“There's a lot of work that still needs
to be done”: Examining anti-racism
initiatives in social housing

Report from
Community Housing Canada’s Area IV:
Organization and delivery of community housing

Publication Date: July, 2025

Title: “There's a lot of work that still needs to be
done”: Examining anti-racism initiatives in social
housing

Authors: Ashley Wilkinson (MHSc), Rebecca
Schiff (PhD)

Community Housing Canada Description: Our
mandate is to combine expertise from the
academic and community housing sectors to
strengthen the sector’s capacity so it can better
meet the needs of the 1 in 8 Canadian
households who need support realizing their
right to housing.

Keywords: Anti-racism; Social Housing

Acknowledgements:

Series: Reports

Disclaimer: The opinions in this report reflect
the views of the authors and do not necessarily
reflect those of Community Housing Canada, its
funding organizations, or Area of Inquiry
members. No responsibility is accepted by
Community Housing Canada or its funders for
the accuracy or omission of any statement,
opinion, advice, or information in this
publication.

Cover photo credit: "Welcome to Africville" by
Indrid__Cold is licensed under CC BY-SA 2.0.

This report contributes to the work of
“Community Housing Canada: Partners in
Resilience”, an academic-community
partnership funded by the Social Sciences and
Humanities Research Council (Grant Number:
1004-2019-0002).
The authors gratefully acknowledge the
contributions of Research Assistants Khater
Muhajir and Hannah Perry during the research
process.

Recommended citation: Wilkinson, A., & Schiff,
R. (2025). “There's a lot of work that still needs
to be done”: Examining Anti-racism Initiatives in
Social Housing. Community Housing Canada.
Retrieved from:
www.communityhousingcanada.ca/outputs

Publisher: Community Housing Canada

Format: PDF, online only

URL:

2
Community Housing Canada Report: Examining anti-racism initiatives in social housing

Contents
Introduction .......................................................................................................................................4
Historical and Ongoing Racism in Housing ........................................................................................4
Background on Social/Non-Market Housing......................................................................................6
Background on Anti-Racism .............................................................................................................6
Research Aims ................................................................................................................................7
Methods ............................................................................................................................................8
Author Positionality ........................................................................................................................8
Data Collection & Analysis ...............................................................................................................8
Results ...............................................................................................................................................9
Interviewee Characteristics .............................................................................................................9
Findings ........................................................................................................................................... 10
Anti-racism as a Core Organizational Value ..................................................................................... 10
Anti-Racism Training ..................................................................................................................... 11
Anti-Racism Training Details .......................................................................................................... 12
Anti-Racism Initiatives ................................................................................................................... 13
Creating an Inclusive Environment ................................................................................................. 14
Protocol For Handling Incidents of Racism ...................................................................................... 17
Supports for Staff & Clients ........................................................................................................... 18
Improving the Housing Sector ........................................................................................................ 21
Recommendations for Promising Practices......................................................................................... 25
Conclusion ....................................................................................................................................... 26
References ....................................................................................................................................... 28

Introduction
Historical and Ongoing Racism in Housing
Historically, the story of Africville, serves as a stark example of the devastating consequences of systemic
racism in housing. In the late 1700s and early 1800s, Black people began to arrive in Nova Scotia, many of
whom were formerly enslaved Africans and Black refugees from the War of 1812 (Kotyk, 2024; McRae,
2023), and Jamaican Maroons, revolutionaries who had fought against British control over the island
(Black Cultural Centre for Nova Scotia, n.d.). Unfortunately, racial prejudice from White settlers caused
their marginalization and confinement to areas with limited resources, in this case, on the southern edge
of the Bedford Basin, just north of the city (Tattrie, 2024). With the arrival of more Black people over the
years, a thriving community began to develop.
In 1854, the city of Halifax forcibly seized land in Africville, demolishing homes to construct a railway
without any resident consultation or compensation. Residents' protests against this injustice, including
concerns about pollution and safety, were ignored. Despite contributing to municipal taxes, the city of
Halifax refused to provide essential services like running water, sewer systems and garbage collection
(Tattrie, 2024). To make matters worse, the city built several hazardous facilities around and in Africville,
including a fertilizer plant, slaughterhouses, Rockhead Prison, the “night-soil disposal pits” designed to
collect human waste, and the Infectious Diseases Hospital (Kotyk, 2024; Tattrie, 2024). Throughout the
1930s, repeated requests for basic municipal services like running water, sewage, and garbage removal
were largely denied (Tattrie, 2024). Then, in the 1950s, the city deliberately placed a garbage dump
adjacent to Africville, despite officials being aware of its health hazards. While other areas were deemed
unsuitable, the city council showed no concern for the health or well-being of Africville residents, nor did
they acknowledge any need for consultation (Tattrie, 2024). Halifax, acting without the residents' consent,
evicted the community to clear the land for development. This led to the gradual destruction of Africville,
finalized in 1970 with the demolition of the last home. Africville's history stands as a stark testament to
the devastating consequences of systemic anti-Black racism, manifested in the city of Halifax's calculated
efforts to marginalize, displace, and ultimately erase a thriving Black community.
Unfortunately, the legacy of discriminatory housing practices in Canada, rooted in systemic racism,
continues to shape the experiences of racialized communities today, underscoring the urgent need for
action to address the ongoing challenges they face in accessing equitable housing. Systemic racism within

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the housing sector has led to unequal treatment and persistent barriers for equity-deserving groups and
racialized peoples, perpetuating inequalities in this crucial area (Pager & Shepherd, 2008). This racism and
discrimination manifest in various forms, including redlining, discriminatory lending practices, and
unequal treatment in rental markets (Braveman et al., 2022). This compounds the historical injustices and
perpetuates a cycle of disadvantage. This pattern of discrimination is not isolated to the Black community;
rather, it is a systemic problem that disproportionately affects various racialized groups within the
Canadian housing landscape.
A 2022 audit report from the Canadian Centre for Housing Rights examined discrimination against
newcomers in Toronto's rental market, finding that discrimination based on intersecting factors was
widespread. The most common barriers faced by newcomers seeking housing were related to race,
gender, and family structure (specifically, whether they had children). The report highlighted some
particularly severe instances of discrimination: male newcomers with accents perceived as racialized
experienced a 267% increase in discrimination compared to male newcomers without such accents. For
racialized newcomer women, the presence of a child led to a 563% increase in discriminatory treatment
(Canadian Centre for Housing Rights, 2022, p. 6). The issue of discrimination in the rental market has also
been described in the literature. Mensah and Williams (2013) examined the experiences of Ghanaian and
Somali immigrants in Toronto's rental market and found that discrimination based on race and ethnicity
was a significant challenge for these groups. In an effort to prevent discrimination related to their accents,
study participants requested that others phone landlords for them, and they also chose not to wear their
traditional attire, for example, the hijab (Mensah & Williams, 2013). In addition, some participants
described racist microaggressions like being told that they “don't fit the profile of the neighborhood” and
being asked by landlords whether they “[cook] like the Indians” (Mensah & Williams, 2013, p.134),
demonstrating the landlord’s biases and potential discrimination based on cultural background.
Additional studies, such as those examining discrimination against ethno-racial minorities1 in Ottawa
(Mensah & Tucker-Simmons, 2021) and the impact of racially motivated housing discrimination on
Indigenous students (Currie et al., 2020), further reinforce the prevalence of these discriminatory
practices across diverse Canadian contexts. These findings, coupled with statistical increases in
discrimination faced by racialized newcomers, underscore the persistent discrimination within the private

1

The term ‘ethno-racial minorities’ reflects the language used by the authors of the particular paper. The term racialized is
more widely preferred, and more accurately reflects the status of these communities.

