this section on actioning equity, we invite nonprofit organizations to think through processes that allow for internal accountability, and the day-to-day activities that demonstrate commitment to decent work.

What is the connection between equity and decent work?

In the decent work charter, it is explicitly named that in order to advance decent work, we must also examine the needs of equity deserving, and sovereignty seeking groups. Decent work can be understood as another pathway to advance gender equity, racial justice, and truth and reconciliation. Given the composition of Ontario’s nonprofit sector, which is a women-majority and racialized workforce, advancing equity ensures that historically discriminated against workers have economic security, and an improved quality of life. For these reasons, it is important that organizations work in solidarity with gender equity, racial justice, and reconciliation movements.

Intersectionality is a helpful framework in non-essentializing equity deserving groups and ensuring that experiences of disability, ageism, homophobia, islamophobia, anti-seminitsm, poverty and language access to not get lost in the conversations around advancing equity. If you’re not familiar with the concept of intersectionality, Canadian Women in Sport created a helpful tool that is an accessible way of understanding intersectionality. In their efforts to address gender equity within Canadian sport, they wanted to ensure that they identified the way that gender inequity is impacted by other social identities and factors.

In a Maytree webinar on creating a sense of community and belonging at your workplace, Dr. Tanya De Mello breaks down the importance of nuance within equity deserving groups, stating that we need to learn about the community, and then remember that each community member is nuanced. Organizations are encouraged to tune into the webinar to access more details about the different barriers equity deserving groups face, despite the increase of representation in the labour force.

There is no doubt that nonprofits, funders, social enterprises, and other organizations may find themselves in different stages of actioning practices that can move them beyond symbolic declarations. In the diagram below there is a continuum on becoming an organization that centers equity and decent work. Locating your organization on the continuum can be a helpful guide in demonstrating the long term nature of equity work.

Continuum of Becoming an Organizatioin that centers Equity and Decent Work (Adapted from AORTA and Crossroads Ministries “Continuum on Becoming an Anti-Racist Multicultural Organization”)

Compliance organization Symbolic change	Affirming organization Identity change	Transforming organization Structural change
Compliance organizations have made symbolic changes towards implementing organizational equity practices, and advancing decent work. Potential characteristics of compliance organizations are: Organizations may be in the naming phase of what equity, inclusion, anti-racism, truth and reconciliation means to them. Policies and practices have not been updated to reflect the commitments to equity, anti-racism, and truth and reconciliation. The charter on decent work has been signed, but commitments have yet to be actioned. Capacity building sessions on equity, truth and reconciliation, anti-racism, decent work happen on yearly or quarterly basis. Engage in land acknowledgements at the beginning of meetings, but don’t think through commitments to honouring the truth of the impacts of colonization here in Canada, before reconciliation.	Affirming organizations have taken it a step further from compliance organizations. Some movement on advancing decent work, using an equity lens, and explicit commitment to truth and reconciliation is present. Potential characteristics of affirming institutions are: There is an intentional identity as an organization that centers equity in all practices from finances to administration to programming. Organization begins integrating equity, and commitments to reconciliation into organizational policies, and governance documents. Actively recruits, and promotes members of groups who have been historically denied access, and opportunity within all aspects of the organization. Begin to develop accountable relationships with equity deserving communities. Name commitments to truth and reconciliation. Identify specific calls to action that the organization can undertake as part of the 94 calls to action from the Truth and Reconciliation Commission of Canada.	Transforming organizations commit to the process of intentional institutional restructuring, based upon anti-racist analysis and identity. Potential characteristics of transforming institutions are: Commit to intentional institutional restructuring, based upon commitments to equity, truth and reconciliation and decent work. Audit and restructure all aspects of institutional life to ensure full participation of racialized people, Indigenous Peoples, immigrants, working class people, 2SLGBTQI+ people, women, and disabled people including their worldview, and cultures. People more impacted by systemic oppression are involved in determining organizational structures, and practices. Actively recruit, promote, and retain members of oppressed groups to all areas. Engage in decent work pathways, and other equity related tools. Seek to build relationships with Indigenous communities, including local First Nations to advance specific commitments within the 94 calls to action.

