BKMAI Organization Self Assessment Report

4/2/2022

BKMAI Organizational Equity Self-Assessment Report: Zeiterion Performing Arts Center Thank you for completing the Barr-Klarman Massachusetts Arts Initiative 2022 Organizational Equity Self-Assessment. This survey was conducted from 2/9/2022 through 2/25/2022. This document outlines the Self-Assessment results for Zeiterion Performing Arts Center. It includes participation statistics, your scores in each of the assessment’s seven sections, and your organization’s aggregate responses regarding successes, challenges, and priorities in equity work. For additional guidance regarding how to interpret your scores, please refer to the Interpretation Guide.

Participation Statistics Number of staff and board members at the organization as reported by leadership: 40 Number of staff and board members who were invited to complete the survey: 40 Number of respondents: 23 total; 13 staff and 10 board Survey response rate: 58% TDC requires at least 5 staff respondents and 5 board respondents to disaggregate your organizational responses into separate staff and board categories. Your organization did meet this threshold.

Methodology The BKMAI Organizational Equity Self-Assessment captures staff and board members’ perceptions of your organization’s efforts to embed equity into seven areas of organizational functioning. In each area, survey participants identified the stage that felt the most accurate to them, where most of the descriptors were true. The final section of the survey involved ranking a list of organizational successes to date, challenges, and priorities for 2022-2023. There were optional open-ended responses on each page.

This report includes a “composite section score” for each of the seven areas of organizational functioning. The scores indicate the phase in which your organization lands: • Score ranging from 1.0 to 1.9 = Not Started • Score ranging from 2.0 to 2.9 = Initial Steps • Score ranging from 3.0 to 3.9 = Deeper Work • Score of 4.0 = Fully Engaged In the tables below, the report also lists average scores for each of the subcategories (rows) within the seven sections. The corresponding stage is highlighted in green (in cases where the disaggregated board and staff averages are in a different stage, only the phase for the overall average score is highlighted).

BKMAI 2022 Organizational Equity Self-Assessment Report for Zeiterion Performing Arts Center.

4/2/2022

Each average score and ranking calculation in the report includes an N, which indicates the number of respondents for that particular question. Survey participants had the option of responding with “I don’t have sufficient information to have an opinion or make an educated guess.” These answers were excluded from the average score calculation and are reflected by a lower N. The N may also change due to partial survey responses, where a participant completed but did not finish the survey. Partial responses from your organization with answers at least through the first section of questions (Organizational Framing) are included in this report.

This report includes a summary of open-ended responses for each page. TDC synthesized and aggregated repetitive comments and removed identifying information. For comments listed with a number in parentheses, the number denotes how many times that sentiment was expressed.

Organizational Results Summary Your organization’s scores for each of the seven sections, along with the highest-ranked success, challenge, and priority, are listed below with hyperlinks to the corresponding sections of this report.

Organizational Framing, Importance, and Strategy Integration Culture and Internal Operations Skills and Competencies Fair Hiring and Equitable Representation Integration into Artistic and Education Programs Integration into Communications, Finance, and Development Assessing Progress and Sharing Learning

2.5 – Initial Steps 2.5 – Initial Steps 2.7 – Initial Steps 2.5 – Initial Steps 2.5 – Initial Steps 2.3 – Initial Steps 2.0 – Initial Steps

Organizational Successes: We have increased our understanding of structural racism and its impact on our artistic discipline.

Organizational Challenges: Majority white board demographics with minimal representation of BIPOC or people with other subordinated or marginalized identities.

Organizational Priorities in 2022-2023: Organizational framing, importance, and strategic integration.

Overall organizational phase for Zeiterion Performing Arts Center in 2022: Initial Steps

2

BKMAI 2022 Organizational Equity Self-Assessment Report for Zeiterion Performing Arts Center.

4/2/2022

Organizational Framing, Importance, and Strategy Integration Composite section score: 2.5 – Initial Steps Average Score

Staff Average

Board Average

2.7

2.6

2.9

N=22

N=13

N=9

2.7

2.5

3.0

N=21

N=13

N=8

2.3

2.5

2.0

N=18

N=11

N=7

2.4

2.3

2.5

N=21

N=13

N=8

Subcategory

Not Started (1.0-1.9)

Initial Steps (2.0-2.9)

Deeper Work (3.0-3.9)

Fully Engaged (4.0)

GOALS & FRAMING

No mention of justice, equity, inclusion, diversity, or impacted communities in organizational descriptions or documents.

The organization has universal goals that apply equally to all.

General references are made to diversity, being welcoming, or "DEI" (Diversity, Equity, and Inclusion) in organizational descriptions or documents.

The organization states that the issues that are the focus of the mission impact some groups more than others.

