Becoming a Cultural District

Requirements

• General information

  • The application must be submitted by the local government where the district is located and signed by the municipality’s chief elected official or appointed chief administrator.
  • The city or town may designate a municipal department or community partner organization to serve as a contact for the application and to co-manage the proposed district.
  • Entities such as an arts council, Main Street program, chamber of commerce, empowerment zone, historic district, visitor’s bureau or other capable bodies may serve in this capacity.

  Review or download the guidelines for cultural district certification now.

• Governance & Planning

  • Prior to applying, the city or town must develop a cultural district steering committee of at least five members composed of organizations and individuals that represent the interests of the district. Your steering committee must include:
    • A representative from at least one arts organization or arts business located within the district
    • At least two artists and/or designers of different disciplines that live or work within the district
    • Representatives from other types of organizations may include non-profits, local tourism agencies, the disability community, for-profit arts-based businesses, chamber of commerce, cultural councils, town/city staff, private businesses, educational institutions, faith-based organizations, economic development groups, residential associations, merchant associations, or other stakeholder groups.
  • This group should provide a governance and accountability structure for the district.
  • This governing organization should engage in community-based planning activities that establish locally defined goals and outcomes for the district, identify incentives and resources for sustaining the district, create evaluation measures and baseline data to determine progress towards achieving the set goals.
    • Among your initial planning activities, your committee must invite the Public Art Coordinator to conduct a cultural mapping workshop. See information, tools, and guidance for this mandatory creative placemaking exercise.
      • https://artsandplanning.mapc.org/cultural-asset-mapping/
      • https://www.artsengaged.com/chapter-nine
      • https://www.artscapediy.org/guide/an-introduction-to-cultural-asset-mapping/
    • It is highly recommended to appoint an accessibility lead, which will ensure your committee includes best practices during all planning and implementation stages.
      • Find out more! Check out the SCAC Accessibility resources page.

• Resolution

  Any city or town applying for state designation of a cultural district must hold a public hearing with adequate notice regarding the proposed district and pass a resolution making a commitment to establish a state-designated cultural district.

  This resolution must be passed within one (1) year of making a full application to be certified.

Application Process

After creating and working with your steering committee and passing a resolution in your local council. You will review these steps towards making a full application.

• Confirm eligibility

  1. Confirm that there is sufficient municipal and local interest and support to seek the designation.
  2. Confirm that the area you are seeking designation for has arts and cultural assets and/or programming that is in line with the guidelines, goals, and requirements.
  3. Contact Public Art Coordinator Margot Lane Strasburger (803.734.8253 | mstrasburger@arts.sc.gov) to discuss the program, community readiness and any questions you may have.

• Site visit + district map

  1. Create a map of the proposed district that identifies proposed boundaries, arts and cultural facilities, public artworks, locations of public art programming, and other cultural assets.
     • It is strongly recommended that the map include accessibility indicators using recognized accessibility symbols.
  2. Include a spreadsheet that lists each place by name and street address. The map can be created by your local government planning office, GIS department, or by using online tools such as Google Maps
  3. Schedule a visit by SCAC staff to tour the proposed district, meet key stakeholders, and assess the accessibility.
     • This must be conducted by strolling the district. Non-essential locomotive devices (car, bike, horses) are not permitted for the site visit.

• Submitting the application

  Your completed application will include the following:

  1. Application (link provided by public art coordinator)
  2. Required support materials
     1. A narrative (no more than two pages) describing the community (members/stakeholders, culture bearers, artists, arts organizations, etc.) found within the proposed district, existing key characteristics of the area, include details about what makes your proposed district unique, as well as programming/events that occur regularly.
     2. A copy of the resolution adopted by your city or town council within one year of application.
     3. Map of proposed district with accompanying spreadsheet, which must include:
        • the proposed boundaries
        • cultural facilities
        • public artwork locations
        • creative placemaking hotspots/efforts
        • relevant public infrastructure (e.g. wayfinding, technology)
        • any other cultural assets
     4. A strategic plan, resulting from input and support from key partners and stakeholders, describing desired outcomes, goals, strategies for management, and baseline data of the district.
     5. A marketing plan to inspire visitors and residents to visit the district.
     6. Budget and potential incentives
        • A budget for your district’s arts and cultural development for the first years including intended public artwork projects
        • Incentives are intended to spur economic growth and community development – signifying your district’s recognition and support of the arts as a catalyst. Other districts have included elements like tax incentives for artists and arts businesses, allocating tourism-related taxes towards public artworks and public art events for the community, or even special planning/zoning designations.
     7. Steering committee information
  3. Supplemental support materials (limited to 5 items)
     • You may submit more support for you application at your discretion. This may include elements such as tourism brochures/marketing, currently circulated collateral, or letters of support from the community.

