Equity, Diversity & Inclusion by Falmouth University

EQUITY DIVERSITY & INCLUSION

Equity, Diversity & Inclusion How to make your cultural leadership more diverse By Dr Lucy Frears Andy Chatfield & Dr Abigail Wincott

Contents 3 8 9 10 13 14 23 37 45 70 71

Executive summary Key definitions Full Report Why this research now? Methods Results Board analysis Case study Conclusions & recommendations Authors & acknowledgments References

EXECUTIVE SUMMARY

Context: the importance of research on trustee diversity now The lack of equity, diversity and inclusion (EDI) in the arts sector has been reported on `]R]v]vPPv˙(}˙o]'oR RvPP]vPv}v}(U disability, gender, sexuality and socio-economic class. In fact, in some areas it has got worse, and been exacerbated by the pandemic.1 Ensuring a range of cultural programming that speaks to diverse audiences is of course ]u}vU`R}R]vGvoU˙ much less visible, role of those who manage }Pv]}vvR]}o]]M D]]˙]vuvPuv}u' v}oRvoo industries have become a central pillar of economic development policy in the UK, as elsewhere; for example, they are key to the UK government’s ‘levelling up’ regional development agenda.2 R C v}R}Pv]}vR channel public funding, connect and support UvR}}]v]vP]}v like Cornwall, have a vital role to play in such voroPv}vX Iv ]}v to the moral case for fairness, diversity brings `oor}uv v. }}Pv]}v v so it is more urgent than ever to address EDI in RuvPuv}(} R }R˙ 3 vu}+o˙ } ]vo] P}`RX However, there is a lack of evidence about who sits on boards of trustees, how they are recruited and how greater diversity might be fostered.4 4 – Equity, Diversity & Inclusion

IvR] ˙` v} 'v}v} C}v`oo`R R v oo industries have ‘a rate of growth faster than any sector in the country’.5 W]vPR }(]]˙}v R } }P]v o ] }( R}.o}(R} }v]o(} ]]}vr ul]vPV`]v(˙ v ]}P ]]˙}( ]}vVv`P R trusteeship and the skills trustees bring need a radical overhaul. Our data provides a baseline from which meaningful progress can be mapped over the next few years and `}+ o}uuv}v R }Pv]}v ˙`R v ]PR `˙} ]vP } ovPRvPX

Methods

Primary research was conducted between June and August 2021, comprising: 1) Semi-structured interviews with the directors and/ or chairs from 10 arts(} R ]vC}v`ooV ]o ZD `]vP}v}o]R sample hub trustee diversity and }Pv]}vo]]˙}o]]lV ZOvo]v}vv]}(v }vo(`R]Ro]] responses mostly through arts networks.

E X E CUTIV E S UMMARY

EXECUTIVE SUMMARY

E X E CUTIV E S UMMARY

→ Main Findings

∙ Boards of trustees in the sample 10 hubs are

not diverse in respect of all of the demographic R]u˘(}Rvu of female trustees;

∙ A}v}v]]˙]Ro l˙u]r

}v}v RC}v`oo]v} ] U with diversity understood only to mean ]o]]˙U ].oo˙ }o}(}o}V

∙ The requirement to report on diversity to (v]vP] ui}]vv(} }vV

∙ There is a failure to value and make use

of the full range of trustee skills, knowledge and lived experience, which limits diverse ]uvv }vo v. }(]]˙V

∙ S}u }oR}o o}]}v}v

]+v} v˙]v}(}˙U making it hard to change board diversity;

∙ Finding out about board vacancies and how } }u v ˘uo˙]8oV

∙ Almost two-thirds of people we surveyed are

not currently trustees but would consider it in future. This is heartening as ATRD’s research R}`Rv}voo˙RR u} Rv U v.oo R]˙ v][ vRvo˙Rr }(R] R 6 } ]8o R]]vP [U a problem our hub directors and chairs raised.

How to make your cultural leadership more diverse – 5

We want this research to encourage and u}`R}}R}v}v now and to make commitments to change R}oo}u]}]]˙P that are meaningful, monitored and met. W}+R(}oo}`]vP}uuv}v to structure that process. More details on these and our further }uuv}v}vXæ`R˙}[oo .vu}]v(}u}vvo]vl}} that can support you as you transform your }Pv]}v}u}]v]vo]X

First Steps:

∙ Assign your chair responsibility for diversity management and train them accordingly;

∙ Do a trustee diversity audit and discuss why

it is necessary – expert training may be needed;

∙o} D SMART}vovrS].U

MoUAR]oURo]R] vR}`]R]vu(uUvu}v]} its progress;

∙ Reassess the skills you require of trustees ]v˙}}Pv]}vV

∙ Build links with under-represented groups before recruitment;

∙Iv.˘u(}}]v

order to make space for diverse new recruit uvv}+R}u`RR `]oo']vP}UXPX˙}vP}oV

∙ Require all trustees to sign-up to a

commitment to EDI and a code of conduct to make boards a safe space;

∙ Formally assign resources to support EDI

change, e.g. travel and childcare expenses, and to bring in experts when needed.

6 – Equity, Diversity & Inclusion

E X E CUTIV E S UMMARY

Highlighted recommendations

Recruiting a diverse board: ∙ Formalise your recruitment processes, ulRuvvvv` }}v]˙}v˙}ov`}lV

∙Ivoo]uv]v(}u}vU}v

about your lack of diversity and your commitment to change. Put who you are looking for right at the top;

∙R]]}vv}vorv}i

experience - through a new approach to o]}vUR}o]vP]v]`X

Supporting diversity long-term: ∙ Mentor and train trustees on the job if required or desired;

∙ Ensure all your materials, such as social

u]}vulvP}vvU ]v(}R}Pv]}v[}uu]uv to EDI;

∙E˘}R]8o}v}vv

to meet resistance – keep going!

How to make your cultural leadership more diverse – 7

E X E CUTIV E S UMMARY

Highlighted recommendations

Creative Hub

Diversity

IvR}v˘}(R]RURB]R C}v]o.v]}v}(R]PRA physical or virtual place that brings enterprising }o}PR`R}`}l]vRv cultural industries.8R C v(} }vR]vv]P]o]˙UR] research concentrates on arts-focussed R`R]Ro}(}]v R]}uv}Pv]}vX

Although the word ‘diversity’ is used in myriad `˙U]vR]`l}.v]}v(}u the Charity Governance Code: ‘… recognising, vPvo]vP}o[]+vUv enabling them to contribute and realise their 12 (oo}vo`]R]vv]vo]o[X RD]+v.v [ ]vPRv]v} R]}(RUKo]˙ E P A PU disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, 13 o]P]}v}o](U˘v˘o}]v}vX We also include socioeconomic class, now u}v]}˙X ECA Wv}}v`oo C []. }v˘]vR]vP}Pv]N}vo Minority, Cornish, since 2014.14

Equity The term equity is used here instead of equality. IvRv]˘}(˙}v B S+P[}u mended step-by-step guide Transforming Board CulturesUR]+v`v]˙v equality is explained and is cited here in full: 'Equality – rules are the same for everyone, vv}}˙P]o}v]}v}(}X Assumes that if the same rule is applied to everyone, it will produce equal results. Equity –(}}v«vP]+vu in place to support each individual / group. Assumes oppression is systemic and takes into 9 }v]+vo]uv]uvX[

Inclusion This paper uses the Charity Governance Code’s .v]}v}(]vo]}vPRB]vP}}ul }o}(]+vlP}vU˘] vv]v(o`o}uU v(oo˙o}]XI]v}}vo˙} vP]v]}vuvo}} ensuring a culture exists where individuals can be their full selves’.10]]o]˙ A ]Z Todd says, ‘it’s one thing to be in the room, it’s another to have a voice’.11 8 – Equity, Diversity & Inclusion

Intersectionality TR]R]v.R]u}v}( R]v}vo]˙[Uu}]v˙K]uo Crenshaw that recognises that ‘an individual’s ]v˙]v}o]u]}}v]uv]}vXIv˙ ](}u}(uv˙R]]vo]vPU not limited to, age, gender, sexuality and class’.15 TR]+vR]R]uR}` }]]`UUvvvRuU as well as how they understand themselves vR}}v]R˙]oo for themselves and their lives’.16Iv}vo]˙ recognises that if someone is Black and female and young, or disabled and working class for ˘uoUR˙v˘]v]+v} o˙(}u}(i]]v]+v]}vX

K E Y DE F I NI TI ONS

KEY DEFINITIONS

FULL REPORT

Why this research now? The arts sector has been promising change on diversity and inclusion for many decades now and there have been moves, encouraged by funders such as Arts Council England, to ]u}v}v(}vP}(P} ]}voo˙˘o}uP]vo]X Following George Floyd’s murder by a WR]UXSX}o]}8]vURR been renewed vigour to address inequality. Mv˙o}oUv}vov]vv}vo }Pv]}v}o]vol}v their social media pages to signify solidarity `]R•BolL]M'vlv}`oP R]v}vo]u}ov}o}vP ignored. Despite visible support for the idea of equity, diversity and inclusion, the Charity Commission noted that 92% of trustees in the UK are White, older, and above average ]v}uv}vX IUR}v}GR }uuv]RR][vR ˙v}]vP}]}vv]v ]vPR}PR]v]}v(}u˘]vP networks, ‘this lack of diversity is 18 }u[X

10 – Equity, Diversity & Inclusion

TR]R]vPR}v`R˙ }uv˙}Pv]}vRv[u} beyond tokens of support, and provides evidence-based advice on how to diversify leadership. Bringing in more diverse trustees, `]R}R]v(}u ]+v}]}r}v}u]lP}vU] important for two key reasons. Firstly, the moral case – ‘for the sake of R]]vPi[`R]RAv}v]}C˙o .vURRuv](}v}(oo}o o]]vPv˘]o]}vR] own terms’.19 The All Party Parliamentary Group (APPG) for D]]˙ C U(}u}]v(˙vlo }o}]]˙]vR}U acknowledges the impact of exclusion: ‘For some marginalised groups, diversity can reduce R].˘]vR˘oRu (}u]v]v]XE˘uo ]vo˘]v}(]u(}Bol or of physical and digital spaces constructed 20 }}]o}o[]}v[X u} A ]}URRo˙}}Pv]}v Gu}oo˙vvu}+ o˙˙}]UR]}uuv] and wider society’.21 The All Party Parliamentary G}~APPG(} Z ]]˙ DC [ Mi}]˙ C }PRUREID u oRR}(]vv .22 RvR]]˙}(RUK[}o}v[

F UL L RE PORT - I NTRO

FULL REPORT

TRRv]v'v}v]} o]˙]vv˙Uoo˙]v ]}(}}uu]]}v˙RB]R Council and UK LEPs and councils.33 The UK P}vuvR}]o](]vR}vo (}]v}]˙]voRvl 34 }]v]U and locally Cornwall C}v]oRvv}v]u]}v}R 35 UK[Ro]vPo}v}u˙[X

In 2020 McKinsey & Co found that: ‘companies whose leaders welcome diverse talents and ]vouooo]lo˙} emerge from the [covid-19] crisis stronger’. G«vP}vB}}]v}RoPo }o]P}v}(R}]}]l management,28 and that having more diversity – what Lord Adebowale describes as ‘diversity of thought’29Wulv}Pv]}vu} resilient.30 The Charity Commission has found that ‘uniformity at board level puts any }Pv]}v]vv˙}]l}( group dynamics, including group-think.31

Cornwall, predominantly rural, is one of the poorest regions in Europe and to address this, }uRvP]}voR ]]Pv].v}v E (v]vP]v 2000. Post-Brexit it is important that Cornwall’s }Pv]}vo]P]o}}u(} UK funding, locally from Cornwall Council (CC) `oov}vo(vU(}˘uoA Council England (referred to as ACE from this point onwards).

Iv]}v}vv`]RPo}o resonance regarding prejudice and abuse }(}`~XPX•MT}}U•BolL]M' and #nothingaboutuswithoutus), there are UKr].]}}v]XN}voo˙U }vv}v}(voo`}l in London and to a lesser extent in other large metropolitan areas has compounded problems }(ol}(}Rvoo }vo}oo}]](˙ industries geographically, too.32

o]˙ [ECA Oi]vo] commitment to: ‘invest in inclusive cultural }Pv]}v`R}oR]UP}vv v`}l(}WvR]vvv }vR˙}WvR diversity of contemporary England’.36 All the u}}v(}RvR in this region to diversify their management urgently. Despite the overwhelming case for ]](˙]vPuvPuv}(}Pv]}v }RU]RoPo˙vvPo by researchers.

How to make your cultural leadership more diverse – 11

F UL L RE PORT - I NTRO

Secondly, the business case – Inclusive Boards reports that ‘the level of ethnic minority v}v}v}oPR]˙} (6.6%) is lower than in FTSE 100 companies (8.2%)’ (2018).23 In the business sector diverse boards, monitored for years now, have outper24 (}uR}u}Pv}}]v}.]o]˙U .vv]o(}uv~˙}uuu} 26 than 50%),25]vv}}vvv`}X

Who we interviewed This research provides much-needed data }vR}(]]˙]vC}v`oo[ hub boards, insight into the mechanisms by which lack of diversity is perpetuated and the ways progress can be made. TRv˘}v]oR}``}v R RXWRvRl˙.v]vPUoIDE strategies, successes and failures in a case study. IvR.vo}v`v}}vo]}v]v} ]}(}uuv}v(}}o]˙ ulU}Pv]}vv]v]]oX The research was funded by Research England’s SP]P]}]Fv through Falmouth University in partnership with Cornwall Council, alongside Ellen O’Hara, Deepa Naik and Ceri Gorton’s 2021 Auv}(RR}o}(CH]v Rural Economies,38vv]vP}v]v} the role hubs might play in reinforcing or challenging unequal access to careers in 39 R]v]X

12 – Equity, Diversity & Inclusion

We selected a sample of 10 arts-specialist creative hubs in Cornwall. They represent: • A geographical spread across Cornwall and a range in audience and focus which breaks down into: 6 x visual arts/ general arts, 1 x performing arts, 3 x general arts/ }uuv]˙RXS}uR]. target audience, others have broad appeal; • A variety of governance models: 6 x Community Interest Company (CIC), 2 x charitable company, 1 x Charitable Iv}}OPv]}v~CIOZv˘ P]L]u]}uv˙ C `]R]+v] boards – from 2 directors to 15 trustees;40 • vP A }(}Pv]}v(}uR`oo o]R}R}Roo˙ new - between 1 and 48 years; • A range of funding streams from those that ]o]'oo]vR]oPv }N}voP}}o]}OPv]}v~NPOZU which receive regular funding from Arts Council England (ACE).41

F UL L RE PORT - I NTRO

How we conducted the research

Methods

1. Semi-structured interviews with the most v]}+uu~uvPUR](˘U CEO or director) or the chair of the board from R}(}}Pv]}vXIv]`` online or by telephone and interview data anonymised. 2. Online questionnaire distributed through networks including Porthmeor Studios’ monthly vò'UC}vòoC}v]o~CCZov PvR] C Tuu]o]vPo]v R}PRD}}UR}uuv]˙o (}uR}vv}C}vòo[X Au]˘}(P}}}Pv]}vò} contacted and some of these, including Black Voices Cornwall AR The Inclusivity Project AR and disAbility Cornwall AR RR}v v]]vR]vò'v}}]o u]o}uXW]}v from a mix of trustees, former trustees and those who have never been trustees.