Specific language on racial, economic, and social justice values and goals or inclusive and equitable practices are woven throughout internal documents and some public materials with a general rationale for why they matter.

Diversity is not the sole focus and priorities for diversifying the organization are clearly defined; no code words.

Explicit, specific language and clear definitions of the organization’s justice and equity values and goals are woven throughout internal documents and public organizational descriptions. Systemic, structural change and racial, economic, and social justice or other equity priorities are clearly conveyed, and equity in programs is tied to the organization’s internal commitment to inclusive and equitable practices and culture.

RATIONALE & VALUES

Organization frames its work as universally relevant to all without mention of disparate impacts. Does not describe a power analysis or understanding of structural inequality tied to the organization’s issues or mission.

Organization mentions the benefits of diversity and the need to “reach out” to groups they describe as “marginalized” or “underserved” or “historically disenfranchised” but they don’t clarify who those people and communities are.

STRATEGIC PLAN INTEGRATION

WORK PLAN GUIDANCE

No mention of justice, equity, inclusion, or diversity in strategic documents.

No mention of justice, equity, inclusion, or diversity in organizational work plans.

General references are made to "DEI" (Diversity, Equity, and Inclusion), diversity, inclusion, or equity in the strategic plan, typically in a section about staff diversity or partnerships/outreach.

HR mentions the need for recruitment to diversify staff, in general terms, in their work plan. The board talks about recruiting to diversify.

Programs mention the need for outreach. Plans are not specific, nor is diversity defined.

The organization specifically names the most impacted groups and an analysis of structural inequities and power that conveys why their leadership and engagement is so important to solving the issues on which the org works. The organization’s values are tied to the rationale for why this work is important to the organization.

Specific language on racial, economic, and social justice values and goals or inclusive and equitable practices are woven throughout the strategic plan with a rationale for why they matter.

Multiple departments have clarified the roles they must play for the organization to achieve its goals. Multiple departments have specific projects planned to focus on specific goals that go beyond diversity. Leaders across the organization own the work within their departments and engage their teams.

Rationale for why justice and equity matter uniquely to the organization and its specific mission is understood and owned across staff, board, volunteers, donors, and partners. organization communicates sophisticated understanding and applies an analysis of structural racism, classism, sexism, and other forms of oppression to the specific issue focus of the organization, its constituencies, and geographic scope. Includes commitment to ensuring those most affected are directly part of the organization and its work. Values and principles are clear and permeate the organization.

Explicit commitments and details on how racial, economic, and social justice values guide the strategic direction of the organization are embedded throughout the strategic plan and other strategy documents. Clear expectations and success measures in strategy documents are relevant to all staff departments, board, and volunteers.

All entities/departments in the organization understand their role in driving organizational progress; have specific annual goals, actions, and measures for assessing their impact integrated throughout their work plan. Special projects drive some of the work but most of the focus is on embedding justice and equity values throughout all budgets, planning, and implementation. Managers support all staff to craft explicit equity-focused roles and work including annual goals.

3

BKMAI 2022 Organizational Equity Self-Assessment Report for Zeiterion Performing Arts Center.

4/2/2022

Summary of open-ended responses for the Organizational Framing, Importance, and Strategy Integration section: • • • • • • • • • • • •

The Z is mostly in the ‘Initial Steps’ category.

There is a difference between how The Z talks about equity and what is written (there is not much in writing).

The pandemic and loss of staff have slowed the process somewhat, but it is gaining traction now that things are almost back to normal.

The Z has begun the ‘Deeper Work’ portion of the specific language and rational within internal documents and the way the staff and board talks.

The Z is not at a point where the strategic plan is explicit or embedded in public messaging.

There is not an active Strategic Plan—this process has been postponed as The Z undertakes ToC work for BKMAI and determines priorities for the post-capital project’s Operating Plan. The Strategic Plan will reflect this work and be stronger because of it.

The organization’s Strategic Plan is generally obsolete, and not just in this area.

While there has been much work and conversation around inclusion and diversity, the realities of COVID have kept much from happening in programming or hiring.

The Strategic Plan has not yet been implemented to reflect any of The Z’s new insights and needs.

The board needs to add new members and strengthen its role before it can be effective in evolving an updated Strategic Plan.

Discussions in and of themselves don’t equate to accomplishing and assessing current, public goals and values presented, and acted upon by The Z. The Z has good intentions.

4

BKMAI 2022 Organizational Equity Self-Assessment Report for Zeiterion Performing Arts Center.

4/2/2022

Culture and Internal Operations Composite section score: 2.5 – Initial Steps Average Score

Staff Average

Board Average

2.9

2.7

3.2

N=21

N=12

N=9

2.6

2.3

2.9

N=20

N=12

N=8

2.5

2.4

2.7

N=19

N=10

N=9

Subcategory

Initial Steps (2.0-2.9)

Deeper Work (3.0-3.9)

Fully Engaged (4.0)

No one mentions organizational or workplace culture or organizational values.

