Attachment A - Boulder Arts Blueprint Executive Summary and full Blueprint

Study Session, April 9, 2026 · item Study Session Items1: Boulder Arts Blueprint Report and Recommendations Staff Time: 20 Min Council Time: 40 Min · 199 pages

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Boulder Arts Blueprint Phase 2 Final report and recommendations

Prepared by Public Sphere Projects February 27, 2026

Table of Contents Executive summary

I Introduction

→ Letter from the Office of Arts and Culture → Project team → Project purpose and intent → Process and methodology → Community engagement → Equity Considerations → Alignment with Sustainability, Equity and Resilience (SER) Framework → Connection to Boulder Valley Comprehensive Plan Vision Big ideas and benefits

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II Recommendations

Goals framework Goals → Goal 1: Accessibility and inclusion → Goal 2: Entrepreneurship and workforce → Goal 3: Reputation and identity → Goal 4: Public art and public space → Goal 5: Nonprofits and institutions → Goal 6: Experimentation and innovation → Goal 7: Scenes and affinities

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III Appendix → Statement from Create Boulder → Draft Priority Assessment Tool → Current programs and goal alignment → Arts Blueprint Phase I report → Grants memorandum → Engagement report

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BOULDER ARTS BLUEPRINT EXECUTIVE SUMMARY

April 2026

Table Of Contents 05

Introduction

SER Framework 06 Primary Obejective 06 Other Objectives

Boulder Valley Comprehensive Plan 08 Primary Policy Guidance

Foundations 10 SER Frameworks + Arts 12 Planning Process

A Vision for the Arts: Boulder Arts Blueprint Vision

Priorities, Goals and Accountability 16 Goal 1 18 Goal 2 20 Goal 3 22 Goal 4 24 Goal 5 26 Goal 6 28 Goal 7

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Boulder Arts Blueprint Executive Summary Report

Introduction Creativity is central to Boulder’s identity and core to Boulder’s quality of life and future success. It fuels energy, growth and the city’s ability to renew and reinvent itself.

The Arts Blueprint connects this vision to practical tools, including policy, funding approaches, programs and partnerships, to help leaders and arts staff put it into action.

For generations, Boulder has attracted artists, culture-makers and independent thinkers who help shape the city’s distinctive creative spirit. Arts and culture continue to play a deﬁning role in Boulder’s identity. This shows strongly in community participation, public support and continued public investment by community members.

Created over eighteen months, the Arts Blueprint reﬂects broad community input. More than 2,000 community members shared ideas through public events, focus groups and conversations, including questionnaire responses from nearly 1,200 participants. Together, this input informs a roadmap for the Office of Arts and Culture that balances ambition with action. The Arts Blueprint establishes a clear direction for long-term investment while providing concrete policy and funding interventions to support a thriving, creative city.

To keep creativity central to Boulder’s character, the Boulder Arts Blueprint sets out shared goals that support artists, creative businesses, strong neighborhoods and public cultural life.

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SER Framework The Sustainable, Equity and Resilience Framework (SER Framework) provides the source foundation for the policies, programs and projects of the City of Boulder. It is our generational project: the vision for a sustainable, equitable and resilient future. As such, the purpose of the Boulder Arts Blueprint is to make progress on the SER Framework. On one hand, the goals ask how the arts can help the community reach its generational goals. For example: how does creativity enact, support and encourage a better Boulder community? Also, it considers how these goals pertain specifically to the arts community. For instance, how do we encourage a safe, healthy, economically vital creative community?

Primary Objective Other Objectives The primary SER Framework objective that affects the Boulder Arts Blueprint is Healthy and Socially Thriving: All Boulder community members are able to meet their critical needs, enjoy high levels of social, physical and mental well-being and have access to abundant recreational, cultural and educational opportunities in an environment that respects and celebrates human rights.

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All other SER Framework objectives also are connected to the arts, culture and creativity: Safe, Livable, Accessible and Connected, Environmentally Sustainable, Responsibly Governed and Economically Vital. For more on the SER Framework, visit this website: https://bouldercolorado.gov/sustainability-equityand-resilience-framework

Boulder Valley Comprehensive Plan The SER Framework sets the City of Boulder’s goals for the future, while the Boulder Valley Comprehensive Plan (comprehensive plan) provides guiding policies to achieve those goals over a 20-year horizon. The Arts Blueprint is integrated into the comprehensive plan through shared SER goals and contributing community input and research. The Arts Blueprint helps inform land use, local economy, workforce, public space and arts policies so arts and culture are embedded in Boulder’s long-term planning.

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Primary Policy Guidance The Boulder Arts Blueprint aligns with the Boulder Valley Comprehensive Plan. It acts as a practical guide to advance the comprehensive plan’s longterm vision through arts and culture. Both plans show that arts and culture are essential civic infrastructure. The comprehensive plan sets broad goals for livability, sustainability, equity, economic vibrancy, community well-being and connected neighborhoods. The Arts Blueprint acts as a companion document to show how arts and culture strategies, projects and programs can help achieve these goals. The Arts Blueprint promotes equity and access, encourages the growth of the creative economy, activating public spaces, strengthening local cultural life and aiding long-term sustainability.

The comprehensive plan reflects the needs of the Boulder Valley community. It emphasizes the importance of community identity, inclusive economic development, connected neighborhoods and creativity as core to our quality of life. Several comprehensive plan policies support the arts and the creative economy. One policy is dedicated specifically to this work, “Arts & Culture Investment”:* “The city supports a diverse range of affordable and accessible arts and cultural experiences by investing in art in public places, venues, facilities, special events and programs that reflect Boulder’s creative spirit and community diversity. Arts and Culture programs reflect the cultural and linguistic diversity of Boulder’s community members.” For more on the comprehensive plan, visit this website: www.aboulderfuture.org * The specific language of this policy is subject to change until the adoption of the comprehensive plan in summer 2026.

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Foundations Following from the SER Framework and comprehensive plan, several specific documents help anchor the Boulder Arts Blueprint in the organizing foundations of all work at the City of Boulder:

Race Equity Plan

Citywide Strategic Plan

The City of Boulder Race Equity Plan guides the city’s efforts to advance racial equity within the organization and the broader community.

The City of Boulder’s 2024–2026 Citywide Strategic Plan focuses on delivering core services while advancing long-term SER goals through communitycentered, accountable and collaborative action.

Climate Adaptation The Climate Initiatives Office of the City of Boulder takes bold, innovative and collaborative action to change the systems driving the climate crisis and to build a more resilient community and a better future for Boulder and beyond.

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City of Boulder Vision And Values Boulder’s city culture is guided by a shared vision of, “Service excellence for an inspired future.” This vision is grounded in five core values: customer service, respect, integrity, collaboration and innovation.

SER Framework + Arts All these documents provide the organizing principle behind the Arts Blueprint. Below are the connections between the SER Framework objectives and how those may affect, or be affected by, the arts:

SER Framework Objectives:

1. Safe A welcoming and inclusive community that fosters positive neighborhood and community relations and ensures that all community members are secure and cared for during emergencies and natural disasters. Public infrastructure is wellmaintained and reliable and natural resources like water, air and land are protected.

2. Healthy and Socially Thriving All Boulder community members are able to meet their critical needs, enjoy high levels of social, physical and mental wellbeing and have access to abundant recreational, cultural and educational opportunities in an environment that respects and celebrates human rights.

3. Livable SER goal: High-performing, safe and well-maintained buildings and infrastructure that accommodate a diverse set of community needs for working, learning, playing and living.

Connection to the Arts, Culture and Creative Enterprise: Boulder’s creative life fosters welcoming, inclusive public spaces, building trust across differences, translating critical information in ways people absorb and helping neighborhoods prepare for and recover from disruptions. Creative practice turns safety from a top down directive into a shared civic habit. Artists and cultural spaces are protected and accessible, with conditions that allow creative work to flourish without risk of harm or displacement. Boulder is filled with inclusive cultural experiences which strengthen social ties and support mental and physical wellbeing. Through representation, access and everyday creativity, artists and cultural spaces help community members meet human needs for belonging, expression and joy while advancing equity across identities and neighborhoods. Boulder’s creative sector is itself healthy, connected and resilient. Artists, cultural workers and organizations have access to resources, affordable spaces and support systems that sustain their practice and well-being. The arts ecosystem reflects the city’s diversity, advances equity within its own structures and provides safe, inclusive environments where creative professionals can flourish, collaborate and grow. The arts make Boulder more livable by turning buildings, streets and services into places of connection, attachment and care. Creative practice animates infrastructure, supports housing solutions and embeds everyday access to culture within walking distance. By weaving art into development, social services and neighborhood design, the city nurtures environments where people can work, learn, play, live with belonging and express themselves. Boulder ensures that artists and cultural workers can afford to live and create here. Safe, high-performing cultural spaces, affordable housing and well-maintained venues allow the arts community to thrive.

