Report by Sara Myers

The workshop began by unpacking the values of justice, equity, diversity, inclusion, and accessibility (JEDI). These were treated as distinct areas that require different approaches, not as interchangeable terms. Participants were invited to focus on identifying structural solutions and approaches that centre long-term responsibility.

We explored frameworks that encourage collective and community-led approaches to decision-making. Examples included Citizens’ Assemblies, the work of Jack Ky Tan, and the More Than a Moment commitments. These models offered ways of making equitable change through shared responsibility and greater transparency.

The group shared a range of texts and resources that continue to inform anti-racism work in the arts. These included A Manifesto for Radical Care by Tian Zhang, the writing and media work of Dr Kehinde Andrews, and books such as Black Pain, Black Fatigue, and Whites on Race and Other Falsehoods. These materials helped us think beyond institutional messaging and reflect on deeper structural harm.

Language was a central theme. Terms like “POC” and “Global Majority” were challenged for their vagueness and lack of specificity. Participants reflected on how these terms often obscure the underrepresentation of Black leaders. It was acknowledged that naming Blackness is necessary. Avoiding the word “Black” can enable organisations to appear inclusive without addressing specific exclusions.

Participants also raised concerns about extractive practices in recruitment and programming. These include appointing Black individuals in response to public pressure, often without support or decision-making power. These appointments are sometimes made to protect an organisation’s reputation rather than to share power. When individuals are unsupported or pushed out, this causes further harm and distrust.

One framework that resonated with the group was the “Pet to Threat” dynamic, where individuals are initially welcomed but later seen as a challenge once they begin to speak out. This experience is traumatising and contributes to burnout. It also reflects wider patterns of control in the sector.

The group explored key questions that organisations should ask themselves:
• Has the organisation taken part in meaningful anti-Black racism training?
• Is there Black leadership within the creative or decision-making team?
• Have Black communities or colleagues been invited into the process with transparency and care?

There was a discussion about fear and its role in blocking progress. This included fear of being wrong, fear of conflict, and fear of harming reputations. Participants reflected on how fear is reinforced by wider cultural norms, including British politeness and avoidance. We explored how this fear is often inherited from colonial structures and continues to shape institutional culture.

The conversation also touched on the charity model, and whether it is structurally capable of supporting anti-racism work. Some participants called for reform, while others argued for an abolitionist approach. Everyone agreed that organisations must be willing to hold funders accountable, especially when those funders reinforce inequity or silence.

Rather than relying on individual guilt or shame, the session encouraged participants to release those feelings and take practical steps. This included investing in community relationships, embedding anti-racism into regular meetings, and being transparent about where change is happening and where it is not.

We also reflected on the difference between calling people out and calling people in. The group was introduced to the work of Loretta Ross, who advocates for call-in culture as a way to build trust while still holding each other accountable. This approach asks us to believe that people can grow when offered support and clarity, not just punishment.

Finally, intersectionality was discussed as a way to deepen anti-racism. Addressing anti-Black racism in a meaningful way does not take away from other struggles. Instead, it strengthens equity for everyone. The work requires rigour, patience, responsibility, and a willingness to act even when the outcome is uncertain.