Sporadic mention of organizational and workplace culture, usually in the context of general values of the organization or discussions about interpersonal behaviors.

Staff discuss and define the concept of organizational and workplace culture and have discussed what people experience, what needs to continue or be reinforced, what could improve or be addressed.

Organization values are articulated and mention appreciation for diversity, the desire to be welcoming. Board welcomes the staff work but does not discuss the board culture; some initial conversations with volunteers and partners.

Clear, shared articulation of the aspirational organizational and workplace culture -- closely tied to explicit organizational values -- across staff, board, volunteers based on robust discussion and feedback about facets of current culture. The aspirational culture is defined within the context of behaviors everyone is expected to practice and will be held accountable for.

ACCOUNTABILITY FOR INCLUSIVE BEHAVIORS

Inclusion is rarely mentioned; diversifying is the focus. General concepts are not tied to behaviors.

Terms are used to define the organization’s aspirations: inclusion, welcoming, belonging, teamwork. Recognition that people of color and others with subordinated or marginalized group identities sometimes have or had negative experiences within the organization, mostly based on interpersonal behavior.

Personal responsibility, especially the leadership and behaviors of staff/board members, is openly discussed. Feedback and examples of behaviors to be avoided are shared. General language about making positive contributions to the culture is included in qualitative assessments within performance reviews.

Organization solicits input about organizational culture via staff surveys and other means. Board is kept abreast of staff work.

All staff and board members share a responsibility for consistently exhibiting specific behaviors that contribute to others and themselves experiencing the aspirational culture and positive impacts of the organization’s values.

Leaders on the staff and board model these behaviors and manage and hold themselves and others accountable in performance reviews, project assessments, surveys, and other forms of feedback that are welcomed and built into practices. Direct communication skills are cultivated.

EQUITY IN INTERNAL POLICIES

Policies and practices are considered universal, unrelated to equity or differential impacts based on people’s group identities.

Organization has assessed its policies and practices for disparities in impact and has begun to make changes in a few areas. They could include recruitment, hiring, retention of staff/board/volunteers/partners, promotions, pay, and program participation.

Policies and practices are continuously planned and assessed by clarifying and discussing how they may or do impact people by group identity equitably or differently.

Demographic impacts are assessed in recruitment, hiring, retention of staff/board/volunteers/partners, promotions, pay, program participation, how people experience the organization’s culture, and other areas.

UNDERSTANDING CULTURE

Not Started (1.0-1.9)

Organization’s understanding of internal equity is mostly focused on equitable hiring and diversity of staff.

5

BKMAI 2022 Organizational Equity Self-Assessment Report for Zeiterion Performing Arts Center.

4/2/2022

1.9

1.9

2.0

N=15

N=10

N=5

RETENTION AND SUPPORT FOR PEOPLE WITH SUBORDINATED OR MARGINALIZED IDENTITIES

Organization does not track demographic data or retention rates.

Organization tracks demographics and/or retention, informally, and some staff discuss anecdotes and patterns.

Organization tracks demographics of staff and board, consistently, and tracks tenure and retention, accordingly. Leaders and HR discuss patterns and ways to address disparities including work on organizational culture and inclusive behaviors.

Organic opportunities are supported for people of color, women, LGBTQ staff, and other people in subordinated or marginalized groups to convene either within the organization, in emerging networks or attending conferences.

Organization tracks demographics of staff and board, consistently, and tracks tenure and retention, accordingly.

All staff discuss patterns and leaders are responsible for proactive ways to support staff with subordinated or marginalized group identities to address disparities. For example, affinity groups are sponsored and supported by the organization for subordinated groups and for people with dominant group identities who want to increase their skills and competencies. People with dominant group identities are clear about their responsibilities for creating a more inclusive culture that retains people in subordinated groups.

Summary of open-ended responses for the Culture and Internal Operations section: • • •

The staff is passionate about DEI. If work has been done at the staff level beyond ‘Initial Steps,’ board members are not on that level.

There are no tracked demographics aside from geographical (i.e., audience residence).

6

BKMAI 2022 Organizational Equity Self-Assessment Report for Zeiterion Performing Arts Center.

4/2/2022

Skills and Competencies Composite section score: 2.7 – Initial Steps Average Score

Staff Average

Board Average

2.5

2.3

2.8

N=17

N=12

N=5

3.0

2.8

3.4

N=20

N=12

N=8

Subcategory

Not Started (1.0-1.9)

Initial Steps (2.0-2.9)

Deeper Work (3.0-3.9)

Fully Engaged (4.0)

COMPETENCIES AND ACCOUNTABILITY

No specific competencies or expectations related to knowledge and skills on justice, equity, inclusion, or interpersonal skills are noted in job descriptions.