4. Accessible and Connected A safe, accessible and sustainable multimodal transportation system that connects people with each other and where they want to go. Open access to information is provided both physically and digitally to foster connectivity and promote community engagement.

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The arts advance an accessible and connected city by turning mobility routes into cultural experiences, using creative tools to bridge digital and physical divides and inviting all community members regardless of language, ability, or location into civic life. Through artful wayfinding, inclusive storytelling and hybrid engagement platforms, cultural practice helps people navigate, meet and participate more easily in Boulder’s public realm. A connected city ensures that artists, organizations and cultural audiences can easily access one another. Safe, affordable and multimodal transportation options link people to cultural venues and events, while digital infrastructure expands opportunities for creative production, collaboration and participation.

SER Framework Objectives:

5. Environmentally Sustainable A sustainable, thriving and equitable community that benefits from and supports clean energy; preserves and responsibly uses the earth’s resources; and cares for ecosystems.

Connection to the Arts, Culture and Creative Enterprise: The arts advance Boulder’s sustainability goals by weaving ecological awareness into everyday civic life. Through creative expression, the arts invite community members to see the natural world with renewed curiosity, celebrate resourcefulness and co‑create solutions that protect the planet for future generations. Arts organizations are leaders in climate adaptation by modeling sustainable practices, integrating resilience planning into their operations and inspiring their communities to embrace environmentally responsible choices. Creatives, artists and cultural organizations are embrace environmentally responsible practices that model resilience and inspire collective action.

6. Responsibly Governed A local government that provides an excellent customer experience, responsibly manages the city’s assets and makes data-driven decisions informed by community engagement inclusive of those who have been historically excluded from government programs and services. The city organization exemplifies an employer of choice with policies and programs to support employee inclusion and well-being.

7. Economically Vital A healthy, accessible, resilient and sustainable economy based on innovation, diversity and collaboration that benefits all community members, businesses and visitors.

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Arts connection to the SER goal: The arts strengthen a responsibly governed city engaging community members in civic processes and embedding equity-centered creativity into policy design and service delivery. When municipal leaders integrate cultural assets into governance through public art commissions, creative economy programs, residencies and inclusive cultural planning, they generate richer data, deeper trust and more resilient cross-sector partnerships. Fair and transparent cultural grantmaking, clear policies and accessible processes ensure that artists and organizations can participate fully in civic life.

The arts power an economically vital Boulder by sparking innovation, anchoring small businesses and attracting visitors and talent while ensuring that creative opportunity and the benefits it generates are shared across communities. Culture and creativity are treated as core economic infrastructure. Affordable workspaces, equitable funding and policies that support creative entrepreneurship allow artists, cultural organizations and creative businesses to thrive.

Planning Process To make the plan even stronger, the team completed research and spoke with many community members:

Research

Community Outreach

• Local and national landscape review

• Input from 2,000 + community members

• Benchmarking with similar cities

• Collected ~1,200 community questionnaire responses

• National best practices • Consultation with an Advisory Committee and the Boulder Arts Commission • Guiding plans like the Citywide Strategic Plan, City Council Priorities, Boulder Valley Comprehensive Plan and Sustainability, Equity and Resilience Framework • Research projects - Artist Census, Venues Study, Arts & Economic Prosperity 6 (AEP6) and Grant Program General Operating Support grantees annual reports

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• Had conversations with working artists, youth, venue operators, grantees, contemplative and emerging artists, alternative creatives and cultural leaders • Talked one on one with stakeholders • Hosted pop-ups at Boulder Valley Comprehensive Plan engagement events, Boulder Arts Week, Bike to Work Day, Rec Centers, NoBo First Fridays

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A Vision for the Arts Based on the foundations, community conversations and research, the Vision for the Arts was developed. The vision summarizes our community’s possibilities and potential for arts, culture and creative endeavors:

BIG IDEAS

Creativity is core to Boulder

Creative risk is renewal Culture is a public utility

Creative expression is at the core of Boulder. Creativity energizes and renews Boulder’s spirit. It is central to the city’s sense of self, to its quality of life, to its global reputation. Here, the arts are supported and seen; here, culture threads the fabric of everyday life. Here, talent is nourished, cultural heritage honored and risk-taking embraced. 14 Boulder Arts Blueprint Executive Summary Report

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Priorities, Goals and Accountability Goal 1: Accessibility and inclusion

Ensure cultural amenities and creative experiences are widely available and accessible to all Boulder communities. Every Boulder community member, regardless of age, ability, income, or background will have access to creative experiences where they live. Community input showed that access to arts and culture is a top priority in Boulder. Community members described access in many ways, including affordability, language access, physical access, location and awareness of opportunities across the city. This goal encourages work to expand arts and culture as a public resource in all neighborhoods and reduce barriers so everyone can participate. When working towards this goal, it is important to consider how to remove long-standing barriers to access, support diverse leadership and a track progress in a way that clearly shows who is included, who benefits and where access is still missing.

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Suggested program areas include: 1. Permits, Policy and Access Make it easier and more affordable for people to create and share art. Make arts programs easier to use by simplifying grants, easing permits, expanding eligibility, translating materials and reducing rules that limit who can create, gather and participate.

2. Using Spaces for Arts and Culture Support new, renovated and underused spaces for arts and culture by activating vacant storefronts and buildings, building and improving community facilities, allowing home based studios and connecting cultural activity to streets and transit.

3. Neighborhood Arts and Community Culture Increase access to arts and culture through neighborhood grants, arts ambassadors, programs for all ages and cultural experiences close to home.

4. Creative Jobs and Cultural Visibility Support artists, creative workers and creative corridors, grow the local creative economy and improve how cultural opportunities are shared across communities and languages.

Suggested ways to measure success: • It takes less time and costs less money for people to put on creative events or produce art projects • There is more art throughout neighborhoods, in everyday places like stores, streets and bus stops • People find it easier to access art and culture events close to where they live • There are more cultural spaces created or improved across all neighborhoods • More people are reached through events, schools and community programs

Potential allies in these programs: • Boulder County Arts Alliance • Boulder Public Library • Boulder Valley School District • City Departments such as: Climate Initiatives, Communication & Engagement, Facilities & Fleet, Office of Cultural and Economic Development, Parks & Recreation, Planning & Development Services, Transportation and Mobility. • Community Arts Stabilization Trust (CAST) • Downtown Boulder Partnership • Growing Up Boulder • Higher Education Institutions • Impact on Education • Local nonprofits, independent venues and private businesses • NoBo Art District • PLAY Boulder Foundation • Private developers and commercial landlords • Social Venture Partners Boulder County • The Hill Boulder • Youth Opportunities Advisory Board

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Goal 2: Entrepreneurship and workforce

Make resources, programs and training available to build pathways for creative enterprises and entrepreneurship. Solidify the creative economy as a viable career path that pays a living wage. Help creatives build business skills, connect to local and regional markets and ﬁscally sound enterprises. A stable creative career needs time, focus and freedom to create. However, research confirms that rising costs like rent, healthcare and transportation make this hard in Boulder. During the Arts Blueprint process, artists noted that building a creative career takes shared support, including fair pay, business help, training and access to funding. When working towards this goal, intentionally consider supporting creatives with fewer resources. This can be done by offering flexible, culturally relevant and accessible programs that value many types of creative work and lived experience.

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Suggested program areas include: 1. Creative Spaces and Places to Work Support shared workspaces, studios and production spaces so artists and creative businesses can work and grow more affordably in Boulder.

Suggested ways to measure success: • Increase of artists who take part in Professional Development, Artist Hiring grants and programs for creative businesses • Number of creatives who report earning more money • Increase in the city’s social media and marketing that tells the story of creatives

2. Creative Jobs and Fair Pay

• Decrease in permitting time for creative and small businesses

Help artists build stable careers through job training, paid apprenticeships, more ways to sell their work and clear standards for fair pay.

• Completion of a citywide Artist Census or Creative Industries Report

3. Growing Creative Businesses Support creative businesses with tools like grants, loans and business training and help them grow within commercial areas and innovation hubs.

4. Visibility and Support for Creative Work Increase public awareness of creative work through local branding, storytelling and research that shows creative careers are real, living-wage jobs.