• Review rubric + recommendations

  SCAC staff will review the application materials using an evaluation tool—known as a rubric—seek more information if required, and make recommendations to our board. If the application reviewed is satisfactory, the district will be invited to a regularly scheduled meeting of the SCAC board of commissioners to make a short presentation. The board will make all final decisions regarding designation.

  FY24 SCAC Cultural Districts Certification Rubric

  Cultural District Information – 10%
  	0		1
  Proposed Name & Title	Not present		Present
  	0	1	2
  Why & How name was decided	Applicant does not provide a reason for their choice of name.	Applicant provides reasoning for their name choice	Applicant provides clear reasoning for how and why they chose the name of their cultural district.
  	0-1	2-3	4-5
  District footprint details	Applicant gives few details of the proposed district and includes few or no place-based identifiers, arts landmarks, or local geographic terms.	Applicant gives a succinct description of the general footprint and uses some place-based identifiers, arts landmarks, or local geographic terms.	Applicant gives an extremely succinct description of the proposed district and includes place-based identifiers, arts landmarks, and local geographic terms.
  	0		2
  Why & how area was chosen	Applicant does not provide clear reasoning for how and why the boundaries were selected.		Applicant provides clear reasoning for how and why the boundaries were selected.
  Planning + Creative Placemaking – 10%
  	0-1	2-4	5-7	8-10
  Integration	The applicant does not anticipate how the arts, culture, and design will integrate into local systems through certification.	The applicant somewhat anticipates how certification will help integrate arts, culture, and design into local systems.	The applicant adequately anticipates how certification will help future integration of arts, culture, and design into local systems with thought-out reasons.	The applicant distinctly anticipates how certification will help future integration of arts, culture, and design into local systems with clear and thought-out reasons.
  Narrative – 20%
  	0-1	2-4	5-7	8-10
  Description	The narrative does not articulate the community and/or key characteristics of the proposed district.	The narrative articulates some aspects of the community and/or key characteristics of the district.	The narrative articulatesthe existing community and key characteristics of the district.	The narrative thoroughly articulates the existing community and key characteristics of the district.
  	0-1	2-4	5-7	8-10
  Details	Narrative details do not articulate the unique qualities and/ or does not include regularly scheduled programming and events.	Narrative details somewhat articulate the unique qualities and includes some regularly scheduled programming and events.	Narrative details significantly articulate the district’s unique qualities and includes regularly scheduled programming and events.	Narrative details extensively articulate the unique qualities and provides details of regularly scheduled programming and events.
  Map and Resolution – 10%
  	0		4
  Map	An approved map was not submitted.		An approved map has been submitted.
  	0		4
  Asset list	The approved asset list spreadsheet was not submitted.		The approved asset list spreadsheet has been submitted.
  	0		2
  Resolution	No resolution is included, or it was included, but passed more than one year prior to application.		The resolution is attached and was passed no more than a year prior to application.
  Cultural District Strategic Plan – 20%
  	0	1-2		3
  Action plan	Applicant does not include an action plan.	Applicant includes a manageable and realistic action plan for consistent activities, marketing, and/or programming for the first six months following certification.		Applicant includes an extremely manageable and realistic action plan for consistent activities, marketing, and/or programming for the first six months following certification.
  	0	1-2		3
  Management strategies	Applicant does not include management strategies for the district.	There is a detailed management strategy that describes elements of how the cultural district will be run, organized, and programmed by the coordinator and the steering committee.		There is an extremely detailed management strategy that describes multiple elements of how the cultural district will be run, organized, and programmed by the coordinator and the steering committee.
  	0-1	2-3	4-5
  Desired outcomes	Applicant has not identified and/or described desired outcomes for the cultural district.	Applicant has identified and described desired outcomes for the cultural district.	Applicant has identified and very specifically described desired outcomes for the cultural district.
  	0	1-2	3-4	5-6
  Goals + Objectives	The applicant does not include clear goals and objectives for arts-related programs, projects, and activities.	The applicant includes some clear goals and objectives for arts-related programs, projects, and activities for five years, but they are not measurable.	The applicant includes clear goals and objectives for arts-related programs, projects, and activities for five years that can be measured annually.	The applicant includes extremely clear goals and objectives for arts- related programs, projects, and activities for five years that can be measured annually.
  	0	1	2	3
  Baseline data	No baseline data is provided.	There is some baseline data provided enabling an annual assessment of the district.	There is adequate baseline data provided enabling an annual assessment of the district.	There is thorough baseline data provided enabling an in-depth annual assessment of the district.
  Cultural District Marketing Plan – 15%
  	0-1	2-3	4-5
  Brand development	The development of the district brand does not reflect a clear identity and/or does not include arts-based, creative solutions for discussing or illustrating the district as an entity.	The development of the district brand reflects a clear identity and includes arts-based, creative solutions for discussing or illustrating the district as an entity.	The development of the district brand directly displays a clear identity including arts-based creative solutions for discussing or illustrating the district as an entity - including accessibility considerations.
  	0-1	2-3	4-5
  Promotional strategy	There is not a comprehensive promotional strategy for post-certification and achieving district goals.	There is a comprehensive promotional strategy for post-certification and achieving district goals is included along with accessibility considerations.	An extremely comprehensive promotional strategy for post-certification and achieving district goals is included along with accessibility considerations.
  	0-1	2-3	4-5
  Social media plan	There is not a social media plan.	The social media plan has been included and commits to marketing through any social media channels.	The social media plan has been included and provides a clear plan for achievable marketing of the district through any social media channels.
  Budget + Potential incentives – 8%
  	0	1-2	3-4	5-6
  Cultural district budget	The budget is not realistic and/or does not include arts programming and creative placemaking integration.	There is a somewhat realistic budget that includes arts programming and creative placemaking integration.	There is a realistic budget that includes arts programming and creative placemaking integration.	There is a detailed and committed budget that includes arts programming and creative placemaking integration.
  	0	1	2
  Potential incentives	Applicant does not provide any incentive goals.	Applicant has included incentive goals that may be implemented.	Applicant has included clear incentive goals that are likely to be implemented.
  Steering committee – 7%
  	0-1	2	3	4
  Member list	The steering committee list names members, with little justification for their inclusion on the committee.	The steering committee list names members, with some justification for their inclusion on the committee.	The steering committee list names members, with justification for their inclusion on the committee.	The steering committee list names members, with clear justification for their inclusion on the committee.
  	0		1
  Planning activities	Applicant does not demonstrate strategic planning through locally defined goals and outcomes.		Applicant demonstrates strategic planning through locally defined goals and outcomes using arts programming and creative placemaking.
  	0		1
  Measures	Applicant does not include the steering committee’s measures for governance and success indicators.		Applicant includes the steering committee’s measures for governance and success indicators.
  	0		1
  Potential Challenges	Applicant has does not have a clear understanding of potential challenges.		Applicant has a clear understanding of potential challenges.