Compliance organization Symbolic change
Compliance organizations have made symbolic changes towards implementing organizational equity practices, and advancing decent work. Potential characteristics of compliance organizations are: Organizations may be in the naming phase of what equity, inclusion, anti-racism, truth and reconciliation means to them. Policies and practices have not been updated to reflect the commitments to equity, anti-racism, and truth and reconciliation. The charter on decent work has been signed, but commitments have yet to be actioned. Capacity building sessions on equity, truth and reconciliation, anti-racism, decent work happen on yearly or quarterly basis. Engage in land acknowledgements at the beginning of meetings, but don’t think through commitments to honouring the truth of the impacts of colonization here in Canada, before reconciliation.
Affirming organization Identity change
Affirming organizations have taken it a step further from compliance organizations. Some movement on advancing decent work, using an equity lens, and explicit commitment to truth and reconciliation is present. Potential characteristics of affirming institutions are: There is an intentional identity as an organization that centers equity in all practices from finances to administration to programming. Organization begins integrating equity, and commitments to reconciliation into organizational policies, and governance documents. Actively recruits, and promotes members of groups who have been historically denied access, and opportunity within all aspects of the organization. Begin to develop accountable relationships with equity deserving communities. Name commitments to truth and reconciliation. Identify specific calls to action that the organization can undertake as part of the 94 calls to action from the Truth and Reconciliation Commission of Canada.
Transforming organization Structural change
Transforming organizations commit to the process of intentional institutional restructuring, based upon anti-racist analysis and identity. Potential characteristics of transforming institutions are: Commit to intentional institutional restructuring, based upon commitments to equity, truth and reconciliation and decent work. Audit and restructure all aspects of institutional life to ensure full participation of racialized people, Indigenous Peoples, immigrants, working class people, 2SLGBTQI+ people, women, and disabled people including their worldview, and cultures. People more impacted by systemic oppression are involved in determining organizational structures, and practices. Actively recruit, promote, and retain members of oppressed groups to all areas. Engage in decent work pathways, and other equity related tools. Seek to build relationships with Indigenous communities, including local First Nations to advance specific commitments within the 94 calls to action.

In today’s rapidly evolving social landscape, nonprofit organizations are increasingly recognizing the critical importance of fostering equity, and thinking through decent work practices within their operations. To address this, nonprofits must first understand their own commitment to equity, and develop comprehensive action plans that encompass both policies, and practices. This proactive approach ensures that the organization’s values align with its actions, creating a solid foundation for transformative change.

Additionally, building a strong sense of community, both internally and externally, is crucial. Establishing employee resource groups serves as a valuable starting point for fostering inclusivity within the organization, while forging meaningful relationships with community partners from equity deserving groups strengthens the organization’s ties to its diverse stakeholders.

Finally, a successful equity-focused nonprofit must prioritize accountability, and evaluation at all levels. By regularly assessing their progress and outcomes, organizations can identify areas for improvement, enhance transparency, and ensure that their efforts to promote equity are effective, and sustainable. Through a holistic approach encompassing these three points, nonprofits can drive meaningful change, and make a lasting impact on the communities they serve.

1. Understand your nonprofit’s commitment to equity, and create an action plan (policies and practices)

Understanding a nonprofit’s commitment to equity, and creating an action plan that goes beyond tokenism is crucial for fostering genuine, and lasting change. In today’s social landscape, it is not enough for nonprofits to simply pay lip service to equity; they must actively examine their practices, policies, and values to ensure they align with their stated commitments. This process involves deepening the organization’s understanding of equity, engaging stakeholders in meaningful dialogue, and developing an action plan that addresses systemic barriers. By taking these steps, nonprofits can authentically promote equity and create a transformative impact that reaches beyond superficial gestures of inclusivity.

Here are some questions to reflect on:

Are we committed to actively combating racism? Start by assessing the organization’s commitment to anti-racism, and whether it is genuine, consistent, and long-term. What are the risks the organization is willing to take to ensure equity is a priority?

What does racism, and other forms of oppression look like within our organization? Examine the systems, policies, practices, and cultural norms that perpetuate racism within the organization. Identify areas where bias, and discrimination may be present.

Are our leadership, and decision-making processes inclusive, and diverse? Evaluate whether there is diverse representation at all levels of leadership, and decision-making within the organization. Determine if underrepresented voices have equal opportunities for advancement, and influence.

Do our policies and practices inadvertently perpetuate racial disparities? Review existing policies, and practices to identify any unintentional biases or barriers that contribute to racial disparities. Consider conducting equity audits to assess the impact of these policies on different racial groups.

How do we foster an inclusive, and equitable work environment? Assess the organization’s efforts to create an inclusive culture where employees of all racial backgrounds feel valued, respected, and supported. Determine if diversity and inclusion initiatives are effectively implemented, and monitored.

How do we address bias in hiring, and promotion processes? Examine the organization’s recruitment, hiring, and promotion practices to identify potential biases. Consider implementing strategies such as blind resume reviews, diverse interview panels, and structured interview questions.

Are we providing anti-racism training, and education? Evaluate whether the organization offers comprehensive anti-racism training programs for employees at all levels. Assess if these initiatives cover topics such as unconscious bias, microaggressions, allyship, and the historical context of racism.