Potential allies in these programs: • Boulder Convention and Visitors Bureau / Visit Boulder • Boulder Public Library • Boulder Valley School District • Colorado Business Committee for the Arts • Colorado Small Business Development Center • Downtown Boulder Partnership • Higher Education Institutions • State of Colorado Office of Economic Development and International Trade

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Goal 3: Reputation and identity

Celebrate arts, culture and creativity as central to Boulder’s identity, reputation and attractiveness. Boulder is renowned for its creative spirit — a place that attracts generations of makers, writers and dreamers drawn to its signature “eclectic” vibe. This identity must be continually honored, renewed and celebrated. Boulder is also known for its connection between arts and nature and a community that values creative expression. Goal 3 builds on this by promoting Boulder as a place where art happens, sharing its story locally and beyond, while celebrating community-led, Boulder-grown art that is rooted in everyday neighborhood life. Because visibility and storytelling hold power, this goal should ensure Boulder’s creative identity reflects inclusive voices, honors overlooked histories and is built through respectful, community-led partnerships that center those stories in the city’s present and future.

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Suggested program areas include: 1. Promoting Boulder’s Creative Identity Share Boulder’s unique arts and culture story through local and national campaigns, tourism partnerships and ongoing promotion that positions the city as a welcoming, creative destination.

2. Consistent Storytelling Across the City Align arts and culture messaging across city departments, partners and nonprofits so creativity is clearly communicated as a core part of Boulder’s civic life and values.

Potential allies in these programs: • Boulder Chamber of Commerce • Boulder Convention and Visitors Bureau / Visit Boulder • Boulder County Arts Alliance • Boulder County Film Commission • Boulder Economic Council • Boulder Public Library • City Departments such as: Communication & Engagement, Office of Cultural and Economic Development. • Colorado Business Committee for the Arts • Colorado Creative Industries • Communications Department

3. Celebrating and Preserving Creative Stories Highlight local artists and organizations through regular storytelling and preserve Boulder’s cultural history through shared tools and public archives.

• Create Boulder • Cultural organizations/venues (The Dairy, BMoCA, eTown, NoBo Art District, Street Wise Arts, Boulder Public Library, Chautauqua, Boulder Farmers Market, etc.) • Downtown Boulder

Suggested ways to measure success: • Increase of artists and creative groups are featured on City communications • Diversity of voices and stories told • Increase in social media engagement (content shared, liked, etc) • More Boulder creatives highlighted in national stories, events and campaigns.

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• Educational institutions (CU Boulder, Naropa University, Shambhala Center, etc) • Hospitality and major employers (St. Julien, Limelight, community-facing partners, etc.) • Office of Economic Development and International Trade • Press outlets (Boulder Reporting Lab, Daily Camera, Westword, regional/national outlets, etc) • Regional and local festivals (Sundance Film Festival, Roots Music Project, Boulder International Film Festival, Colorado Music Festival, Colorado Shakespeare Festival, Conference on World Affairs, etc)

Goal 4: Public art and public space

Expand public art and creative expression across public spaces. Public spaces are viewed as canvases, stages and playgrounds for artistic production and cultural events. Public art shows what a community values and brings shared spaces to life. Boulder is dedicated to public art through policies, dedicated staff and a Percent for Art program. Community input shows that community members want public art to include more than permanent pieces. They are interested in performances, events and interactive experiences in everyday public places. This goal should encourage equitable public art by prioritizing neighborhoods with less past investment, using inclusive outreach and selection processes and supporting culturally relevant art that reflects and strengthens the communities where it appears.

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Suggested program areas include: 1. Easier Permits and Flexible Options Make it easier to create public art by simplifying permits, supporting short-term projects and giving developers more ways to contribute to art and art in public places.

2. Stronger Support and Care for Public Art Support public art with trained community stewards, artist-in-residence programs and better care for existing artworks.

3. Public Art in Everyday City Spaces Bring public art, including temporary work, into streets, buildings and city projects so creativity is part of everyday life and long-term city priorities.

4. Creative, Interactive Public Art Support temporary and hands-on public art that invites participation and builds community connection.

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Suggested ways to measure success: • More public art pieces are created, especially in neighborhoods that have less. • It is easier and faster for an artists to create a piece of public art • More public art pieces are repaired and cleaned • There is more money given by the city, builders and community groups to create public art

Potential allies in these programs: • Boulder County • City Departments such as: Communication & Engagement, Facilities & Fleet, Office of Cultural and Economic Development, Parks & Recreation, Planning & Development Services, Transportation and Mobility, Open Space & Mountain Parks. • Creative West • Downtown Boulder Partnership • Regional Transportation District (RTD)

Goal 5: Nonproﬁts and institutions

Amplify the impact of the nonproﬁt cultural sector to strengthen sustainability, partnerships and collaboration. Broadcast and promote the consequential work of non proﬁts to entice greater ﬁnancial investment and resource sharing. There are nearly 300 arts, culture and humanities organizations in the Boulder area, supporting jobs, income and millions of dollars in local spending and tax revenue. This goal focuses on building stronger partnerships by improving coordination, encouraging collaboration and using tools like updated grant guidelines, creative financing and philanthropy to help organizations work together and more effectively. When working towards this goal, encourage small and emerging organizations by building capacity, encouraging collaboration, reducing paperwork, ensuring fair pay and making funding clear, accessible and inclusive for all communities.

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Suggested program areas include: 1. Nonprofit and Sector Infrastructure Build a strong and resilient arts sector by simplifying grant structures, supporting peer learning, rewarding collaboration, expanding shared services and strengthening the capacity of arts and cultural venues. This includes supporting new and renovated cultural infrastructure so organizations have safe, affordable and functional spaces.

Suggested ways to measure success: • Arts organizations are more stable and sustainable • More nonprofits work together, share resources and try new or creative ideas • More arts organizations record and share data about grant programs • Grant money is more meaningful and impactful • Arts organizations learn together and share resources more often

2. Shared Storytelling and Data Create shared reports, public gatherings and data tools that show the full impact of Boulder’s cultural sector and support stronger advocacy and funding.

Potential allies in these programs: • Americans for the Arts

3. Grantmaking and Investment Strategy Align funding with public impact by tailoring the scoring system to align to Boulder’s citywide goals, increasing support for anchor institutions and venues and prioritizing collaborative, innovative and climate-aware projects.

4. Storytelling, Identity and Visibility Increase the visibility and shared identity of Boulder’s cultural sector, including artists, organizations and venues, through an annual cultural report, public gatherings and coordinated partnerships across the region.

• Boulder Chamber of Commerce • Boulder Conventions and Visitors Bureau / Visit Boulder • Boulder County Arts Alliance • Boulder Latino Chamber of Commerce • City Departments such as: Communication & Engagement, Facilities & Fleet, Office of Cultural and Economic Development. • Community Arts Stabilization Trust (CAST) • Community Foundation Boulder County • Create Boulder • Grantmakers in the Arts • Local nonprofits, independent venues and private businesses • Philanthropy Colorado • Private developers and commercial landlords

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Goal 6: Experimentation and innovation

Incentivize cutting-edge, innovative and experimental practices. Boulder champions emerging practices across the changing creative landscape, including the use of technology, artiﬁcial intelligence, regenerative practices, contemplative arts and other ideas. Experimentation is a core part of art and creativity, but many people shared that Boulder’s high costs and permitting regulations can make risk-taking harder, especially for youth and new voices. Goal 6 aims for Boulder to be a living lab where artists can explore big issues like technology, climate, wellness and social change. To encourage equity, the work should support fair pay, encourage thoughtful and ethical experimentation, include diverse voices and generations, use clear processes and be transparent about the impacts of new technologies like artificial intelligence.

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Suggested program areas include: 1. Public Testing and Creative Experimentation Use small, easy to access grants and public events to test new ideas and creative practices in public, welcoming spaces.

2. Cross-Sector Research and Innovation Embed artists in city departments, labs, tech firms, climate groups, wellness centers and the outdoor industry to spark new ideas and shared problemsolving.

Suggested ways to measure success: • Public spaces are used more often to test new ideas • More companies hire artists for unique and unexpected projects • Increase number of youth participating in the creative community • The city funds and shares a wide range of creative practices and disciplines

Potential allies in these programs: • Boulder Chamber of Commerce

3. Youth and Emerging Creative Leadership

• Boulder Conventions and Visitors Bureau / Visit Boulder

Support youth-led labs and programs so young people help drive new creative trends and influence Boulder’s creative future.

• Boulder County Arts Alliance

4. Creative Visibility and Trend Awareness Build partnerships and tools that track, support and highlight emerging creative practices, new media and innovative storytelling in Boulder.