3. Website analysis We examined the websites }(}uo}(r(} hubs and followed up with a search for data via Companies House and/ or the Charity Commission in order to: {Iv(˙v}Ro(}u}( governance (eg standard charity, CIC, etc), and the names of trustees/ directors, and to lv˙]oo]v(}u}v}vPvU race/ ethnicity, disability and social class; • Summarise and evaluate publicly available R}o]˙u]oovP}]]˙v ]vo]}vUoo˙]o} P}vvv]uv}(l˙}8V {AR}`vvR}Pv]}v is in making explicit and readily available }vo]v]v(}u}v}P ~]Z R}}vR}Pv]}v[}v ~]]Z }o]]v}ovP} diversity and inclusion in governance.

How to make your cultural leadership more diverse – 13

F UL L RE PORT - I NTRO

How we conducted the research

RESULTS

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Research results 63

From the total of trustees in our sample creative hubs:

0 have physical disabilities (0% of the 10 sample boards)

1 is a person of colour (1.5%) 1 identifies as LGBTQIA+ (1.5%) 2 are young people under 25

(recruited into the same hub in 2021) (3%)

3 have hidden disabilities

(1 is neurodivergent, dyslexic, 2 have a mental RoR}v]}v~XæA9Z

6 people identify as working-class

~v}.v]}v(}`}l]vPro`P]vZ (9%)

35 are women

(51% of trustees on sample boards). IvP}]v}vo]˙Uı` counted more than once. E.g. 6 female trustees are over 66, and a working- class man is over 66 and neurodivergent (dyslexic).

How to make your cultural leadership more diverse – 15

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What the research shows TRoR}`RR]]}]vvP ol}(]v}v}vRuo boards in Cornwall. Table 1 shows clearly that the sample boards in Cornwall do not represent R}uuv]R˙X F}˘uoU]A]o]˙C}v`oo[oo}v taken from 2011 Census data found that 21.4% self-reported a disability or long-term health problem.42TR]vP]v}G}v boards. 0% of trustees on the sample boards have a physical disability and only 4.5% have a hidden disability. Iv}uo}lv}`vR]v]]o] are neurodivergence (dyslexia) and mental RoR}v]}vX

Table 1 shows the percentage of those with }R]]vRP]}vv }u]}v}v}vC}v`oo[ art boards. Within the same table, comparisons can be u`]RRR]vP ]vEvPovv(}uR}}( EvPo]Rvoo]v}v~NPOr N}voP}}o]}OPv]}vZ} by Arts Council England (ACE) 43 2019-2020 and ONS 2011 Census.44 TRoo}`R}`Ro}`v}v }(R˙]ovR]v]]o]}v}v`oo C [ arts boards can also be found on ACE NPO boards.

Table 1 Comparison of diversity representation on Arts Boards in England and Cornwall 16 – Equity, Diversity & Inclusion

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45 TRG.v]vP]v}R}X On large charity boards, for example, only 6.6% are ethnic minority trustees.46TR.v]vPo} reiterate what is already known about the UK Iv] C PRQRR}(}u`oR] backgrounds are more than twice as likely to land i}]v}}vU`]RR] further compounded when class is combined with gender, ethnicity, disability and skill levels’.

Iv}v`oo C æ9A }(}]v(˙ as female comparing well to 49% in England as a whole, according to ACE.48 There is a need, howU}}v]]v}vo]˙U]vWR] `}uvv}]]oP]v]]˙+} by charity boards.49

The 10 sample boards interviewed in Cornwall u]'R]R}}u]vP}vRol }(v}v}vR]}U`]Rı} }(}vv}uuvvP}vR]X H]o}v}(R]}vP Sol }( `] v}v }( R community” “too many middle-class, middle-aged men not addressing our stakeholder demographic" Sv}` ]v } R]vl]vP ` [ oo (}u ]u]o r]R lP}v v P _

TRR]PR}}(`}uv}vC}v`oo[ boards is welcomed but more research on why young women and women of colour are not represented on Cornwall’s boards needs to be undertaken.

How to make your cultural leadership more diverse – 17

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One hub leader’s comment summarises what many expressed, S]`}oP](R was a pool of really great people to tap into” to recruit from, by which they meant diverse people. Iv}}uuv}v}v`}} that investment, partnerships and training could increase the pool. Diversity was spoken about as referring only }}o}(}o}]v}v}v`]Ruv˙ hub leaders: “It’s quite hard to get diversity [here]” said one, while another interviewee said SI [˙]8o}vR}'v˙}v who isn’t White Anglo-Saxon. We have done occasionally; we’ve worked very hard to make Ru(o]vov`o}uWR˙ don’t seem to last”. This is consistent with claims in other sectors that there are simply not enough people available to be able to recruit diversely. Ao]u`Rooo}v~XZ What also came out during many interviews `]RRo`u]v}v}} 'U} “talk to new people outside our networks” }.vv``]R]+v X

18 – Equity, Diversity & Inclusion

One hub director said, “Now you don’t have to draw just on the people you can physically meet in person [because of Z}}u uvP R [ ] ˘]vPX I’d look for people with experience in areas we don’t have. I [R R]vP }( v} i `vvP } v R} Ru }( }o i P]vP `]R ˙} oo R u X G}} to have some challenge. I `}o (v } R oo˙ ] } U } P} (R .o } }( }v`oo C r`R˙v[`R]vv}vo }o }v } v ]vP ]v R} }R M Ao}U }o˙ P}} ]( ˙}v }v R } ]v[ ]v}o ]v R } P } ]v v ˘ `R]R u]PR Ro ]o } r} vR] _X

Who completed the questionnaire? At this point we want to bring in a different perspective through the voices of the questionnaire respondents.

Other

The demographic of those who completed R}vv]](}oo}`P

Cornwall

Resident in

ıA9}(R}o`R}}uoR }vv]o]]vC}v`ooX Over 50% are 50 years old or older and 55% ]v.`}uv}]`}uvX 56.9% said they were from a working-class lP}vU`]R}.v]}vR] `}v}]v}vX R}vv`o}luv˙ ethnicity boxes as they wanted. The majority }(o]lUæU`(}WR]]R B UWR] vWR]}RRv]]X TR}vv]v.BolUu]˘ }uooRv]P}v}o ]v.}v]R C XF}uRRo]l }v]R C U]v.}v]R C vWR] ]R B vi}v]R C XT`}}o R}v}}v`R]}vX

Over 50

Under 50

Age No Answer Cornish

Black, Mixed, Multiple Ethnic Groups

Ethnicity

White British, White, White Other

Men/ Cis Men

Women/ Cis Women

Gender How to make your cultural leadership more diverse – 19

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What questionnaire respondents think about diversity on hub boards in Cornwall

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Who completed the questionnaire? Just under a quarter (23.6%) have a physical }uvoRoR}v]}v}]oovovP} expected to last for over 12 months. A9}(R}R}uoR}vv] ]v(˙R}˘ol]PRU preferred not to say and 15% can be grouped as LGBTQIA+ describing themselves as queer, lesbian, bisexual, pansexual or gay. One respondent used the term LGBTQIA+. O}(}vv~XA9Z currently trustees/ board members. From those who are not current trustees, 51.4% lRu˙[`Rvl](R˙`v} a board member. With ‘more than 100,000 50 v.ooR]˙v]]vRUK[ vv.oovR]}]v}v`oo C U uv}v]v]v]`UR](o}]X There needs to be work to retain trustees, however, as only 8 out the 20 current trustees lR˙[R˙`v}}uuX

Physical/mental health condition (12 months+)

No long term physical or mental condition

Health

Prefer not to say

Heterosexual

LGBTQIA+

Sexuality

Working Class

Other

Class

Trustee

Not trustee

Trustee status 20 – Equity, Diversity & Inclusion

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Perceptions of diversity The questionnaire asked: How diverse do you think the boards of Cornwall’s creative hubs/ art organisations are? Answers were marked on a scale of 1-5 with 1 being ‘not diverse at all’ to 5 being ‘very diverse’. TR}vv]v`]v Table 2 indicate how diverse Cornwall’s boards were perceived to be in summer 2021 and are separated out to show how current trustee respondents rated the diversity of boards. As the table R}`UR }v}(]]˙}v}v`oo C [ boards by (mainly) Cornwall residents is that ]]˙](]o˙o}``R]R}o˙G o]˙}]vP}}.v]vPX

æA9}(}vv]}vv]R˙ thought boards are not diverse – scores 1 and 2. The 4 people who gave the highest ‘very diverse’ vPooWR]væ}}U}(`R}u three are heterosexual men. AR}Rv]}E rL}PR`]'vRR} `R}v.u}(}u}R[i]} 51 v}}Lv]}]]}ouX This could explain why those individuals recorded ˙}]}X

Table 2 How diverse do you think the boards of Cornwall's creative hubs/art organisations are? How to make your cultural leadership more diverse – 21

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Who should serve on arts organisation / hub boards In addition to rating board diversity, respondents were also asked about ‘any barriers or perceived barriers you have about becoming a board member’. H]o}v}(R]}vX RB} ]v R oo v } u up of white middle class older people with `oR `R} v +} R u v ‘well-connected’ (to each other, not to their o}o }uuv] [ RM˙ }vo ˘]v `]R } ] }+r«vP u} }( Ru u o]l place for older cis white rich people’ RC}v v v}u `]R]v R scene in Cornwall’ RXXB} uu v}}˙ r u } R]vl R˙ ' Rv }R [ RA ˘o]}v r ]v u˙ ˘]v I `]v } uu }Lv P} }( (]v `R} ouo˙ .v Ruo } R }R Y I [ '˙ [X ‘Most people think it’s for other people and that their skills are not needed’ ‘I do not classify myself as one of the ‘great v R P}} [ `R} }Lv } }v R}[ 22 – Equity, Diversity & Inclusion

The questionnaire asked ‘who should be on creative hub boards and why?’ and the vast majority of responses indicated respondents `vR]v}(`] }}v}(}]˙U]vo]vPC}v]R people’ and ‘the community served by the hub and grassroots’. R}v}R}vv]uv}v RuP]vo]}v}(RC}v]RN}vo Minority (recognised by the UK government since 2014) in such comments as ‘Cornish people are not welcome’ and ‘Most Boards choose NOT to take Cornish ethnicity seriously’. This is concerning given that arts hubs work with and within the Cornish community. Also important for Cornwall residents is that trustees have relevant skills with knowledge, contacts and vision. Respondents want }}XA]Pv].vvu }(}vv]}vv(oRR }R}o]vo]vPU }vU]PvUPv R}`]Rlv}`oP}vR] boards.

BOARD ANALYSIS

In interviews, hub leaders and chairs were not able to give exact ages of board members (which indicates a lack of internal board monitoring) so we calculated the ages of the 41 board members registered with Companies House (in July 2021) using their date of birth.52 The average age of trustees in the UK is 55-64 years old and 53% of Arts Council England ~ACEZN}voP}}o]}OPv]}v~NPOZ trustees are over 50. From our sample of 10 C}v`oor}Pv]}vUA9}( board members are over 50 years old, that’s æA9u}RvRCENPO A .PXA9}( the Cornwall sample trustees are 66 years old or over - up to 85, the age of the oldest trustee/ director registered with Companies House. We found that the majority of those who make decisions about the future, the vision v`}l}(}Pv]}vURU are in stark contrast with the ACE 2021 data on arts audiences.53

24 – Equity, Diversity & Inclusion

BOAR D AN ALYSI S

Board analysis: Age profile For example, 41% of visual arts audiences in England and Cornwall are 34 years old and under, but only 4% of trustees of our 10 sample boards are under 30. The youngest Cornwall-based trustee registered with Companies House is 28 years old. This is certainly not just a problem in Cornwall – only 9% of trustees on Arts Council England funded NPO boards are younger than 34. ‘Despite making up 12 per cent of the UK’s }o}vUr˙r}o}v(}o than 0.5 per cent of all charity trustees. F`Rvv}(R]oo˙ have a young trustee serving on their board’.54

BOAR D AN ALYSI S

Hub leaders shared a range of views on the vrv}v}(R˙}vP}vR] }XAuo}(R]] provided below: “you can kind of understand that people look for those with 20 years’ experience – you `v } o } ` }v R lv}`oP U Rv R [ul]vP v u}v R ˙}vP }o `}v[ R oo ]v which I think is a mistake. I’ve defaulted to l]vP R æ A= }uR]vP uv `R}[ v }]vP ] (} ˙ ˙} R]vl r ˙ U they know what they’re doing – ha! Luckily R [ ]vP }v u} v u} _X SW R}o o}}l R}PR } ]v ovY ]( ` [ ol]vP } vPP]vP ˙}vP }o or people out of work then those people need } G }v R } _X Y}vP }o Y.v } o]vP v ]8o Y Y} v[ ul } v˙ o oo R oPoU uvPuv and employment things you have to do all R u Y ] [ ˙ oo + oo˙ _X

The last comment, that boards are boring, represents a common reason given for a lack }(˙}vP]}vU}]vP} Guided ˙Y}vPV}] produced by Roundhouse ]vX That report includes a response from Leon Ward, then Deputy Chair at Brook and former ˙}vPLEP A vPovIvv}voP “Saying a board is too boring for young people is a terrible excuse! You’d never say ‘it’s too straight for you’ or ‘it’s too masculine for you’”.56 PoRoovP`uv}v˙R oovP}uv]o]o]˙}( young people, including a hesitancy that they `}ov}}}ov}u]v}uu]'} the role, e.g. “There are great young people RvR˙P}}+ _X WRvl}˙RvP`}} R]}U}(RuoRuv}v that their trustees were Sur}}_ v}R]vPRu}}uu]} boards is already an issue.