General interpersonal skills are noted in job descriptions and performance reviews and 1-2 competencies or expectations related to justice, equity, inclusion, or diversity are mentioned.

Some employees in different departments/across different roles and at various levels, especially those in executive and management roles, are aware of the skills and competencies they are expected to cultivate and exhibit. Performance review processes include these topics for those people.

Specific skills and competencies related to justice, equity, and inclusion are embedded into all job descriptions and performance review processes. They include understanding of how these issues play out at all levels--individual level awareness, interactions across group identities, institutional policies/ practices/ culture, and structural understanding of how justice and equity play out in the sector and within the issues that are the focus of the organization’s mission.

No professional development or learning opportunities are offered.

Professional development opportunities are offered and some touch on interpersonal behaviors and skills. Optional staff-led discussions or a “diversity training” or other offthe-shelf learning opportunities have been offered to staff, sporadically.

Periodic learning opportunities are offered on a range of justice, equity, inclusion, and interpersonal, communications, and management skills. A few may be mandatory; most are optional.

Ongoing learning opportunities are offered on topics that are tied to justice and equity competencies the org prioritizes and to specific expectations/needs of staff. There is explicit attention to deciding intentionally which learning sessions are mandatory, optional, or geared toward specific roles or levels.

Managers follow up to ensure learning opportunities translate into day-to-day work and interactions. Participation in education and learning and increased skills and competencies are a focus of performance reviews.

EDUCATION AND LEARNING

Summary of open-ended responses for the Skills and Competencies section: • • • •

There have only been initial conversations on the board.

There is no professional development offered for management and interpersonal skills.

Most of the learning opportunities offered intellectualize the issues of DEI, but don’t apply them to organizational structure or its dynamics.

No correlation has been made between DEI and management/interpersonal skills.

7

BKMAI 2022 Organizational Equity Self-Assessment Report for Zeiterion Performing Arts Center.

4/2/2022

Fair Hiring and Equitable Representation Composite section score: 2.5 – Initial Steps Average Score

Staff Average

Board Average

2.2

2.2

2.2

N=22

N=13

N=9

2.7

2.7

2.8

N=19

N=11

N=8

Subcategory

Not Started (1.0-1.9)

Initial Steps (2.0-2.9)

Deeper Work (3.0-3.9)

Fully Engaged (4.0)

REPRESENTATION

Staff, artists, and board do not represent the constituency most impacted by the issues on which the organization works (or historically excluded by the artistic discipline). Organization and leadership are overwhelmingly white, male, upper middle class, and people with high levels of formal education.

Staff, artists, and board do not represent the constituency most impacted by the issues on which the organization works (or historically excluded by the artistic discipline). Strong representation on gender but minimal diversity across race, class, education, and other important group identities.

Staff, artists, and board include a critical mass of people who represent the constituency most impacted by the issues on which the organization works (or historically excluded by the artistic discipline). Leadership, in particular, on staff and on the board include people from subordinated or marginalized groups.

Staff, artists, and board demographics and leadership include least 30% people who identify as black, indigenous, or people of color—including a strong cross-section among them--and a critical mass of people who represent key constituencies most impacted by the issues on which the organization works (or historically excluded by the artistic discipline). This includes ensuring there is more than one person of each race at a minimum (avoid the experience and potential tokenism of being an “only”), and not lumping together all people of color. Gender parity on staff, board, and among leadership and attention to representation of other groups are deemed important by the organization.

HIRING AND RECRUITMENT

Informal hiring of staff (including artists or arts educators) and no written policy or practices.

Generic publicity of job announcements or word of mouth, especially among friends and family on jobs, volunteer opportunities, board openings, contractors, and vendors.

Hiring policies for staff (including artists or arts educators) exist but no one knows what they are or follows them. Distribution and publicity of job announcements is haphazard and inconsistent across the organization.

Volunteer opportunities, overhires, board openings, and contracting are still via close networks.

Hiring policies for staff (including artists or arts educators) exist and are followed most of the time. Focus on emailing job announcements to specific kinds of “diverse” groups for recruitment but organization lacks proactive, robust recruitment for all positions. Some attention paid to demographics and recruitment of board, contractors, overhires, vendors, and volunteers.

Consistently followed, explicit recruitment practices and hiring policy for all staff (including artists or arts educators) based on clear recruitment priorities and ongoing resources and focus on recruitment. Hiring managers are held accountable for adhering to hiring policies and conducting robust recruitment. Org has a strategy and provides resources for ongoing recruitment. Same consistency and clarity for recruitment and selection of board, contractors, overhires, vendors, and volunteers.

