Diversity and Inclusion in Art Museum Board of Governance: Does The Boardroom Reflect the Community?

The objective of this thesis is to examine the diversity and inclusivity of the art museum board of governance to see if the community accurately represents in the boardroom. This study finds a severe resistance to change along with the many obstacles corporate and nonprofit sectors face when incorporating diversity and inclusion in the boardroom. Based on population shifts affecting the cultural landscape of the workforce, this thesis focuses on the crucial need for art museums to strategize and implement diversity and inclusion in their board of directors. This study outlines comprehensive strategies from corporate and nonprofit sectors which are performed to make effective decisions to serve the communities of the institutions best. By assessing art museums rooted in historically diverse communities, such as Queens, Brooklyn, and the Bronx, this thesis looks into whether or not the museum board accurately reflects the community they serve. Until then, museums run the risk of under-performance when strategies are not in place. Art museums need to make sure their community represents the boardroom, so more creative and intelligent decisions are made to contribute the art market and the population better