  If approved, we will work with local contacts to arrange appropriate announcements, publicity, and public events. If designation is not approved, staff will work with local contacts to address board concerns and determine the feasibility of reapplying.

Reporting Requirements

• Annual report

  To document and measure the impact of a cultural district on its community, a state-designated cultural district must provide an annual report to the SCAC which includes a narrative describing activities in the district during the previous year and reporting data that measures the impact and reflects the stated goals of the district. Unless otherwise informed by the public art coordinator, your annual report will be due in May each year.

  Along with reviewing and measuring your district’s outcomes and goals as laid out in the strategic plan, your annual report is a place to celebrate the arts and cultural progress made. In line with the data provided during the application stage, this data collection and measurement is intended to evaluate the program in your area. It is used to identify areas of success as well as places for greater focus as your program continues to grow and develop.

• Required data points

  • visitors – track the number of visitors to the district (local and non-local)
  • building occupancy – track changes in occupancy rates
  • demographics (must include artists who live/work in the district, volunteers, leadership, race, age, and disability statistics)
  • sales tax collections
  • employment numbers
  • current numbers of public art experiences (festivals, concert series, poetry readings, etc.) and public artworks (murals, sculptures, art installations. temporary work, land art, etc.)
  • arts-based businesses data (sales volume, occupancy, taxes generated by)
  • property values within the district
  • education data (all levels, pre-K through higher education, if applicable)

Recertification

Every five (5) years, SCAC staff will evaluate the annual reports, action plans, goals, and outcomes of designated cultural districts to assess the district’s impact and continued viability for state designation. Each district that is up for recertification should prepare a new five-year plan including desired outcomes, goals, and objectives. Prior to submitting this, the district representatives will be required to have a meeting to discuss the evaluation and new plan with SCAC staff.

