A REVIEW OF THE ANTI-RACISM AND DECOLONISATION (ARD) FRAMEWORK IN START NETWORK

The Anti-Racism and Decolonisation (ARD) Framework was introduced by Start Network in 2021 as part of its commitment to addressing systemic racism and colonial legacies within the humanitarian sector. This review evaluates the framework's integration into Start Network’s internal organisational processes and its overall impact since its inception. 

Key Findings 

  • Initial Adoption and Challenges: The ARD Framework was introduced during a period of heightened awareness around racial and colonial injustices. Whilst initial discussions and engagement were strong, its integration into everyday practices has been inconsistent. Staff turnover and a lack of clear ownership led to reduced visibility and engagement over time.
  • Influence on Organisational Practices: The framework has influenced decision-making transparency, language equity, and discussions on power dynamics. Some teams have incorporated its principles into their work, but broader structural changes remain limited. Language accessibility has improved, with multilingual support increasing for internal and external communications.
  • Barriers to Implementation: The framework’s theoretical nature and complex language posed challenges for staff engagement. Additionally, there is a perceived disconnect between its principles and some organisational practices, particularly in recruitment, leadership diversity, and hosted staff inclusion. Many staff feel that systemic barriers in the humanitarian sector hinder deeper structural change.
  • Sector-Wide Recognition: Start Network’s efforts in anti-racism and decolonisation have received external recognition, positioning the organisation as a leader in these conversations. However, further progress is needed to transition from policy commitments to sustained, systemic change. 

Recommendations 

  1. Strengthen Institutional Ownership: Establish a dedicated working group to oversee the framework’s application and ensure accountability.
  2. Enhance Integration with Strategy: Align the ARD Framework with Start Network’s localisation and equity efforts to create a cohesive organisational approach.
  3. Improve Accessibility and Practicality: Simplify the framework’s language and create practical tools to support implementation at all levels.
  4. Increase Inclusivity in Staffing and Decision-Making: Address barriers in recruitment, leadership diversity, and staff equity to ensure meaningful participation from global staff.
  5. Foster Reflective Spaces: Create forums for ongoing dialogue and reflection to ensure the framework remains a living, actionable tool.
  6. Clarify Organisational Vision: Define Start Network’s long-term strategic position regarding its role in systems change versus operational growth. 

Conclusion 

The ARD Framework has initiated valuable discussions and influenced some organisational practices, but its full potential remains unrealised. To achieve systemic change, Start Network must embed the framework’s principles into its strategic and operational structures, ensuring sustained commitment to anti-racism and decolonisation. By addressing the identified challenges and implementing these recommendations, the organisation can strengthen its leadership in creating an equitable humanitarian sector.