Summary of open-ended responses for the Fair Hiring and Equitable Representation section: • • • • •

Staff and Board remain well-meaning but not diverse.

There is one person of color on the Board, and possibly one staff has been hired.

The Z has limited new hiring opportunities.

The board is strongly in need of other voices.

Utilizing advisors from local underrepresented communities and other smaller arts groups has been strongly resisted by senior staff so far.

8

BKMAI 2022 Organizational Equity Self-Assessment Report for Zeiterion Performing Arts Center.

4/2/2022 • •

The Z is overwhelmingly staffed by females, but the nonprofit arts field is traditionally available to women. This is likely due to luck rather than a step towards representation. Technical, program and facilities leadership have men at the helm.

The Z has made attempts to develop an equitable policy, but still hires out of convenience and familiarity when expedient. This is not challenged.

9

BKMAI 2022 Organizational Equity Self-Assessment Report for Zeiterion Performing Arts Center.

4/2/2022

Integration into Artistic and Education Programming Composite section score: 2.5 – Initial Steps Average Score

Staff Average

Board Average

2.7

2.6

2.8

N=22

N=13

N=9

2.5

2.5

2.4

N=22

N=13

N=9

2.3

2.2

2.6

N=21

N=12

N=9

Subcategory

Not Started (1.0-1.9)

Initial Steps (2.0-2.9)

Deeper Work (3.0-3.9)

Fully Engaged (4.0)

PROGRAM INTEGRATION

Programs, productions, and exhibitions focus on universal goals and serving all individuals.

“Everyone is affected by our issues. We serve everyone, equally.”

Recognition that some outreach is needed to underserved constituencies to diversify engagement and who is involved in or served by programs, productions, and exhibitions.

Active attempts to address disparities in engagement in programs, productions, and exhibitions, including a focus on those who have/are most impacted by issues and who have been structurally disadvantaged. Organization leverages its power and influence to address structural inequities within its sector and issue focus (advocacy, policy, cross-org work) that go beyond their institutional efforts.

All programs, productions, and exhibitions are planned, executed, and assessed with justice and equity explicitly in mind. The outcomes of programs address and mitigate structural and systemic issues and advance justice and equity.

PARTNERSHIPS

Organization has partners and works in coalitions and collective processes that are demographically similar and driven by historically powerful institutions. Partnerships and engagement are considered universal: We serve everyone, equally.

A few examples of partnerships or involvement in coalitions with orgs led by communities of color, or others who represent constituencies who have been historically disenfranchised. Organization asks those groups for help with engagement in existing programs. No or few resources are shared with them to enable them to participate.

Consistently partners with or participates in coalitions with community-based organizations, those most impacted, or colleagues and orgs that prioritize social, racial, and economic justice and where those constituencies are in leadership roles.

Co-design and strong relationships are the foundation of those joint projects. Funding is provided for those groups to participate--expenses and honoraria for their time.

Organization contributes to their field via authentic, trusting collaboration with partners, and centers the needs and expertise of those with lived experience and closest knowledge of the issues/problems to co-lead on programs, policy, or political solutions. Participates in coalitions and shared ventures that are led by those most affected and by members of historically underrepresented groups. Resources, funding, access, and power are shared, and redistribution is a priority.

No partnership principles.

Organization participates in one or a few coalitions that care about diversity and does some work with community-based groups or organizations representing most impacted communities. Partnership principles may come up.

Organization has wide range of partners and participates in a wide range of coalitions with a rich mix of partners. Basic partnership principles have been developed by 1-2 programs within the organization or general references are made to the Jemez Principles or similar work.

Organization has explicit partnership principles that specifically translate available examples of principles to make them unique to the mission and work. These principles are embodied throughout the organization, explicitly shaped and used with partners in an ongoing way, and tools (for example MOUs) are used consistently.

PARTNERSHIP PRINCIPLES

Summary of open-ended responses for the Integration into Artistic and Education Programming section: • • •

The Z’s scope could be bigger in regard to ‘Partnerships,’ but it is right on the line between ‘Initial Steps’ and ‘Deeper Work.’

A working group within the board is actively moving towards programmatic outreach, but COVID has been a barrier. There has been some initial contact and conversation.

Staff have not shown themselves seriously making time for this as yet, it will probably need someone to be hired with that job specifically.

10

BKMAI 2022 Organizational Equity Self-Assessment Report for Zeiterion Performing Arts Center.

4/2/2022 • • •

A strong focus of the renovation plan is the addition of two smaller spaces, with the full intention of making them available to different performers and audiences—particularly people of color and from diverse economic and social backgrounds.

As of yet no concrete partnerships have developed (beyond the Symphony and NB Theater, which traditionally are not diverse).

The board fully expects this to become a key mission in the future.

11

BKMAI 2022 Organizational Equity Self-Assessment Report for Zeiterion Performing Arts Center.