– older

How to make your cultural leadership more diverse – 25

BOAR D AN ALYSI S

One interviewee suggested that this might be u]P˙}R]vP S]+vu(} }o`R}˙rR]+voo }(}uu]uv}ul]}roXA}oo]vP vouv`}oP}}_X Without any programmes or supported infrastructure the kind of young people that would become board members was commented on: SY]]P}v`}lXI(˙}v]v(˙ ˙}vP}vv`R}]}r˙ R˙}o˙}u(}u˙]]oP lP}vv}˙}[v}]vPR }R]v}vo]R˙}vP}o face. It needs investment and it is expensive to do it right”. It should be noted that there are some legal ]}v`Rv]}u}]v}o]vP˙ young people as trustees. According to the Charity Commission, “You must be at least 16 years old to be a trustee of a charity that is a company or a charitable incorporated }Pv]}v~CIOZU} o } of any other charity”.æ TR}Pv]}v]v}uoR]R `}v`˙}vPR}.v`˙} make sure that the 16-year-old had a voice: “The 16-year-old is not allowed to vote accord]vP}}}v}v}`r}˘˙`]R the chair”. The 16-year old’s vote is cast by the chair and now counts.

26 – Equity, Diversity & Inclusion

It is important to stress that older board members can be extremely valuable. It would not be desirable to exclude them; older age is a }R]}}X The discussion is around the dominance of certain ages on current arts boards in Cornwall and the need for a greater range of age, skills and lived experience. It is also important to v}R(}ıA9}(R}R.oo}R }vv]U]Pv].v](}Ru} becoming a trustee was: ‘If the average age of }uu]æUI[uv}I[oo.]v[X Luckily there is room for younger Trustees on half of the boards interviewed without v˙]Pv}vUæA9}(uoR have fewer than the recommended minimum of 5 board members. There is also room on 4 of the remaining 5 boards before reaching the recommended maximum of 12 trustees 58 (}+}X

Ro]v]Ru}vR} is an important area to review and is where ]Pv].vRvPvuXSv}}( }Pv]}v]v]`]v}R u(}]}ll}uu to serve. Those that did all had terms of three years. From these three hubs with three-year trustee terms, there is a mixture of approaches }R]R.˘[uX One hub enforces that the trustee stand down for at least one year before being able to return to the board. Another hub allows the chair’s ]}v}l}o}v˙}v}vu of three years (a treasurer for example), usually only for a maximum of two terms, i.e., 6 years. The approach by the third hub is to allow trustees to stay on if they wish and if there are no }i}vXS}u}(RR}v R]}(}}˙XIvRo'U even if there is a vote on whether a Trustee should stay on or not, asking volunteer trustees in a small community to raise their hand in the }}}u}}}+R]]vo]lo˙} lead to a genuine result. This approach by the third hub cannot be recommended.

BOAR D AN ALYSI S

Board analysis: Terms of service Concerns about the length of service of trustees came out in interviews with chief ˘vR]U]vo]vPR}`}u} on what one referred to as “dead wood” to make space for others. One interviewee struggled with this issue: SW[ R vo ] ]}v } ]v}]vP .˘ v u˘]uu u }( }8 R ` ˙ }vP ]v ˙ o}vPr ]vP }v R X I R]vl .˘ u ]u}v Rv discussion on whether people should step down could happen. If someone isn’t turning up it’s easier to ask them to go. If you have v ] [R } ˙ } Ru Ru } P}[X S}u }o R P]v ˙ U }uu } ]vP }v R } v R R « R˙} [oo ˙ u } }( R ]v }˘ [ r R] ]v[ P}} (} + } R } X It’s a challenge”.

How to make your cultural leadership more diverse – 27

BOAR D AN ALYSI S

Looking at when hubs were registered with the Charity Commission or Companies House the }o}Pv]}v]vRuoRv registered for 48 years and the most recent, for a year. O(Ræuo}Pv]}vRR been running for over 10 years, 4 hubs had ]Pv].vvu}(}uuR had been serving for over a decade. This ranged from a minimum of a third of the trustees/ directors right up to 100% of the }oo]vo(}u}RvX 40% of one board had been trustees/ directors for over 25 years.

28 – Equity, Diversity & Inclusion

Leaders interviewed indicated that recruitment tended to rely on informal networking rather than transparent processes: SH]}]oo˙U] [ v`}}(u}RXP}oPPP }voXY}.v}u}v˙}o]l vR˙i}]vR}XTR˙}u} and see if we like them and they like us”. Another hub leader spoke about their recruitment chat with a generous donor with a ].l]ooRRvX “[We] went to the vol}]XTol}u]]}v uv]v}ol}}v]]o] }uu]uvXW[oo}R(}`]Pv R]uvR]u}vC}uv]H}_X The historic recruitment process for Cornwall’s arts boards – asking through trustee networks (}}u}vR`]oo.]vW]o}]v]v }]RP]}vXG«vP}vB}[ı guide H}`}](}˙}R]˙ report that ‘only 10% of trustee vacancies are [WR}RıA9oo˙˙`} }(u}RU]v]}vvv`}l]vo]vP ‘old boy networks’.59 Taken On Trust authors Stephen Lee et al, (}vU]vURR]URXX(}v} be overly reliant upon fellow trustees for both recruitment of new trustees and for their principal sources of advice and support.60

BOAR D AN ALYSI S

Board analysis: Transparency and recruitment TR`R}(uo}Pv]}v in Cornwall revealed a lack of transparency around who was on the board. Three out of the 10 hubs did not list clearly who was on the board at all. Of the seven sites that did name the board, only four provided even brief biographies – and one of those merely listed i}oXOvo˙]}]]}( trustees/ directors. TR]vPRvP]vP(}RX ' T`}}v]R C RR ]vPRR ]}RR˙].oo˙ò}u o]}v(}uR}`]R} R]XvA ]v]``R}}Pv ]}v]o]]vU]vPR pandemic, said they S˙o˙]R] uXI[o`˙vRv˙}v(v˙]vP}vR }M[`]R]v]uooP}}(}oX TR]u`}]ou]F}}lU T`]'vIvPuU]ùv}v]v} vò'(}uv˙u}vR`R]RR˙ oPvu}(]vo}}(}vo]v forums and got a very good response”.

Av}R]}]v]`]o˙ul]vP RvP}R]}Pv]}v[P}vv} that the recruitment of trustees will be “the u}R`(}]vP+ _ `R]R]]vPU(}uoo]}vU R}o]vPvv]v]`}`]Ru} than one person present.

How to make your cultural leadership more diverse – 29

The questionnaire asked: ‘Are any of these concerns taken from historic reports relevant to you? Are there any barriers to you becoming a Board member?’ Responses are shown below. Q}vv]]v}oluv˙ ]R˙(oR˙`+˙X

IvR`]'v}vU`Rvl(}v˙ ]}vo]}}u]vPUR top listed barrier was that their voice won’t count or won’t be listened to because the ‘old P`R}RvR(}v`R} opinions count more’ willR}vu˙}[X

N}lv}`]vP`Rv] is the top reason for not becoming a trustee. OæA9l ‘Don’t know where vacancies [X New recruitment strategies need to try harder to reach people outside ˘]vPv`}lXTRv˘]Pv].v] to becoming a trustee was not being paid for uXTRv ‘concerned this is tokenism – ˙u}o]]v}(oRvP[vRI(R PP}(}uu]æI[uv} I[oo.]v[ were of equal concern.

Ll}(˙(}uv]oo˙o expenses was a concern elsewhere in the }vv]XS}u}o]v}o]vR }Pv]R]u}v}(uvo expenses. A respondent wrote ’...an organisa}vuo]}˙˙]vP˘vU oUv](R}uu]}vv to work voluntarily’. One of the hub leaders said in their interview that they had recently ]v]}vvPPo]v(}} expenses.

Can't represent all

Table 3 Barriers to becoming a board member 30 – Equity, Diversity & Inclusion

BOAR D AN ALYSI S

Board analysis: Barriers to joining a board

Interviewees were asked to rate the importance of diversity & inclusion in their hub from 1 (not important at all), to 10 (extremely important).

Members may be encouraged to respond by being reminded that the answers are linked }R}Pv]}v]]vP(v]vPv R(}].vv]o]˙XM}v]}]vP] Nine hubs rated the importance of diversity at 5 vital as it not only reveals if stakeholders and or above with 50% of hub leaders marking it at the local community are represented on the 10 – extremely important. board but is also a method to track EDI v}vU}PvR}( Despite that, when asked whether diversity and that progress.61 ]vo]}v]u}v]}}Pv]}v]v}U 2 said informally, 1 leader introduced diversity We looked for evidence of explicit policies u}v]}]vP(}v`+ to foster diversity on the 10 sample arts member had pushed for it and took the }Pv]}v[`]XWRv}Pv]}v }}v]˙}l˘]vPU`oo chooses to publish online provides a window new recruits, to complete the monitoring form into its internal culture and processes. SXXXR˙]v[ _X Easily accessible messaging about diversity 1 hub said they would have to monitor diversity and inclusion is likely to shape the way in in the future to gain Arts Council England (ACE) which the public views a company’s or funding and 2 said yes – because they had to, charity’s commitment to involving, as well to gain or maintain Cornwall Council and ACE ]vPU]}vv]X funding. Six of the 10 hub websites demonstrated One respondent found it S]8o}lW some awareness of diversity and inclusion, seems invasive” but used the occasion of but only one provided overt evidence of any }v(}}]v]`i.}v ˙uv(}uo}R}IDE U }PR]]˙]v(}u}v(}uR}X including in its recruitment. One other hub R].IDE }o]˙](}`}v l]vP A ~v+}vo Z }vU ]}v}]](˙v}uu]uv} R}R]˘o]˙U]v]]˙X }˙Ro`]vu}(]]u]v}vR Ivuoo}Pv]}vURv}PR Rvv˘o]]}]uv}RX needs to be balanced with ensuring anonymity. Steps need to be taken to increase response rates/ compliance with monitoring. How to make your cultural leadership more diverse – 31

BOAR D AN ALYSI S

Board analysis: Diversity awareness and monitoring

BOAR D AN ALYSI S

Evidence from other sample hubs was limited to explicitly inclusive mission statements which spoke to excluded groups or those `]R}R]}(}ul]vX Evidence of policy or mission statements which }PR}vP}(}voo˙˘o P}~]v(}u˙oPo.v]}v}(R} `]R}R]`Z }vo˙(}v on one out of the 10 sample hub websites. This hub, our case study- Newlyn Art Gallery & The Exchange- evidenced its involvement in ACE’s (} C C ]]˙ D URvvr]u }vovv'u}]](˙]} `uv}vX }Puu]vP A RuoR u}vU~R}PRvo]vPU (v]v]}'u]v}]˙ ]vU Z RR}Pv]}v]v in diversity. In fact it is the programming that }o}}(W](v}ooWRR˙o]L]vP]v u}vvPv]vo]]v}vou]vX }Puu]vP B }vv}+o]'o}v} direct evidence about those who run the }Pv]}vU}Rl]v}(}o`R} might be welcomed to help run them. Awareness of the importance of diversity, change and monitoring progress are necessary (}R]v]o]˙}(}Pv]}vW} secure funding.

32 – Equity, Diversity & Inclusion

In the foreword of ACE’s 2021 Equality, Diversity vRX C R} DA ıW 2020, ACE chair, Sir Nicholas Serota, recognises RURQ}}}v}˙(oo˙GR diversity of England across boards, leadership 62 }]}vvR`]`}l(}[X Po]Ru}vRLCE[A Let’s Create strategy that takes the sector to 2030, Serota stresses... 'the importance of building an arts and cultural sector that truly belongs to us all’.63 RPoo˙(v}Pv]}vl˙ ACE ‘to set their own targets to diversify their governance, leadership, workforce, programming and audiences; we will expect these targets }u]}v}`vvu}v]} at board level’.64 ACE are increasingly clarifying their message that the board holds responsibility for EDI success and that their hubs need to go beyond ]uo˙}vP}v]]˙v]vo]}v} o˙vPP]vRvP}REDI]R core of all they do.

The questionnaire asked, ‘What 3 things would you bring to the Board of an arts organisation you care about?’

BOAR D AN ALYSI S

Board analysis: Potential benefits to boards There were valuable links with the local }uuv]˙}v}+`ooR}R v˙l]ooR(v]vP˘U digital and PR plus passion, vision and ideas.

Mv}v}(]+vl]oov˘]v were grouped to try to gauge, approximately, Rvu}(}o}+]vPRuX B]vl]oo`uv}vææuX The knowledge, skills and lived experience }(]vPv`uv}vu and the lived experience of being from a diverse group or from working with a diverse }uuv]˙uX

Table 4 What I would bring to the board How to make your cultural leadership more diverse – 33

The 72 people that completed the questionnaire were asked, ‘what 3 things could being on a board do for you?’ Responses have been P}]~o}`ZXO}]Uo}v }(`]'vv`]ooR}`oo being on a board is perceived to be by }}vv]}vvX

BOAR D AN ALYSI S

Board analysis: Potential benefits for new trustees R v }( o ]v }v]vP } }uR]vP meaningful‘ R]v u˙ }v.v ]v u˙ }] [U Rv }}v]˙ } u˙ l]oo ]v ]+v }v˘ [ RP] u ]]o]˙ ]v u˙ } [ ‘give me a deeper understanding of the mechanisms R v R }Pv]}v I ]v `]R[ R}v u˙ ˘]v [ ‘networking across sector and age group' 'keeps me in touch with current thinking across the sector’ ‘to work with a variety of people with shared aims’ R (R } u˙ v CV v uo}˙]o]˙ [ Table 5 What would being a trustee do for you?