• Boulder Latino Chamber of Commerce • Boulder Valley School District • City Departments such as: Communication & Engagement, Office of Cultural and Economic Development, Parks & Recreation, Transportation and Mobility, Open Space & Mountain Parks. • Downtown Boulder Partnership • Higher Education Institutions • Local nonprofits, independent venues and private businesses • Private developers and commercial landlords

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Goal 7: Scenes and affinities

Recognize and nurture organic creative communities and “scenes.” Encourage dynamic, informal communities of affinity or practice such as nightlife, Burner, gallery hopping, happy hour, all-ages culture and more. Scenes grow naturally when people with shared interests find each other and build culture together, often in informal and low-cost spaces. They depend on small venues, flexible rules and affordable places to gather and they can fade when costs rise, rules are too strict, or attention turns them into tourist products. Goal 7 calls for more flexibility in city rules and spaces so existing scenes can thrive and new ones have room to emerge. This goal should make Boulder more welcoming by supporting flexible spaces and practices, avoiding over-regulation, respecting different ways people belong and funding spaces that reflect what communities say they need.

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Suggested program areas include: 1. Support for DIY and Emerging Creative Scenes Help grassroots and alternative spaces stay active through safety support, simple rules, small grants, lease programs, creative financing and partnerships with established venues.

2. Flexible Spaces for Cultural Activity Use cafés, parks, trails, empty buildings and shortterm leases to create low-cost, temporary spaces for performances, gatherings and creative work.

3. All-Ages and Nighttime Cultural Life Expand neighborhood festivals, First Friday– style events, youth-led programs and after-hours activities to grow a safe and balanced nighttime culture.

4. Modern Rules and Long-Term Leadership Update sound, nightlife and planning policies and create clear city leadership to better support creative scenes and coordination across departments.

Suggested ways to measure success: • It is easier to use buildings, venues and DIY spaces for cultural events • More spaces are used for short-term creative projects • There are more all-ages and after-hour events • More micro-grants are awarded, especially to people applying for the first time • Rules and regulations are updated to fit current needs

Potential allies in these programs: • Boulder Chamber of Commerce • Boulder Conventions and Visitors Bureau / Visit Boulder • Boulder County Arts Alliance • Boulder Latino Chamber of Commerce • Boulder Valley School District • City Departments such as: Communication & Engagement, Office of Cultural and Economic Development, Parks & Recreation, Transportation and Mobility, Open Space & Mountain Parks. • Downtown Boulder Partnership • Higher Education Institutions • Local nonprofits, independent venues and private businesses • Private developers and commercial landlords

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Image Credits Cover page: Street Wise Arts GOS Photos Community Art Day Mural Artist Kaylee Bender with child. Photo by Downtown Boulder, 2023. Pg. 3: 55 Degrees, public artwork by artist Adam Kuby. Photo by Lauren Click. Pg. 7: Bluebird Macky Shovels & Rope at Macky Auditorium. Photo by Lauren Hartmann, 2024 Pg. 8: Boulder Samba GOS. Colorado Brazil Fest, Boulder. Photo by Parker Rice, 2023.

Pg. 10: BMoCA.Claire Ashley Exhibition Opening. Claire Ashley: Plump, Pucker, Squish, part of BMoCA’s Present Box exhibition series, Boulder. 2022. Pg. 11: 3rd Law AHG. 3rd Law Dance/Theater LIVE at El Jardin, Boulder. Photo by Martha Wirth Photography, 2025. Pg. 12: Motus Lan Vo Photography. Motus Playback. Photo by Lan Vo Photography, 2024. Pg. 14: Mapping Stories 8. Mapping Stories, public artwork created by Markus Dominger, 2017

Links Sustainability, Equity and Resilience Framework https://bouldercolorado.gov/sustainability-equityand-resilience-framework

Climate Adaptation https://bouldercolorado.gov/government/ departments/climate-initiatives Citywide Strategic Plan

Boulder Valley Comprehensive Plan https://aboulderfuture.org

https://bouldercolorado.gov/citywide-strategicplan-2024-2026

Racial Equity Plan

City of Boulder Vision

https://bouldercolorado.gov/government/ departments/office-equity-and-belonging

https://bouldercolorado.gov/our-city-culture Office of Arts and Culture https://boulderarts.org

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Section I

Introduction

Letter from the Office of Arts and Culture Dear Boulder Community,

We like to joke that Boulderites see ourselves as special. Exceptional. Unique. After spending years in Boulder, I can say with confidence that we are right. We live in a stunning place with dedicated and thoughtful city staff and a community that is caring, engaged and deeply creative. I cannot go anywhere in Boulder without meeting someone who sings, dances, writes, designs, paints, or builds something beautiful in their spare time. Creativity is in our character and makes us the exceptional place that we are. The Arts Blueprint puts a spotlight on that reality. It celebrates our creativity and encourages us to take pride in it. One of the strongest messages we heard during this process is that culture and creativity are central to Boulder’s identity. They shape how we live, how we connect, how we work and how we see ourselves. This plan invites all of us to take that seriously, to show it off and to understand art not as a luxury but as an essential part of daily life. The Arts Blueprint is backed by strong research and community input. We heard from nearly 2,000 community members through the process. Benchmarking with like cities and studies such as Arts and Economic Prosperity 6, national work from the Knight Foundation, the We-Making Study, the Journal of Creativity and our own Artist Census and Venues Study show that cultural activity strengthens our economy, improves well-being, builds social cohesion and even supports climate awareness and action. The Arts Blueprint details goal areas and strategies that came through clearly in our research and engagement: Accessibility and Inclusion, Entrepreneurship and Workforce, Reputation and Identity, Public Art and Public Space, Nonprofits and Institutions, Experimentation and Innovation, Scenes and Affinities. Together, these goals reflect what matters most to our community and move us toward a city led by creativity. This Arts Blueprint is ultimately about how the arts support everything we care about as a city. Creativity strengthens our economy, supports small businesses and entrepreneurs, builds belonging and public trust, improves health and well-being, activates public space, influences how we plan and build and helps us navigate change with imagination and care. 32

So, when we invest in arts and culture we are investing in the outcomes we want for our whole community. I am so grateful for everyone who contributed to this process, including our incredible staff of Brendan Picker-Mahoney, Sarah Harrison, Cindy Sepucha, Jake Hudson-Humphrey and Matthew Beutler; Matt Chasansky for your mentorship, Cris Jones for your direction, Mark Woulf and Nuria Rivera-Vandermyde for your leadership. To our Advisory Committee, Arts Commission and community members that gave us input through this process: your honesty, passion and ideas helped shape something that truly reflects Boulder. I look forward to continuing this work together as we build a future where art is not an afterthought but a defining part of our civic life. This Arts Blueprint is an invitation to see the arts not as a nice to have, but as essential civic infrastructure. It asks us to embed creativity into how we plan, how we invest, how we design neighborhoods, how we support our economy and how we take care of one another. This is our moment to lean into the creative current that already runs through Boulder and to use it intentionally to strengthen everything else we do. Let us support it, fund it and integrate it. Let us build a city where creativity is not tucked away, but visible, valued and working in every direction, strengthening everything else we do and continuing to make Boulder truly exceptional. Cheers,

Lauren Click Arts and Culture Manager City of Boulder

Project team

Public Sphere Projects Public Sphere Projects is a national planning and placemaking consultancy. We advise place managers on the visioning, strategy and stewardship of shared urban places through an uncompromising commitment to the values of justice and joy. Public Sphere Projects is led by a cross-disciplinary team of professionals with expertise in urban planning, community development, public policy and creative placemaking. Our team comprises leaders who have held senior roles within government agencies and urban place management organizations.

Progressive Urban Management Associates (P.U.M.A) Progressive Urban Management Associates (P.U.M.A.) is recognized nationally for our team of experienced place management practitioners, planners, market researchers and consensus builders. We’re a one-stop shop for helping downtown, corridor and neighborhood districts of all sizes tackle complex challenges through public engagement, strategic planning, actionable work plans and financing tools.

City of Boulder Partners

Office of Arts and Culture (OAC) The City of Boulder’s Office of Arts and Culture is part of the Office of Cultural and Economic Development. It is responsible for the oversight of cultural grants, creative sector programs, public art, support for cultural nonprofits, creative neighborhoods programs and support for individual artists and creative professionals. Through a set of programs including cultural grants, public art, initiatives for artists, the creative economy and research, the Office of Arts and Culture seeks to ensure creative expression remains at the core of Boulder. During the creation of the Boulder Arts Blueprint, Office of Arts and Culture staff included: Brendan Picker-Mahoney

Matthew Beutler

Cindy Sepucha

Matt Chasansky

Lauren Click

Sarah Harrison

Jake Hudson-Humphrey

Boulder Arts Commission The Boulder Arts Commission believes arts and culture are the foundation for a diverse, inclusive, equitable and accessible community. We work collaboratively with city staff, artists, arts and culture organizations and the community to support artists and enrich Boulder’s quality of life and economic vitality and to help create a highly innovative, vibrant and resilient city. - Boulder Arts Commission mission, est 2022 The Boulder Arts Commission, established in 1979, is a seven-member body appointed by Boulder’s City Council to support and advance arts and culture within the city. Its role includes promoting public awareness of the arts, advising City Council and staff on cultural policy and funding, administering city arts grant and program efforts, assisting with grant applications and consulting with local arts organizations as needed.