Are we accountable for our progress? Determine whether the organization sets measurable goals and tracks progress in addressing racism. Consider establishing accountability mechanisms, such as regular reporting, diversity metrics, and employee feedback channels.

How do we respond to incidents of racism and discrimination? (See pathway on decent work and conflict) Examine the organization’s procedures for addressing incidents of racism, discrimination, or bias. Evaluate if there are clear reporting mechanisms, a supportive response system, and a commitment to addressing the root causes of such incidents.

Equity Assessment Tool Print Tool

Racial equity policy and plan	Our organization
Our organizational equity plan and/or policy references of equity, anti-oppression, diversity, inclusion are supported through a shared understanding of the terms.
Acknowledges the historical legacies of racism. and oppression within Canada’s history towards Indigenous nations, Black and/or racialized peoples.
Our commitment to equity, anti-racism, and truth and reconciliation draws connections to the mission and/or mandate of the organization.
Our policy clearly outlines where the accountability lies in the organization when commitments to equity are not upheld.
Our equity policies invite specificity around different experiences of equity deserving groups ( i.e folks with disability, women and gender diverse folks, addressing anti-asian racism, ageism in the workplace, to name a few).
Our equity policy has community support (i.e. network members or employees).
Our organization explicitly names the connections between advancing equity, and decent work.
Policies to advance equity within the organization include accountability measures like yearly reviews, and updates at Annual General Meetings.
Resource: Equity policy example from Amnesty International Canada.

2. Build Community (internally and externally)

Employee resource groups are a great place to start, in addition to that, think through relationship-building with community partners from equity deserving groups. Regardless of where your nonprofit falls on the continuum of becoming an organization that centers decent work, here are some practices that you can implement as best practices to support advancing equity, and truth and reconciliation.
Reflection question: Are we actively engaging with our communities? Assess the organization’s relationships with diverse communities, and whether efforts are made to understand their specific needs, and concerns. Consider partnerships, initiatives, and philanthropic endeavours that address racial disparities.

Building community is a central aspect of advancing equity, and decent work. It requires intentional practices of community development. It is important to remember that community development is, and can be an internal (employee resource groups), or external (building relationships with equity deserving community) exercise.

Employee resource groups

Employee resource groups (ERGs) play a helpful role in supporting the advancement of decent work, and equity within organizations. ERGs, or affinity groups, are voluntary, employee-led groups of people who come together based on shared characteristics or life experiences. ERG’s can be related to race, demographic, religion , gender, sexuality, age, and more.

Examples of ERG’s from the nonprofit sector:

Internal Equity Groups – The 519 Black Collective
Funder affinity groups – Philanthropic Foundations Canada

Whether it be a safe space for 2SLGBTQI+ employees or those facing mental health challenges, a network for Black people or veterans, or a hub for those with varying abilities, or a passion for the environment, ERGs are bringing unique skills together to co-create meaningful impact on organizational culture, and out in the world.

For example, ERGs can host community events to increase visibility, and raise awareness of key issues impacting their communities, and partner with nonprofits to highlight important topics.

Resources

Ontario Nonprofit Network – Episode 6: Disability Justice, Affinity Groups and Decent Work
Canadian Centre for Diversity and Inclusion – Employee Resource Group Toolkit

3. Think through accountability and evaluation at all levels of the organization

Accountability and evaluation at all levels of an organization are crucial for promoting decent work, equity, and anti-racism. They play a vital role in ensuring that the organization’s practices, policies, and programs align with its stated commitments. Understanding decent work cultures within an organization can be a helpful anchoring to understand gaps, and areas of opportunity to create mechanisms for accountability, and evaluation. Every nonprofit organization is going to have different principles, and frameworks that inform their work. Instead of having a singular model of evaluation or accountability, we encourage nonprofits to think through how their organizational culture can influence this practice.

Some suggestions for accountability and evaluation:

Define clear equity goals and indicators: Establish clear, and measurable equity goals that align with your organization’s mission, and values. Develop indicators that will allow you to assess progress, and outcomes related to equity. These indicators may include representation, access, participation, satisfaction, and impact.

Collect and analyze disaggregated data:Gather data that is disaggregated by race, ethnicity, gender, age, socioeconomic status, and other relevant variables. This will help identify disparities, track progress, and inform decision-making. Ensure data collection methods are culturally sensitive, respectful, and comply with privacy, and confidentiality requirements.

Engage stakeholders: Involve a diverse range of stakeholders in the evaluation, and benchmarking process. This includes staff, board members, program participants, community members, and partners. Seek their input, perspectives, and feedback to gain a comprehensive understanding of equity-related issues, and opportunities for improvement.

Use multiple evaluation methods: Utilize a mix of quantitative, and qualitative evaluation methods to capture a holistic view of equity. This can include surveys, interviews, focus groups, observations, case studies, and data analysis. Triangulating findings from multiple sources will provide a more comprehensive, and accurate assessment.

