A plan for Cultural and Economic Development in Broward County
Multi-County Comparative Study
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- Cultural Agency Structure
- Level of Local Arts Agency funding
- Other Areas of Interest
- Evaluation and Benchmarks
- Benchmarks for Recommendations
- Benchmarks for the Creative Economy
- Benchmarks for Cultural Tourism
- Benchmarks for Public Art and Design
- Benchmarks of the Community’s Cultural Vitality
Multi-County Comparative StudyThis study examined the local arts agencies in seven jurisdictions: Broward County, FL, King County, WA, Charlotte-Mecklenburg, NC, City/County of Denver, CO, Miami-Dade, FL, Salt Lake County, UT, and City and County of St. Louis, MO. Data is primarily from 2009. This cohort was selected by virtue of their status as major urban counties. They represent a variety of approaches to arts funding and cultural program structure. Funding ApproachesMost of the agencies depend upon a designated source of funding to support arts and cultural development in their County. King County depends heavily upon hotel taxes. Several have created cultural funding districts. Salt Lake and Denver utilize a portion of the sales tax. St. Louis assesses additional millage on the property tax. In Broward, an allocation of the Tourist Development Tax ($600,000) and a portion of the sales tax (on arts-related merchandise) are devoted to the arts, but not on a significant scale. Cultural Agency StructureThe structures of the local arts agencies varied in these Counties. In most cases, the organization was a department or division of County government (Broward, Miami-Dade, Salt Lake). Two are nonprofit organizations administering City/County funds (Charlotte, St. Louis). Denver has an Arts Commission in City government, but cultural district funding is administered by an independent board. King County has established a quasi-public cultural development authority with some unique powers and a designated revenue source. This model is being recommended for Broward County (in combination with a second model, Innovation Philadelphia, focusing on the creative economy; see Recommendation 22, page 44). Level of Local Arts Agency fundingThe amount of local arts agency funding varied dramatically, from a low of $4.5 million in Broward to a high of $76.9 million in Saint Louis, with an average of $27.7 million. Similarly, per capita expenditures ranged from a low of $2.57 in Broward to a high of $77.53 in St. Louis, with an average of $30.98. As a percentage of local County General Fund expenditures, the range was a low of 0.05% (Broward and Miami-Dade) to 11.2% in St. Louis, with an average of 3.27%. By each of these measures, Broward lags significantly behind the comparison agencies. Other Areas of InterestOnly one agency, King County’s 4Culture has amassed an endowment ($28,031,510). Most agencies have no systematic systems for evaluation outcomes of their programs, that is, long-term impacts. Rather, they tend to rely on outputs (i.e., number of grants administered, number of projects completed on-time and under budget). Staffing levels at the study agencies tend to be significantly higher than Broward. Please refer to the Research Appendix for a complete data grid of this comparison study. Evaluation and BenchmarksMeasuring success in implementation of this plan is important. Equally as important is monitoring the progress of implementation in order to accommodate changed circumstances and new opportunities, and to make mid-course corrections. Evaluation and benchmarks are addressed in detail in several places in this plan. They are summarized here and cross-references are provided for additional information. Benchmarks for RecommendationsOne method of evaluating success is to monitor progress of implementation of recommendations of the plan. Success measures are defined for each recommendation. Please refer to the complete Implementation Grid in the Research Appendix (page 180). Benchmarks for the Creative EconomyBecause CreativeBROWARD 2020 treats the cultural sector as the creative sector of the economy, economic measurement is especially relevant. The main indicators for Broward’s creative industry are traditional ones: income gains and employment growth. Additional detail is found in the Evaluation and Benchmarks section of the Creative Economy Component Plan (page 113). Benchmarks for Cultural TourismThe overall success measures for cultural tourism will be increased visitor activity in the cultural sector. That can come from an increase in the number of visitors coming to Broward County, an increase in the percentage of those visitors who engage in cultural activities, and an increase in the amount they spend on those activities. The Evaluation and Benchmarks section of the Cultural Tourism Component Plan (page 126) defines the need for, and scope of recommended, success measures. Recommended benchmarks are found in that section, and summarized in Recommendation 13 (page 33). Benchmarks for Public Art and DesignWhile it is relatively easy to measure outputs for public art and design (PAD), there is no generally accepted methodology for measuring outcomes. It is therefore likely to be an expensive undertaking to do so. The Evaluation and Benchmarks section of the Public Art and Design Component Plan (page 144) summarizes success measures for each PAD recommendation. Benchmarks of the Community’s Cultural VitalityA complementary method is to monitor the community’s “state of cultural health.” As found in Recommendation (page 54), a countywide cultural vitality index measures the community’s cultural condition through a collection of benchmarks in such areas as the creative economy, cultural participation, cultural tourism, artists and other individual “creatives,” and the nonprofit arts community. On the premise that a community values what it measures, an index will track community outcomes and call attention as needed to key cultural issues. Additionally, an index allows for comparison over time, celebrating success and identifying areas of focus for improvement. The following pages present a framework for a countywide cultural vitality index tied to key areas of the plan. To implement the index, Broward Cultural Division can explore a partnership with the Broward Coordinating Council’s Broward Benchmarks Project, and be included in the annual Quality of Life Index. The index also provides an opportunity for research partnerships with university economic and public policy programs, to assist with research and analysis. Implementation of the index will rely on available data, to the extent possible, and require the periodic purchase of commercially available data and additional data collection, such as a random household telephone survey. An additional option is the possibility of utilizing the forthcoming Local Arts Index created by Americans for the Arts and scheduled for roll out in 100 US communities in 2010. This would presumably provide a strong basis for comparison with other communities, and the accompanying National Arts Index, released earlier this year. 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