Thank you to the Boulder Arts Commission for providing high-level guidance and thoughtful input throughout the Boulder Arts Blueprint process. Your leadership and perspective have helped strengthen the plan’s vision, priorities and community relevance. At the time of the Boulder Arts Blueprint, the members include: Caroline Kert, Chair Jeffrey Kash, Vice-Chair Maria Cole

Sheryl Cardozo Jill Katzenberger Gayathri Vinay

Yaelaed Whyel

Boulder Arts Blueprint Advisory Committee The Boulder Arts Blueprint Advisory Committee helped guide the development of the Boulder Arts Blueprint, ensuring the plan reflects the voices, values and lived experiences of Boulder’s creative community. The committee is composed of artists, arts and culture leaders, community advocates and cross sector partners who bring a wide range of perspectives and expertise. Advisory Committee members serve as thought partners to city staff by reviewing research and engagement findings, testing ideas, elevating community priorities and helping form recommendations that will guide Boulder’s arts and culture strategy for the next decade. The City of Boulder extends sincere thanks to the Advisory Committee members for their time, care and leadership. Their contributions have strengthened the Arts Blueprint and helped lay the foundation for a more vibrant, inclusive and resilient cultural future for Boulder. Amanda Berg Wilson

Emiliano Lake-Herrera

Andrew Ghadimi

Kari Palazzari

Bettina Swigger

Kathleen King

Charlotte LaSasso

Leah Brenner Clack

Cheryl Liguori

Maria Cole

Dave Kennedy

Parisa Tashakori

Deborah Malden

Travis LaBerg 36

Project purpose and intent

In 2015, the City of Boulder adopted the Community Cultural Plan. This plan was a roadmap to improve the city’s services and programs in support of artists and the creative economy. As that plan reaches the end of its intended horizon, Boulder faces a moment that calls for a refreshed strategic direction—one that reflects current conditions, emerging opportunities and evolving community priorities. Since 2015, the Office of Arts and Culture has evolved and matured. The Community Cultural Plan set the foundation for the office to develop into a funded and stable Local Arts Agency. Now institutionalized, the Office of Arts and Culture both reflects on its last decade of progress and strategizes to better reflect the broader community. This moment is particularly timely in the city’s history. First, the Boulder Valley Comprehensive Plan (underway at the time of this writing), provides a catalytic moment to pause, take stock and strategize. As an addendum to the Comprehensive Plan, the Boulder Arts Blueprint interprets the vision, policy guidance and goals of the Comprehensive Plan for cultural affairs and the arts. Second, the passing of the 2024 Arts, Culture and Heritage tax greatly increases direct investment into arts and culture. It is imperative to devise foundational organizational work that will best unlock the opportunities created by this new investment. Third, since the creation of the Community Cultural Plan, the Boulder itself has changed. Boulder moved through the COVID-19 pandemic and into a post-COVID reality. This period brought rising property values, cost of living pressures, higher commercial vacancies and new questions about how community members connect with one another and engage in shared spaces. At the same time, the City of Boulder developed the Sustainability, Equity and Resilience (SER) Framework. North Boulder (NoBo) is now a designated Cultural District. First approved by voters in 2014, the Community, Culture, Resilience and Safety tax has supported multiple capital projects for local arts organizations and was extended in perpetuity in 2025. Despite increasing property values that squeeze many artists and venues, Boulder was ranked by the Southern Methodist University’s National Center for 37

Arts Research as #14 in the nation on its 2025 Arts Vibrancy Index. Amidst these large changes, Boulder was selected as host of the Sundance Film Festival beginning in 2027. This event brings increased visibility and opportunity, along with the responsibility to consider how a global cultural event fits within—and supports—the city’s broader arts and culture ecosystem. Together, these conditions highlight the need for a strategic framework that stimulates growth, risk-taking, visibility and new resources to Boulder’s creative ecosystem in ways that are inclusive, balanced and aligned with citywide goals. The new plan – the Boulder Arts Blueprint – aligns with and advances the goals of the Boulder Valley Comprehensive Plan and the city’s Sustainability, Equity and Resilience (SER) Framework. It also serves to not only guide, but to leverage, increased funding to best serve as a catalyst for broader community investment in arts and culture. It is imperative to continue to align the Office of Arts and Culture within the exciting and dynamic current landscape. The city’s increased capacity for sustained investment in arts, culture and heritage underscores the importance of a thoughtful, coordinated approach.

Process and methodology

The Boulder Arts Blueprint was developed through a two-phase planning process designed to ground arts and culture decision-making in community input, data and City priorities. Phase 1 focused on discovery and foundation-building through extensive engagement, review of existing plans and policies, benchmarking and alignment with the SER Framework and Boulder Valley Comprehensive Plan. It also reviewed the myriad of research carried out by the Office of Arts and Culture such as an Artist Census, Venues Study, Cultural Asset Map and Boulder Creative Industries report. This work informed a set of findings and insights that shaped the Arts Blueprint’s vision. Phase 2 builds on that foundation by translating the vision for the arts into goals, focus areas, priorities and actions that will guide the Office of Arts and Culture’s work moving forward. Across both phases, the project team worked closely with a Boulder Arts Blueprint Advisory Committee representing a diverse mix of for-profit and nonprofit organizations, large and small institutions, individual artists and cultural workers and leaders from across disciplines and communities. Their ongoing input helped ground the Arts Blueprint in lived experience and sector realities. The Arts Blueprint was created using a Theory of Change model. This process is a strategic planning tool used to create logical causal steps to reach long-term desired outcomes. Within this process, community input was transcribed into a clear sequence of vision for the arts, goals, strategies and actions. Strategies are intentionally interrelated, designed to strengthen internal municipal capacity while amplifying the role of the cultural sector among external audiences, funders and industries.

Community engagement

Community engagement was a central component of the Boulder Arts Blueprint and was intentionally designed to be broad, inclusive and accessible. Engagement methods included interviews, focus groups held throughout the city and multiple meetings with the City’s Community Connectors in Residence (CCiR). The team executed a community-wide questionnaire and conducted pop-up outreach at community events and recreation centers. They also participated with Boulder Valley Comprehensive Plan Update activities. In total, nearly 2,000 community members gave input. The Boulder Arts Blueprint intentionally sought to consider equity in its approach. Early stakeholder mapping helped identify gaps in representation. These gaps guided outreach efforts as the team worked to ensure perspectives historically underrepresented in civic planning were meaningfully included. Across engagement activities, several consistent themes emerged, including the importance of access and affordability, stronger marketing to artists about arts opportunities and the role of arts and culture as fundamental to Boulder’s identity. Community members also expressed a clear interest in balancing support for longstanding institutions with flexible, experimental opportunities that encourage new ideas and emerging artists. These insights echo findings from the 2025 Boulder Artist Census, Venues Study and 2024 Boulder Creative Industries Report. These studies document structural challenges related to affordability, income stability and access to appropriate space—underscoring the urgency of coordinated policy and investment responses. Engagement continued beyond Phase 1 through ongoing Advisory Committee interaction, meetings with City staff and a public town hall to share draft goals and gather feedback on actions, partnerships, funding mechanisms and policy approaches. This continuity ensured that community input informed the Arts Blueprint as it moved from discovery to decision-making. See the Boulder Arts Blueprint: Engagement Report for more details

Equity considerations

Equity is a core principle of the Boulder Arts Blueprint and is embedded throughout the plan. The City of Boulder understands the role that institutional racism has played in perpetuating inequities over generations. The city is committed to developing a vision to advance racial equity through education, programs, policies and budget decisions. Race is often the greatest predictor of access to success in our current system. The creation and perpetuation of racial inequities is embedded into government at all levels. Initially focusing on racial equity provides the opportunity to introduce a framework, tools and resources that can also be applied to other historically excluded groups based on gender, sexual orientation, ability, class and age, among others. The ultimate goal of this work is to address and dismantle the root causes that create inequities and our role in government is to ensure that we actively work toward that responsibility in policy, programs and decision-making. Within each goal of the Arts Blueprint is a section explicitly speaking to equity considerations. The Office of Arts and Culture has worked closely with the City’s Office of Equity and Belonging, a division of the City Manager’s Office to identify equity considerations relevant to the outcomes and actions described. The project team thanks the Office of Equity and Belonging for their thoughtful additions. These equity considerations are intended to act as a broad guide. As is the city’s practice, when a new project or program is initiated, OAC will also use the Racial Equity Instrument (REI) to analyze the disproportionate impacts a program, policy or budget decision can have on communities historically excluded by government institutions and address any unintentional impacts, bias or burdens. To read more about the City of Boulder’s Racial Equity Plan, please visit the Office of Equity and Belonging’s website