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housing market. This necessitates the exploration and expansion of alternative housing models, such as
social and non-market housing.

Background on Social/Non-Market Housing
Social housing, also known as non-market housing, is designed to provide affordable living options for
individuals and families who cannot secure adequate or choose not to find housing within the private
market (Kromhout & van Ham, 2012). This sector is characterized by its provision of subsidized or belowmarket rental units, often managed by government entities, non-profit organizations, or cooperatives
(Kromhout & van Ham, 2012). Critically, social housing fills a gap for low-income individuals by offering
supportive housing, government-funded subsidies, and rent-geared-to-income (RGI) housing, features
that are often unavailable in the private rental market (Ontario Human Rights Commission, 2024).
However, contemporary social housing systems face considerable challenges, including extensive waiting
lists, funding constraints, and a growing demand. The demand for affordable housing far exceeds its
availability, as evidenced by unsustainable waitlists for publicly subsidized accommodations across many
regions (Woodhall-Melnik et al., 2024). In 2018, Statistics Canada reported that nearly two-thirds (60.9%)
of the households on the social housing waitlist had been waiting for two years or more (Statistics Canada,
2019). This issue is particularly acute in Ontario, where the Ontario Human Rights Commission (2024)
notes that waitlists for Toronto Community Housing now extend to seven or eight years. Unfortunately,
these prolonged wait times render subsidized housing an impractical solution for the vast majority of lowincome tenants, limiting access to this critical resource (Ontario Human Rights Commission). Addressing
these systemic failures is crucial to creating a social housing system that upholds principles of justice and
equity.

Background on Anti-Racism
The systemic challenges within social housing, including limited availability and extensive waitlists, create
significant barriers to access, particularly for racialized communities who are often overrepresented
among low-income populations. In fact, data from the 2021 census demonstrates that poverty rates are
highest among racialized groups, with some variation between groups (Statistics Canada, 2023). Given the

6

well-documented impacts of systemic racism on economic stability and housing security, the inadequacies
of the current social housing system exacerbate existing inequalities.
Equity, Diversity, and Inclusion (EDI) is a framework focused on fairness of opportunity (equity), the
presence of difference (diversity), and the welcoming and valuing of all individuals (inclusion). While EDI
seeks to create a more inclusive environment through identifying and addressing barriers, its focus doesn't
always center on the historical power imbalances and ongoing oppression that disproportionately affect
racialized groups. Henry & Tator (2010) define anti-racism as “measures and mechanisms designed by the
state, institutions, organizations, groups and individuals to counteract racism” (p.379). However, moving
beyond definition into action, anti-racism actively challenges the systems, structures, and policies that
perpetuate racial inequality, moving beyond passive non-discrimination. It recognizes that racism is not
merely individual prejudice, but a systemic issue embedded within institutions (Kendi, 2019).
Implementing anti-racist practices requires a commitment to identifying and dismantling these systemic
barriers, fostering equity and justice. This involves centering the voices and experiences of racialized
communities and actively working to redistribute power and resources to address historical and ongoing
disparities. Therefore, anti-racism initiatives within social housing are not merely a matter of equity, but
a crucial necessity to ensure that all individuals, regardless of race, have access to safe and affordable
housing. Despite this, there is no research in Canada which documents the ways in which social housing
organisations are beginning to integrate EDI and anti-racism into their work.

Research Aims
This project aimed to address this gap by examining and documenting anti-racism initiatives and/or
programs currently being implemented by social housing organizations. By showcasing these providers
and their strategies, this study sought to demonstrate the potential for similar initiatives across the sector
and advocate for broader policy changes. The ultimate goal is to promote equitable outcomes and
dismantle systemic racism within social housing.

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Methods
Author Positionality
This report is deeply informed by the lead author's professional expertise and lived experience as a Black,
female scholar navigating the colonial structures of academia. This perspective was integral to the
development of the research questions, interview protocols, and analysis, ensuring that the lived realities
of racialized communities within the social and non-market housing sector were considered in the study.
Driven by a passion for anti-racism and housing equity, the author aims to present a critical analysis of
organizational efforts to address and mitigate the impact of racism and other forms of systemic
discrimination within the social housing sector, with the goal of informing policy and practice.

Data Collection & Analysis
Ethical approval for the project was obtained from Lakehead University Research Ethics Board (approval
#1469360). Following approval, social and non-market housing organizations across each province were
identified through web searches and by consulting the Co-operative Housing Federation of Canada
repository (for housing co-ops). Potential participants were then invited to participate in the study via
email, using a pre-approved script.
Data for this project was collected through qualitative interviews with social housing staff and leadership.
Finding organizations to participate proved difficult, which limited the number of interviews. This
challenge arose because many social housing organizations are in the early stages of doing work in this
area, meaning few had relevant experience or initiatives to discuss. Despite this, organizations that did
participate offered meaningful contributions and a range of perspectives. All participants provided written
consent for participation and audio recording of the interviews. These interviews (n = 8) were completed
using Zoom software between March and November 2023. Interview sessions varied based on participant
feedback and ranged from approximately 30 minutes to 1 hour in duration. Following the interviews, the
audio was transcribed, transcriptions were uploaded to NVivo for coding, and analyzed for key themes.

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Results
Interviewee Characteristics
Participants were asked to provide demographic information, including age, gender, ethnicity, education,
and location. One interview included two participants, resulting in a total of nine individuals interviewed.
Participants were primarily women (77%), and all participants reported having completed some form of
post-secondary education. While participants were given the option to select 'other' for ethnicity, many
of those who chose this category self-identified as white. A detailed summary of participant characteristics
is provided below (Table 1).
Table 1: Participant Demographics (n = 9)
Measure
Items
Frequency (n)
Percentage
Gender
Male
1
11.11
Female
7
77.77%
Something Else (e.g.
1
11.11
gender fluid, non-binary)
Age
30 – 39 Years
2
22.22%
40 – 49 Years
4
44.44%
50 – 59 Years
1
11.11%
70 – 79 Years
1
11.11%
Ethnicity
Black (e.g., African,
3
33.33%
Caribbean, Black)
East Asian (e.g., Chinese,
1
11.11%
Japanese, Korean)
Other
4
44.44%
Did not Respond
1
11.11%
Educational
Community college
1
11.11%
Attainment
diploma
Some University
1
11.11%
Bachelor’s degree (e.g.
2
22.22%
Bachelor of Arts, Bachelor
of Science)
Graduate degree (e.g.
5
55.55%
Master of health
sciences)
Location
Central Canada (QC, ON)
3
33.33%
Prairies (MB, SK, AB)
2
22.22%
West Coast (BC)
4
44.44%
*Values in this participant table may not always add up to 100%. This is because some participants
chose not to provide information for certain categories.
**The participant who identified their gender in the ‘something else’ category chose not to specify their
self identification.

