ANTI-RACISM STRATEGY ANTI-RACISM CAN BE DEFINED AS THE PROCESS THAT ISOLATES AND CHALLENGES RACISM THROUGH DIRECT ACTION AT PERSONAL AND INSTITUTIONAL LEVELS. ANTI-RACISM CAN BE DEFINED AS THE PROCESS THAT ISOLATES AND CHALLENGES RACISM THROUGH DIRECT ACTION AT PERSONAL AND INSTITUTIONAL LEVELS.

ANTI-RACISM IS PROACTIVE ANTI-RACISTS ORGANIZATIONS TAKE A PROACTIVE STAND AGAINST RACISM IN ALL ITS FORMS. COMMITMENT IS BASED ON AN ACKNOWLEDGMENT THAT RACISM EXISTS, THAT IT MANIFESTS ITSELF IN VARIOUS FORMS (INDIVIDUAL, INSTITUTIONAL, SYSTEMIC), AND THAT IT IS EMBEDDED IN THE MASS CULTURE OF THE DOMINANT GROUP.

MULTIPLE REALITIES AN ANTI-RACIST PERSPECTIVE BEGINS BY ACCEPTING THAT THE PERCEPTIONS OF PEOPLE OF COLOUR ARE REAL, AND THAT THERE MAY BE A MULTIPLICITY OF REALITIES IN ANY ONE EVENT.

STRATEGIC APPROACHES TO ANTI-RACISM THE FOUR STRATEGIC APPROACHES TO ANTI-RACISM (ADDRESSING INEQUALITIES AND RACISTS ATTITUDES AND BEHAVIORS): RESPONDING TO ALLEGATIONS OF RACISM EMPOWERING COMMUNITIES MONITORING ANTI-RACISM INITIATIVES EMPHASIZING THE ROLE OF INSTITUTIONS

RESPONDING TO ALLEGATIONS OF RACISM IN CHARGES OF RACISM THE ACCUSED OFTEN BELIEVE THAT “RACISM CANNOT OCCUR WITHOUT AN INTENT” TO DISCRIMINATE. (BUT RACISM IS OFTEN SUBTLE, ELUSIVE, AND INSIDIOUS). SO THE IMMEDIATE ORGANIZATIONAL RESPONSE IS OFTEN DENIAL, WHICH IS EXPRESSED IN A NUMBER OF COUNTER-PRODUCTIVE BEHAVIOURS. THE PERSON WHO ALLEGES RACISM GENERALLY FEELS ISOLATED, UNSUPPORTED, AND VULNERABLE. HE OR SHE MAY HAVE EXPENDED ENORMOUS ENERGY IN TRYING TO DECIDE WHETHER TO LAUNCH A COMPLAINT OR BRING THE ISSUE TO THE ATTENTION OF THE ORGANIZATION.

RESPONSE TO ALLEGATIONS OF RACISM FIRST STAGE – THE RESPONSE TO ALLEGATIONS OF RACISM MUST BEGIN BY IDENTIFYING AND ACKNOWLEDGING THE DEEPLY FELT EMOTIONS OF BOTH PARTIES. EXPOSING THESE FEELINGS AND SERIOUSLY ADDRESSING THEM ALLOWS THE INCIDENT TO BE USED TO CREATE OPPORTUNITIES BOTH TO BUILD INDIVIDUAL RELATIONSHIPS AND TO FACILITATE ORGANIZATIONAL GROWTH. SECOND STAGE – UNCOVER THE UNDERLYING FACTS UPON WHICH THESE EMOTIONS ARE BUILT. [MAY BE DISTINCTLY DIFFERENT SOCIAL REALITIES TO TAKE INTO ACCOUNT] THIRD STAGE – A COMMITMENT TO NEGOTIATING, IMPLEMENTING, AND INSTITUTIONALIZING CHANGE. FINDING COMMON GROUND AND IDENTIFYING THE MUTUAL INTERESTS OF THE PARTIES IS AN ESSENTIAL PART OF REBUILDING RELATIONSHIPS. BOTH INDIVIDUALS AND THE ORGANIZATION MUST BE ABLE TO IDENTIFY THE BENEFITS OF SEEKING A RESOLUTION TO RACE-RELATED CONFLICT.

EMPOWERING COMMUNITIES IF SOCIAL INSTITUTIONS ARE TO BE FREE OF RACISM, THEY NEED TO BE PUSHED TO THIS LEVEL OF CHANGE BY ORGANIZED COMMUNITY ACTION. SOCIAL CHANGE IS ONLY ACHIEVE THROUGH SUSTAINED EXTERNAL PRESSURE, AS PART OF A WELL-CONCEIVED COMMUNITY MOBILIZATION AND ACTION STRATEGY -- WHERE INDIVIDUALS AND COMMUNITIES ARE ABLE TO CO- OPERATED TO COMBAT RACISM.

COMPONENT FOR SOCIAL CHANGE ORGANIZATIONAL RESOURCES: FINANCIAL AND HUMAN LEGITIMACY: SUPPORT FROM THE MEDIA AND OTHER COMMUNITIES; EXPERTISE: LEGAL, MEDIA AND ORGANIZATIONAL; LEADERSHIP: TRAINING AND DEVELOPMENT.