Establish baselines and benchmarks: Set baselines to understand the current state of equity within your organization, and programs. Identify benchmarks by researching, and learning from best practices, and relevant standards set by industry leaders, associations, or recognized frameworks. These benchmarks can help assess progress over time, and guide improvement efforts.

Apply an intersectional lens: Recognize, and address the intersectionality of identities, and experiences. Analyze how different dimensions of identity interact, and contribute to disparities, and inequities. Consider how race, gender, socioeconomic status, disability, and other factors intersect to shape experiences and outcomes.

Foster a learning culture: Encourage a culture of learning, and reflection within your organization. Emphasize the importance of learning from evaluation findings, adapting strategies, and continuously improving equity practices. Share evaluation results, and insights with staff, board members, and stakeholders to foster transparency, and accountability.

Integrate evaluation into decision-making: Ensure that evaluation findings inform decision-making processes, and resource allocation. Use the insights gained to guide program improvements, policy changes, and resource reallocation to better promote equity. Make equity a core consideration in strategic planning, and budgeting.

Continuously monitor and adapt: Equity evaluation is an ongoing process. Regularly monitor progress, review evaluation findings, and adapt strategies based on new insights, and emerging needs. Continuously refine your approach to ensure that equity remains a priority in all aspects of your organization’s work.

4. Budgeting for decent work, equity, and anti-racism

Budgeting with an anti-racist/equity decent work lens within nonprofits is crucial because it aligns financial decisions with the organization’s commitment to action and decent work. Whatever your goals or priorities are to enable systems change within your nonprofit, budgeting can be a supportive area that demonstrates tangible results while also challenging power imbalances. Budgeting decisions often reflect power dynamics within an organization. By approaching budgeting with an anti-racist/equity lens, nonprofits can challenge and reshape these power imbalances. This includes involving diverse voices in the budgeting process, creating transparency, and ensuring that decision-making power is distributed equitably.

Some suggestions for anti-racist budgeting practices:

Assess existing budget practices: Evaluate your organization’s current budgeting practices to identify any biases or inequities that may be present.

Examine how resources are allocated: figure out if certain programs, services, or communities receive disproportionate funding.

Establish equity and anti-racism goals: Set explicit goals, and objectives within the budgeting process that prioritize equity, and anti-racism. This might include reducing disparities, addressing historical inequities, and promoting opportunities for marginalized communities.

Monitor and evaluate outcomes: Establish mechanisms to monitor, and evaluate the outcomes, and impacts of budget decisions on equity, and anti-racism goals. Regularly assess progress, collect feedback, and make adjustments as needed.

5. Anti-racist procurement, and vendor selection

Procurement practices are a critical way to advance decent work, and racial justice. Being anti-racist in procurement involves actively challenging, and addressing systemic racism in the purchasing, and contracting processes.

Steps and considerations to promote anti-racism in procurement:

Diverse supplier outreach: Actively seek out, and engage with a diverse range of suppliers, including those owned by individuals from underrepresented racial, and ethnic backgrounds. Implement targeted outreach strategies to connect with minority-owned businesses, women-owned businesses, and other historically underserved groups. Attend supplier diversity events, and leverage networks to identify, and establish relationships with diverse suppliers.

Fair and transparent bidding process: Create a fair, and transparent bidding process that promotes equal access, and opportunities for all suppliers. Avoid discriminatory practices, such as excluding or favouring suppliers based on race or ethnicity. Clearly communicate the evaluation criteria, and scoring methods to ensure objectivity, and fairness.

Anti-racist supplier Code of Conduct: Develop a supplier code of conduct that includes anti-racist principles, and expectations. Clearly state that your organization does not tolerate discriminatory practices, and that suppliers must demonstrate their commitment to diversity, inclusion, and fair treatment of their employees. Include provisions that hold suppliers accountable for addressing any instances of racism or discriminatory practices within their organizations.

Ongoing evaluation and reporting: Regularly evaluate, and monitor the effectiveness of your organization’s anti-racist procurement practices. Measure and report on progress towards supplier diversity goals, and the impact of your efforts. Use the data collected to inform future strategies, and identify areas for improvement.

Collaborate with diverse businesses:Engage with local, regional, and national organizations that support, and advocate for diverse suppliers. Collaborate with these organizations to share best practices, exchange information, and build partnerships that can further support anti-racist procurement efforts.

Remember, being anti-racist in procurement requires a sustained commitment to challenging systemic racism, and promoting equity. It involves continuously learning, adapting practices, and advocating for inclusive procurement processes that provide equal opportunities for suppliers from all racial, and ethnic backgrounds.

Resource: Inclusive Procurement Guide – CGLCC