Alignment with Sustainability, Equity and Resilience (SER) Framework

The Boulder Arts Blueprint adopts the City of Boulder’s Sustainability, Equity and Resilience (SER) framework as a guiding set of goals. The SER Framework ensures that arts, culture and heritage programs are fully integrated into the City’s broader planning, policy and service priorities, advancing a more just, adaptable and sustainable Boulder. Comprising seven elements—Safe; Healthy and Socially Thriving; Livable; Accessible and Connected; Environmentally Sustainable; Responsibly Governed; and Economically Vital—the framework is applied throughout the Arts Blueprint in two complementary ways: it examines how arts and culture help advance the community’s long-term goals and it considers how those same goals shape a healthy, safe and economically viable creative ecosystem. These two ways are highlighted below: Arts in service of Boulder’s broader goals: how arts and creativity help the whole community reach its generational Sustainability, Equity, and Resilience target Boulder’s goals in service of the arts: how those same targets apply within the arts community For more on the SER Framework, visit https://bouldercolorado.gov/sustainability-equity-and-resilience-framework

1. Safe SER goal: A welcoming and inclusive community that fosters positive neighborhood and community relations and ensures that all residents are secure and cared for during emergencies and natural disasters. Public infrastructure is well-maintained and reliable and natural resources like water, air and land are protected. Arts in service of Boulder’s broader goals: Boulder’s creative life fosters welcoming, inclusive public spaces, building trust across differences, translating critical information in ways people absorb and helping neighborhoods prepare for and recover from disruptions. Creative practice turns safety from a top down directive into a shared civic habit. 42

Boulder’s goals in service of the arts: Artists and cultural spaces are protected and accessible, with conditions that allow creative work to flourish without risk of harm or displacement.

2. Healthy and Socially Thriving SER goal: All Boulder residents are able to meet their critical needs, enjoy high levels of social, physical and mental well-being and have access to abundant recreational, cultural and educational opportunities in an environment that respects and celebrates human rights. Arts in service of Boulder’s broader goals: Boulder is filled with inclusive cultural experiences which strengthen social ties and support mental and physical wellbeing. Through representation, access and everyday creativity, artists and cultural spaces help residents meet human needs for belonging, expression and joy while advancing equity across identities and neighborhoods. Boulder’s goals in service of the arts: Boulder’s creative sector is itself healthy, connected and resilient. Artists, cultural workers and organizations have access to resources, affordable spaces and support systems that sustain their practice and well-being. The arts ecosystem reflects the city’s diversity, advances equity within its own structures and provides safe, inclusive environments where creative professionals can flourish, collaborate and grow.

3. Livable SER goal: High-performing, safe and well-maintained buildings and infrastructure that accommodate a diverse set of community needs for working, learning, playing and living. Arts in service of Boulder’s broader goals:The arts make Boulder more livable by turning buildings, streets and services into places of connection, attachment and care. Creative practice animates infrastructure, supports housing solutions and embeds everyday access to culture within walking distance. By weaving art into development, social services and neighborhood design, the city nurtures environments where people can work, learn, play, live with belonging and express themselves. Boulder’s goals in service of the arts: Boulder ensures that artists and cultural workers can afford to live and create here. Safe, high-performing cultural spaces, affordable housing and well-maintained venues allow the arts community to thrive.

4. Accessible and Connected SER goal: A safe, accessible and sustainable multimodal transportation system that connects people with each other and where they want to go. Open access to information is provided both physically and digitally to foster connectivity and promote community engagement. Arts in service of Boulder’s broader goals:The arts advance an accessible and connected city by turning mobility routes into cultural experiences, using creative tools to bridge digital and physical divides and inviting all residents regardless of language, ability, or location into civic life. Through artful wayfinding, inclusive storytelling and hybrid engagement platforms, cultural practice helps people navigate, meet and participate more easily in Boulder’s public realm. Boulder’s goals in service of the arts: A connected city ensures that artists, organizations and cultural audiences can easily access one another. Safe, affordable and multimodal transportation options link people to cultural venues and events, while digital infrastructure expands opportunities for creative production, collaboration and participation.

5. Environmentally Sustainable SER goal: A sustainable, thriving and equitable community that benefits from and supports clean energy; preserves and responsibly uses the earth’s resources; and cares for ecosystems. Arts in service of Boulder’s broader goals: The arts advance Boulder’s sustainability goals by weaving ecological awareness into everyday civic life. Through creative expression, the arts invite residents to see the natural world with renewed curiosity, celebrate resourcefulness and co‑create solutions that protect the planet for future generations. Arts organizations are leaders in climate adaptation by modeling sustainable practices, integrating resilience planning into their operations and inspiring their communities to embrace environmentally responsible choices. Boulder’s goals in service of the arts: Creatives, artists and cultural organizations embrace environmentally responsible practices that model resilience and inspire collective action.

6. Responsibly Governed SER goal: A local government that provides an excellent customer experience, responsibly manages the city’s assets and makes data-driven decisions informed by community engagement inclusive of those who have been historically excluded from government programs and services. The city organization exemplifies an employer of choice with policies and programs to support employee inclusion and well-being. Arts in service of Boulder’s broader goals:The arts strengthen a responsibly governed city engaging residents in civic processes and embedding equity-centered creativity into policy design and service delivery. When municipal leaders integrate cultural assets into governance through public art commissions, creative economy programs, residencies and inclusive cultural planning, they generate richer data, deeper trust and more resilient cross-sector partnerships. Boulder’s goals in service of the arts: Fair and transparent cultural grantmaking, clear policies and accessible processes ensure that artists and organizations can participate in civic life.

7. Economically Vital SER goal: A healthy, accessible, resilient and sustainable economy based on innovation, diversity and collaboration that benefits all residents, businesses and visitors. Arts in service of Boulder’s broader goals:The arts power an economically vital Boulder by sparking innovation, anchoring small businesses and attracting visitors and talent while ensuring that creative opportunity and the benefits it generates are shared across communities. Culture and creativity are treated as core economic infrastructure. Boulder’s goals in service of the arts: Affordable workspaces, equitable funding and policies that support creative entrepreneurship allow artists, cultural organizations and creative businesses to thrive.

How to Use the Boulder Arts Blueprint The Boulder Arts Blueprint is a strategic guide for aligning vision, priorities and action across the City’s arts and culture ecosystem.

This document is: 1. A clear vision for the arts supported by actionable strategies, priorities and next steps. 2. A framework that balances bold ideas and long-term possibility with realistic implementation. 3. A roadmap for the City of Boulder, under the direction of the Office of Arts and Culture, for interpreting the vision, policy guidance and goals of the Boulder Valley Comprehensive Plan for cultural affairs and the arts. 4. Grounded in clear actions but adaptable and flexible to meet future needs.

This document is not: 1. An exhaustive list of every idea, desire, or request expressed through engagement. 2. A plan solely focused on or driven by any singular event. 3. A list of demands placed on other city departments, partners, funders, or advocates. In the pages that follow, the Arts Blueprint outlines a shared framework for decision-making and collaboration—one that can be used by City leadership, staff, partners and the community to steward Boulder’s arts and culture ecosystem in ways that are inclusive, sustainable and responsive over time.

Boulder Valley Comprehensive Plan Update

The Boulder Arts Blueprint is intentionally aligned with the Boulder Valley Comprehensive Plan (comprehensive plan). The Arts Blueprint serves as a complementary, implementation-oriented framework that advances the comprehensive plan’s long-term vision through the lens of arts, culture and creativity. Together, the plans reflect a common perspective that arts and culture are not standalone amenities, but essential civic infrastructure that strengthens equity, economic opportunity, community wellbeing and regional resilience. While the comprehensive plan establishes broad community goals related to livability, equity, sustainability, economic vitality and connected neighborhoods, the Arts Blueprint focuses on how arts and culture can operationalize those goals in tangible ways. This alignment is reinforced through overlapping engagement and shared expertise. The development of the Arts Blueprint coincided with the comprehensive plan update and arts and culture subject matter experts were embedded within the plan engagement, policy discussion and draft plan direction. This integrated engagement approach strengthened consistency across both plans and ensured that cultural considerations were incorporated early. The comprehensive plan includes policy direction that supports a robust creative and cultural economy with related policies: Visitor Economy, Night Economy, Experiential Economy, Social Infrastructure and 15-Minute Neighborhoods. One policy is dedicated specifically to this work, “Arts & Culture Investment”:1 “The city supports a diverse range of affordable and accessible arts and cultural experiences by supporting investment in art in public places, venues, facilities, special events and programs that reflect Boulder’s creative spirit and community diversity. Arts and Culture programs will reflect the cultural and linguistic diversity of Boulder’s community members.”