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Findings
Participant interviews offered valuable insights into the diverse anti-racism initiatives being adopted by
social housing organizations as they work to combat racism. Several key themes emerged from the
interviews including, anti-racism as a core organizational value, anti-racism training, anti-racism
initiatives, creating an inclusive environment, protocols for handling incidents of racism, supports for staff
and clients, and improving the housing sector. The following sections will elaborate on these them es,
drawing directly from the experiences and perspectives shared by participants.

Anti-racism as a Core Organizational Value
Most participants (n= 8) indicated that they believe anti-racism is a core organizational value. However,
their subsequent descriptions often focused on concepts such as equity, diversity, and inclusion (EDI),
which, while related, are distinct from anti-racism:
As we expanded our mandate, and who we're serving not only our residents in our community,
the communities, we've become a much more diverse community and resident population. So
thus, we need to be able to provide a very trusted, respectful, inclusive and welcoming
organization. (Participant #2)
Yes, I think, like, currently, as it's framed in our official values is like diversity is one of our core
values. (Participant #5)
Importantly, some participants recognized this difference, and were able to articulate the limitations in
their organizations’ approaches to incorporating anti-racism as a core organizational value:
From an organizational standpoint, two things. One, do we talk about anti-racism? No. Do we talk
about being culturally appropriate and sensitive? Yes. In my world…those are very different
things… So from a cultural standpoint, in decolonizing, and indigenizing, our system of care, we're
exceptionally attuned to that. And as an organization has made really good strides for that. Some
parts of the organization more so than other parts, [and] anti-racism needs a lot more work.
(Participant #4)
One organization in particular highlighted their commitment to addressing anti-Black racism within their
organization, stating:
Yes, and quite specifically anti-Black racism, which is usually in large part invisibilized, both by the
history of Blacks in Canada, as well as the small percentages of Black populations found in various
city centers. Anti-Black racism and the specificity of naming it is crucial. Yes, it's the broader
spectrum of anti-oppression and anti-racism work, but the uniqueness of anti-Black racism is a
particular area of focus that efforts are put into day lighting and addressing the specificity of that
terminology. (Participant #6b)
While participants often framed anti-racism as a core value, their descriptions often reflected a focus on
EDI principles, highlighting a potential gap between stated values and a deeper engagement with actively
dismantling systemic racism. However, the recognition by some participants of the distinct nature of anti-

10

racism, particularly anti-Black racism, signals a crucial awareness that can inform more targeted and
effective organizational change.

Anti-Racism Training
“Going to training is one thing. Practicing is very different”
When asked if staff receive any kind of training related to racism, anti-racism, discrimination, or cultural
safety, responses varied. Again, some participants responded that staff receive training on adjacent
topics:
We provide it in our training and orientation, you know, information about diversity, inclusion,
equity, that kind of thing (Participant #1)
Some noted that their organizations have made a concerted effort to include anti-racism training:
I've been leading the training and educational aspect of the anti-racism work since I joined the
organization in 2022 and they have been receiving trainings in the anti-racism. We started with
the history of race and then we moved to the anti-racism work. We are now moving into how we
can together, be able to create those safe spaces in our workplaces… And we started with the
leadership of the organization. (Participant #3)
Unfortunately, as one participant pointed out, sometimes the impetus for the training in some cases is a
negative or inappropriate incident(s):
The only training that I've done so far, since I've been working for the co-op is anti-oppression
training, so we've actually made it a policy…that any new staff… they have to go through antioppression training. It's mandatory, so nobody can bypass that. So, that is what we've done so far
in the past few years. We're ensuring that we stay on top of our anti-oppression training…there
was an incident several years ago where it was brought up by a couple of board members who
are from my community, from Black community, that raised awareness that we need to actually
do anti-oppression training because certain issues that were arising in board meetings… a vast
number of things that came up through several meetings and then that's how we ended up doing
the anti-oppression training (Participant #8)
Others said training was limited, inconsistent or not provided at all:
I would say it's been a bit piecemeal. We are working towards changing that. But right now, it's
not necessarily consistent. But we have actually in two weeks, the training coming up for all staff
who are in supervisory roles. So, we have an anti-racist training about inclusive leadership coming
up for them… (Participant #5)
However, for many, implementing anti-racism training was an aspiration:
BC non-profit housing association… They do a lot of great educational sessions. So last year… there
was a series on Indigenous cultural safety. There were just kind of three workshops so I asked
everybody to sign up for that… There was a number of different anti-racism and, I would say, kind
of reflection workshops for people so I encouraged everybody to sign up for those…What I’d like

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to do in the next year is make it a little bit more formalized professional development plan so it’s
like ‘hey you need to at least take one course’ in, you know, anti-racism, trauma-informed
practices- that’s actually the big one for us, and that’s very new to this organization … I’d [also]
like to do some Indigenous cultural safety that’s through a program for all staff (Participant #7)
I would say it's more piecemeal in terms of whether it's like built into orientation processes and
stuff. We're not there yet. It is something we're working towards (Participant #5)
While some organizations have begun to implement anti-racism training, often spurred by individual
leadership, the prevalence and consistency of such training across the sector appears to be limited. For
many, embedding comprehensive anti-racism education into standard practice remains an important but
yet-to-be-realized goal.

Anti-Racism Training Details
When asked for details about the training (length, how often, and whether it is mandatory), responses
again varied. Many participants were unsure of the details of training around the length/type of sessions,
and how often they were provided. However, one participant gave a clear and detailed explanation:
We are providing…three hours training almost every quarter, every three months, so we have
those three hours training for all the leaders. And also we have them also for staff. So each division
has been given some days within the calendar where myself and then the anti-racism strategic
advisor would go and deliver those kind of training. And sometimes we bring in additional
resources in terms of bringing an expert from our side to also come in and add value to what we
are delivering. (Participant #3)
Furthermore, one participant described their organization’s broad approach to training which showed a
valuation of different types of knowledge, and learning experiences, stating:
It’s a combination of everything, some are certificate programs, where it’s through a university,
sometimes we bring speakers in to speak with us about different things, some of it might just be
going and supporting staff to go to a traditional speaking at the teepee, or to attend different
events in community or to go to the cultural days. So attendance at events, and integration and
incorporation of lots of different perspectives and views is supported. So and it's also like honoring
the different ways of knowing in terms of sometimes textbook knowledge is just textbook
knowledge. (Participant #4)
Surprisingly, some organizations did ensure that this type of training was mandatory for staff:
100% mandatory for all service providers that do any direct frontline work with anyone or that
supervise that frontline work. It's mandatory. We offer it every year, every year it's offered, and
we cycle it in and out, and we do supplemental training as well (Participant #4)
Others described the training in a way that was more consistent with an expectation, rather than
mandatory:

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We could not say it's mandatory but it's the requirement. It is part of the people's leadership
development or career development. Because it is a necessity for all our staff to be trained in the
anti-racism (Participant #3)
However, this requirement was not consistent even within organizations, as some participants noted that
different departments/roles had different expectations with respect to training:
I don't actually know for sure if the initial trainings were mandatory, I think they were but … the
ones that we are doing that are coming up, the one for staff supervising is mandatory, the other
ones are not, but it is like highly encouraged. (Participant #5)
Overall, training for anti-racism, discrimination and/or cultural safety varied in terms of implementation,
uptake, and type. Many participants recognized the value of training, but it was not consistently
implemented for staff. Unfortunately, almost none of the participants described the implementation of
evaluation mechanisms to ensure the training was effective. To ensure training effectiveness, it would be
valuable to incorporate objective measures—such as post-training assessments, behavioral observations,
or long-term tracking of changes in organizational culture—alongside subjective feedback.

