Tony Bennett, Differing diversities - Council of Europe

Reasearch position paper 2factually (Kreidler, 1996). As an example of this process, Wyszomirski (1998)notes that American state arts agencies have collectively identified seven outcomegoals, and four of those seven goals are focused on cultural diversity – fosteringthe availability of the arts to diverse groups, incorporating diversity into staffingand programming, furthering public education about the arts for all groups in society,and helping address social needs of diverse groups (such as at-risk youth orhandicapped access).Collecting and disseminating accurate information about arts and culturalorganisationsEven if clear policies and outcome goals are set, the problem of obtaining accurateperformance measurement data about the organisational context still remains.Stevenson (1998) notes that the availability of Forms 990 data to the public onCD-Rom and through the Internet marks a revolution in access to informationabout arts and cultural organisations in the United States. These forms constitutean invaluable repository of standardised financial, descriptive, and performancemeasurement information for over 22000 non-profit arts and cultural organisations(Stevenson et al., 1997), including indicators of cultural diversity.Comparisons may be made between the cultural sector and data collected fromover 200 000 non-profit organisations. Because all Forms 990 are prepared usingthe same set of definitions and instructions, this database allows individual organisationsand groups of organisations to be compared by policy makers and policyevaluators, while reducing the burden on voluntary and non-governmental organisations.Stevenson (1998) describes how these types of data collection and reporting systemscan be extended and strengthened further to evaluate the effects of policyinstruments. Kaple and colleagues (1998) illustrate the creation of serviceable listsfrom existing local inventories and press filings to supplement Form 990 data andthe extension of these methods to include small unincorporated cultural groupswithout any formal status. There is much merit in duplicating and extending theForms 990 strategy to other countries.Examination of the structures used to set cultural policies and administer policyinstrumentsThe administration of cultural resources can serve as a means of recognising thedistinctive cultural needs of specific groups while also promoting stronger formsof cross-cultural understanding and mutual tolerance. The evaluation of accessibilitybegins with an examination of the structures used to set cultural polices andadminister policy instruments through an audit or programme review process.Structural analysis examines who are the policy makers and members of Boards ofDirectors, senior administration, and other decision-making groups. It asks if theyreflect the diversity of the overall population. If the policymaking and administrativestructure is devolved to regional boards, for example, do they reflect thecultural composition of the region? Have they established mechanisms to assess99