The specific language of this policy is subject to change until the adoption of the comprehensive plan in summer 2026.

The Arts Blueprint builds on this foundation, directly supporting and advancing the plan in these ways: ● Equity and inclusion, by prioritizing access to arts and cultural participation across all neighborhoods, income levels, abilities, ages and cultural backgrounds and by centering community voice, representation and belonging. ● Inclusive local economy, by supporting creative workers, cultural organizations and neighborhood-scale creative businesses as highly valuable contributors to economic vitality, workforce development, entrepreneurship and local identity. ● Public spaces and placemaking, by leveraging arts and culture to activate streets, plazas, civic spaces and underutilized sites in ways that foster interaction, safety and community pride. ● Great neighborhoods and connected communities, by advancing a 15-Minute Neighborhood approach that integrates cultural amenities into everyday places such as parks, libraries, schools, main streets and community centers. ● Sustainability and resilience, by strengthening and stabilizing cultural organizations, supporting cultural continuity and encouraging adaptive reuse, local participation and social cohesion as key components of long term resilience. In this way, the Boulder Arts Blueprint functions as a cultural implementation companion to the Boulder Valley Comprehensive Plan. It translates high-level planning goals into artsand culture-specific strategies. The next section presents a vision for the arts building on the community vision as articulated by the Comprehensive Plan. For more on the comprehensive plan, visit aboulderfuture.org Highlight: “Experiments in Public Art: Boulder Valley Comprehensive Plan Update Series” The Experiments in Public Art: Boulder Valley Comprehensive Plan Update Series is a set of artist-led public art projects designed to support the City of Boulder’s major update to the Comprehensive Plan, which launched in 2024. The series demonstrates how arts and culture can meaningfully support civic practice by translating complex planning topics into accessible, engaging and community centered experiences. Through a collaboration between the Planning and Development Services Department and the Office of Arts and Culture, artists were embedded in the planning process to help humanize policy conversations, visualize and interpret technical information, elevate diverse community voices and create opportunities for community members to reflect on Boulder’s identity today while imagining what the city could become over the next 20 years.

Vision for the Arts

Creative expression is at the core of Boulder.

“Creative expression” is the broadest, most visionary category “Core” evokes a sense of the deepest, non-negotiable values of the city

Creativity energizes and renews Boulder’s spirit. A self-renewing, regenerative power of creativity was emphasized by community members

It is central to the city’s sense of self, to its quality of life, to its global reputation. This sequence implies a set of distinct audiences: “Sense of self” references Boulder community members “Quality of life” references policymakers and civic and corporate leaders “Global reputation” references tourism, business investors and other national and international audiences

Here, the arts are supported and seen; here, culture threads the fabric of everyday life. “Supported and seen” asserts that public-sector and private support are vital “Fabric of everyday life” suggests that culture is encountered in every community and in every form The terms “arts” and “culture” are specifically integrated into the narrative

Here, talent is nourished, cultural heritage honored and risk-taking embraced. This sequence has an implied timeline: present, past and future “Talent” alludes to the current generation of contemporary individual artists, culture-bearers and creatives “Heritage” names the city’s past, from Indigenous practices to legacy institutions And “Risk-taking” foregrounds emerging, imaginative practices – and concludes the entire statement with a future-looking term

Big ideas Throughout the Arts Blueprint planning process, a wide range of ideas surfaced—spanning long-term aspirations and highly targeted, near-term interventions. These varying scales of opportunity and need are reflected throughout the recommendations that follow.

Across conversations, policies and proposed actions, three consistent themes emerged. These “big ideas” are embedded in the Arts Blueprint’s vision, reinforced through multiple policy strategies and woven throughout the recommendations:

Creativity is core to Boulder

Creative risk is renewal

Culture is a public utility

Boulder defines itself as a place that welcomes and encourages creativity. For Boulder to maintain this reputation, the Arts Blueprint strengthens the cultural function across municipal government and positions cultural expression as a policy and economic priority.

To stay relevant, Boulder’s culture must continuously renew itself. Creative risk-taking – incentivized by the public sector and prioritized by institutions – is at the forefront of policy and funding recommendations issued in the Arts Blueprint.

Boulderites participate in cultural experiences in their daily lives – not only on special occasions. The Arts Blueprint expands the definition of culture and provides tools for advocates and policymakers to integrate culture into the fabric of Boulder communities.

Arts Blueprint recommendations include: Elevate culture within the City’s organizational structure, through the newly-established Office of Cultural and Economic Development. Integrate culture into decisions around planning and development, housing, parks and open space, transportation and tourism. Build cultural capacity through municipal funding, partnerships with philanthropy and the private sector and citywide advocacy.

Arts Blueprint recommendations include: Prioritize support for emerging artists, small creative entrepreneurs and innovative organizations to experiment. Invest in cultural “scenes” where multidisciplinary talent is nourished and professional connections are made. Expand partnerships with workforce development and creative skill-training. Celebrate new, imaginative work through the city’s communications and in external media channels.

Arts Blueprint recommendations include: Invest in community-based cultural infrastructure and programming in parks, main streets and other public venues. Utilize available tools to preserve affordable creative space. Incentivize partners to develop accessible cultural programming. Support creative districts through resources and additional facilities.

Strengthen creative market economy to ensure opportunities for artists to present and market new work.

Benefits

The Arts Blueprint is not just a government-facing document – it has implications for practicing artists, the nonprofit cultural sector and Boulder communities. What does the Arts Blueprint mean for artists? ➔ ➔ ➔ ➔ ➔ ➔

More opportunities, funding, affordable spaces to create Easier to navigate city systems Stronger partnerships, networks, shared resources Opportunities for business support Part of a more sustainable creative ecosystem Your voice is part of Boulder’s identity

What does the Arts Blueprint mean for non-profits and partners? ➔ ➔ ➔ ➔ ➔

More stable resources Stronger partnerships with the city and other sectors Easier navigation of city processes Stronger, more sustainable cultural venues More visibility of your organization’s impact

What does the Arts Blueprint mean for businesses? ➔ ➔ ➔ ➔ ➔ ➔

Stronger creative economy that supports local jobs and entrepreneurship More partnerships between businesses, creatives and cultural organizations Increased foot traffic and vibrancy in commercial areas through arts activity Opportunities to activate vacant or underused spaces creatively Clearer pathways to work with the City on sponsorships, placemaking and events Arts and culture as a tool for talent attraction, retention and quality of life

What does the Arts Blueprint mean for community members? ➔ ➔ ➔ ➔ ➔ ➔

More arts, culture and creativity where you live and spend time Affordable activities Easier access to programs, events and information More welcoming, inclusive opportunities More youth and family-friendly activities A more creative, interesting city

Section II

Recommendations: Goals, outcomes and actions

Goals framework

Each goal in this section is presented as a comprehensive, implementation-ready framework for action. For every goal, the Arts Blueprint articulates the background context that informed its development, the equity considerations shaping its approach, the intended outcomes and a set of clearly defined actions designed to guide execution. Implementation considerations—including organizational leads, cross-departmental coordination and alignment with the city’s SER Framework and associated key performance indicators (KPIs)—are embedded throughout each goal to support accountability, transparency and follow-through. Collectively, the KPIs provide a shared framework for evaluating implementation progress, identifying areas for improvement and measuring the broader impact of arts and culture on Boulder communities over time. They are designed to support continuous learning as the City and its partners move from planning to action. While there are key distinctions between the seven goals, all are intentionally complementary and structured as a comprehensive program of work. Many actions advance multiple goals simultaneously, reinforcing the interconnected nature of Boulder's cultural ecosystem. The goals emphasize the vibrancy of the cultural sector and require coordination among multiple stakeholders—from artists and nonprofits to City departments, private partners and philanthropic organizations. Together the goals underscore what needs to be done while allowing flexibility in how actions are implemented. The Arts Blueprint provides clear direction and shared measures of success, while leaving room to adapt, iterate and respond to evolving community needs as Boulder’s cultural landscape continues to grow and change.

Big Win : Office of Arts and Culture Within the Office of Cultural and Economic Development In 2026, the Boulder City Manager’s Office structured a new division called the Office of Cultural and Economic Development. The new Office combines arts and culture, business support and economic development. The restructuring accomplishes two related outcomes: first, it elevates cultural function within the municipal hierarchy and, second, it ties culture to economic decisions and recognizes the important role our creative community plays in our local economy and vibrancy. As noted in the Discovery section of the Boulder Arts Blueprint, the Office of Arts and Culture will increase its efficacy and build stronger capacity when elevated in the municipal hierarchy. 1

City of Boulder. “City Revamps Organizational Structure To Bolster Cultural and Economic Development.” October 6, 2025.