Hub leaders were also asked to describe R]}]vR}]`}PR following were used at least twice in 10 interviews:

RP] }] } R} `]R } R ] [ RD o} ˘ R}PR Po ]v]vP v support’ R}v] } ]u}]vP L}o O}v] (} ˙}vP }o O}v] (} [ RR ]vGv [

• passionate {vR] {}uu]' • challenging (in a good way) {} • dedicated • friendly

‘new friendships, new skills’ ‘Leadership skills for Professional development, Sv }( ] ]v vo]vP (} }uuv]˙ v P]]vP }uR]vP l[ ‘have power to decide where money goes’ RI `}o o} } ]v }]}v } o } ul v ]]o RvP [X

34 – Equity, Diversity & Inclusion

SR}}u]vP}vRol}(v}v `]v. ˙ R o XTR] desire to change and make EDI progress is strong and we are hopeful that this will transo]v} }v ] R}R ]vP u' R˙(o R˙R } ]}] X A hub leader said: SL}}(}oR}vu]vP`}l} Rou}vR}RR}v}v - to point out to all of us that we just need to get on with it and do it and it’s really crap that we haven’t already […] We need to go outside }˘]vPv`}lR[R}ouU ][iRu}or][v}(o.oo]vPR] ]u}(]](˙]vPR}XIR]vlIoo˙ need to go and talk to new people, people I Rv[}lv}(}Uvl(}]U ask for help and try things out. To go to }vu`]RBolV}]C}v`ooU for example, and go outside Cornwall as well.” TRRR}`R]˘}vo boards that work well in Cornwall, some are struggling. Obstacles to change are evident. Some hubs do not have the skills they need to increase EDI, indeed might lack many skills generally.

B}]uv}v˙Ro include being Ru}} [URPuv[U Rol}(`v}(R}`}R}`}l[U ‘limited in knowledge’, containing ‘dead wood’ and a weak chair or a chair (and board) that need training. A.LR}(Ro]Ru}]P}} board and governance training they had undertaken was as school governors. O RU uv}vU(}v R oo sample hub boards in Cornwall have very low levels of diversity (except for gender v}vZXTR`Ro RR`uv}v}(ov} improve it. The good news is that 4 out of 10 sample hubs have adapted their board recruitment in the last two years. N`}RvP(}u]vP(} (}R.uU]vPv}voo˙U using social media and going outside their v`}l(}.uU].oo˙`o}u]vP ]v]]vR]uv through to making changes in the whole ]uv}(}uo]}vR}PR to interview. From this range of small to u]}}RRRv˙]vP ]v]vP]o˙X

How to make your cultural leadership more diverse – 35

BOAR D AN ALYSI S

Board analysis An accepted need for change

BOAR D AN ALYSI S

There are also psychological barriers to change – fears about people taking over, fears of being replaced. A couple of leaders spoke candidly of ‘very strong resistance’ to increased diversity on boards from powerful trustees. Resistance seemed to be based on territorial concerns that they would lose their place on the board, R}vv}]vP}}[ and R}R }Pv]}v]vPlv}˙v`[X Q}vv]}vvooo˙ RR˙`vRvPWR˙`v hub boards to represent the diversity of their }uuv]X Mv˙}vv]}vv˘ interest in applying to become a trustee. TR˙]R]uP]v}]+ of being a trustee but also expressed what deterred them. For example: Rv} ]vP o to express my opinion as a young, female } uu [U Ru˙ }vo ˘]v `]R } ] }+r«vP u} }( Ru seem like a place for older cis white rich people’, ‘there is always an ‘old guard’ of uu `R} R v R (} v whose opinions count more’ and ‘Cornish people are not welcome’. Despite the skills they perceive they can bring to boards (see p. 33), many have felt discouraged or prevented from helping some }(C}v`oo[}Pv]}vG}]RX

36 – Equity, Diversity & Inclusion

The mix of a need and desire to change, a lack of knowledge and resistance that we encountered in this research informed the o}uv }( } o v ]v }uuv}v X A }Pv]}v can use them straight away to start to change. TR˙v(}vL}˙R summarises what Newlyn Art Gallery & The Exchange is doing to increase equity, diversity and inclusion on their board. Their documents provide good examples of wording and links to them are in the reference notes indicated by the small numbers.

CASE STUDY: NEWLYN ART GALLERY & THE EXCHANGE

About

Leadership

Newlyn Art Gallery & The Exchange (shortened RLN`o˙vE˘RvPZ]}vR }]vP`}Poo]Uo˙]v N`o˙vvPvvXI]R}o}(Rv uo}Pv]}vvo˙U}v]vP]v 1895 and registering as a charity 48 years ago.

M]vB]RvR]]vX In 2019/20, 42% of NPO ACE-funded 65 }Pv]}vR(uoR]X

I]}v}(`}]oNPO~N}vo P}}o]}OPv]}vZ(v˙AC}v]o England (ACE) in Cornwall and has been successful with a bid to the DASH Arts Future }C P}PuuUv]v]} placements for D/deaf and Disabled curators in galleries.

Like all the hubs we analysed, the board is not that diverse. In summer 2021, the board was Ro]}(R`R}o}Pv]}v with gender and socio-economic background ]vPR}vo˙R]vX

Its commitment to diversity has undoubtedly contributed to this.

38 – Equity, Diversity & Inclusion

James Green is the director and has been in post since 2006.

Despite that, the hub is a good a case study ]v}(]v+}} address EDI is more visible in this hub than in v˙}R}Pv]}v]vC}v`oo`vo˙X

CAS E ST UDY : N E W LY N ART GAL L E RY & T HE EXCHANGE

Case study: Newlyn Art Gallery & The Exchange

1. Explicit and transparent policy

2. Networking with community experts

Newlyn Exchange has acknowledged it has a problem with lack of diversity, has developed P˙(}RvPv]l]vP}v}v governance rather than just in programming. AoR}PRR]u}]v(}u}v}v]` site about diversity since the murder of George Floyd, which was a key accelerator for Green, its commitment started before, demonstrated ]vRıN`V}]]v]`]RCE[A Partners Programme to address diversity issues in the sector.

The hub has developed a list of contacts with }Pv]}vvP}RR} R]XTRv}Pv]}vv help spread the word about the need for new trustees and could provide a recruitment pool of diverse people in the future. One such partner }Pv]}v]]]uv]o] and consultants, Green Park. This is clear signalling to those from diverse 69 }uuv]RR˙`o}uX

Further steps to change include its 2019/2020 (} C C ]]˙ D } ,66 and an October 2020 vA rR]u}v A Pov . Newlyn Exchange has published the report and R}vov}v]`]Uv}P}v these can be tracked through updates on the Pov}(}v A Pol B L]M' blog post on 68 the hub’s website.

How to make your cultural leadership more diverse – 39

CAS E ST UDY : N E W LY N ART GAL L E RY & T HE EXCHANGE

Case study: Newlyn Exchange Steps to Change

CAS E ST UDY : N E W LY N ART GAL L E RY & T HE EXCHANGE

Case study: Newlyn Exchange Steps to Change 3. Targeted recruitment }B ]]˙`R}]}]˙Ru of the research period, during which Newlyn Exchange had a recruitment drive for four new XN}}vo˙]R}Pv]}v v] ] ~}vo˙9A }(R]}U v}v`]U Z it appealed directly to those with }R]XWR}v`R` l(}]vRo]}v}Rv }GWR[ Po for making recruitment more inclusive, through u}]ovRuv˘]v .

Measures taken to target recruitment included: 􀄫 An explicit appeal to diverse applicants NR}}(R]uvuv it stated, RWu]]˙vo}} v]˙P`}uu]'}]o]vPuR v]˙}(lP}vU and skills’. S].R]`]v.P • People who are Black, Asian or from other diverse backgrounds • Younger people (between 18 and 30) {P}o`R}]v(˙}v]R C • People with a disability • People who are LGBTQIA+ Iv]}vUR}ov˙]]o]˙ D }v.v C scheme logo was displayed at the top of the o]}v](X

40 – Equity, Diversity & Inclusion

􀄫 A simpler application process

􀄫 An easy-to-read brief

TRo]}v]`R}v]uo with no need for a CV. Candidates were asked for ‘a statement of no more than 500 words to ˘o]v`R˙˙}]v]vR}]}v[X Welcome to some neurodivergent candidates, (}˘uoU`R}}vR}ulR} video of yourself, recorded on your phone, }]]vPRu]v(}u}v[X]}vo A iuvv}`}+X

The brief was composed in simple English with no jargon. It explained clearly what a trustee does: ‘The gallery is run by a small team, governed by a board of volunteer trustees, which oversees the work of the charity, providing straP]]}vv}}+[XTR]( explained what was required of trustees.

This approach addresses what Hunt et al would say is the myth of meritocracy, since many bene.R(}uR]ovWRRv]vv ability – to get to where they are’. Iv]u}v+]uvU]vJv˙ 2022, Newlyn Exchange trialled further adjustments to the interview process, including pro]]vP}v]vvUl]vPo]v} produce a short video rather than present live, v}]vPR]v]`]}}u Z X

􀄫 Flexibility on terms and qualifications Mv}v]vPR}}v}'vuvP}vo]v rather than in person gave out a strong message R]]o]U}v]]o]vo]]vP} working outside Cornwall can all be accommoXY}vP`}+RG˘]]o]˙ of a shorter trustee term of a year.

􀄫 Use of multiple platforms

Requests for previous board experience or }(]}voo].}vRu]PR˘o uv˙`}u]'XIvR` v}PuvR}o˙v](˙}}v}. 9A }(]uv[vRR˙}vPv.r ˙u`o}u[X

TR`Rv}iR}PR˘]vPv works, including its website and social media, but also others that could help it reach diverse people such as gal-demUuP]v`]'v˙ people of colour from marginalised genders.

The hub emphasised it was looking for ‘culture [v}Ro.[`R]RuvR}vov lived experience’. TR](uv}vR expenses are paid and that training and mentoring is provided.

How to make your cultural leadership more diverse – 41

CAS E ST UDY : N E W LY N ART GAL L E RY & T HE EXCHANGE

Case study: Newlyn Exchange Steps to Change

4. Leading by Example

5. Sharing work and representation

The chair, Miranda Bird, is an EDI specialist within R}`v`}loU+vPuv˙o changes and devising training programmes addressing topics such as inclusive language and unconscious bias.

Newlyn Exchange makes it clear that the lack }(v}v}(Bol}o}vR} v}Rvr]u work is down to White members, not diverse }+XAvr]u`}l]}Lv v}uvv]}vo}}U plus, for Black people and People of Colour, R]R˙R}o}P]ovRu}}vo}]o[ }(}v(}vvP]}v]u`]R]vR] }Pv]}vv[}ooP[o]( systems.æ

James Green, the director, is part of the Plus T`}l]vPP}U}vP`]R]v] v`}l}}}R}}(}Pv]}v seeking to diversify recruitment. HRo}]]v]v]vP`]Roo +vUvo]Ho(r assessment tools exploring unconscious bias.

42 – Equity, Diversity & Inclusion

IvY]vPo]vP[oR`vRQ these new stakeholders are not asked to speak }vRo(}(vv}o}v](R˙ exemplars on everything related to their skin }o}UPv]v.}vUoo]v˙U or any other diversity marker. People should only be asked to speak for themselves’.

CAS E ST UDY : N E W LY N ART GAL L E RY & T HE EXCHANGE

Case study: Newlyn Exchange Steps to Change

6. Supporting new trustees ]} D JuGv˙R}Pv]}v] yet to achieve the degree of diversity it aspires to but in the end six new trustees were welcomed in November 2021. They included younger board members, some with other }R]XLR}PR carefully about how best to support them. During induction The new trustees have been given ‘buddies’ ~}RvZ oo}+]v]vPXTR ]v}v]voP}]vPR}PRRR]˙ C Commission’s TRvo E TG]v }}loUv`]R]vR.Ru}vRR v`}R}uoR.}(] vr]u]v]vP`]Rol B V}]}v`oo C X New trustees were given the documents they need, including the oA }(}]}v A , and their importance was emphasised. Their respon]]o]`o].vR]v}vu `vR}o}(v+XMu bers were told that if they missed two consecuvPR˙`}oP`v]vPUv that trustee appointments have been terminatLu]]vPRX

During meetings D]vPuvPRR]l(}oouu[ views, even if some are reluctant to speak. This vR˙}vR˙X}v A naire respondent said that when ‘others are empowered to speak’ it can show that ‘diverse `o}uR[X As Green says, ROv}(R]v]o}v]]o]}( is to say what you think and no one’s going to judge you if you disagree with them’.

7. Identify trustees Newlyn Exchange demonstrates its commituv}vv˙˙«vPR}}PR and brief biographies of board members online, although there’s a need for an update ]vRo]uvXOR}v oo}v]vPU]vo]vPvvvo+v board member diversity audit with results published on the website and evidence that oo+v}uuR]Pvr} vvr]ul}]]˙}o]˙vl}R Charity Governance Code. How to make your cultural leadership more diverse – 43

CAS E ST UDY : N E W LY N ART GAL L E RY & T HE EXCHANGE

Case study: Newlyn Exchange Steps to Change

CAS E ST UDY : N E W LY N ART GAL L E RY & T HE EXCHANGE

Case study: Newlyn Exchange

Summary: placing EDI at the centre Newlyn Art Gallery & The Exchange is changing R]]˙}(v]+˙o]vP IDE Rv}(R}Pv]}vX I}uu]uv}vr]u]`]oP}v] website with policy documents and transparent R}vo}vPru}vovRR publicly, monitored and updated regularly. ‘A }vP}vov]vo]uu]v o}vPru}vU[˙OFlBYlFORALL]v] Fu`}l(}}v A R}R˘voo˙`]R˙} community and internally with your team’.ı Each aspect of the recruitment process has been reviewed and transformed to be EDI friendly. The reach of the recruitment ads to diverse groups, the wording of the ads, the ]v(}u}v]oo}}voo]vU Ro]}v}U`R}P]v]} interview and the interview process have all vv]vX

44 – Equity, Diversity & Inclusion

E˘]U}v Rv}PRoo}]vXB}uvP are conducted with inclusivity in mind with }]v]vPvuv}]vP}+(} new trustees. D]R+}UN`o˙vAGoo˙ The Exchange has not always succeeded in ]vP]v+ lov]vP}}v] }]u}Uv]}vv}v˙ again, understanding that it is a long-term process that needs investment. Tracking and monitoring what is working and what isn’t regarding EDI is important to }uvR]˙o]'o}X CR]M]vB]]}uu]'}ov]vP and improving and says input and ideas on RR}`}]v}o}uu(}uR Po}oui}]˙P}`}o`o}u[X

CONCLUSIONS &

RECOMMENDATIONS

Systemic inequalities exist in leadership and management The new research demonstrates that systemic ]vo]˘]]vRoR]v uvPuv}(C}vòo[RU vR]}.v]vP(}u}R }(RUKovP}R`]}U R]v]vX Cornwall’s art hub boards do not represent R]]˙}(}vòo C [}o}v`R}oU ]vu}(oPoo˙}R]R as age, disability, race as well as socio-economic background – working-class voices are missing (}uuv˙}XW]R}Rv}vU v}Pv]}voo˙}+}Puu 81 RR]}uuv]˙oo˙`v[M TR}v(}Rol}(v}v ]voo]u]}v}(R}o}( trustee, and what we found to be inadequate transparency with regards to the work of the board and its recruitment processes. We found there is a pool of people with }vovol]oovlv}òP} ]vPo}}U`R}}+˙ ˘]vP}]uo˙v[`}( R}}v]˙}]X 46 – Equity, Diversity & Inclusion

Wlv}`R]vo}R}.v v}PR`R}vP]R]uU energy and talents, so it seems widening the ]]˙}(v}vo˙}] change for arts hubs in Cornwall and beyond. We must accept however, that our research, and that of others, shows there is some resistance to share power by diversifying 82 R]}(}Pv]}vX This can ']o}Rol}(lv}`oPv lack of resources’, but also ‘lack of commitment and resistance to cultural change’.83 Ayesha Gardiner, Emeka Forbes and Kadra A]v]R(}vRRR]}}}Lv maintain the structures of power and privilege in our society rather than striving to dismantle them.’ 84 D]}o]o]}v}vooo }Lvuv](vP]v]+v}U]v]vPo˙U 85 R}ov}`EDI`}lU the All Party Po]uv˙G}(}D]]˙ C }vv}v}PRDuv}( Culture, Media and Sport (DCMS) to enforce EDI improvement.