Anti-Racism Initiatives
In addition to anti-racism training, participants were also asked about other steps their organizations were
taking to promote anti-racism, including anti-racism statements and initiatives. Most (n=6) participants
had responses, which highlighted a variety of initiatives including staff committees, organizational audits,
creating feedback mechanisms and more. As they shared:
I created a kind of steering committee of staff, to educate, do training with, get buy in, kind of do
train the trainer … and then work with that staff to start to change some of our policies and
practices when we work with residents. So that was our first step. That group did a lot of training,
everything from reconciliation, and decolonization and to racism, we've done a lot of work in that
area…we hired an audit group, a group of consultants to come in and audit the organization,
everything from our HR practices, our operational policies, our governance policies, our hiring,
our board recruitment. And so we're in the middle of that right now. I also do an anonymous
employee engagement survey that asked questions about respect and inclusion and, and, and
things like that. So I found that to be a really frank space for people to give me their feedback
that's not in a group setting, or, you know, it's a completely anonymous. (Participant #2)
Internally, we are on a journey of educational awareness. Also, we are doing our holistic cultural
assessment and then at the same time we are reviewing policies and procedures to make sure
that they are fair and inclusive. And at the same time, we are also reaching out to communitybased organizations that are also championing the social justice and racial equity values
(Participant #3)
We have been reviewing our policies of employment. We've been trying to… lean on them to help
support…being a more inclusive organization, but also educating the people that are on our board
or on our who are volunteers with us as well. (Participant #5)

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We're also quite intentional in terms of our, in our hiring practices. We invite applicants who have
lived experience with the community. We invite applicants and we make it known within our
intake and posting documents that we are looking for people that have this lived experience,
knowledge of community, and that reflect the community that we're serving (Participant #6)
I'm actually part of a group like that…it’s called principle eight. So we're actually, I'm working in
partnership with the Ontario Cooperative Association to develop a principle eight for DEI work
throughout all the different co-op sectors, right? But we do have a human rights bylaw that most
of the co-option have like across Canada…In terms of anti-racism stuff, we're looking to do some
workshops in the new year. (Participant #8)
These examples highlight the range of work that organizations are undertaking in order to address some
of the root causes of racism – particularly structural racism – within the housing sector.

Creating an Inclusive Environment
When asked what their organizations were doing to ensure an inclusive environment, participant
responses demonstrated a clear dedication to inclusiveness through proactive measures in recruitment,
and intentional decisions around staff representation and organizational structure. Participants described
intentionally diversifying their boards and staff by seeking individuals from various backgrounds, including
specific geographic regions, Indigenous communities, and those with lived experiences. As one participant
shared:
We have a new representative now from the northeast, who also brings a different type of
diversity to our board…She's originally from Trinidad, but she also brings the family perspective,
because her father had sustained a brain injury. And she's also a professional, she works in the
healthcare system. So a lot of our board members represent different sectors. And so we try to,
you know, do that inclusive piece there as well. The person from Sioux Lookout that was on our
board was Indigenous and from a northern remote community, and we're hoping to recruit
another person from a northern remote community, because it's a big percentage of who we
serve is from the northern communities. So we need their perspective at the table. (Participant
#1)
One participant outlined concrete steps for ensuring staff representation, underscoring their commitment
to measurable progress. They explained:
At the board level, we intentionally signed up for the 50/30 challenge. So that means at least 50%
of your board…identify as female, or as gender diverse, and then 30% of your board should be
from equity-deserving groups - so generally racialized groups. This is a Government Canada
initiative and that you can sign up your organization and you can say ‘I am committed to doing
these things for my board’, so they’re trying to encourage greater diversity at a leadership level.
It’s the same 50/30 split for your senior management leadership….But again, we continue to strive
for that diversity, so it starts from a very high level governance/leadership level….We don’t have
Indigenous representation on our board right now. That is something the board is looking at and
- you know, we do have Indigenous people living within our housing and we’re not exclusive. We

14

also want people with lived experience on our board, and being able to reflect who we serve on
our leadership and in our staff, but also at a board level. (Participant #7)
Speaking to their recruitment/hiring, participants described a variety of approaches to ensure the
processes were inclusive, which often began with recognizing a need for change. As some participants
shared:
So previous board configurations were diverse, but right now we have an all-white board and we
did have a conversation about that a couple of meetings ago…We had a matter that we had to
deal with and one of our board members was like, ‘hey, you have to rea lize there's no
representation here. There's no representation in staff, right? And this is an all-white board and
we need to look outside of this lens that we're speaking in the middle, right? So let's be cognizant
of what we're discussing and be aware of the challenges that all parties are [facing]’ ... So, they're
very aware that there's no representation currently…so we have to be very careful and be very
aware of the matters that they're dealing with. (Participant #8)
We [have] hiring policies, we do have avenues to recognize kind of diversity in in applicants. And
so we've done that work, and that's not actually a big impact. What I'm keenly aware of is … hiring
practices change, you still have folks at the top who've been there for a long time, who look a
certain way…. But I'm keenly aware that when vacancies become available … there's a lot of effort
to be able to bring in kind of diverse perspectives. We've kind of like, kind of re-shaped our
recruitment process (Participant #2)
Building on this, several participants shared their recruitment practices that create more inclusive
processes, including diversifying hiring panels, encouraging applications from marginalized groups and
equitable assessment, valuing lived experience and community knowledge and promoting accessibility in
the interviews.
Diversifying Hiring Panels and Processes
Participants highlighted the importance of diversifying their hiring committees and overall recruitment
processes to ensure a wider range of perspectives are involved in candidate selection, stating:
In our hiring process, we made it a requirement to have a panel of diverse individuals … the hiring
manager and then other individuals that are representing different cultures or different race and
then also ideologies. (Participant #3)
Encouraging Applications from Marginalized Groups & Ensuring Equitable Assessment
A key strategy employed by some organizations involves actively encouraging individuals from
marginalized communities to apply for positions within their organization, and ensuring that their
qualifications are assessed in an equitable manner. As they shared:
We have also gone into putting some clause in our postings, saying that ‘this job we encourage in
those who have been marginalized or those who have been historically marginalized to apply’ and
then sometimes their experiences, their lived experiences, become the main requirement. If that
is the kind of posting we have and then we are encouraging minorities to apply and we would also
post those kind of posting through community channels so that members of the minorities can
also be able to have access to those and would be aware that there is something coming up…Not

