For 4A, diversity goes beyond culture. It includes background, age, artistic practice and lived experience. And often these are nuanced and overlap.  

‘We’re trying to expand on all intersectional points. Hopefully the kind of picture that we’re able to capture is one of authenticity and representation that is truly, truly diverse,’ says Thea. 

This matters because representation alone is not enough. Diverse voices need to be heard and respected so they can shape decisions.  

Leading with diverse voices and skills  

The organisation looks for board members who bring different backgrounds, ages and artistic perspectives, as well as strategic and financial skills. The aim is not to choose between lived experience and capability, but to recognise both as important. 

Reflecting community needs  

As board members, producers and facilitators, the 4A team is representative of the communities in which it operates and engages. This ensures 4A is responsive to the needs of its community, and its governance is connected to its purpose.  

It also sees First Nations perspectives and artist voices as vital to strong board decisions. These voices are actively sought to inform decisions. 

A culture of knowledge-sharing 

4A knows that diversity is stronger when people share knowledge. The organisation has created a culture of continuous learning. This involves setting up mentorships and processes so board members and leaders can learn from each other. 

Using data to track progress  

4A uses data capturing systems (for example, Airtable) to monitor and track diversity metrics. This includes cultural backgrounds of creatives and languages spoken. The data is used as an evolving snapshot. It gives a clear, periodic assessment of progress of diversity and inclusion. 

Key learnings 

• Start with purpose: Be clear about why diversity matters to your organisation and the communities you serve.
• Think beyond one type of diversity: People’s identities and experiences are layered. Governance should make space for this complexity.
• Include lived experience and practical skills: Strong boards need a mix of governance skills, sector knowledge and lived experience. Do not treat lived experience as less valuable than technical skills.
• Create a culture of learning: Mentoring and knowledge sharing can help board members contribute with confidence.
• Change the culture, not just the membership: Diversity is stronger when board culture supports real influence. This means using clear language, listening well and making space for different kinds of knowledge.
• Keep reviewing who is missing: Diversity work is ongoing. Boards should regularly ask whose voices are not yet part of the conversation.