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CONCLUSIONS & RECOMMENDATIONS

CO N CLU S I O N S & RECO MMEN DAT I O N S

Carrots and sticks Ivv}RvPvlR(}u}( R}}RlXTRl]}]˙ (vRCEvA o}oR}]o]l Cornwall Council making EDI monitoring and }uuv]˙]v}ouv}v]}v}((v]vPX Credibility and trust from those inside and }]R}Pv]}vvuP if there is ‘a disconnect between what the company says and the progress it is making on the ground’.86 Public outrage or loss of trust, shaming and media pressure (for example on Instagram by @show_the_boardroom) is also undesirable. TR}]Rv.R]]˙v ]vP}R}Pv]}vRuoU`R]R are widely evidenced and which we introduced earlier in this document.

RvP C ul Uv]((}u˙U more equitable, diverse and inclusive leadership vuvPuv}(}Pv]}v`]oo]vP v.Wv}}vo˙ul]vP}v]}v towards a fairer society, but taking advantage of the widest range of skills, experience and }ooX IvR]v˘v.vo}v`]v} ]}(}vo]v]]oU hubs, policy makers and funders can take to make real change, based on our research and that of others. These recommendations will help make change attainable.

How to make your cultural leadership more diverse – 47

First steps

1. Make your chairs responsible for EDI and give them the skills to lead on this issue A crucial agent responsible for leading change or for lack of change on the board and within the }Pv]}v]RR]X}v A }vv] respondent said: ‘I think the chair is key - if they l]vP}}R}]]˙ for the right reasons then it will follow through ~R}(oo˙]v}R}`R}]vXI(R˙ v}R]v]URvR[o]'oRv}([ . A weak or ill-informed chair can mean a lack of decision-making on EDI, which can enable a o`]R]vR}v}Pv]}vR inhibits change. One of the chair’s roles is to ensure that the board is a safe space to invite ]v`uu}v}XNPR]}U from micro-aggressions to overt bullying, needs to be acted on quickly and decisively: not only for the wellbeing of members but to ensure compliance with the Charity Governance Code. We suggest that all chairs and board members, `RRR˙R]}v}UR}o and align themselves with the Charity Governance Code AR and its values. Iv]}vUR}o(o(v ported enough to call out others’ unacceptable behaviour in the boardroom. 48 – Equity, Diversity & Inclusion

O}vv]o(R} uvPo`Rv`}u[] aren’t welcome and where their voice will not be heard. A good chair needs to manage the uvPU}Ro}u]vvuuovv} }]v}ol(}}}o}vPUvUG«vP on Board discussed in an online workshop, the R]v}PP]v}RvP ]o˙}]RR˙ get heard.88 The Charity Excellence Framework AR suggests RRR]l`}uv}}+]]}v as there is evidence that this empowers other women to speak.89

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EDI Hub Recommendations

First steps

2. Formally assign resources to EDI Iv}]v]``]v.ol}(l]oo]v vA uo}˙}(}Pv]}v some areas, including chairing, so we recommend are already busy, EDI work is unlikely to happen ensuring that your chair receives training unless resources are properly dedicated. especially in leadership and management ]U]vo]vPR}ovP}]u}]vPIDE X In 2020 Inc Arts proposed a way to encourage Tailored chair training is available, for example change: ‘What would it look like if 1% of by Clore R A or the }]}v A }(R] C . AR each budget line is exclusively dedicated to a ].Uuo}vR]o]]˙ 90 The cost of providing any such training (e.g. `]R]vR]vM[ Inc Arts H}`}} travel) should be included in a budget (see EDI Diversity (2020) AR lays out how the 1% rule 91 HR}uuv}v}vR]PRZX `}ov.vv]o}uu]uv}EDIX WRR}Pv]}vvv}+}R]U we recommend they seek funding from local R}]o]lC}v`ooC}v]o}v with other local hubs to apply for funding to bring chair training to the region.

Policy recommendation re: chair training Cornwall Council, ACE or VASW to consider providing or subsidising EDI training for hub chairs in Cornwall.

How to make your cultural leadership more diverse – 49

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EDI Hub Recommendations

First steps

3. Increase understanding of diversity through training – Cornwall is diverse As our research shows, there is a common u]}v}vR ]]˙] }v by race alone, rather than all protected R] R PU]]o]˙UPv and sexuality.

Understanding about the Cornish community vR}}uuv]`]R} R]]vRRo}o`]ooRo increase diversity on the board and engagement with the hub.

TR]]˙}ouXC}v`ooRR highest percentage of White people in England at 98.2%,92v`]R}}}v}v and deeper understanding of what diversity is many trustees and hub leaders may not feel EDI needs to be acted upon; that it is, instead, someone else’s problem.93

Board training on equity, diversity and inclusion is needed, plus other skills training. For EDI board training that is easy to access. Why not try:

Iv]}vUR}uu}vo˙v}} as a liberal environment and trustees might o]R]v}P}v}(IDE U](}oo˙v as an issue around race, is unnecessary because they are fair, without prejudice and, in fact, colour-blind, allowing them to insist the problem always lies elsewhere and with others.94 Despite saying that diversity is not just about race, ]u]oo˙r}}˙u] }ouvvr]u]v]vPv} the heart of any EDI plan.

50 – Equity, Diversity & Inclusion

• A (}vo]vovRu`}lR} R A `]R the Young Trustees Movement;95 AR • G«vP}v}B ’s AR ovRuo]`]v on How to Diversify Your Board R A (£10);96 • Inc Arts online clinics R A with support from HR and legal advisors where UNLOCK, their ı vr]u}}ol]U]]v}V • Clore’s two-hour Achieving and Retaining AR a Diverse Board R A ]}v~‹XæX Z Request that it is re-run.

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EDI Hub Recommendations

First steps

Other training involves investment which can come from the 1% departmental EDI budget. G«vP}vB} AR runs Transform, an online programme that will support your board to recruit diverse trustees (£1,550). There is also training available from The Diversity Trust R A and the Change Network programme R A by OF/BY/ALL. Trustees can work to increase their knowledge and skills independently through listening to the 'B B}P} , AR watching the Charity Excellence videos AR on many aspects of governance, following #CharitySo White AR }vT`]'v]vPU(}˘uoU From Here to Diversity AR by ATRD, A Manifesto to Create a Safe Space, Free of R]uU(}RBolA[ , Transforming Board Cultures R A (2020).

Also the free LGBTQIA+ resources at the Safe }v Z P}i R A vR}Uv .v]}v]oo}v Racial Equity Tools. AR Board members can look through reports, oU`]v}}ol]uv}v throughout this document. Independent research could be fed back into the board. Mv˙}Pv]}v(}u]vPP} LRFo}˙u}]u}R] understanding of White privilege and ]v}vo]uXTR]}o}v }(oo}R]X Policy recommendation re: board training Sector-wide board training is needed. WR}`]oo(vv}Pv]R]M

How to make your cultural leadership more diverse – 51

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EDI Hub Recommendations

First steps

4. Discuss EDI as a board, sign-up to a code of conduct and the need for change TR R] u } }vv ]8o }v}v]v `˙`R ˙}v(o o]v } u v.u}vRv (} change. Evidence-based advice, such as this report, can be used to explain and support the v (} ]]}vU R]v}}v}(v ] v]uouv}v}( RvPX Discussion may reveal unconscious bias; that ]URR« U }˙ v o](R 98 v+R}`` }R[X Mv˙o}R vv˘]} v }] diversity: ‘Talking about race and diversity can make many people stressed and worried that R˙`]oo˙ R`}vP R]vP} }+vU this creates silence where meaningful 99 }uuv]}vR}o l]vPo [X R}ovR].]]}v stage are the }v}v AR online self-assessment tool by OF/BY/FOR ALL,100 or NVCO’s }v}P]} discussion on diversity.101AR

52 – Equity, Diversity & Inclusion

Work through the Charity Governance Code as the points, for example in Principle 6: Equality, diversity and inclusion, will prompt discussion.102 The whole board should recognise and accept that there is a problem and sign up } ]vP }(R RvPXA }vv] respondent wrote: ‘Make sure trustees know the requirements of them and if they don’t meet them they will have to step down’. Policy recommendation re: regional code of conduct A regional code of conduct for board members could be developed or adapted by Cornwall Council using the Charity Governance Code as a template. Some Cornwall hubs are businesses v}RR]U}u]˘}(}RX All board members in the region could agree on and sign-up to standards of integrity and a clear }R}}vPIDE X

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EDI Hub Recommendations

First steps

5. Consider who is in charge of EDI

6. Make a SMART action plan

Do not put the member of the board who most represents ‘diversity’ in charge of EDI.

Once there has been agreement that there is a problem and that change needs to be implemented, the board need to develop a SMART }vovXSMARTuvS].UMoU R]o A URo]R]vR}`]R]v T]u(uXTR}vovv}]voP

RRvv}v]} A ˙o C ˘o]v that while people of colour ‘can share the impact of racism on their lived experiences to possibly compel change, White people should v}l}˘Ru}}R˘RvP u}}vov]voooo}}(Ro]vP Ru}}uvr]XWR]}uo] and allies who “get it” should bear this responsibility’.103 The same is true of those with }RuP]vo]R]X It is the responsibility of those people in power to learn more and facilitate change rather than asking those that are excluded to try to change R}Pv]}vv]o}RR˙ vP]v}vu]'vX

• Regular monitoring of progress internally, at ovvoo˙u}}Lv`}oRol it in mind, responsive and therefore dynamic; {TR}vovR}oo]RUPX }vo]vU}}v}v˙˙lR}oV • Peers can learn from others’ successes but also from mistakes and failures;104 • New goals could be set / adjusted / agreed at uvP]v}v}u}v]}}PV {I(Ro]v[]v]}RuvPU ]v(}R}oo]Ro]o˙L`X Internal and external monitoring must be embedded in the plan to ensure transparency and progress.105 The lack of accountability to date could be a reason why the status quo has ]}Pv]}v]vP} l]vP}vX

How to make your cultural leadership more diverse – 53

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EDI Hub Recommendations

First steps

In the 2021 APPGMi}]˙ C report W˙(}UO[B]vvvD PPRR«vP P}ov'R]vP}vv(}R]vP or failing to reach them increases the likelihood of success in EDI’.106 Internal monitoring of EDI }P}ov.`Rv]v (v]vPo]}vv](R Mi}]˙ C }}uuv}vv]v}}v by the Department for Digital, Culture, Media vS}~DMS C U Z }vv}`uv}]v }(vo(}ol}(]u}uv`Rvl]( they become obligatory. Experts like Clore can help individual hubs but }}]o˙]vvP}]uouvRvP here are some linked online toolkits: Transforming Board Cultures AR ˙˙}v B S+P (2020), Dr Crystal Yingling’s 12 steps found in: TRP}]]o]˙SuPIv]vPD]]˙ Ivo]}v]vAOPv]}v AR (2020) and the Trustee Recruitment Cycle. AR Policy recommendation re: action plan

• Funders such as Arts Council and Cornwall Council ask for full diversity audits for board uuv+(}}Pv]}v˙}} ]v`]RXIvR]U]v]}v} 54 – Equity, Diversity & Inclusion

R }]Ul]v(˙ ]( }v]R C v](R˙ XT}PP}]}r economic class use the Social Mobility Commission’sIv]}}ol] C }vW R`R`R}}v}(˙}u]vR}R}o v`Rv˙}P `M[ ].lA oo˙ (}RR }( ] R}]vl˙}oR Chair, Vice-Chair and Treasurer; • Set-up a regular event for boards and hub leaders to discuss EDI progress against their }vovU}v`P}ovov(}u others’ struggles and successes. Instead of P]]vP}Pv]}v}v}Pv lines, the whole process has to be organic with external support, funding and mentoring to Ro](ov}v} imposed if progress is too slow. The published }vov}(oo}R}Pv]}v]v C}v`oo}o]`]vR]. }EDIuvPV • Data needs to be gathered on what has been tried re: EDI in arts hubs and followed with an assessment of what is working and what not – R]]v(}u}vRvv}RX Partnerships with academic researchers and R]v]]]}uuvX

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EDI Hub Recommendations

First steps

7. Do a trustee diversity audit

8. Build community links now

With a commitment to change and appropriate ]v]vPURR]v]v]}]]˙ audit.108 This provides a baseline to measure P}`RvRovR]]v(˙ areas to address and assign resources to.109

(} B ]uvUu}}P reach out to make meaningful partnerships with groups within the community who are marginalised or excluded.110 Make your }Pv]}v]]o}R}olv}``R} you are. The board needs to have worked through its issues internally before seeking out 111 v]o]vPo}vR]X Prior to making contact, be clear about your goal in seeking to v`]Rv}Pv]}v}}]R}R]vP [ 112 v˘o}]}vX As a hub leader observed, SW[}]vPPi}}(]vP]vPo }R}uuv]˙Uvu]G}v revealed that we’re not working with the community, not even forRuU`}l]vP to them. So that’s when things started to change”.