15

to mention also the qualification from overseas are not discriminated. If you have qualification
from India or Africa or somewhere else, so we value them as equally as the qualifications that are
here based on the standard that we have. (Participant #3)
When we do hiring and things like that we try to provide inclusive language, we encourage
particularly women and women of colour to apply to our positions and be part of our team - that’s
been very intentional… we recognize is that a lot of our residents are low-income and often single
mothers. Often racialized, often wasn’t born in Canada - they are newcomers - and they’re usually
on income assistance, so we provide employment opportunities for folks to take on some
contracts with us in our housing. (Participant #7)
In terms of hiring practices we'd like to hire the best person for the job and that is based on skills
and qualifications, but also potential. (Participant #4)
Valuing Lived Experience and Community Knowledge
Recognizing the unique insights that lived experience can bring, some participants described recruitment
practices that actively value candidates' connections to and understanding of the communities they serve.
As they stated:
We're also quite intentional in terms of our, hiring practices. We invite applicants who have lived
experience with the community. We invite applicants and we make it known within our intake
and posting documents that we are looking for people that have this lived experience, knowledge
of community, and that reflect the community that we're serving (Participant #6)
At the same time, in our grading, we have also made it part of our assessment to make sure that
experiences that are from the grassroots community organizations are also given some value
(Participant #3)
Promoting Accessibility and Equal Opportunity in Interviews
In an effort to create a more inclusive and equitable interview experience, some participants shared
specific measures taken to enhance accessibility and allow candidates to better showcase their abilities,
stating:
The other way I’ve done recently was in the hiring, I actually gave everybody their interview- so
we had a phone call [or] whatever, they were called for [an] interview, and then I gave everybody
their interview questions ahead of time. I just want you to be prepared, here’s an opportunity for
you to be prepared and come, and if you have a language issue then at least you can take some
time to understand the questions and then come to us and talk to us about whatever it is, right?
So I want people to be in their best ability to showcase themselves. (Participant #7)
Finally, participants discussed several strategies to create a more inclusive environment that focused on
accessibility. As they shared:
All our board meetings are actually virtual…We meet like once, maybe twice a year in-person, but
[the rest] are all virtual so it kind of helps with some of the access. All our staff work hybrid ... as
well. We actually recently had someone interview and they said ‘you were the only one with
hybrid and that’s what I was looking for’ because she just returned back from maternity leave. So

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we want to be a very flexible employer, knowing that most of us have children or family, or aging
parents that people need to take care of, right? We’re doing that work, so we want to be a flexible
workplace. So that commitment to a hybrid [model] and also to a four-day work week is a priority
for us. (Participant #7)
Beyond the organization… as a people of African descent, I would say we need to be very
intentional around increasing our knowledge around disability justice…To extend beyond physical
needs, an accessibility need could be that your child is sleeping nearby and you need to be on
mute and have captions in order to facilitate your participation in the meeting. It's not always
linked to living with a particular invisible or visible disability…This is an accessibility need being
shared…The cultural shift in our individual thinking and in our organizational practices… extends
beyond [organization] is one that needs to readdress how we look at disability justice, mental
health and the integration of care-based practice in how we relate to performance, productivity,
perfectionism. Because these elements, it's the same cycle that supports race-based systemic
racism, systemic discrimination. It's all part of the same capitalist colonialist structure that says
you are valued in relation to your functionality through an ableist lens, through a lens that puts
white at the top of the hierarchy…If we continue to ask, are we missing someone? Is someone
being left behind? Who's not being addressed in this? So, it's asking the questions and then
working intentionally to address answering those questions. (Participant #6)
Overall, organizations are making an effort to create more inclusive environments. Beyond
representation, there's a focus on broader accessibility, considering neurodiversity, gender diversity, and
various accessibility needs, alongside open communication, better hiring practices and simplified
processes. Furthermore, there's a recognized need to address systemic biases related to ability, race,
gender, and age to foster a truly inclusive environment.

Protocol For Handling Incidents of Racism
When participants were asked if their organizations had an established protocol for handling
reports/complaints/incidents of racism, most (n=5) did not. Some described other mechanisms, but these
were in progress or still under development:
Right now all complaints from racism, discrimination and then other complaints are being handled
by the anti-racism unit and racial equity committee… But our strategy is in development because
we are waiting for some of the research that are now being done…we will have an anti-racism
policy. And in that policy, there will be some commitment articulated and some zero tolerance of
racism and all the discriminatory behaviors within the organization and we will have the steps to
report those (Participant #3)
However, most said that there was no standalone protocol. As they shared:
Racism specifically, no… Our grievance policy does cover that though. So we have it from a
contractual standpoint. (Participant #4)

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I'm not aware of any like official protocol for racism … we do not currently have policy for
addressing an HR based claim of racism…. We are working towards … creating a platform on our
website where people can report discrimination in our own way (Participant #6)
We do have a complaints process. I think that’s the one that’s probably the closest, which if there
was an issue with racism, that would be the procedure that we would follow…. So there are kind
of some protocols for incident reports and things like that. I would say that’s one area that I would
like to do more work on. I would say these policies are okay (Participant #7)
We do have a protocol in place to deal with incidents … the incident report, it's overall, but like
for racial incidents, again, it would go to the board and be discussed. (Participant #8)
A standalone protocol for racism complaints in housing is crucial for ensuring that these serious issues are
addressed with the specific attention and expertise they require, rather than being diluted within broader
complaint procedures. Clear, transparent processes for reporting, investigating, and resolving incidents of
racism, will help foster trust and empower individuals to come forward.

Supports for Staff & Clients
When asked about effectively supporting both staff and clients, participants shared that their
organizations provide resources, actively foster connections with a range of community services and
implement internal initiatives. One organization emphasized the provision of resources to clients, and
community involvement:
We have general awareness resources that are useful that we gather from different places that
we normally pass on to our residents…. Sometimes we have anti-racism awareness tools that
we're using within the organization that are also useful for them to know and to understand that
the organization is moving in that direction…we also provide some tools for kids. Sometimes
racism can manifest as a bullying kind of strategy from those who want to, let's say from the
children, they can start doing it as bullying one another. And it can cascade to their parents. That
can then become a big problem. So we are trying to also provide and recommend some of the
books from the libraries-our community libraries, those anti-bullying books so that children can
learn them in those channels…I made a recommendation to have some university students during
the coming summer to- at least every community will have a few students coming from the
university that will be supporting our children in that because we want to make it a friendly thing.
We want to educate them in a way that does not create any harmful kind of effects, if you like. So
we want to make sure that they do it as they play. They learn to be kind to one another rather
than exposing them to the core, I mean, concept of anti-racism because they are not at that level
yet. But we can have discussion with their parents and aunties and uncles on how they can be
supported. But for them as children, we want to make sure that we provide them the right tools
so that they are safe and supported. (Participant #3)
Several participants described the ways in which their organizations connected clients with community
services. As they shared:

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If … a family comes to us or a senior and they're struggling, we do try to connect them to other
kind of it could be community services, Indigenous support services…. One of the things that I did
over the last couple of years was we had a sort of a, a manager of tenant relations, and I've
included in their title, and kind of kind of what is it. Scope of Work is around community
relationships, so that we can connect our tenants who need those kinds of supports in the
community (Participant #2)
Depends what level of need they have. So if they are in social or affordable housing and their level
of need is quite low…if they need to be connected, they're connected to community
resources…Our outreach is fantastic at assessing what the level of need is that's required. So
sometimes that might not be us and we need to get like Saamis Immigration in or an elder in. So
it's about the ability to connect that person to the right program or service. (Participant #4)
For some organizations this included efforts to find new ways to support clients and facilitate connections
with community organizations:
I would say at this point, nothing formalized. We provide them with resources and typically what
we’ll try to do is then connect them with other organizations if there’s an issue that they’re dealing
with…We recently did do a resident well-being survey, so we’re surveying people about what their
needs and challenges are, and also about our service. We just got that report back, so I haven’t
gone through it all, but from there, what we’re gonna create is a resident wellbeing plan. So this
is what we heard, and then these are the ways that [organization] can actually assist, support or
connect, right? There are some things in there where we’re like, we just don’t have enough
resources to do this work, but can we reach out to other partners that can potentially provide this
service? So that’s what we’re trying to figure out is if people say ‘food insecurity is a major issue
for me’, is there something that we can do or is it that we have to connect them with others?
(Participant #7)
We just try to connect our members with community groups in the area that can support them
with whatever they need. Yeah, that's as much as that we're able to do as an organization. But
one of our goals with our new build…we're looking to see if we can get probably in-house
supports, right? So, we could actually have like a couple of offices in-house that could provide like
a support person for mental health and like health services. (Participant #8)

Beyond external connections, one participant highlighted the critical importance of cultivating safe and
supportive internal environments for both staff and clients:
Every training, every conversation we are having, we have people that have trauma informed
trainings. We have some counselors that are embedded into our work internally. And also, we
have people that can be called to come in and support. Now, with Racial Equity Committee, the
same also applies to them. Whenever we have a meeting, whenever we discuss issues, we always
have debriefing. And that debriefing is to allow those members to privately articulate their
concerns to somebody like me or to somebody like the anti-racism strategic advisor or to some of
the counsellors…. Every time we are doing something, we have a policy of reading out a safe
statement or a comfort statement. That comfort statement is to tell people that you are not, you

19

are free to exit if you feel like the conversation is not appropriate for you. If you have any feeling,
like you are having something that can be- or that can cause you to feel retraumatized or for you
to be traumatized, then we ask them to exit the conversation but inform somebody so that they
can also be supported as they exit. And then if they want to continue and they have some concern
that they would like to address, those can be addressed first and then we come back later to the
conversation. So the psychological safety of our members is a priority, for sure. (Participant #3)
Finally, participants shared that supports for clients also involved actively engaging with the community
through partnerships and tailored activities which were a vital part of the support strategy. Initiatives
created vibrant community spaces, while collaborations with organizations addressed specific needs like
food access and prioritizing specific groups:
So one of them is called pop-up parks. And so pop-up parks was around creating like healthy
neighborhoods. So what they did is they identified a low income housing neighborhood that we
had very diverse tenants in there. So immigrant families from the Ukraine, some Somalian family,
some Syrian family. So it was very, very diverse. And they looked at providing like basketball courts
there and created community food gardens there and talked about culture. And it was just
amazing. It was amazing. The tenants and their children all had really positive things to say about
it. And they still have, you know, the basketball courts are still there and the kids utilize them
tremendously. So like we have a lot of, not a lot, we have a number of external community
partners that will identify a need and then ask to assist our populations with it. Another one is a
food- it's called Fresh Roots, where it's around providing fresh fruit and vegetables in certain areas
of the community. And so they tend to partner with us on identifying what areas and what
families. And then it's the consideration, which is good to see the consideration of the type of
food that's required by different populations. (Participant #4)
Strategic partnerships also enabled the provision of specialized services, including mental health support
and culturally relevant counseling.
So we do have certain properties will have like an agreement with say [community organization]
for women. They'll have a block lease, and they will offer direct services to folks in that building,
but that's not something that's available to tenants across all of our properties. So, it's kind of
limited to particular groups and specific partnerships. In terms of other buildings like we wouldn't
have generally have services in in on the property or we try and get information out to tenants as
much as we can like sharing things like that in our news now as we share periodically like mental
health resources or different, you know, services that they can access but because we don't offer
those kind of wraparound supports it's not really something that we're having readily available to
across all properties. (Participant #5)
We are initiating work with various Black and Indigenous counselors in the Metro Vancouver area
to offer counseling. We've done group counseling sessions that have run for a number of
concurrent weeks. We also offer independent private counseling sessions to residents to put
forward that that would be of need to them. (Participant #6)
Organizational efforts to support clients and staff were multifaceted and highlight both explicit and
implicit connections to anti-racism. Through providing anti-racism and anti-bullying resources, creating
trauma-informed and psychologically safe environments, and engaging racial equity committees,

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organizations are actively doing anti-racism work. Organizations also support racialized communities by
partnering with culturally relevant service providers, offering counseling with Black and Indigenous
professionals, and tailoring programs like pop-up parks and food access initiatives for diverse populations
which indirectly support anti-racism. These actions reflect a commitment to addressing systemic racism,
promoting inclusion, and ensuring equitable support for both staff and clients.

Improving the Housing Sector
Finally, participants offered valuable insights on how to improve the housing sector in order to reduce the
prevalence of racism and discrimination. They highlighted several systemic and organizational factors,
including accountability, tenant education, resources, policy change, directly addressing racism and
advancing anti-racism work, appropriate housing, decolonizing and reconciliation, and shifting
perspectives on housing and homelessness. Speaking to accountability, a key concern was the prevalence
of discriminatory practices and the lack of accountability within the system (at various levels), particularly
regarding the experiences of racialized communities. As one participant shared:
To have accountability from the government, like for the government to be more accountable in
the services they provide and in their programs. And then for them to be more intentional about
creating affordable units for the Black community … the other [thing] is the discriminatory
practices in housing… many of these landlords take advantage of low income individuals and so
they easily evict them and with the intention of … renovating the apartment and increasing the
rent which [can] no longer be affordable by a low income [people]…We need a centralized app to
be able to report such practices and to also make the landlord more accountable. (Participant #6)
Building on this, the participant highlighted that community members need to be aware of their rights in
order to combat negative experiences like this:
And the other thing is that many of the Black people that we engage with don't know their rights
as well as tenants, so educating people on their rights, like providing tenant rights education to
Black people, to Black community would also help to reduce anti racism because when you know
you're right you can speak up and kind of like be an advocate for yourself as well. (Participant #6)
Speaking to policy, participants expressed concern that current rental rates and housing policies, including
a focus on middle-income housing development, disproportionately disadvantage low-income individuals
and families, particularly those from marginalized groups. They argued that these policies perpetuate
homelessness and fail to address the specific housing needs of diverse populations, stating:
The rental rate for individuals, single individuals is been increased to $500 it was previously 375$.
There is nowhere available for 375$ there is nowhere available for $500. So, the notion that these
rates have been put forward for people accessing social services as their primary means of
support, and that being the rental rate. It is systemically perpetuating homelessness. It will not
get you housing. The only way for that to get you housing is to accept something like an SRO
where you're in a single room unit that honestly looks like the size of some loftier houses’ closets.
It has no bathroom. It has no cooking facilities. These have to be shared dormitory style. That is a
unit that that wage could afford. That's the first barrier. (Participant #6) [Emphasis added]

