Case study: Beyond diversity demographics at Outer Urban Projects

^{KIN creative team and community consultation. Photo by Miguel Rios.}

Outer Urban Projects is an intergenerational performing arts organisation based on Wurundjeri Country. It engages with and amplifies the culturally and linguistically diverse voices of emerging artists and their communities in Melbourne’s northern suburbs.

Founded on a commitment to foster community engagement and artistic excellence, Outer Urban Projects has developed its approach to diversity over time and has centred board diversity as a core pillar of its governance. The organisation’s journey to address diversity within its governance model reflects a thoughtful, proactive and responsive strategy that not only aligns with its mission but also contributes to its continued growth and impact.

For Kate Gillick, the organisation’s Executive Producer, Co-CEO and Founder, “it was really important to us to have people that were buying into the vision and the mission,” and to have board members who “care about the communities in Melbourne’s north and the artists that exist and reside within that area.”

Tahlia Azaria, Chair of Outer Urban Projects’ board, identifies that while the company does have a board diversity matrix, “it’s also important to take the temperature of the organisation and what it needs at the time from an approach to diversity” to move beyond “just ticking a box”. For Outer Urban Projects, board diversity is about valuing the unique perspectives and contributions that individuals from various backgrounds bring.

“Diversity leads to more diverse conversations that can only benefit an organisation” – Tahlia Azaria, Outer Urban Projects Chair

Over the years, Outer Urban Projects has encountered the challenge of recruiting board members that not only possess the right skills but also share a genuine commitment to the organisation’s vision and mission. They have learnt that not all strategies succeed and that persistence in trying different approaches is key to fostering diversity. As Kate says: “I think that you need to keep trying things. If you get really static, it’s just going to be the same old. The mechanisms for addressing diversity will fail, but often they will succeed.”

Tahlia emphasises that it is crucial to create an environment where individuals from diverse cultural backgrounds feel safe, respected and supported. Tahlia explains that this involves understanding and addressing the practical barriers and challenges that individuals from diverse backgrounds might face when participating in governance roles.

“It is important that individuals are not unduly carrying a load just by virtue of the diversity that they bring. You’re not asking people to join a board just to speak on their lived experience. It’s not their territory just because they happen to come from a particular community or identify in a particular way. It’s about the value that those people bring, the perspectives that they bring by virtue of having a different life experience.”

Ways Outer Urban Projects approaches diversity

• Understanding barriers: Outer Urban Projects recognise that volunteering time as a board member is a privilege not everyone can afford. “Barriers to participation is the number one challenge to true diversity ­– if you’re asking people for their time, where they may not have that privilege to give it,” says Tahlia. Not all barriers can be mitigated so Outer Urban Projects actively considers ways to make participation achievable. As Kate says, Outer Urban Projects “considers factors like childcare, making board meetings accessible which may involve stipends, discussing meeting locations, and understanding diverse needs.”
• Dynamic governance: For Outer Urban Projects, diversity is not only revisited at critical moments but is an ongoing dialogue between executive and board members. At times, this has meant a dual approach of using the board skills matrix to determine key gaps, and also reviewing where the organisation is at and its specific needs in that period. [Note: See Creative Australia’s Guide to Using the Board Skills and Diversity Matrix here].
• Different touchpoints and access points: Outer Urban Projects facilitates different ways for diverse voices and expertise to meaningfully contribute to governance processes. These range from those requiring a low commitment (for example, contributing to a strategic planning day) to high commitment (being a board member). According to Tahlia, “We need to explore other ways that we can engage those communities in the work of Outer Urban Projects without strictly forming part of the governance model.”

Learnings for other organisations

• Recruit thoughtfully: When recruiting board members, cast a wide net. Look for people who are genuinely committed to your organisation’s vision and mission. Don’t assume that there are no diverse candidates willing to serve on your board. As Tahlia suggests, this can be as simple as encouraging your existing network to consider positions in governance. “Sometimes they’ve just never been asked and they don’t know how.” Recognise and address barriers to participation, especially for individuals who might not have the privilege to volunteer their time. Consider providing stipends or other support to enable participation. [Note: See Creative Australia’s Guide to Board Recruitment and Induction here].
• Look at diversity beyond demographics: Prioritise board diversity that reflects the communities your organisation serves. This includes cultural diversity, representation of marginalised groups, and individuals who understand the challenges faced by the organisation’s community and artists. Consider diversity in terms of perspectives and experiences, not just demographics. Different individuals may contribute diverse perspectives and expertise in unexpected ways, so do not pigeonhole them based on stereotypes. Board members should bring a variety of perspectives to the table, enriching discussions and decision-making.
• Be flexible, adaptable and supportive: Be flexible in your approach to diversity and be willing to experiment and adapt. Initiatives may not always succeed on the first try, but a commitment to change and improve is essential. Implement alternative mechanisms for diverse voices to contribute to your organisation, even if they are not formal board members. This can include advisory groups, observership programs and project-specific working groups. Fundamentally, this is a long-term commitment to providing support, ensuring that board members, particularly those from diverse backgrounds, can contribute in a culturally safe environment with access to induction, resources and training.

Read more case studies at our Governance Hub.