An audit is useful to receive funding and to report to funders – it can reveal more diversity than expected, as Newlyn Art Gallery & The ˘RvP E (}v`RvR˙]+} report to ACE.

Consider forming a paid shadow board or sounding board of marginalised community members. Community groups that become partners can pass on recruitment requests to their networks and help to build a diverse }}o}((}vov+`R} already have knowledge and interest in the hub.

How to make your cultural leadership more diverse – 55

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EDI Hub Recommendations

First steps

At this stage, raise awareness of the skills vXT]voo]}(R]˙ report a lack of necessary skills at board level, ]vooPol]ooUvPv}]]vP (U(v]]vPUulvPUu]Pv]vP and digital skills.113

in Culture, Museum Detox, Contemporary Visual Arts Network England, T(C}oo , Iv]WIv}(Ivv}voV]oA , One of My Kind, 198, AN`D]}v˙}vP i}} , AC ,C Lives – in progress, Get into Theatre

H}u˘uo}(}Pv]}vU }uuv]vv`}l}}vv`]RP

In the UK AR

Cornwall / the South West AR

Inclusion Cornwall, The Inclusivity Project, DisAbility Cornwall, Shallal, The Sensory Trust, Black Voices Cornwall, Young People Cornwall, Doorstep, Cornwall Pride, Decoder, Queer Cornwall, Intercom Trust, vsf Cornwall – Cornwall voluntary sector forum, RoIOPv]}v , TAP - Take a Part, CAMP, R}J , School for Social Entrepreneurs, }}l A

Arts-focused organisations AR

Bol}v A RM} , gal-dem, Shape Arts, Dash Arts, Disability Arts online, Black Cultural Archives, TRB]RBolo] , TREuR Museum, the white pube, Rising, Visual Arts South West, Plus Tate, Counterpoints, Migrants 56 – Equity, Diversity & Inclusion

Inclusive Boards; Young Trustees Movement; A}v(}TR]oD]]˙ ; G«vP on Board; ˙}v B S+P , The Diversity Dashboard, Charity So White, byp - Black Young Professional network, BSN – Black Solicitors Network, Women in Banking & Finance; Ivv}voA}]}v}(Y}vPL`˙ , We are advocate, The Honorary Treasurers Forum, Black Funding Network, icaew accountants, HR – people management, Charity Finance Group, Acevo, Mothers Who Make, Working mums, Rising; I will org; Future Leaders Network; Trustees Unlimited that supports the Inspire List by the Trustee Diversity Panel; Women on Boards, Reach Volunteering, Charity Job , ncvo, A}]}v}(CR] , nfpsynergy, Weston J`}}]B C , Diversity Jobsite, Evenbreak

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EDI Hub Recommendations

First steps

9. Introduce a fixed term for trustees Iv}.˘u}(]~(}˘uo R˙`]R Z G˘]]o]˙](vU(} example shorter terms for younger people. Ensure the term is clearly signposted in the ]uvuvXTR]`]ooul space for diverse new recruits. C}v}v`]Ro}vPrv]vPuu about moving on might be necessary, although there is room for recruitment without ]Pv}v}vv]v}}(}(Ruo }]vC}v`oo`R]ooo˙]vP]v] R}uuv](}+} of 5-12 trustees.114 Remove waiving through trustees for another uW}˙}u˙R]Pv].vvu }(`R}oo]vPLæ˙U as one sample hub has. Only let trustees stay on for a second term ]v˘}vo]uvU(}˘uo treasurer during a capital build project.

You could also adopt the policy of one of our uo}Pv]}vR] to leave the board for at least a year before a second term. Some board members may decide to resign to allow space to let in more diverse voices. TR˙R}oGvl}R]R]X R]Pv}v}v}uvv o`]ooRo}[˙R}Pv]}vX P}]}v}ou(}o}vPru} members that do not involve being trustees, R}v}v`o˙vu}]}vX R]Pv}vv}}vR]PR u}}R}Pv]}vX It is important that there is not a mass ]Pv}v}(]u]o}o`]R]u]ol]oo from the board at once – staggered terms and RvP}U}]}o˙U'(}]o]˙ v}vv]˙X

How to make your cultural leadership more diverse – 57

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EDI Hub Recommendations

First steps

10. Share resources, plans, strategies We propose shadowing and mentoring by current and outgoing trustees as well as formal training, to increase the skills base among newcomers if needed. Our interviews with chairs and leaders reveal that some trustees are unlikely to resign of their own accord and indeed are resistant to requests to make way for new recruits. How boards might handle encouraging long-serving members to resign W}}lvov}o`]R]vR }Pv]}v`]R}]oor(o]vPWv} explored in future discussion and research. Policy recommendation re: resignations SR}oo˙}]}vv}o]˙]v} support research on new ways to help boards (v}v`ooU(}˘uo}vP]} encourage long-serving and valued board members to resign.

58 – Equity, Diversity & Inclusion

Share resources such as action plans, EDI strategies, advert and job brief wordings for trustee recruitment. Policy recommendation re: share resources Cornwall Council / Visual Arts South West / Arts Council England to host an online space `R˘uo}(IDE }vovUP]U i}uvvi}](l} R}Pv]}vv]}v}v by experts and lawyers rather than start from scratch.

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EDI Hub Recommendations

Recruiting a diverse board 11. Reassess skills needed

12. Formalise trustee recruitment

Reassess the skills you require of trustees in your organisation - recruit passion and potential not just experience.

Formalise recruitment processes - treat trustee recruitment with the same rigour as employee recruitment.

R](}R}voU}vo]˙v}]]o]˙[U ˙Y]vPo]vPXRTR}Pv]}vv]vv educate on most other things. Find the people R}Pv]}v`v}}vv`R} are mission-aligned. Look for people who can grow into the job’.115

Even though trustees are unpaid dedicated }ovU}R}v]]o]v}o o}voRvv˙v]}uvPuv role’, and ‘trustees need to see their roles in just the same way that any employees see their job’.116OPv]}vo}v} they do employees and use the same rigorous `RR]v]uv}˘ behaviours of others.

How to make your cultural leadership more diverse – 59

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EDI Hub Recommendations

Recruiting a diverse board 13. Demonstrate commitment to EDI

14. Be open about your lack of diversity

Ensure recruitment materials are explicit about the organisation’s commitment to EDI. MR}(Ro]}vP}}]v recruitment emphasises the need for all uP]vPv}]v(}R }Pv]}v[}uu]uv}IDE XTR]v a clear message to a diverse range of people that they are welcome. Add a prominent link }˙}]]˙vG˘]o`}l]vP}o]] on your website. Make your commitment to diversity and inclusion clear on any mission statement and link to clear examples of where 118 ˙}}o]˙]v}X Ensure your job ]}vU}v].}vUulvP v}u}}vou]oR]v`˙ that maximise openness to diverse backgrounds and experiences.119

Be open about your lack of diversity and your commitment to change when you recruit. ]vP B }v}˙}}Pv]}v}o ‘serve to gain more trust with audiences in the long-term’.121 Watershed R A suggests lines such as: ‘our current […] team is majority white, cisgender and non-disabled. We believe our work will be stronger with greater diversity v`o}uo]}v(}uR}`R} 122 ]vP]+vX[

Look at Inclusive Recruitment: A Guide to Available Resources by UK Theatre, AR last updated 2022.120 For an example of a ]uvl(}R}]}v}( Newlyn Art Gallery & The Exchange’s here. AR And here R A is an Easy-read good trustee guide }}}o`]Rov]vP]]o]}v R][} by NVCO. 60 – Equity, Diversity & Inclusion

Say who you would like to apply at the top, v}Lo}}(]v(}}R}Pv]}v Ru]PRo˙R}o}+X

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EDI Hub Recommendations

Recruiting a diverse board

15. Open and transparent recruitment and advertise beyond your network Make your recruitment process transparent and advertise new opportunities. We have shown how informal and ad-hoc recruitment to boards, along with a lack of consistent and }vP}uuv]}v}R]v new vacancies, are all major barriers to board diversity. Increase awareness of the role of trusteeship and of any vacancies to maximise diversity of applicants. • Publish details about your management structure and membership, who the board is and what R˙}X u]PR A RR}o}P accounts of the work they do/ have done; • `D }v]v}(}]vPv` vo]RR]}}U}} trustees are aware of you; • F]voo˙U`RvRu}u}.oov] }˘v˙}}U`]o˙ possible, including on your website and social media, as well as via your usual networks and mailing lists, and work with partners (for ˘uoR}]v}uuv}vZU}R your ad reaches into other networks;

• Spell out key skills you need in trustees. Those new to trusteeship who have important skills may be unaware of a need to showcase them. We asked questionnaire respondents, ‘To reach you, how should Board vacancies be advertised?’ Twenty-nine recommended social media, which worked well for a hub that recruited in early 2021. One of their new trustees heard about the v˙}vo]vXS].o}u`vu ˙}vv]}vvP}}uR} to reach them, including LinkedIn, Facebook, T`]'vIvPuX T`v˙r(}]]v(}u}v`}oRRu ]u]ov`o'XNuv`o' ]voR}(}uRoC C Partnerships, Porthmeor Studios, Feast, CAST, Krowji, Newlyn Gallery & the Exchange, Cornwall 365, Hall for Cornwall, Cornwall Museum Partnerships & ACE (Arts Council England).

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Recruiting a diverse board

Twenty-two suggested other networks ranging from community networks such as: Black Voices Cornwall, disAbility Cornwall, Inclusion Cornwall, LGBTQIA+ networks, CICs, community printed v`o'UR}}oPvul v}}}VASW~V]oS}R A WU Z Engage, GEM and the Falmouth University alumni group.

Table 6 Where should board vacancies be advertised?

J} ]vP ] v v`}l ` uv}v o}vP] }uuv] o]vl through local papers and radio as well as ]o] uP]v X Policy recommendation re: recruitment Cornwall Council / Visual Arts South West to set-up and maintain a regional register }(Tv]R]˙}.vv is updated and shared regularly across art v`}lUv`o'v}v}]ou]X Ev]v(}u}v}v`R}uu do is also shared.

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Recruiting a diverse board 16. Actively recruit young trustees vA }Lv}ro}}l}(]]˙UPU u]]ouv}vXR}vR}[ document G]˙Y}vPV}]PH}`} ]vo˙}vP}o}v˙}}v]v˙} decision-making processes]o`R' v}v}(˙}vP}oR}v(} them and could do for others.123 TR}(}vR'v}v Rvo}v}v}Ro`]RR than about young people’ and ‘shows funders and supporters that you take working with young people seriously’.124 Roundhouse say that the diversity of voices brought by young people ‘helps to build }Pv]}vo]o]v˙]vP]vP(R }R(oovP}(} concerns’.125A`]R}RP}Uo˙ ]oo}vR]`]R}voov}}o in advance of recruitment if you can. Young Trustees Movement urge boards to ‘explain R˙}oo˙`o}u}o(}uXU YUlP}v Z }o˙Q}] A R}}( language that excludes people, for example by 126 ˙]vPR˘[}RX˙}(˘]v]vY[X

Y}vP}ov]vP]v}vo]˙ onto the board. For example they might be young and from a working class background and neurodivergent, or they are young and LGBTQIA+, or young and female and disabled and so on. Policy recommendation re: invest in young people {Iv]v]v]vP}}v](}oo Cornwall’s young people/ schoolchildren so that they can bring their insights onto boards in the future whatever their background, socio-economic class and protected or }RR]V • Help all young people access a variety of arts in an engaged and meaningful way and forge links between individuals and arts }Pv]}vRR˙vP}``]RV • Support board placements for young people from 16 years old.

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17. Revamp your recruitment processes For recruitment approaches that will help increase diversity read Tony Bhajam’s piece H}``]uP]vP]uv Watershed. AR Transforming Board Cultures AR and Inclusive Recruitment R A are also good resources.

Here are some recruitment tips: • SR}r(}u}vv]o

o]}v(}uR`]oo]v˙} pool of applicants;

C ]v]vP}o}v]v]} • }v]

o]}v](R˙(]}`]'v o]}vXTR]]v]]o]˙(} those who are neurodivergent, for example those with dyslexia;

• Don’t ask for a CV: this disadvantages young people and those who have been out of the workplace such as parents and carers;

• }v] C oo]vPo]v`R}v

they will be asked in advance of the interview;

• Watershed in Bristol creates a ‘long-list’

of applicants who are then contacted for 64 – Equity, Diversity & Inclusion

‘a 20-minute (as informal as possible) chat’ (}R}o]vP}R}ov˘ themselves and relate their experience and interests.128TR]}oRo]o}v.v to try again if unsuccessful, especially if given feedback;

• Aloo]v]`Ru}vR]

R]u]v]Ri]˙]vo}v[V

129

• Al]vP }v R R`R`]oo˙} ]vP

}R}Pv]}vM[ vRo}R]LR power dynamic;

• In their guide G«vPY}vPP}o}v}˙}

Trustee Board, R A Young Trustees Movement ]PRWRv}vvP]v]`U} o]v}vR]}voWl]vP]v} account the way they approach a problem and their curiosity’;130

• Value and embrace lived experience;131 • Watershed are careful not to put anyone

through a job interview unnecessarily (perhaps }u}Pv]}vu]PRu}U} demonstrate how diverse their short-list is).132

Supporting diversity long-term 18. Flexible working policies

19. Get an induction programme in place

Link clearly and visibly to flexible working policies. Iv} G˘]]o]˙}vuvP u v o ~]vo]vP}vo]vZ}R u} v'vXO+]vP R}}v }(R˙] uvP W u]˘}( }o`R} v 'v]v }vv}vo]vW v } R} `]R ]vP }v]]o] Uu}]o]˙U transport issues and those who live or work outside the region.