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I think from a policy perspective… I’m finding [that] there seems to be a focus right now on middle
income housing where it’s like ‘hey, it’s a housing crisis for everybody, we need to just build
housing’ and ‘maybe we just build lots of rental housing and that’s gonna solve the problem’ etc.
and to me that is a racialized discussion because…some of the narrative that’s coming out, and
I’ve heard non-profits say this, is like ‘well we just need to get some housing built, it doesn’t matter
kinda what the affordability is. In 10 years, those rents will be below market’. But the problem is
what’s gonna happen to those people? What, they’re gonna wait 10 years to be able to afford to
live somewhere? And then who are those people that are most impacted? Well, we know it’s
women, single parent families, if you’re Indigenous, racialized, if you’re a senior, if you [have] a
disability, you’re basically that 20-30th percentile of income. So you’re never going to be able to
afford anything, and to me it’s like ... let’s not forget the most vulnerable groups here because
they need to find a place to live and we can’t just be like well maybe in 10 years time we’ll afford
to build you that housing. To me that’s not appropriate and this is like, it’s almost next to
impossible to build deeply affordable housing and this is why you see that other narrative [of]
‘just get something built’. But I think we still need to push back and remind people there’s a very
specific population here and it’s racialized, so if you want equitable access to housing, then you’re
gonna need to shovel some money and invest in this area ‘cause it’s never going to catch up
otherwise. (Participant #7)
When it came to addressing racism and advancing anti-racism work, participants emphasized that racism
manifests in various ways within the housing sector, sometimes even within communities of color,
highlighting the need to broaden conversations beyond racial justice to include racial equity. As they
shared:
I think there is a need for a broader conversation, a conversation that needs to not only focus on
racial justice, but also focus on racial equity. Racial equity in a way that can enable those that are
living in our properties to also be represented properly, so that they can have people that they
can relate to when it comes to them channeling their concerns. (Participant #3)
When people hear an accent, whatever the accent, if it's not familiar to them, and these houses
that are renting basement units or side units, these are often and most often not owned by people
that would identify as white. These are owned by other POC communities who are avidly
practicing anti-Black racism. (Participant #6)
I think that's what it comes down to education, understanding individual groups means because
not everybody has the same need. Right. We all have various needs that that means that needs
to be addressed from an anti-racist lens point…. There's a lot of discrimination. That a lot of BIPOC
groups still face on a daily basis, including myself. Sometimes I wish that people would just listen.
That's another thing like listening is super important when it comes to dealing with racism, right?
That's like all levels, right? Because racism is not just in one area. It's everywhere. Right. So. Yeah,
just comes down to listening, understanding, having empathy. Right. And understanding
everybody is going through something and everybody needs help. So that's kind of my ta ke on
that. But yeah, from anti racism standpoint, yeah, listening and empathy is like to keep those [in
mind]. (Participant #8)

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In terms of appropriate housing, participants emphasized accessibility and also additional consideration
for housing typology in new builds to ensure that the housing meets the needs of clients and community
members. As they said,
So the housing sector as a whole, re-education. And with that education, look at the housing
typology that is actually built or when we go into remodeling, look at different ability to expand
and do flex housing to really make room for the different cultural needs of a lot of different
tenants and individuals that are utilizing the housing units. I also think about national occupancy
standards where you have to conform to a Western way of what housing typology is and what it's
not, which we've never agreed with…Or the ability for elders to come in and live with their loved
ones too is like, we prohibit a lot of things by housing design. So I think the housing sector from a
build standpoint needs to factor that in. The bedroom sizes are ridiculous and the gen ders and
yeah, that's a huge barrier. For training of staff, definitely training, education and supervision of
staff on those areas. How we do our intake processes can be changed [to] where it is more
inclusive or our forms are difficult to read and input information into. So it might not be accessible
to all different populations. (Participant #4)
Like if the units that are being offered have stairs. Sometimes I've taken my mom to see places
and they say no stairs and halfway in the hallway there's like two steps down…I recognize that
those are stairs, or there's three steps down from the sidewalk to get to the entrance way to the
door [but] people don't see that anymore. They don't even put accessibility information in the
average ad. There's no category. Like if you go on to Craigslist and whatnot, there's no category
that gives you any specific information about accessibility. Think about that. That is like
fundamental. People think, oh, can I get a wheelchair? Well, most modern made places, a
doorframe has to be a certain week with. It is short sighted to believe that the only accessibility
need is based on someone using a wheelchair as a mobility device…. People have other
accessibility needs and need other information. Are there pets in the building? Right? Cat dander,
things like this. You know, are you right next to some kind of pollutants in the atmosphere? So
many people have sensitivities, right? So much information is needing to be addressed when we
talk about accessibility. So that's one piece that we truly do need better policy to address…It
should be mandatory that people learn how to list the accessibility information of their spaces
(Participant #6)
Participants also recognized the importance of reconciliation and decolonization within the housing
sector, with some actively investing in initiatives to decolonize and Indigenize their systems of care. As
they shared:
But so just in our role around the homeless initiatives, because we do a lot of the systems planning
work for community and whether it's around housing or homelessness or vulnerable sectors, we
recognize the need to invest in reconciliation and what that meant. So we have, first one of our
projects is we've invested 100k into decolonizing and indigenizing our system of care. So that is
well underway and so we're kind of disrupting our own systems as we do this. So this was good
timing for us to be really mindful of addressing the racism component in that as well and not just
for Indigenous community members that and because it's profile right and it's where funding
comes from it seems to be the focus but in that work we can also do better for all of our
populations that we serve and yeah.... So we're looking forward to that coming out and us