Districts demonstrating substantial progress or success at accomplishing goals and outcomes, and that demonstrate a continued local commitment to management and promotion of the district, will be recertified for another five-year period.

• Process

  1. SCAC staff reviews previous reporting forms.
  2. SCAC and cultural district coordinators have a review meeting (Zoom or in-person).
     • In this meeting, we will discuss:
       • The information found within the reporting and in coordination with your original application materials.
       • Quantifiable goals with measurable outcomes for the next five years to assess your district’s success along the way.
       • Cultural district program details and recommendations.

  3. Submit data/documents for future planning:
     • A brief strategic plan + marketing plan for the next five years.
       • Strategic plan must address desired outcomes, goals, and objectives for the next five years of certification; and it must include arts-related programs, activities, or projects.
       • Marketing plan must address promotional strategy, any active and planned collateral, and a social media plan.
     • It is strongly recommended that marketing plan include accessibility considerations and indicators using recognized accessibility symbols.
     • Updated cultural district steering committee information including a list of the steering committee members and a brief reason for their inclusion as representative of all interests of the district.
     • A map that identifies the boundaries or new proposed boundaries, arts and cultural facilities, public artworks, locations of public art programming, and other cultural assets.
     • Baseline data to measure progress.
       • If you are unable to provide some of the baseline data, please contact the public art coordinator, Margot Lane Strasburger, to discuss prior to submitting your recertification documents.

  4. Receive approval + a press release/social media announcing the recertification.

• Review rubric

  FY24 SCAC Cultural Districts Recertification Rubric

  Planning + Creative Placemaking – 10%
  	0-1		2-4	5-7	8-10
  Integration	The applicant does not anticipate how the arts, culture, and design will integrate into local systems through recertification.		The applicant somewhat anticipates how recertification will help integrate arts, culture, and design into local systems.	The applicant adequately anticipates how recertification will help future integration of arts, culture, and design into local systems with thought-out reasons.	The applicant distinctly anticipates how recertification will help future integration of arts, culture, and design into local systems with clear and thought-out reasons.
  Update Map – 15%
  	0			8
  Map	An updated map was not submitted.			An updated map has been submitted.
  	0			7
  Asset list	The updated asset list spreadsheet was not submitted.			The updated asset list spreadsheet has been submitted.
  Cultural District Strategic Plan – 25%
  	0-2		3-5	6-8	9-10
  Desired outcomes	The applicant has not identified and/or described desired outcomes for the cultural district.		The applicant has somewhat identified and/or described desired outcomes for the district.	The applicant has identified and described desired outcomes for the cultural district.	The applicant has identified and very specifically described desired outcomes for the cultural district.
  	0-5		6-9	10-12	13-15
  Goals + Objectives	The applicant does not include clear goals and objectives for arts-related programs, projects, and activities.		The applicant includes some clear goals and objectives for arts-related programs, projects, and activities for the next five years, but they are not measurable.	The applicant includes clear goals and objectives for arts-related programs, projects, and activities for the next five years that can be measured annually.	The applicant includes extremely clear goals and objectives for arts- related programs, projects, and activities for the next five years that can be measured annually.
  Baseline Data for the district – 25%
  	0	1-6	7-12	13-19	20-25
  Baseline data	No baseline data is provided.	Minimal baseline data is provided.	There is some baseline data provided enabling an annual assessment of the district.	There is adequate baseline data provided enabling an annual assessment of the district.	There is thorough baseline data provided enabling an in-depth annual assessment of the district.
  Cultural District Marketing Plan – 15%
  	0-1		2-3	4-5
  Collateral	There is no marketing collateral.		The marketing collateral has been included.	The marketing collateral and planned collateral has been included along with accessibility considerations.
  	0-1		2-3	4-5
  Promotional strategy	There is not a comprehensive promotional strategy for post-recertification and achieving district goals.		There is a comprehensive promotional strategy for post-recertification and achieving district goals is included.	An extremely comprehensive promotional strategy for post-recertification and achieving district goals is included along with accessibility considerations.
  	0-1		2-3	4-5
  Social media plan	There is not a social media plan.		The social media plan has been included and commits to marketing through any social media channels.	The social media plan has been included and provides a clear plan for achievable marketing of the district through any social media channels.
  Steering committee – 10%
  	0-2		3-5	6-8	9-10
  Member list	The steering committee list names members, with little justification for their inclusion on the committee.		The steering committee list names members, with some justification for their inclusion on the committee.	The steering committee list names members, with justification for their inclusion on the committee.	The steering committee list names at least five active members, with clear justification for their inclusion on the committee.