STAFFING “Part of what we struggle with is that there’s not an open pipeline for people of color to enter into leadership positions. There are very few positions of leadership except in ethnically specific organizations. People talk about training young people but there are already people who are trained and ready to enter into these positions. How are the positions posted, what headhunters are used, are the selection panels comprised of diverse people?” —Santa Monica Town Hall attendee considered for positions in arts and cultural organizations.
CEII participants noted that people of color are under-represented among the staff of arts and culture institutions in LA County and they make up an even smaller share of senior positions. While the survey did not ask about transgender people or people from lower socio-economic backgrounds, participants in the Town Hall meetings discussed the fact that they may be under-represented in the arts workforce.
Leaders from culturally specific organizations may not be valued or considered for a leadership position in mainstream organizations. People at the early stages of career development often lack knowledge about viable career paths within arts and culture, especially as it relates to positions in leadership and management.
CEII participants identified the following barriers to cultural equity and inclusion in staffing: Board diversity is directly linked to hiring diverse leadership.
Young people often assume that a career in the arts is limited only to art makers.
There is no clear pipeline to upper-level positions when hiring happens through professional homogenous networks.
Potential employers assume the pool of candidates of color is too small, inaccessible, or that candidates lack requisite experience.
Transgender persons may be particularly disadvantaged when it comes to being 40