4/2/2022

Integration into Communications, Finance, and Development Composite section score: 2.3 – Initial Steps Average Score

Staff Average

Board Average

2.1

2.2

2.0

N=18

N=11

N=7

2.4

2.3

2.5

N=17

N=9

N=8

Not Started (1.0-1.9)

Initial Steps (2.0-2.9)

COMMUNICATIONS

External communication is universal, one size fits all, and the organization’s issues are framed and described in broad terms universal to all.

Broader framing of issues, including impacts on people and communities. “Diverse communities” are named and effectiveness in communicating across multiple constituencies is flagged, but little or no tracking of the organization’s messengers or relevance of the organization’s messaging to these groups.

FINANCE

Financial processes and procedures do not cross with organizational efforts to embed equity.

Organization acknowledges pay equity as an issue.

Plan is articulated to integrate finance and equity efforts, but steps have yet to be taken.

Subcategory

Deeper Work (3.0-3.9) Organization avoids ill-defined terms such as “diverse” and “minority populations” and “marginalized groups” and uses more clear, specific language about impacted communities in consultation with them in describing the organization’s issues and work. Recognition that framing and resonance and relevance can differ, and communications needs to be tailored and adaptive. There are a few examples of constituency-specific media outlets and language translations.

Organization budgets allocations aligned with equity goals, plans, policies, and/or values. Contracts are assessed through an equity lens. Takes steps to fundraise to advance pay equity goals.

Fully Engaged (4.0)

Framing of the organization’s issues includes justice, equity, structural inequality, and disproportionate impacts. The ability to communicate effectively with a wide array of constituencies is a core competency. Intentional efforts to broaden who communicates on behalf of the organization and to engage specific constituencies with attention to respectful engagement that isn’t tokenizing. Media channels and language translation are intentionally chosen with specific constituencies in mind. Language translation is well resourced with resonant cultural framing rather than mere word translation.

Organization routinely uses equity-based decision-making models when considering significant financial investments. Equity goals inform investments in training and professional development. Pay equity plans are in place and systematically implemented over time, with annual targets.

12

BKMAI 2022 Organizational Equity Self-Assessment Report for Zeiterion Performing Arts Center.

4/2/2022

2.4

2.4

2.4

N=18

N=10

N=8

DEVELOPMENT

Development focuses exclusively on raising as much money as possible.

Awareness of the overwhelmingly white, wealthy, often male demographics of funders and donors but belief that this is inevitable. “We don’t know any wealthy people of color, so what can we do?” A few people of color and partners from community groups are invited to the annual dinner or other marquis fundraising events.

Organization acknowledges that major donors and foundations, their interests, and degree to which they have wealthy, white, male group identities often shape the organization’s priorities and values.

Organization discusses how current prospecting, modeling of donors/activists against wealth screens, and current networks of large donors need to shift; the investment needed; and short-term income trade-offs. Gift acceptance and funding parameters are discussed, including how potential gifts might compromise justice and equity values of the organization.

Demographics are tracked; efforts, progress made to diversify staff/board members who raise money, donors, and event speakers and participants.

Major donor prospecting is broader and innovative. Donors include a critical mass of women and people of color, and the organization has invested in effectively engaging many white donors about the importance of justice and equity. Organization leaders and development staff openly discuss the racial wealth gap and structural inequities that have resulted in dominant demographics and dynamics of fundraising, especially in org’s field. Organization engages donors, foundations on the organization’s commitment to inclusive behaviors, recognizing the constraints of funder accountability. Gift acceptance and fundraising policies include that the organization’s justice and equity values cannot be compromised by donations and funder demands. Event speakers and participants reflect gender parity and a critical mass of people of color.

Development staff and other staff/board members who raise money, and event speakers and participants include a critical mass of people of color. Recognition that some funds raised need to go to partners.

Summary of open-ended responses for the Integration into Communications, Finance, and Development section: • • • •

This conversation has not been front and center--especially not in ‘Development.’

The Z’s Capital Campaign goal has significantly increased due to uncontrollable costs. The Z does not know how to start diversifying its fundraising outreach due to anxiety surrounding these increased expenses.

The Z continues to rely on the old pattern of donors to succeed.

Until The Z demonstrates a greater mix of programming and can exemplify diversity, it will be hard to make a case to non-wealthy-whites that this is something they should support.

13

BKMAI 2022 Organizational Equity Self-Assessment Report for Zeiterion Performing Arts Center.

4/2/2022

Assessing Progress and Sharing Learning Composite section score: 2.0 – Initial Steps Average Score

Staff Average

Board Average

2.2

2.2

2.1

N=20

N=12

N=8

1.9

1.7

2.3

N=15

N=9

N=6

Not Started (1.01.9)

Initial Steps (2.0-2.9)

Deeper Work (3.0-3.9)

Fully Engaged (4.0)

SUCCESS MEASURES

No explicit ways to assess progress on justice, equity, or inclusion related efforts, or diversity in the organization.