Make sure there is an induction programme in place and check in with new trustees in the first few months. The chair should contact new trustees to have a 1-2-1 chat before the .} uvPv}8]o]v}v process. Needs of the trustee, such as peer mentoring or training, can be discussed in that ]uvPv }v(} R. } uvP](v˙X

S}u }o vv} lu}+`}l]vR ˙uU}R.v v]vP ]8oXMl sure that the same type of trustee, for example 133 vU v[}vo˙]vPX

Preferred pronouns can be checked here (she/ he/ they etc..) in private and the best `˙v u }}v Rv` noted.134B˙}vS+P v}P v alignment of methods to contact trustees. They advise on avoiding correspondence that ]oo } ]+vo}uW Uo} sites and social media messenger services.135 OR }o (]vo˙v}+ }+}}}u Z R (} R.uvP too so that there are friendly faces in the room } R v v}Pv] ]v(}uouvPX Av]v}v}Puu(}v`}u v help them feel they belong, that they feel ‘welcome, respected, supported and valued to 136 (oo˙ ][X How to make your cultural leadership more diverse – 65

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Supporting diversity long-term

Wo}u]vP R}PR]v}v] v]vPo part of your commitment to inclusion, `]R} `R]R]]˙`}v[ lX ‘There is a loneliness that comes from being openly discriminated against, shut out, but there’s a subtler, creeping loneliness that comes from }vP]vv]}vuv R R]vlR˙ [ got your back, that want to be inclusive and ]}˙U R }v[ R R}v v˙`˙]v`R]RR`˙ R˙} causes you problems every single day’.138 TR]v}v}PuuR}o]vo Po}v}]}uvPU o]vR.(`u}vRU}u}v]}R}` new trustees are feeling and if any adjustments can be made. It’s important not only to recruit but also to retain diverse trustees.139 Iv}v}(v`uu }] R opportunity to check that all trustees are signed-up to EDI and that they all remember v vv R]}o v }v]]o] X

66 – Equity, Diversity & Inclusion

A trustee training day or workshop could include going through the Charity Governance Code (2020) R A }i ]. }v R Integrity,140 plus/ or other guidance documents such as the Nolan Principles141 AR and TRvo E T .142 AR I[P}}u}u]voo} important governance documents such as the oA }(}]}v A Uu]]}vuvU key policies, etc. If a couple of new trustees from diverse backgrounds are recruited they can support each other. New trustees should not be recruited only to boost diverse v}v}vR } v R˙ v} there to represent all people who are disabled, young or Black, for example, but instead so that their experience will ‘bring a much 143 v ]]˙}( [X The chair is instrumental in ensuring RPv]v]vo]}v] ]voo }uuv]}v`]R] v}( course in the boardroom – whether that’s in person, online or a hybrid mix of both.

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Supporting diversity long-term 20. Mentor trustees and train them

21. Maximise board meeting accessibility

Our research found a frequent concern that the ‘right’ candidates will not be found in diverse }uuv]X

'v]vP A } uvP] vo(} U`]R v}v v ]Pv}v ˘ ](u} RvR }v uvP u] XR]`R`˙˙} }v uvP v R u}v}( paperwork as much as possible.

It may be true to some extent, as ‘long-term ˙u]uP]vo]}v}(}uP}R created a void in available leaders from those }uuv]`R}.]}voo].}v 144 u}o}.ooR}o[X But people learn by doing and opening up a board to newcomers will quickly increase the skills base.145 OPv]}v v } v` `]R relevant training if required and shadowing of outgoing trustees or mentoring. It is ]u } i }Pv]}voR]vl]vP 146 }vR`R}] o]. o [ and ‘what talent looks like’. The role of trustees can range beyond }vvP vuvPoPo ]uv to include applying strategic vision, handson organising and programming, and outreach to the wider community, all of which are enhanced by diversity of lived ˘]v v˘ X

• Make sure wording has a high readability score with no jargon;148 • G] ov˙}(u} Pv ]v v }(uvPXTR] vo ]}v˙ }o`]RU(}˘uoU dyslexia and those with work and caring 149 }v]]o] V • Put key documents in the cloud so that access to them is possible outside normal working hours. Do check all trustees have access to the internet; • B`]oo]vP} u}G˘]o`]R} 150 uvPuV • Make sure the right technology is in place to RR˙]uvP }R oo U]v R}}uv}vo]vU vR v ] ]vR`R}o }v}vV How to make your cultural leadership more diverse – 67

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Supporting diversity long-term 22. Pay for time and expenses 151 If board • T˙}luvP}XæR}X uu P]v u} R documents beforehand and are encouraged to l }v } R }uv ]vP R uvPU R} uvP }u o]V

• D}ul ]vr}vuvP ]vv accessible space. Policy recommendation re: hybrid meetings TR } v ] }vR˙]uvP models, including technical requirements, training, workshops and funding.

Disadvantaged groups are also more likely to ol.vv]o}}Ro]vPR`]oo increase your chances of diversifying your }XI(R}v}voo}`U˙(}u ]oo˙(}R}vPR]} freelancing – those who need to work rather Rv}vo˙R}`R}.vv]oo˙oXI(˙} are a charity, apply to The Charity Commission (}u]]}v}˙].X Always pay expenses including travel and childcare costs. Policy recommendation re: pay and expenses Explore urgently how trustees can be paid (} R] uXB} }`}l}ov]o˙ R] }uoo˙˘o }u }o(}u ]vP o} ]U ]oo˙]v˙u uvPXF}oo}`TRCR]˙C}uu]]}v discussions on this.

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Supporting diversity long-term 23. Keep revisiting your EDI progress Ml]}v} o EDI}P ]v } uvPX

152

AMvSRovUCR](E˘ }( Coventry City of Culture Trust, observes, the changes recommended here won’t be easy or quick to embed but keep working at it and 153 lv}`oP R] lu v+} X

TR }uuv}v}u(}u} }]P]vo R]vC}v`oov] .v]vPU }R[ Rv˘]vP}}ol]U(} example Transforming Board Cultures AR ˙B˙}vS+P vY]vPo]vP [r approach. A new toolkit is being produced by experts ]vR].oU G«vP}vB} , as we write. Po]}v]˘ u]r X

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AUTHORS & ACKNOWLEDGMENTS Thank you for reading L]vl}}uuv}}ol]U}Pv]}vU o v } v (}v]vR references and through the hyperlinks. We hope you will find it useful.

Authors Dr Lucy Frears is a freelance researcher

v ruo Fou}RUv]]˙ who makes sound work. Frears has been a voluntary trustee and has worked with various boards both as an arts project manager and +uuXT}}uuv}v}} } this resource please contact: lucy.frears@ falmouth.ac.uk Andy Chatfield is Course Leader on the

Journalism programme at Falmouth University whose relevant personal experience includes being a former trustee for an ACE-funded }(]}voR }uv˙U vP primary school governor and administering R r]vr}v}i (} R]ov in Romania. He also reported on the arts for many years for regional media. Dr Abigail Wincott is Associate Professor of

Audio Journalism at Falmouth University, where she teaches media and journalism, researches the impact of technological change on the journalism industry, and designs }vv]vP}(]}vo o}uv(} rural freelance media workers. 70 – Equity, Diversity & Inclusion

Thank you to all the contributors and writers of the work we have read who have shared their lived experience, thoughts, intellect, discussions v}Lvv(vu}}R research that this work learns from. Thank you to the ten Cornwall-based arts }Pv]}vCR](E˘ lMvPl directors and chairs who were interviewed and remain anonymous, to Newlyn Art Gallery & The Exchange who agreed to waive their anonymity to be a case study and great Rvl}R }o`R}}uo R }vv]X We are also very grateful to Mita Desai for talking about the aims and methods of Young Trustees Network, plus Ciara Eastell, Ruth Sealy and Oxford Cultural Leaders peers, alumni and tutors. Thank you to our colleagues, especially to Laura Hodsdon, David Prior, Mhairi Ambler and Erik GoR}XTRvl}LG}UTu˙vSu]RU Victoria Reece-Romain and Caitlin McLintock (}uRC}v`ooC}v]oTu C `ooS]WrT˙ooANRCoo C}uC}}]v}`R}`]oo]o}«vP R}uuv}v]v}}v]vT}X Thank you to Louis Frears, Lucy's dual heritage }vXV]]v A Hvo`]URvP diverse and inclusive culture is the responsibility }(ooQv}iR}`R}]v(˙`]R 154 ]vPvURv]]˙}8v]˙[X

REFERENCES EXECUTIVE SUMMARY (REFS 1-7)

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40 Trustees are – ‘the persons having the general control and uvPuv}(Ru]v]}v}(R]˙UPo of what they are called […] Trustees are legally liable for the charity’. CHARITY GOVERNANCE CODE STEERING GROUP. 2020. Charity Governance Code [online]. Available at: Link [accessed 16 June 2021]. 41RN}voP}}o]}OPv]}vo]vR]U `]R}oo}v]]o]˙}}vo}} v}vovoo}o}P˙[XARTSOUNC C ILENGLANDX ca. 2018. H}`AC}v]ovPov E `}l`]RN}vo P}}o]}OPv]}v s. Pp.1-2. Available at: Link [accessed 20 January 2022].

33 CAREY, Elisabeth; Leanne TOWNSEND. 2016. The C}v]}v}(R}v}u˙ EC }RR]o]v}( RoC}uuv]PE˘o}]vPCoovD]P]oC]oX Sociologia ruralisUrUV}oXæ~ZUXırıX

DUNBAR, Lindsay. 2020. M]vPCH]vS}ov B]RC}v]oX

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45A9}(}R]U˙]v}uURooWR]}X INCLUSIVEBOARDSXXCR]PIvo]G}vvX Inclusive Boards [online]. Available at: Link [accessed 16 May 2022]. There are no Black, Asian or ethnically diverse leaders ]vRUK[}(v}Pv]}vXINCARTSUKX XAY}(AvrR]A}vXIv}vo]vX]oo A at: Link [accessed 8 January 2022]. At the senior level, 92 per cent of trustees on charity boards and 94 per cent of charity R](˘WR] XCEVO A XXP˙vo] ˙PRl˙.v]vPX}A }vo]vX]oo A P Link [accessed 15 August 2021]. 46 JOHN, Malcolm. 2020. A}v(}TR]oD]]˙W WR˙(}}v]o]]˙M Available at: Link [accessed 24 July 2021]. 47 CREATIVE UK GROUP. 2021. TRUKCIv] R}PUvoR]vPR}`v}vo}(]˙ p.46. Available at: Link [accessed 24 July 2021].

48 ARTS COUNCIL ENGLAND. 2021. Equality, Diversity and RCPR} AD 2019 – 2020. Pp. 22-23. Available at: Link [accessed 4 June 2021]. 49JAINUSRXXRWR˙]ovPvv}v u']vR]˙}[XCR]˙S}WR]o}P}vo]vX Available at: Link [accessed 28 May 2021]. SOCIAL PRACTICE ACADEMY (2020). ˙}v B S+PPB}CoG] , p.42 [online]. Available at: Link. [accessed 11 July 2021]. 50 JOHN, Malcolm. 2020. A}v(}TR]oD]]˙W WR˙(}}v]o]]˙M Available at: Link. [accessed 24 July 2021]. 51 EDDO-LODGE, Reni. 2018. Why I’m no longer talking to `R]}o} . London: Bloomsbury. PXærX BOARD ANALYSIS (REFS 52-64)

52 It should be noted that not all hubs keep up to date with registering trustees so there may be some discrepancy `v.PX 53 ARTS COUNCIL ENGLAND. 2021. Equality, Diversity and the CPR} AD ıWXXX]oo A P Link. [accessed 4 June 2021]. 54 CHARITIES AID FOUNDATION. 2015. Young Trustees Guide: o}]vP D Rv˘Pv}v}(R]˙oXCAF [online]. p. 5. Available at: Link. [accessed 9 April 2021]. 55ROUNDHOUSEXXG]˙Y}vPV}]XH}`} include young people on your board and in your decisionmaking processes. Available at: Link. [accessed 22 June 2021]. 56 I]X

57 CHARITY COMMISSION FOR ENGLAND AND WALES. 2018. RTRvoP`R˙}v}lv}`U`R˙} need to do’. GOV.UK [online]. Available at: Link. [accessed 20 January 2022]. 58 CHARITY GOVERNANCE CODE STEERING GROUP. 2020. Charity Governance Code [online]. p.19. Available here: Link [accessed 16 June 2021]. 59 GETTING ON BOARD. 2019. How to Recruit trustees for ˙}R]˙PoA P]XC]]o}]˙}vo]vX]oo A here: Link [accessed 11 July 2021]. 60 LEE, Stephen, Bob HARRIS, Nikki STICKLAND and S]ovPESENTIXXTlv}vTPR`vv +v}(R]˙]vEvPovvWoXGOVX UK}vo]vXXX]oo A RP Link [accessed 8 July 2021]. 61 FUEL THEATRE. 2021. The New Normal: A Manifesto to S( C SF}(R]uU(}RBolX A Fo theatre [online]. Available here: Link [accessed 12 June 2021]. WREYFORD, Natalie, Dave O’BRIEN and Tamsyn DENT. 2021 Mi}]˙ C XAvAoorP˙Po]uv˙G}~APPGZ (}D]]˙ C }]v}RWRW}l[}vRv ]]˙U]˙v]vo]}v]vR}X Link [accessed 3 October 2021]. 62 ARTS COUNCIL ENGLAND. 2021. Equality, Diversity and RCPR} AD ıWXXX]oo A here: Link [accessed 4 June 2021]. 63 I]X 64 I]X CASE STUDY (REFS 65-80)

65 ARTS COUNCIL ENGLAND. 2021. Equality, Diversity and the CPR} AD ıWXXX]oo A here: Link [accessed 4 June 2021]. 66NEWLYNARTGALLERYTHEEXCHANGEXXC Case for Diversity Achievements 2019/20. Newlyn Art Gallery [online]. Available here: Link [accessed 20 January 2022]. 67 NEWLYNARTGALLERYXXAvrR]uA}v

Plan. Newlyn Art Gallery [online]. Available here: Link [accessed 20 January 2022]. 68 NEWLYNARTGALLERYXXPov}(A}vPBol

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69 YINGLING, Crystal. 2020. The Possibility Spectrum: Iv]vP]]˙ D Ivo]}v]vOPv]}v A X European Journal of Cultural Management & Policy, 10(1), p.53.

