LiisBeth: Do you identify as a feminist?

Paul: Of course! I was raised by a bad-ass Black woman and come from a long line of bad-ass community minded, Black women. I was taught to listen and learn from women, and in particular Black women in leadership. I saw, through my mother’s eyes and experiences, how the patriarchy drives the kind of capitalism and neo-liberalism that’s wreaking havoc across the country. The pandemic has further exposed how much we still undervalue women in society. I think it’s horrific that we are just now starting implement a national childcare policy. If this was something that men depended on, we would have had a national childcare program decades ago.

LiisBeth: What do you think is the most radical change you have initiated since you joined the organization in 2017?

Paul: I would have to say our focus on implementing a standard-of-living wages, equal wages and wage-range compression policy.

Over the last few years, we have increased the lowest paid colleague salaries by 25 per cent. And we are not stopping there: we’ve got another increase that we’re working on that will be pretty significant and really important.

We’ve also tied the compensation for the lowest wage worker to the highest wage worker. For example, the Foodshare Executive director can make no more than three times what our lowest paid worker makes. From now on, we’re all going to be moving forward together — if we’re moving at all.

Given that CEOs and Executive Directors in the nonprofit sector often make many — sometimes 100 times — what the lowest paid employee makes, I think that is pretty radical.

We are also really committed to really thinking about how we challenge low wages for any kind of work, not just within our organization, but within the entire sector and within the food system. One of the directors on our board is a food delivery carrier.  He has been helping us think about the range of opportunities that exist to support low wage workers in the food system.

LiisBeth: Was the increase and wage compression policy a tough sell internally?

Paul: No, it wasn’t because it’s all about how we do board recruitment and who is on our board.

Traditionally boards look for directors who have certain professional designations like finance, legal, HR, or look for those with a C-suite title as a proxy for credibility, capability and intelligence. When we recruit on these terms, all we are doing is recreating the barriers that exist in society, for example, access to education.

So instead we flipped the norm on its head. Instead, we say, we’re going to prioritize recruiting board members that get the philosophical underpinnings of the organization, who have a commitment to equity, food justice, have lived experience with these issues to wisely design and implement new approaches, and who are willing to roll up their sleeves and dedicate resources to challenging those inequities.

If directors lack experience or education in certain areas, say in interpreting financial statements, board governance or investments, then we say, how can we provide support? We invest dollars in building our board’s capacity instead of expecting folks to have gone through all of the hoops that society presents to qualify, hoops that we all can’t reach.

LiisBeth: When you changed your ideas about who qualifies as a board director, did that change the make up of your board?

Paul: Completely. Today, our board is headed by an Indigenous activist, Crystal Sinclair. Our board is now predominantly made up of BIWOC folks. It’s unlike any board for an organization our size that I’ve ever seen. It’s composition really affects the key decisions that we make and how we show up in these decisions. For example, when we’re having a conversation about things like defunding the police, we’re not talking as (white) allies, we’re saying stop killing our communities because we are part of those communities. It changes how we show up on these issues, where we locate ourselves in these issues, and how we advocate.

LiisBeth: What do you think prevents other organizations from doing what you’ve done?

Paul: A willingness to reframe what it means to do the work that we do and how we do it. I think if we don’t acknowledge that patriarchy, colonialism, white supremacy, anti-Black racism are actually deeply rooted organizing principles and profoundly embedded in the way we work, well, then we will never come up with the strategies, the policies and the ideas for dismantling those systems within our own enterprises.

People need to be thinking outside of the box.

They need to be committing organizational resources to tackling these things. Tackling these things is not a black post or a black square on Instagram. Working to liberate your organization from these harm perpetuating systems requires resources, time, and a leadership team willing to be vulnerable.

LiisBeth: What advice would you give to small enterprises who are looking to dismantle patriarchy, colonialism, white supremacy and capitalism in their own operating practices?

Paul: If you want to prioritize that work, which I encourage everybody to do, and if you don’t have that capacity within, then reach out and secure a consultant that is focused in that area and has the lived experience to draw upon. And compensate them accordingly.

The second thing I would say (and this may be brutal for folks to hear) is that businesses that leverage inequality to exist are not sustainable. People have only been able to make them sustainable on the backs of low-wage workers, on the backs of precarious work arrangements. That’s the hard truth. The conversation we need to have.

I think we have to say no to building enterprises on the backs of under-paid, under-cared-for workers. If we’re not paying living wages, we are unsustainable.

Food Insecurity By Household Identity in Canada

Day has taken the same approach internally, empowering her employees with a human-centric, feminist approach to the way she runs her studio. They embrace anti-oppression and anti-racist values, supporting staff to be their best and truest selves.

Early on, Day developed an employee benefits package by asking her team what kind of coverage they wanted. As a result, the company developed a package that includes health and dental insurance and more sick days and time off than Ontario’s minimum employment standards — in an industry that often relies on freelance “gig” workers.

She also flattened the hierarchy. Employees aren’t pigeonholed into defined roles and responsibilities. Being a smaller team helps. So does encouraging people to stretch themselves in different ways based on their interests and abilities. For instance, a UX/UI designer became the lead coordinator on a project completely unrelated to their role. A social media specialist produced content outside their skill set. Says Day: “Due to the nature of our company, we have to be flexible and really lean into how we can evolve ourselves at the same time as we’re evolving what we’re offering to the clients.”

She adds that anyone who wants to work a regular nine to five schedule and stick to a job description wouldn’t want to work for her company. “We have to be far more agile and adaptive especially in these times.”

On the other hand, anyone who wants to be playful and innovative can thrive. Four years ago, the company secured their own IP to evolve their offerings for their clients, leading to the development of one of their most successful projects yet, the “Innovate Prediction Game Engine.” Teaming up with some of the biggest reality television franchises in Canada, the studio created an online game that lets people bet on who they think will get knocked off of The Bachelor Canada or who they think will win the Head of Household on Big Brother Canada.

Evolving is something the company has had to do a lot this past year. When the pandemic hit, 50 percent of the company’s business was either paused or cancelled. They battened down the hatches as COVID-19 cases went up while marketing spending went down. They applied for every funding program they qualified for. They checked in on their clients and contractors to see how they were doing. They teamed up with a business coach to ensure their cash flow was stable. They put a plan in place in case someone got sick. And it all paid off. The company retained all of the staff, including nine full-time and four part-time employees, as well as a handful of contractors.