Equity is Essential.
3 Key Takeaways for Organizations Emerging from a Pandemic
“Essential business” has been the center of much discussion over the last two months. By mid-March, the country was grinding to a halt, and by March 19, the Cybersecurity and Infrastructure Security Agency released an advisory list of essential businesses. That list, though not exhaustive, includes segments of the transportation, IT, energy, and agriculture sectors, whose function is “to ensure the security and resilience of the Nation’s critical infrastructure.” Most state and local governments agree on designating some businesses as essential, such as grocery stores, gas stations, and laundry services. However, there remains some significant difference among cities regarding what is essential, based at least in part on the values and priorities that vary from city to city.
Against this backdrop of the essential business inquiry, I assert that equity work should be essential business.
Whether or not we realize it, this is an argument most of us have been making daily. There have been outcries in the public forum about not-so-small businesses swiping the lion’s share of federal stimulus payments. There’s been backlash against Amazon’s now-clarified position on whether the trillion-dollar entity was asking for public donations for its relief fund. In each of these instances, what people are railing against is a lack of equity . Listening to these outcries, the consistent theme is that organizational coronavirus responses have not equipped each and every person with the resources that they need to thrive, which is equity work’s central goal.
Vulnerable populations will undoubtedly absorb the brunt of any changes--especially cutbacks-- that organizations make during this time. We know that coronavirus-related layoffs and reductions in force will impact marginalized populations first and worst, compounding the existing challenges these groups face. Hilary Beard outlines the race-based challenges to health equity presented by COVID-19. Diminished equity is central to virtually all of the detrimental effects of the coronavirus, including who will experience the worst of its symptoms and outcomes.
Nonetheless, the picture of equity in the midst of national crisis is not entirely bleak. In fact, there is an enormous opportunity for change as organizations. We know that to some extent, certain aspects of our lives will never revert to what we viewed as “normal” two months ago. There will be change, but will the change be equity-minded?
Organizations must continue to prioritize equity and advocacy for their marginalized and vulnerable populations, particularly bearing in mind the potential organizational harm that comes from failure to keep these goals top of mind. To assist with this task, I provide three directives for organizations to focus on as society continues to shift due to COVID-19.
1. DETERMINE YOUR EQUITY-BASED NEEDS. What are constituents in your organization saying during this time? What are their grievances? Use this time to develop metrics and establish what your results should be. How can your organization define and measure these concerns in a data-driven way, and what benchmarks will you use to track that success as we emerge from the pandemic into an equitably sustainable future? Next, determine how you envision the successful realization of these goals. The sky's the limit here, and the answers likely come from the voices of your constituents-- your employees, your students, or your staff.
2. TIE the METRICS to YOUR MISSION and PRINCIPLES. Next, take a look at your organization’s mission and vision. Organizations experiencing decreased workflow due to COVID-19 may even choose to leverage the change in volume by reviewing their pillar documents and structures such as mission statements. Does satisfying this mission meet the equity-based needs your constituents have shared?
3. USE YOUR DATA AND THESE NEW GOALS FOR THE LONG HAUL. Dr. Sumi Pendakur warns that short term reductions will lead to long term harm for individuals and groups who are marginalized or on the periphery. Accordingly, organizations must be cognizant of the “ripples” or “waves” of this pandemic on vulnerable populations. Consumer Health Foundation’s Yanique Redwood implores organizations to keep their constituents informed on policies and developments that will ultimately have a long-term effect.
From the Aspirational to the Actionable
Numerous organizations nationwide focus on training organizational leaders on how to center equity in their work. Based in New York City, the Community Resource Exchange works to reduce poverty, promote equity, and increase opportunity in the communities it serves. Based in Los Angeles, the USC Race and Equity Institute strives to provide solutions via actionable intelligence. Based in Dallas, the author of this post works with organizations of various sizes to identify areas of equity-based opportunity. The list goes on and should continue to grow. Moving forward, it will be imperative to posit equity as essential, and equally crucial for organizations to strategically partner with those who can help to formulate and implement their equity goals. Together we can solidify equity as an essential component in our security and resilience.