Organization has discussed how to assess progress for some equity-related goals.

Organization tracks demographics as a measure of “diversity”— usually race and gender of the staff.

Organization has a long-term vision for equity and justice goals. Leaders, with staff input, have discussed how to assess progress for each equity related goal. Staff surveys collect data on employee experience. Demographics of race and gender and other selected key group identities are tracked annually for staff, staff leadership, staff in each department, board, and board leadership.

All staff and board members are updated, understand, and convey how the organization assesses progress on justice and equity. All equity-related work is tied to specific success measures and specific staff or board members or groups are assigned to track progress within an organization-wide process. Program-related equity outcomes are assessed. Organization commits time and creates structures for assessing and communicating progress to all staff and board. Staff and board surveys are conducted and data tracked over time to influence new goals, make improvements to work underway, and flag concerns. These surveys assess people’s experiences across group identities in addition to demographics of race and gender and other selected key group identities for staff, staff leadership, staff in each department, board, and board leadership.

SHARING LESSONS LEARNED

Organization does not share any details of justice and equity work outside the organization.

Organization submits demographic data annually to GuideStar and key funders.

Organization works informally with staff of other orgs and coalitions to share updates and learning. Organization communicates about justice and equity related efforts via public reports, blog, social media, and website. Organization submits demographic data annually to GuideStar and key funders.

Organization actively participates in and funds opportunities for learning about orglevel efforts to embed justice and equity, across the field. Organization shares information, tools, and lessons learned on justice and equity-related efforts and works to move dialogue, learning, and progress across the field. Shares demographic data to GuideStar and key funders but is also explicit about representation being necessary but insufficient because truly embedding justice and equity requires more than diversity.

Subcategory

Summary of open-ended responses for the Assessing Progress and Sharing Learning section: • • •

There are no success measures in place.

A first draft of a new Strategic Plan is on hold at the moment. It has a strong emphasis on creating and maintaining success and accountability measures in relation to The Z’s mission and goals.

Staff has been unenthusiastic about the Z’s equity goals, especially if the board will be overseeing and reviewing progress.

14

BKMAI 2022 Organizational Equity Self-Assessment Report for Zeiterion Performing Arts Center.

4/2/2022

Organizational Successes and Challenges Responses to Question 9: From your perspective, what have been the greatest successes of your organization's equity efforts to date? Select all that apply.

Survey respondents could also note additional successes in the open-ended responses summarized below.

Successes (N=22) Value

Percent

Responses

We have increased our understanding of structural racism and its impact on our artistic discipline.

86.4%

19

The majority of artists and/or artist educators associated with our organization support our equity efforts.

54.5%

12

Equity is embedded within the roles of all staff.

40.9%

9

We have strong, trusting local partnerships, including those with historically underserved communities.

31.8%

7

We have aligned and embedded equity throughout our mission, goals, and strategies.

27.3%

6

We are implementing policies and practices to support and develop BIPOC into leadership roles.

27.3%

6

Our Board plays an active role in achieving our equity goals.

27.3%

6

The majority of our donors support our equity efforts.

27.3%

6

Our artistic productions or programming lead with equity.

9.1%

2

I don't have sufficient information to have an opinion or make an educated guess.

9.1%

2

Summary of open-ended responses for the Successes section: • • •

The staff's personal commitment to educating themselves has impacted the way many people do their jobs for the better. It has impacted the way The Z thinks about its messaging-from marketing materials to social media. This has made a difference in the way individuals interact with each other and with patrons.

There is a joint staff-board Antiracist task force and a consultant who is gathering information regarding the community's perceptions of The Z with respect to equity issues. The Z is dedicated to weaving this work into all departments and aspects of the organization. The slow-down is the capital project which is necessary to survive in today's world.

There was an anti-racist committee that spent many months reading and expanding The Z’s understanding of its unknown implicit biases. This is a helpful basis for evolving future hiring, policy and planning.

15

4/2/2022

Organizational Success and Challenges (cont.)

Responses to Question 18: From your perspective, what are your organization’s biggest challenges in advancing your equity work? Select all that apply.

Survey respondents could also note additional challenges in the open-ended responses summarized below.

Challenges (N=22) Value

Percent

Responses

Majority white board demographics with minimal representation of BIPOC or people with other subordinated or marginalized identities.

77.3%

17

Limited staff capacity (e.g., time; limited staffing).

72.7%

16

Majority white staff demographics with minimal representation of BIPOC or people with other subordinated or marginalized identities.

54.5%

12

Limited community engagement to meet our equity goals for expanding our programs and audiences.

