2nd Story believes that art is work, and that artists and arts workers should be compensated for that work.

Our core beliefs around pay equity

• Our budget is a statement of our values, and our budget says, in explicit terms, that we value artists.

• Artists are workers, and workers deserve to be compensated fairly for their labor. 

• The myth of the suffering artist is damaging. Suffering, despair, and poverty does not create better art, artists, or human beings.

• Equitable compensation is an essential component of any inclusion work.

How do we define pay equity?

Pay equity means equal pay for equal work, or compensating people without discrimination. It’s the principle that compensation should be fair, ethical, and proportional. 

We also consider the following definition from SHRM when defining pay equity: 

Pay equity includes issues relating to the fairness of compensation paid by employers to individuals or groups of employees. To effectively recruit and retain employees, an organization must have internal equity, where employees feel they are being rewarded fairly based on performance, skills and other job requirements. Organizations must also ensure external compensation equity with employers competing for talent in the same labor market. Understanding the legal obligations regarding pay equity allows HR professionals to evaluate the lawfulness of their organization's pay practices and identify necessary corrective action.

We recognize that equitable pay looks different at every organization and is based on a variety of factors. For instance, pay equity at a theatre with a $10M+ budget will look very different from pay equity at a theatre with a $100K budget.

2nd Story also recognizes that the pursuit of pay equity is an ongoing practice that must be rooted in transparency and a commitment to care. Key aspects of our practice include:

• Equal pay for equal work: Workers performing the same or very similar jobs that utilize the same skills and efforts alongside similar responsibilities should receive the same pay. This also applies to jobs that may not be identical but are comparable. 

• Addressing systematic discrimination: Actively identifying and addressing harmful patterns and policies within our organization, industry, or general economy that create unequal pay and opportunities based on race, gender, disability, age, sexual orientation, or other identities. 

• Ongoing reflection: At 2nd Story, this includes annual evaluation of hours and workload by consulting with staff, the artistic company, and a sample of artists who have worked with the organization over the past season. It also includes looking at similar roles or responsibilities at other organizations. 

• Radical imagination: We’re in a time where nonprofits often have limited or unpredictable funding, and we may not always be able to increase an artist’s pay. And while we can look to peer organizations for comparison, we acknowledge that underpayment in the arts and nonprofit sectors is widespread, and achieving equity requires expansive thinking, flexibility, and radical imagination. We can explore creative ways to recognize and support people, including:

• providing professional development, mentorship, or networking opportunities

• offering flexible schedules or paid prep/rehearsal time 

• ensuring access to resources like rehearsal space or equipment

• contributing towards travel or childcare expenses

• publicly acknowledging contributions

• creating meaningful roles in programming and decision-making

How do we define pay transparency?

Pay transparency is the open and explicit sharing of information about compensation and benefits. It is not a one-time disclosure, but an ongoing practice of clear communication. This practice can include

• Publishing salary ranges for positions, both internal and external

• Clearly communicating promotion and raise processes, including criteria, timelines, and pay  bands

• Documenting total compensation in addition to pay, like benefits, stipends, or professional development opportunities. 

• Open conversations about compensation philosophy, like why pay is set at certain levels, factors that influence raises, insight into the annual budget, or how performance is evaluated

• Ensuring there’s a safe and well-understood way to discuss concerns. 

At 2nd Story, we put this into practice by clearly stating stipends, rates of pay, and the approximate number of hours of the commitment in every artist offer or posting. For arts administrators, our job descriptions - both posted externally and on file internally - include compensation information. 2nd Story also publicly posts rates of pay for artists, teaching artists, and staff (see below.)

The 2nd Story staff and board also revisits pay, hours, and benefit information annually (at minimum.) This group is also engaged in ongoing dialogue about strengthening compensation as part of ongoing strategic planning.