• As predominantly settler-led organization, on the unceded homelands of the ʷməθkʷəy̓əm, Skwxwú7mesh, and səl̓ílwətaʔɬ/Selilwitulh Nations,’ develop organizational process to identify and implement local knowledge and protocols to adhere to as appropriate and with consent to transform our relationship with the people of land that we predominantly work on to address ongoing settler and white supremacy within our work.
  • UNDRIP: Article 4, Article 5, Article 22.1
  • TRC: 43
  • C4J: 10.1 i., 15.2, 15.8
• Continue to implement and develop ongoing learning on reconciliation, decolonization, white supremacy, settler supremacy, genocide and anti-Indigenous racism to deepen organizational capacity for transformation for staff, board and volunteers and within West Coast LEAF.
  • UNDRIP: Article 2, Article 15.1 and 15.2, Article 22.1 and 22.2
  • TRC: 27, 57
  • C4J: 10.1 i, 15.2, 15.3, 15.4, 15.5
• Develop and implement accountability processes and protocols that guide our commitments to reconciliation, decolonization and anti-Indigenous racism that is visible and accessible to all who engage or may wish to engage with our organization.
  • C4J: 10.1 ii, 15.3, 15.4, 15.7
• Commit to allocating money and resources in each annual budget to ensure that we can appropriately compensate and support the Host Nations and urban Indigenous community to centre solidarity in our organizational practices.
  • UNDRIP: Article 5, Article 21.2
  • C4J: 15.7

• Strengthen WCL’s approaches to addressing anti-Indigenous racism and centring decolonial practices, cultural safety and humility in our projects and strategies for Indigenous people and communities to be able to participate as fully as they choose. 
  • UNDRIP: Article 3, Article 4, Article 15.2, Article 21.2, Article 22.1, Article 22.2
  • TRC: 27
  • C4J: 10.1 i, 10.1 ii, 15.1, 15.2, 15.4, 15.5, 15.6, 15.7
• Align our projects and strategies with advancing the TRC, Calls for Justice and UNDRIP for systemic change. 
  • UNDRIP: Article 1, Article 40
  • TRC: 43, 44
  • C4J: 5.3, 5.13, 15.1, 15.3, 15.4, 15.5, 15.6, 15.8
• Develop and deepen relationships with Indigenous community organizations, individuals and Nations particularly organizations focused on addressing gender-based discrimination to be in ongoing dialogue and mutual learning. 
  • UNDRIP: Article 9, Article 21.2, Article 22.1, Article 22.2
  • TRC: 50, 57
  • C4J: 5.3, 5.13, 10.1 ii, 15.3, 15.4, 15.6, 15.7

• Prioritize Indigenous people within West Coast LEAF leadership positions including: staff positions, board roles, and other leadership roles as they arise, to center Indigenous voices and increase representation. We recognize the importance of creating spaces and processes that do not tokenize and recognize the increased demands on Indigenous people in social justice work. 
  • UNDRIP: Article 4, Article 15.2, Article 17.3
  • C4J: 5.3, 5.13, 10.1 ii, 15.6, 15.7
• Develop an orientation pathway into the organization that brings people in our reconciliation, decolonization white supremacy, settler supremacy, genocide and anti-Indigenous racism work and begin participating in. 
  • UNDRIP: Article 2, Article 9, Article 15.1, Article 15.2, Article 22.2
  • TRC: 27, 57, 
  • C4J: 10.1 i, 101.1 ii, 15.2, 15.3, 15.4

We use the term transformation goal to focus on the need for deeper change that will change our organization and our relationships with the people and the land. We also acknowledge that this is about beginning the journey to dig deep and evolve and the goals will not bring us to the end of this transformation.

Drawing on the powerful work of adrienne maree brown, the action plan uses the language and knowledge of emergent strategy to guide our actions to move towards our transformation goals. brown defines emergent strategy as “as the way we make moves towards justice and liberation in right relationship with each other and the planet, in right relationship with change, and learning from the great teacher of nature,” (Resist, 2017). The core principles of emergent strategy include:

• • Small is good, small is all (The large is a reflection of the small)

• • Change is constant (Be like water)

• • There is always enough time for the right work. There is a conversation in the room that only these people at this moment can have. Find it.

• • Never a failure, always a lesson

• • Trust the People (If you trust the people, they become trustworthy)

• • Move at the speed of trust

• • Focus on critical connections more than critical mass—build the resilience by building the relationships

• • Less prep, more presence

• • What you pay attention to grows (brown, 2017)

Some of the emergent strategies above will be taken up, some will be put down and new ones will emerge as we reflect and grow along the way.

We use the term impact to hold the space to understand how our actions are experienced and what shifts emerge. This can include outcomes such as money spent in community, numbers of people involved, resources developed, but it can also include things such as stories of changing relationships, new ways of approaching the work, important and difficult conversations held and so forth.