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changing our process actually from intake to our final delivery of the project in terms of housing
suitability and criteria around that. Things need to change and need to be more inclusive across
the board and in the absence of having these types of conversations … no light bulbs would go
on. (Participant #4)
We also had another one [training] led by an Indigenous knowledge experts, decolonization
training where we learned about how to undo colonial practices and just like be more sensitive to
people's culture, like cultural humility to have that cultural humility and be intentional in learning
about culture as well. So, like [participant] said we have we're putting it in place like policies
organization policies and most of those things are included, but just that none is available for now.
And then we are also usually organizing like series of training like on an ongoing basis. So yeah,
just wanted to add that. (Participant #6)
Lastly, one participant emphasized a need to shift perspectives around housing and homelessness,
advocating for a shift from a charitable mindset in housing to an approach that respects client agency:
So I think it’s about education and ultimately it’s like why are we housing people, right? ... I do
also think we need to break out of that charitable mindset. We’re shifting towards a customer
relationship - a customer service relationship…. ‘Cause the other charitable narrative is these
people deserve- who ‘deserves’ housing? So that’s a different power dynamic, right? That’s like
you decide who deserves housing. In a customer service relationship, it’s actually like ‘hey, what
does my customer want?’ You’re serving the customer and then in turn you’re serving the
community, right? That mindset needs to shift, that old school charitable, philanthropy, kind of
thing that’s like ‘oh, we’re pitying you because you’ve gotta live in social housing at these rents
and you should just be grateful that you live here,’ right? That kind of mindset. That, to me, is
really the shift because then once you shift to a customer service perspective, then you treat
people differently. It’s much more professional, it’s much more objective, it’s not [about] what
you personally think that person should do or not, right? ... To me that’s the trauma-informed
approach, you give people multiple options…. ‘Cause we don’t make it easy for people that live in
non-profit housing, right? You’re income tested, you have to prove that you’re poor enough to
live here. We have to test that or we have to be suspicious and we have to make sure that you
are, right? (Participant #7)
Overall, participants identified several key areas for improving the housing sector. To address the issues
of racism and discrimination, participants highlighted the importance of tenant education, ensuring access
to resources, and implementing policy changes that promote equity and affordability. Creating a more
just and inclusive housing system requires directly addressing racism, enhancing accessibility, promoting
culturally relevant housing, increasing representation in leadership, and shifting mindsets away from a
charitable approach. To achieve a truly equitable and effective housing sector, these multifaceted changes
must be implemented holistically, at both a systemic and organizational level.

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Recommendations for Promising Practices
Building on participant responses and proposed solutions, the following recommendations offer concrete
steps towards advancing anti-racism in this critical area.
1. Implement mandatory anti-racism education programs
Deliver ongoing training for all staff and board members on anti-racism and racial equity. This
education should explicitly address discriminatory practices, systemic racism in housing, and the
rights and responsibilities of both landlords and tenants. Partner with community organizations
with expertise in anti-racism and tenant advocacy to deliver this training. The training must be
grounded in the perspectives of racialized peoples.
2. Elevate anti-racism as a distinct and overarching priority, rather than solely embedding it within
broader Equity, Diversity and Inclusion (EDI) initiatives
While interconnected, anti-racism demands focused and specific attention due to the deeply
entrenched and systemic nature of racial discrimination. This necessitates the development of
dedicated anti-racism strategies, policies, and action plans with measurable outcomes, ensuring
that addressing racial inequities is not diluted or marginalized within broader EDI frameworks.
This standalone prioritization will demonstrate a clear commitment to actively dismantling racism
and fostering racial justice within the social housing sector.
3. Directly confront and address racism through proactive organizational change and transparent
action
Social housing providers must move beyond passive anti-discrimination stances and actively work
to identify, challenge, and dismantle racist practices within their policies, procedures, and
organizational culture. This requires establishing clear anti-racism policies with explicit definitions
of racism and discriminatory behaviours, implementing regular audits to identify racial disparities
in housing access and outcomes, and taking transparent and decisive action when instances of
racism are reported or identified, ensuring accountability at all levels. Additionally, social housing
organizations should develop methods to measure progress on anti-racism initiatives to ensure
that the work is ongoing and to facilitate greater accountability.
4. Establish an accessible and independent reporting mechanism for discriminatory practices
Create a clear, confidential, and centralized system for clients to report instances of racism,
discrimination and unfair treatment at both organizational and systemic levels. Internally, social
housing providers need clear and confidential processes specifically designed for tenants to report
experiences of racism perpetrated by staff or other tenants, ensuring these complaints are
handled with sensitivity and result in appropriate action. Simultaneously, a broader, potentially
centralized system would help to capture instances of discrimination by private landlords and
other actors within the wider housing market, allowing for systemic oversight, policy intervention,
and increased accountability across the entire housing sector.

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5. Invest in the development of culturally responsive and accessible housing options
Recognize and address the diverse cultural needs and accessibility requirements within the
community. This includes incorporating universal design principles in new builds and renovations,
considering flexible housing typologies that accommodate diverse family structures and cultural
practices, and ensuring that information about accessibility features is readily available and
accurate in housing advertisements and listings. Engage with diverse communities to understand
their specific housing needs and preferences.

Conclusion
“The beauty of anti-racism is that you don’t have to pretend to be free of racism to be anti-racist. Antiracism is the commitment to fight racism wherever you find it, including in yourself. And it’s the only way
forward.” – Ijoema Oluo
This report highlights that many organizations in the social housing sector are taking steps toward equity
and inclusion. However, to ensure meaningful progress, it is essential to embed anti-racism as a core
priority within organizational structures. Based on previous research, there is a clear link between
systemic racism and housing insecurity. Racism continues to persist in the workforce, negatively impacting
both policy and practice (Kotyk, 2024). We suggest that organizations prioritize long-term, sustained
efforts to integrate anti-racism practices into their core policies and strategies. This could include
leadership commitment, ongoing training, and a proactive approach to addressing systemic racism across
all levels.
Our findings indicate that while organizations have started implementing various measures such as
mandatory training, inclusive hiring practices, structural policy reforms, and community partnerships,
these efforts need to be expanded and intensified to fully address the deep-rooted nature of systemic
racism. We recommend that housing organizations not only continue these actions but also evaluate and
enhance their impact over time. By assessing progress regularly, organizations can ensure that their
initiatives are making a meaningful difference in dismantling systemic barriers.
A critical point emerging from this report is the importance of involving racialized individuals in the
development and delivery of anti-racist training and in shaping internal policies. Their lived experiences
provide invaluable insights that are necessary for ensuring that efforts are relevant and impactful. We
suggest that organizations actively engage racialized individuals in leadership roles within anti-racism
efforts. Their participation should be prioritized in the creation of training programs and policy
development to ensure that interventions are authentic and effectively address lived experiences of
racism.
The report emphasizes the need for research that centers the lived experiences of marginalized
communities, particularly in relation to housing and racism. Community-based participatory research
(CBPR) is a powerful approach for addressing these issues, as it allows for the direct involvement of
communities in research design and implementation. We strongly recommend a focus on communitybased participatory research that critically analyzes the intersection of housing with other forms of

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marginalization, such as race and socio-economic status. This research should aim to evaluate the longterm effects of anti-racist interventions and inform future policy and practice.
Our findings stress the importance of fostering stronger partnerships between housing organizations,
community advocates, and researchers. Equally important is the provision of dedicated funding to support
anti-racism initiatives and research led by racialized communities. We recommend the creation of
dedicated funding mechanisms to support these initiatives. This funding should prioritize projects
developed and led by racialized communities, aligning with the principle of "nothing about us without us."
Furthermore, specific financial support should be directed toward empowering racialized scholars to lead
this critical work, fostering leadership and ensuring that research and action are informed by lived realities
and community expertise.
Community advocates are encouraged to use this report to initiate discussions within their own
organizations, advocate for more training opportunities, or push for greater accountability in how racism
is addressed at the institutional level.
We would like to express our sincere gratitude to all the participants who contributed their time,
knowledge, and insights to this study. Their willingness to share their experiences and engage in this
critical conversation has been invaluable. This report would not have been possible without their
thoughtful and courageous participation. We hope that the findings and recommendations will continue
to inspire action towards a more inclusive and equitable housing landscape for all.

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