45.5%

10

Insufficient funding or budget for needed equity-focused consulting, education and/or learning.

40.9%

9

Lack of equity-focused knowledge and cultural competency skills of board.

40.9%

9

Management culture that lacks feedback, transparency, and/or accountability.

27.3%

6

Difficulty recruiting and hiring BIPOC to the board due to geography or organizational history.

27.3%

6

Lack of equity-focused knowledge and cultural competency skills of staff.

22.7%

5

Organizational culture of stasis and comfort.

18.2%

4

Lack of equity-focused knowledge and cultural competency skills of chief executive/senior leaders.

18.2%

4

Difficulty recruiting and hiring BIPOC staff due to geography or organizational history.

18.2%

4

I don't have sufficient information to have an opinion or make an educated guess.

18.2%

4

Donors who are resistant to the changes required to embed equity.

13.6%

3

Lack of equity-focused knowledge and cultural competency skills of artists or arts educators.

9.1%

2

Chief executive/senior leaders who are resistant to the changes required to embed equity.

4.5%

1

Staff who are resistant to the changes required to embed equity.

4.5%

1

Summary of open-ended responses for the Challenges section: • •

The Z’s patron and audience bases may be resistant to changes required to embed equity.

There is a narrative that the Z must cater to the “older audience” before attracting other groups.

BKMAI 2022 Organizational Equity Self-Assessment Report for Zeiterion Performing Arts Center.

4/2/2022 •

•

The Z doesn’t vet artists or art educators on their understanding of equity. It is difficult to know if they would resist it.

It is unknown whether the Z’s donors would support equity efforts.

17

BKMAI 2022 Organizational Equity Self-Assessment Report for Zeiterion Performing Arts Center.

4/2/2022

Organizational Priorities for 2022-2023 Based on their understanding of your organization’s current state of equity efforts, survey respondents identified three areas, ranked in order of priority that they think your organization should concentrate its energies to advance equity in 2022 and 2023. The options listed in the chart correspond to the seven sections in the tables above. Survey respondents could also list additional priorities or details in the open-ended responses summarized below.

Priorities (N=22) Item

Overall Rank

Score

No. of Rankings

Organizational framing, importance, and strategic integration

1

43

16

Assessing learning and sharing progress

2

21

9

Fair hiring and equitable representation

3

20

11

Integration into artistic and education programs

4

19

11

Integration into communications, finance, and development

5

13

8

Culture and internal operations

6

11

7

Skills and competencies

7

5

4

Summary of open-ended responses for Question 21: How will you know if your organization is successful in meeting the priority areas identified above?

• • • • • • • • • • • • • •

Increased diversity and representation on the board (4).

Increased diversity and representation on the staff (4).

More diverse programming (3).

Equity will be visibly centered in every policy, communication and product offered by the organization (3).

Communication on the work The Z is doing and why it is important (2).

The development of a clear Strategic Plan (2).

Clearly defined goals and metrics around equity and inclusion (2).

Demographic tracking.

Staff and board can clearly articulate the organization's rationale for engaging in equity and inclusion work.

Visible work being done firsthand.

Individuals educate themselves professionally and personally.

As everyone returns to working in person and performances become a reality once again, people will collaborate and continue to learn and implement learned lessons.

Greater equity embedded into The Z’s hiring practices. BIPOC representation will help to measure successes or continued challenges.

As seasons are curated in 2022 and 2023, the final lineup of artists offerings will be measured against The Z’s goals to embed equity into its artistic and educational programs.

18

BKMAI 2022 Organizational Equity Self-Assessment Report for Zeiterion Performing Arts Center.

4/2/2022 • • • • • • • • • • • • • • • •

Larger board with conversations driven by equity efforts.

DEI continues to be integrated into various topics and correspondence at the board level.

Board members involved in assessing the organization, staffing, compensation rates, etc. to see firsthand if The Z is meeting priorities.

Greater depth in participation.

Community partnerships exist to a much greater extent.

Active broadening of the demographics of guests and artists.

Development (at least a rough draft) of The Z’s long-term vision and goal regarding equity work, followed by public communication of that work.

Where and how can The Z redistribute its power and status into its community?

The presence of ongoing learning opportunities that do not start and end with a staff book club.

Staff tracking.

Objective proof that something is working even if it is not a strategy or goal.

Programming and Partnerships will take on more ambitious and diverse traditions and step into an activist role in order to make inclusive arts and culture the focus of The Z’s mission “for all.”

Group meetings to discuss learnings and progress.

Equity issues addressed with more structure, formality and frequency.

Embedded metrics with defined goals in The Z’s budgeting and strategic planning to include hiring, board recruitment, programming, etc. with routine and consistent monitoring.

Continued staff dedication to The Z and its goals.

19