The guide | Benchmarking your governance

We all know that when a board does not reflect the communities it serves, it suffers from a collective blind spot.  

Yet many museum and gallery boards make high-stakes decisions while operating within a demographic echo chamber. They miss risks and misinterpret opportunities, which could lead to a failure in their duty to ensure the long-term resilience of their organisation.  

The phrase “culture is for everyone” is much used. However, without a framework to measure that claim, it remains a slogan rather than a strategy.  

When I was invited by Clore Leadership and the Cultural Governance Alliance to create its new Equality, Diversity and Inclusion (EDI) benchmarking tool for cultural sector boards, my objective was to move the conversation away from vague intentions towards structural accountability grounded in tried-and-tested best practice.  

The tool is not designed to directly measure whether an organisation is diverse, but whether its governance arrangements encourage a diverse board. Here are some important areas that the benchmark measures. 

EDI statements 

One step towards recruiting and supporting a diverse board is for an organisation to recognise current inequalities and demonstrate the measures it is taking to address barriers in an EDI statement. The statement should be reviewed regularly and referred to in all board recruitment information.  

Transparency about EDI activity 

If an organisation shares its EDI plans, including in its annual report, it demonstrates its commitment to creating an equitable environment. Transparency fosters trust.  

It indicates that an organisation is prepared to be held accountable for its actions and willing to take responsibility for its progress. A positive reputation for diversity can help attract a wide range of new board members, while retaining existing volunteers. 

Board recruitment processes 

An organisation should have a clear understanding of its goals for each recruitment round. The board’s business plan may call for new perspectives or specific skills.  

Does the recruitment pack use clear, accessible language that is free of jargon? Are vacancies advertised widely, and are they open to all applicants? Is the organisation aiming to reach underrepresented communities? Are shortlisting and interview panels diverse, and do they choose candidates based on objective criteria? Are candidates asked how the process can be made accessible for them?  

Financial concerns 

Some people may avoid applying for a board role due to concerns about ending up “out of pocket”. A clear expenses policy, included in all board recruitment information, shows that an organisation is willing to address financial barriers for potential trustees.

Consider implementing a policy that allows expenses to be paid in advance (with suitable safeguards), so that no board member feels additional financial pressure.  

Also, consider whether it is possible and appropriate to pay a trustee for their time (Charity Commission approval may be necessary). 

Board support

 When board members feel valued and supported, they are more likely to stay engaged and committed to their roles. This reduces turnover and enhances consistency – both signs of good governance.

What is the induction process for new trustees? Is it flexible enough to consider each person’s specific needs? Are all board processes accessible and inclusive?  

Is every board member given the opportunity to discuss at an annual review whether they are having a positive and valuable experience? 

Succession plans

Unplanned departures can create difficulties for an organisation, especially if multiple vacancies occur at the same time. A succession plan reduces these risks and helps ensure embedded EDI practices are not overlooked or neglected.  

Does the board (or a recruitment subcommittee) regularly discuss its pipeline of potential recruits? Does the organisation consistently engage with a wide range of communities, so that they anticipate being involved in a recruitment process when a vacancy arises? 

By establishing clear and measurable standards for governing board diversity, organisations can identify gaps, set goals and track progress. Robust governance practices better position an organisation to recruit and support a more diverse board. 

Keith Arrowsmith is a solicitor, Clore Leadership associate and managing director of ProArtsPlus, which offers specialist legal advice, business consultancy and governance services to creative and cultural organisations