MONITORING ANTI-RACISM INITIATIVES THE PURSUIT OF RACIAL EQUALITY IN CANADA HAS BEEN HAMPERED BY AN INABILITY TO TRANSLATE POLICY INTO TIME- AND COST- EFFICIENT PROCEDURES THAT HAVE A MEASURABLE IMPACT ON CONTROLLING RACIAL DISADVANTAGE AND DISCRIMINATION. THERE IS A GENERAL NEED TO “SPECIFY OBJECTIVES” AND DOCUMENT “BEST PRACTICES” -- THE MOST IMPORTANT MEASURE OF ANY INITIATIVE IS ITS “RESULTS”.

DEFINABLE RESULTS JUST AS THE SUCCESS OF A BUSINESS IS EVALUATED IN TERMS OF INCREASES IN SALES, THE ONLY REALISTIC BASIS FOR EVALUATING A PROGRAM TO COMBAT RACISM [AND INCREASE RACIAL EQUITY] IS ITS ACTUAL IMPACT ON THESE ISSUES. INITIATIVES MUST SHOW DEFINABLE RESULTS THAT REDUCE RACIAL INJUSTICES IN A DEFINABLE WAY. THE CORRESPONDENCE BETWEEN NEED AND SERVICE MUST EXIST. THE ASSESSMENT MUST INCLUDE THE COLLECTION OF DATA ON THE RACIAL ORIGINS OF CLIENTS, STAFF, AND DECISION-MAKERS. PROBLEMS: “CRITERIA EVALUATION” AND APPROPRIATE MEASURES OF “IMPACT EVALUATION” – EMPHASIS SHOULD BE ON “RETURN ON INVESTMENT” OF INITIATIVES.

THE ROLE OF MAJOR INSTITUTIONS MOST CANADIAN INSTITUTIONS OPERATED AS IF THE (MULTIPLE) REALITIES OF A RACIALLY DIVERSE POPULATION HAVE NOTHING TO DO WITH THE WAY THEY CARRY OUR THEIR ACTIVITIES. THEY RELY ON “TRADITIONAL MANAGEMENT TECHNIQUES” OR RESPOND TO INCIDENTS IN AN AD HOC MANNER.

APPROPRIATE ORGANIZATIONAL RESPONSES AN IMMEDIATE AND STRONG CONDEMNATION OF RACISM, AND OF THOSE RESPONSIBLE FOR IT, BY THE HEAD OF THE ORGANIZATION; THE DEVELOPMENT OF A COHERENT IMPLEMENTATION STRATEGY TO COMBAT RACISM WITHIN THE ORGANIZATION. THIS STRATEGY SHOULD NOT MERELY DEAL WITH MANAGING INDIVIDUAL INCIDENTS, BUT STRIVE TO OVERCOME THE CAUSES OF RACIAL INCIDENTS AND ERADICATE SYSTEMIC AND STRUCTURAL DISCRIMINATION IN THE ORGANIZATION; THE ESTABLISHMENT OF AN INTERNAL MONITORING MECHANISM TO RECORD AND MONITOR RACISM IN ALL ITS FORMS; AND TAKING ACTION AGAINST THOSE RESPONSIBLE FOR RACISM, SERVING NOTICE ON PERPETRATORS, AND INFORMING THE VICTIMS OF ALL ACTIONS BEING TAKEN.

GENERIC ORGANIZATIONAL RESPONSE MODEL REFLECTS THE CONTRIBUTIONS AND INTERESTS OF ALL RACIAL GROUPS IN CANADA IN ITS MISSION, OPERATIONS, AND SERVICE DELIVERY; ACTS ON A COMMITMENT TO ERADICATE ALL FORMS OF RACIAL DISCRIMINATION AND DISADVANTAGE WITHIN..INVOLVES MEMBERS OF ALL ITS RACIAL GROUPS AS FULL PARTICIPANTS IN ALL ITS LEVELS; FULFILS ITS BROADER EXTERNAL RESPONSIBILITIES TO PROMOTE RACIAL EQUITY; AND EMPLOYMENT EQUITY INITIATIVES – ADVERTISING, RECRUITMENT, SELECTION, PROMOTION, MENTORING, PERFORMANCE MEASUREMENT, REWARDS ALLOCATION AND WORKPLACE DATA COLLECTION.

ANTI-RACIST CHANGE ANTI-RACIST CHANGE – INCLUSIVE STYLES OF LEADERSHIP AND DECISION- MAKING; AND THE REALLOCATION OF RESOURCES; STRATEGIC PLANNING, ORGANIZATIONAL AUDITS AND REVIEWS, AND MONITORING AND ACCOUNTABILITY SYSTEMS. GOAL: THE REMOVAL OF DISCRIMINATORY BARRIERS IN PURSUIT OF EQUAL OUTCOMES, AND TO ENSURE APPROPRIATE REPRESENTATION OF IDENTIFIABLE GROUPS AT ALL WORKPLACE LEVELS.

AN ANTI-RACIST WORLD IS SOMEWHEREOVER THE RAINBOW