How to make your cultural leadership more diverse – 73

70 GETTING ON BOARD. 2019. How to Recruit trustees for ˙}R]˙PoA P]XC]]o}]˙}vo]vXXX Available here: Link [accessed 11 July 2021]. 71 BHAJAM, Tony. 2020. ‘How we are reimagining ]uvWR[XWRDu}vo]vX Available here: Link [accessed 29 August 2021]. 72 HUNTDBEUV]]vUSv]DIXONrFYLEUSPRINCE and Kevin DOLAN. 2020. Diversity Wins. How inclusion M'XXX Link [accessed 21 June 2021]. 73 NEWLYNARTGALLERYTHEEXCHANGEXXT Recruitment Pack. Newlyn Art Gallery [online]. Available here: Link [accessed 20 January 2022]. 74 YINGLING, Crystal. 2020. The Possibility Spectrum: Iv]vPD]]˙Ivo]}v]vAOPv]}vX European Journal of Cultural Management & Policy, 10(1), PæræX 75 MONTGOMERY, Monica O. 2021. ‘Museum Remedy. S}]oo˙R}v]P[oXO˘(}Coo Leaders Programme. Online: Oxford University, 13 April 2021. 'v˙OCLouv]L˙FX 76 YINGLING, Crystal. 2020. ‘The Possibility Spectrum: Iv]vP]]˙ D Ivo]}v]vOPv]}v A [X European Journal of Cultural Management & PolicyU~U Z XæX

83 JOHNUMo}ouXıXA}v(}TR]o

D]]˙WK˙.v]vP(}uu]vP˙ }vv]X]oo A RP August 2021].

Link [accessed 23

84 GARDINER, Ayesha, Emeka FORBES and Kadra

ABDINASIR. 2021. ‘Building a more equitable charity sector’. IPPR Progressive Review, 28 (1), 85- 94. Available here: Link [accessed 18 July 2021]. 85 SIDHUUT]vXXRH}`RR]v

l]vPvvr]vv`R}MPR]vl](] ooM[Xv(S˙vP˙}vo]vX]oo A RP Link [accessed 5 August 2021]. CHARITY COMMISSION. 2021. ‘Charity Commission concludes compliance case involving The Runnymede Trust’. GOV.UK [online]. Available here: Link [accessed 10 September 2021]. COMMISSION ON RACE AND ETHNIC DISPARITIES. 2021. ‘The report of RC}uu]]}v}vRvRv] E D]][XGOVXUK [online]. Available here: Link [accessed 9 May 2021]. 86HUNTDBEUV]]vUSv]DIXONrFYLEUSPRINCE and Kevin DOLAN. 2020. p. 30. Diversity Wins. How inclusion M'X Link [Accessed 21st June 2021]. 87 CHARITY GOVERNANCE CODE STEERING GROUP. 2020. Charity Governance Code [online]. Available here: Link [accessed 16 June 2021].

77 CHARITY COMMISSION FOR ENGLAND AND WALES. 2018. RTRvoP`R˙}v}lv}`U`R˙} need to do’. GOV.UK [online]. Available here: Link [accessed 20th January 2022].

88 GETTINGONBOARDXLvRu`]voo H}`}D]](˙Y}B}`]RS}R]M}'v by Frears 3 Dec 2021 [online].

78 CHARITY GOVERNANCE CODE STEERING GROUP. 2020. Charity Governance Code [online]. Available here: Link [accessed 16 June 2021].

89CHARITYEXCELLENCEFRAMEWORKXıXH}`}Tlo the Lack of Charity Trustee Board Diversity. CEF [online]. Available here: Link [accessed 28th September 2021].

79 OFlBYlFORALLXCXXRAFu`}l(}A}v[X OF/BY/FOR ALL [online]. Available here: Link [accessed 19 August 2021].

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80 WREYFORD, Natalie, Dave O’BRIEN and Tamsyn DENT. Mi}]˙ C XAvAoorP˙Po]uv˙G} ~APPGZ(}D]]˙ C }]v}RWRW}l[} vRv]]˙U]˙v]vo]}v]vR}X Link [Accessed 3rd October 2021]. CONCLUSIONS & RECOMMENDATIONS (REFS 81-153)

81 YINGLING, Crystal. 2020. ‘The Possibility Spectrum: Iv]vP]]˙ D Ivo]}v]vOPv]}v A [X European Journal of Cultural Management & Policy, 10(1), p.52. 82 HENRY, Lenny, and Marcus RYDER. 2021. Access All Areas: The Diversity Manifesto for TV and Beyond. Pp. 161-163. London: Faber & Faber.

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96 GETTING ON BOARD. 2022. ‘How to diversify your board with Sophia Moreau’. Eventbrite [online]. Available here: Link 'v˙L˙FDX 97 INCARTSUNLOCKXXRTRvr]u}}ol] [X Inc Arts Unlock [online]. Available here: Link [accessed 20 October 2021]. 98 MONTGOMERY, Monica O. 2021. ‘Museum Remedy. S}]oo˙R}v]P[oXO˘(}Coo Leaders Programme. Online: Oxford University, 13 April 2021. 'v˙OCLouv]L˙FX 99 ACEVO. 2018. Racial diversity in the Charity sector. XX]oo A RP Link [accessed 8 Jan 2022].

109 CUYLER, Antonio C. 2021. Access, diversity, equity, v]vo]}v]voo}Pv]}vXIv]PR(}uR }(E˘}uvP}(}o}]vRUXSX Oxon: Routledge. p. 9. YINGLING, Crystal. 2020. ‘The Possibility Spectrum: Increasing Diversity & Inclusion in Arts OPv]}v[X European Journal of Cultural Management & Policy, 10(1), p.49. 110 WREYFORD, Natalie, Dave O’BRIEN and

Tu˙vDENTXMi}]˙ C XAvAoorP˙ Po]uv˙G}~APPGZ(}D]]˙ C report into ‘What Works’ to enhance diversity, equity v]vo]}v]vR}XXX Available here: Link [accessed 3rd October 2021].

100 OF/BY/FOR ALL. Ca. 2021. ‘Self-assessment tool’. OF/BY/FOR ALL [online]. Available here: Link [accessed 19 August 2021].

111 YINGLING, Crystal. 2020. ‘The Possibility Spectrum: Iv]vP]]˙ D Ivo]}v]vOPv]}v A [X European Journal of Cultural Management & Policy, 10(1), p. 53.

101 NVCOXıXRQ}v}P]}]]}v}v diversity’. NCVO [online]. Available here: Link [accessed 22 January 2022].

112I]X

102 CHARITY GOVERNANCE CODE STEERING GROUP. 2020. Charity Governance Code [online]. Available here: Link [accessed 16 June 2021]. 103 CUYLER, Antonio C. 2021. Access, diversity, equity, and ]vo]}v]voo}Pv]}vXIv]PR(}uR }(E˘}uvP}(}o}]vRUXSXO˘}vP Routledge. p. 4. 104 CHARITY GOVERNANCE CODE STEERING GROUP. 2020. ‘What we have learned from our work on diversity’ video. Charity Governance Code [online]. Available here: Link [accessed 16 June 2021]. 105 PINEDA HAMEED, Sadia. 2020. Dismantling Structural Inequality in Your Cinema. Inclusive Cinema [online]. p. 15. Available here: Link [accessed 18 July 2021]. FUEL THEATRE. 2021. The New Normal: A Manifesto to Create Safe Space F}(R]uU(}RBolX A FoR}vo]vXXX Available here: Link [accessed 12 June 2021]. 106 WREYFORD, Natalie, Dave O’BRIEN and Tamsyn DENT. Mi}]˙ C XAvAoorP˙Po]uv˙G} ~APPGZ(}D]]˙ C }]v}RWRW}l[} vRv]]˙U]˙v]vo]}v]vR}X p. 140. Available here: Link [accessed 3rd October 2021]. 107 SOCIALMOBILITYOMMISSION C XXRC Iv]}}ol] [XS}]oM}]o]˙W}l}vo]vXS}vP measurement/ data. Available here: Link February 2022].

113 LEE, Stephen, Bob HARRIS, Nikki STICKLAND and

S]ovPESENTIXXTlv}vTPR`v v+v}(R]˙]vEvPovv Wales. GOV.UK [online]. p.13. Available here: Link [accessed 8 July 2021].

114 CHARITY GOVERNANCE CODE STEERING GROUP.

XCR]˙G}vvC}}vo]vX}væXXX Available here: Link [accessed 16 June 2021].

115 YINGLING, Crystal. 2020. ‘The Possibility Spectrum: Iv]vP]]˙ D Ivo]}v]vOPv]}v A [X European Journal of Cultural Management & Policy, 10(1), p.56. 116 SAXTONUJ}XXRTv}`v} }(]}vo}ovXIRP}}R]vPM[X nfpSynergy [online]. Available here: Link 117 GREEN PARK. 2019. Third Sector Leadership 2,000 - A R]`}(D]]˙]vMi}UKCR]X Link [accessed 29th September 2021]. ACEVO. 2018. Racial diversity in the Charity sector. Available here: Link [accessed 8 Jan 2022]. 118 I]X 119 I]X 120 UK THEATRE. 2022. Inclusive Recruitment: A Guide to Available Resources. 121 PINEDA HAMEED, Sadia. 2020. Dismantling Structural Ivo]˙]vY}C]vuXIvo]C]vu}vo]vXXX Available here: Link [accessed 18 July 2021].

108 CHARITY GOVERNANCE CODE STEERING GROUP. 2020. Charity Governance Code [online]. p.22 6.4.3. Available here: Link [accessed 16 June 2021]. How to make your cultural leadership more diverse – 75

122 BHAJAM, Tony. 2020. ‘How we are reimagining ]uvWR[XWRDu}vo]vX Available here: Link [accessed 29 August 2021]. 123 ROUNDHOUSEXXG]˙Y}vPV}]XH}`} include young people on your board and in your decisionmaking processes. Available here: Link [accessed 22 June 2021]. 124 I]X 125 I]X p.6 126 YOUNGTRUSTESE MOVEMENTXXG«vPY}vP People onto your Trustee Board, p.4. [online]. Available here: Link [accessed 10th January 2022]. 127SOCIALPRACTICCADEMY~ZX˙}v B S+PP Board Cultures Guide, p35 [online]. Available here: Link [accessed 11 July 2021]. 128 BHAJAM, Tony. 2020. ‘How we are reimagining recruitment at Watershed’. Watershed Du}vo]vX Available here: Link [accessed 29 August 2021]. 129 WREYFORD, Natalie, Dave O’BRIEN and Tamsyn DENT. Mi}]˙ C XAvAoorP˙Po]uv˙G} ~APPGZ(}D]]˙ C }]v}RWRW}l[} vRv]]˙U]˙v]vo]}v]vR}X XX]oo A RP Link [accessed 3rd October 2021]. 130 YOUNG TRUSTEES MOVEMENT. 2021. G«vPY}vP People onto your Trustee Board, p5 [online]. Available here: Link [accessed 10 January 2022]. 131 GARDINER, Ayesha, Emeka FORBES and Kadra ABDINASIR. 2020. ‘Building a more equitable charity sector’. IPPR Progressive Review, 28 (1). Available online here: Link [accessed 18 July 2021]. 132 BHAJAM, Tony. 2020. ‘How we are reimagining recruitment at Watershed’. Watershed Du}vo]vX Available here: Link [accessed 29 August 2021] 133 SOCIAL PRACTICE ACADEMY (2020X˙}v B S+PP Board Cultures Guide, p15 [online]. Available here: Link [accessed 11 July 2021]. 134 SOCIAL PRACTICE ACADEMY (2020). ˙}v B S+PP Board Cultures Guide, p.11-18. [online]. Available here: Link [accessed 11 July 2021]. 135 I]X X 136 MONTGOMERY, Monica O. 2021. ‘Museum Remedy. S}]oo˙R}v]P[oXO˘(}Coo Leaders Programme. Online: Oxford University, 13 April 2021. 'v˙OCLouv]L˙FX

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137 HUNTDBEUV]]vUSv]DIXONrFYLEUSPRINCE and Kevin DOLAN. 2020. D]]˙W]vXH}`]vo]}v M' Link [accessed 21st June 2021]. CUYLER, Antonio C. 2021. Access, diversity, equity, and inclusion in cultural }Pv]}vXIv]PR(}uR}(E˘} uvP}(}o}]vRUXS . Oxon: Routledge.p.106. YINGLING, Crystal. 2020. ‘The Possibility Spectrum: Increasing D]]˙Ivo]}v]vAOPv]}v[ . European Journal of Cultural Management & Policy, 10(1), p.50. 138 HENRY, Lenny, and Marcus RYDER. 2021. AooAP TRD]]˙Mv](}(}TVv˙}v B . London: Faber & Faber. P. 121. 139 WREYFORD, Natalie, Dave O’BRIEN and Tamsyn DENT. Mi}]˙ C XAvAoorP˙Po]uv˙G} ~APPGZ(}D]]˙ C }]v}RWRW}l[} vRv]]˙U]˙v]vo]}v]vR}X Available here: Link [accessed 3rd October 2021]. 140 CHARITY GOVERNANCE CODE STEERING GROUP. 2020. Charity Governance Code [online]. Available here: Link [accessed 16 June 2021]. 141 GOV.UK. 1995. ‘The Seven Principles of Public Life’. Gov. uk [online] 31 May. Available here: Link [accessed 2 May 2021]. 142 CHARITY COMMISSION FOR ENGLAND AND WALES. 2018. RTRvoP`R˙}v}lv}`U`R˙} need to do’. GOV.UK [online]. Available here: Link [accessed 20th January 2022]. 143 YOUNG TRUSTEES MOVEMENT. 2021. G«vPY}vP People onto your Trustee Board, [online] p.4. Available here: Link [accessed 16 May 2022]. 144 YINGLING, Crystal. 2020. ‘The Possibility Spectrum: Iv]vP]]˙ D Ivo]}v]vOPv]}v A [ . European Journal of Cultural Management & Policy, 10(1), p.56. 145 HUNT, Vivian, et al. 2020. D]]˙W]vPH}`Ivo]}v M' . McKinsey & Company, p46 [online]. p.46. Available here: Link [accessed 21st June 2021]. 146 YINGLING, Crystal. 2020. ‘The Possibility Spectrum: Iv]vP]]˙ D Ivo]}v]vOPv]}v A [ . European Journal of Cultural Management & Policy, 10(1), p.56. 147 EDDO-LODGE, Reni. 2018. Why I’m No Longer Talking to WR]P}oA}R XL}v}vPBo}}u˙XXıX 148 SOCIAL PRACTICE ACADEMY (2020). ˙}v B S+PP Board Cultures Guide, [online]. p.12. Available here: Link [accessed 11 July 2021]. 149 I]X 150 I]X p.15