In the UK youth sector, socio-economic disadvantages are hugely prevalent and vary by ethnicity. About 1 in 5 pupils are eligible for free school meals (FSM), with black Caribbean, mixed white/black Caribbean and gypsy/roma pupils eligible at nearly double the national rate. These young people also have the poorest average attainment outcomes. 

This disparity extends into employment later on in life, where from 2017 to 2019, an average of 11.5% of young people aged 16 to 24 were not in employment, education, or training (NEET). In the charity sector, only 9% of voluntary sector employees are from Black, Asian and minority ethnic groups (BAME)*, compared to 14% of the UK population. The disparity is even greater in senior leadership roles, with fewer than 6% from BAME backgrounds. Further, 92% of all charity trustees are white, while only 9.6% of trustees in the top 100 charities by income are from BAME backgrounds.  

Impetus was founded with a belief in social equality – that all young people should have the same chance to succeed whatever their background. And you cannot believe in social equality without believing in racial equality. Further to that, we believe that embedding racial diversity in every aspect of our work will make us a better, smarter organisation, truly able to implement our mission. 

In 2022 we launched the Connect Fund to invest in organisations working to close the employment gap faced by young people from ethnic minority backgrounds. The Impetus Leadership Academy (ILA) is the second strand of our race equity work: a leadership development programme designed to support talent from ethnic minority backgrounds in the UK youth sector to progress into senior leadership roles and contribute to the national conversation on issues facing young people in the UK. Since 2021, the ILA has supported 36 leaders, with two-thirds of participants progressing into senior leadership roles during the year-long programme.  

In June 2024, at an ILA panel event titled 'From Non-Racism to Anti-Racism,' we hosted experts Yvonne Field OBE, Founder and CEO of The Ubele Initiative, Ashley McCaul, CEO of ThinkForward UK, and Christopher Murray, CEO of the Young Brent Foundation, to discuss the difference between non-racism and anti-racism, why it is not good enough to be merely ‘non-racist’ - and crucially how leaders can effectively embed anti-racism in their work.  

Non-racism vs. anti-racism 

When starting the discussion on "non-racism", it’s important to first establish that race itself is a social construct, devised through colonisation, used to disempower certain groups, explained Chris. Racism is learnt, and so is prejudice, Yvonne shared - and we also need to learn how not to pre-judge others. Non-racism is passive, avoiding responsibility and allowing racism to persist, added Ashley – non-racism is where racism lives.  

Anti-racism, in contrast, is intentional and action-oriented.  

[It’s] about being purposeful, being intentional, to strive for equality and equity.

It also involves recognising and embracing culture and heritage, thus celebrating our differences. To drive this, we need good policies and robust structures in our organisations. So how can leaders help implement these policies and structures into their organisations?

How can leaders embed anti-racism in their organisations?

Leaders must be intentional in combating systemic racial injustice, stated Chris. For example, the Young Brent Foundation focuses on individuals' journeys through the lens of their culture, heritage and identity, emphasising the active pursuit of anti-racism. By removing the word "race" from discussions, the focus shifts to culture and heritage, instead of race, which is socially constructed, empowering discussions about individual identities.

Further, in large organisations, senior individuals need to find strength from those who have come before them, suggested Chris. Identifying trusted allies within the system is essential. These people should be as diverse and eclectic as possible. They should offer insights and mutual support – they should support the leader, but leaders should also be prepared to support them.

Leaders need to be bold and lead by example, said Yvonne. In a sector where there is often pushback from funders who say “we don’t do race,” hard work is needed. They must understand the power they hold as leaders, navigate resistance and, particularly for Black leaders, be conscious of what kind of organisations they create and what is happening within the system, both internally and as part of the wider sector.

We're talking about power-sharing when [we talk] about anti-racism – and who wants to give up power?

Ashley, sharing her personal struggles of navigating an anti-racist structure in her organisation, stressed that once the issue of systemic racism is recognised, it cannot be ignored. Leaders should anticipate resistance from all areas of life, not just work – such as at home, in social groups, or even at the pub – it is a personal mindset shift before anything else. They must be prepared for serious, ongoing efforts beyond superficial workshops in the name of diversity, as breaking down systemic silos takes time and effort. Understanding where the power lies within an organisation is crucial, she added.

Get learning intentionally about race – and keep learning.

And finally, as Yvonne summarised: "there’s no change without friction."

Leaders must be ready for the anti-racism journey, albeit challenging, as being anti-racist benefits everyone.

Struggles and successes 

The panel also took the time to reflect on some of the challenges leaders in the sector have encountered, including: 

• The need to work together, with funders, government, local authorities, schools etc. means you will encounter organisations and individuals at a different stage of their anti-racism journey to you – and you need to be prepared for that 

• Combining anti-racism with your organisation’s mission can often leave you with little alternative than to challenge the system, and this can be daunting for you, your staff and your supporters 

• A feeling of being ostracised from those who were previously your biggest supporters, be it at the pub with those in your network to losing an important pot of funding 

There was unanimous agreement from both the panel and the audience that despite the toll these challenges can take, success is always possible. For instance, when funders have withheld grants intended to support black and racialised minoritised communities, leaders have used this as an opportunity to adopt a more resilient mindset, determined to move forward on their own terms and find partners who were truly invested in working with them. This is real resilience in action and shows no work is too difficult to challenge when there is a team of open and like-minded individuals, striving for a fairer, better society.

Whatever you choose to do, do it with all your heart.

In the final part of the evening, Jason Charles, an ILA leader and member of the third ILA cohort, shared his personal experiences and how the ILA provided him with opportunities to step outside of it. “You grow as you step out of your comfort zone," he said, adding that "the ILA has given [him] the opportunity to be in a room with professionals who genuinely want to invest in [him]."

It was eye-opening to hear that all the speakers, especially Yvonne, emphasised the need to “find your tribe, your support. Find people who you can trust and talk to. ... And look after yourself on this journey.” The journey to anti-racism is difficult but crucial and worthwhile.

Finding a trusted support system can be the crucial step needed to enact structural change within an organisation.

Yvonne also highlighted the importance of learning from Gen Z, who prioritise their health and wellbeing, reminding leaders to do the same throughout this process – because it’s tough work. This approach is essential not just for personal resilience, but for the sustained impact and success of anti-racism efforts.

Find out more about the Impetus Leadership Academy here.

* In the interests of using language that is familiar and widely understood by our audiences and drawing from the wider research used for the context of this blog, we have decided to use “ethnic minority backgrounds” in our messaging, but we acknowledge this is not perfect. We recognise that language is important, and that others use terms such as “global majority”, “racialised communities”, or “communities experiencing racial inequity”, each with specific and important nuance.