Big Idea: Arts and Culture Infrastructure Several goals call for supporting the maintenance and development of cultural infrastructure to address affordability, strengthen the sustainability of cultural nonprofits, provide places to create work and support creative scenes as they grow and thrive. Taken together, the Phase 1 findings of the Boulder Arts Blueprint, the 2025 Venues Study and the Cultural Asset Map consistently point to significant facilities and space needs across Boulder’s creative ecosystem. The Venues Study identifies critical gaps in affordable, well-equipped spaces for performance, rehearsal, art making, exhibitions and all-ages programming. The Cultural Asset Map shows that creative places and resources exist throughout the city but are often informal, unstable and vulnerable to rising costs and redevelopment, highlighting the need for intentional preservation and support. Phase 1 engagement for the Boulder Arts Blueprint reinforces these findings with local data showing strong community demand to address space and affordability gaps, invest in studios, rehearsal spaces and venues at a range of price points, sustain existing cultural infrastructure through maintenance and capital investment, activate underused properties for creative use, support affordable live and work opportunities for artists and better integrate arts and culture into broader planning and policy decisions. Together, these studies make clear that targeted, sustained investment in cultural infrastructure, including physical spaces, funding systems and policy frameworks, is essential for the long-term health of Boulder’s arts community. To address these systemic space and affordability gaps, the city will proactively leverage major redevelopment opportunities, public-private partnerships and other economic development tools. This includes utilizing the full range of municipal financing tools such as general and business improvement districts, tax increment financing (TIF) and the strategic sale or lease of city-owned assets to attract and sustain the integration of cultural infrastructure into the built environment. By aligning arts and culture with broader economic development strategies and civic site transformations, the city ensures that the creative sector is a central to long-term urban resilience and economic vibrancy.

Goal 1 Accessibility and inclusion

Background Across various forms of engagement – from focus groups, interviews, pop-up engagement and the community questionnaire – accessibility consistently surfaced as a paramount theme. For Boulderites, access held multiple, interconnected meanings. For many the team spoke with “access” ranging from physical accessibility of venues and events, to language access, affordability, geographic distribution and the visibility of cultural opportunities across the city. Access to the arts and distribution of cultural amenities throughout the city was ranked near the top of community desires. It is clear that Boulderites participate in cultural experiences not only in signature venues or downtown facilities – but throughout their daily lives. The 2025 City of Boulder Venues Study reinforces this understanding of access. Nearly 70% of responding artists and arts organizations reported that space challenges in Boulder prevented them from making, teaching, or presenting work in recent years. Affordability, scheduling limitations and restrictive policies emerged as primary barriers—demonstrating that access to culture is shaped not only by geography, but by cost, flexibility and ease of use. This goal reflects the understanding that arts and culture are already woven into the fabric of Boulder communities. Cultural expression takes place at block parties, craft markets, storefronts, places of worship, community murals, maker spaces and other neighborhood settings. Participation in arts and culture should therefore be a mix of approachable and welcoming, proximate and purposeful, spontaneous and structured. It is the responsibility of those who steward the arts to ensure they should not be limited by income, language, age, background, or physical ability.

The Office of Arts and Culture has already taken meaningful steps toward this vision. Programs such as Creative Neighborhoods and Experiments in Public Art have expanded cultural production and participation across Boulder by supporting artists, culture-bearers and neighborhood organizations through funding and technical assistance. This goal builds on that foundation by affirming arts and culture as a public amenity that serves all community members. It commits the Office of Arts and Culture to supporting cultural life across Boulder’s neighborhoods and outlines actions to integrate cultural experiences into main streets, storefronts, parks, schools and other everyday community spaces.

Equity Considerations Implementation of this goal should acknowledge historic barriers to access in Boulder and focus on addressing the root causes that have limited participation for some communities. Efforts should intentionally include and support diverse leadership. Progress should be measured in ways that reflect the experiences of different audiences and communities, with clear attention to who is being reached, who is getting access, who benefits and where gaps remain.

Outcomes ➔ Every Boulder community member, regardless of age, ability, income, or background will have access to creative experiences where they live ➔ Arts and cultural programming is embedded in neighborhoods and everyday gathering places, not limited to downtown or major institutions ➔ District-scale models—such as Cultural Districts, Improvement Districts and creative corridors—support vibrant, neighborhood-based cultural activity citywide. ➔ Barriers to participation, including cost, transportation and language, are reduced, making cultural engagement welcoming and intuitive ➔ Community members actively shape and participate in local cultural life, strengthening neighborhood identity, connection and belonging

Potential Partners Boulder County Arts Alliance Boulder Chamber Boulder Public Library

Boulder Valley School District City Departments like: Climate Initiatives, Communication & Engagement, Facilities & Fleet, Office of Cultural and Economic Development, Parks & Recreation, Planning & Development Services, Transportation & Mobility

Commercial Brokers of Boulder Community Arts Stabilization Trust (CAST) Create Boulder

Local nonprofits, independent venues and private businesses NoBo Art District PLAY Boulder Foundation

Downtown Boulder Partnership Growing Up Boulder

Private developers and commercial landlords

Higher Education Institutions

Social Venture Partners Boulder County

Impact on Education

The Hill Boulder

Latino Chamber of Commerce Boulder

Youth Opportunities Advisory Board

Actions Type

Actions

SER framework alignment

Notes

KPI

Track

IN PROGRESS Since the initial Community Cultural Plan in 2015, the Office of Arts and Culture has taken steps to increase accessibility and inclusion across its programs. The following actions are currently in progress to support this goal:

Permitting, policy & process reform

Supported the North Boulder Arts District (NoBo) Cultural District designation

Economically Vital; Livable; Accessible & Connected

Formalized NoBo’s role as a creative hub, strengthening eligibility for funding, coordinated marketing and long-term cultural infrastructure investment

Designation secured Amount of funding and investment leveraged through designation

State designation documentation and renewal status Annual inventory of district-based programs and events

Permitting, policy & process reform

Revise the City’s arts grant programs to improve accessibility, increase award amounts, streamline application and review processes and provide clear guidance on expectations and outcomes

Accessible & Connected; Responsibly Governed; Economically Vital

Open applications for “first come, first serve” grant programs one week early for first time applicants

Accessible & Connected; Responsibly Governed; Healthy & Socially Thriving

Continue ongoing, citywide community research on arts and cultural access—building on models such as the Experiments in Public Art: the Comprehensive Plan series—to inform program design, funding priorities and policy decisions

Accessible & Connected; Healthy & Socially Thriving; Responsibly Governed

Updates to grant structures will reduce barriers, expand equitable access, clarify expectations and better support innovation and community priorities

Average award size across grant categories

Reduces access barriers for new and historically underrepresented applicants by creating a more equitable entry point into City funding processes

Percentage of first-time applicants in first-come, first serve grant programs

Grounds arts and culture investments in lived community experience while expanding participation and building trust through transparent, inclusive engagement

Number of community engagement activities focused on arts and cultural access conducted annually

Number of eligible applicants applying and receiving funding

Number of first time applicants funded annually

Number of community members engaged across neighborhoods, demographics and languages

Award amounts and applicant data by category and demographic Applicant feedback

Grant application records identifying first-time applicants Annual comparison of applicant and awardee data

Annual engagement calendar and participation records Demographic and geographic participation summaries Documentation of program or policy changes linked to engagement findings

Permitting, policy & process reform

Translate the Grant Program into Spanish and offer Spanish level assistance

Accessible & Connected; Healthy & Socially Thriving; Responsibly Governed

Reduces language barriers and expands equitable access to City arts funding

Grant materials fully translated into Spanish Number of Spanish-language technical assistance sessions provided annually

Annual review of translated materials and updates Year-over-year change in applications from Spanish speaking applicants

Increase in Spanish-language applications submitted

Governance, leadership & coordination

Sponsorships dedicated to supporting programs which are best executed in partnership with private organizations and / or other city departments

Healthy & Socially Thriving; Responsibly Governed

Ease permitting for festivals, events and community interventions

Expand the list of fee-waived or low-cost venues available for community cultural events

Expands access to cultural programming by leveraging cross-sector partnerships and shared investment

Number of sponsorship agreements supporting cultural programs annually

Safe; Responsibly governed; Accessible & connected

Reduces administrative barriers for neighborhood-led and grassroots cultural activity

Number of neighborhood-led events permitted annually.

Annual qualifying permits issued

Healthy & socially thriving; Accessible & connected

Lowers financial barriers for nonprofits, artists and neighborhood groups

Number of fee-waived or low-cost venues available

Venues listed on an official City maintained venue inventory

Total dollar value of sponsorship funding leveraged

Annual sponsorship inventory and funding totals Documentation of participating departments and private partners

RECOMMENDED

Permitting, policy & process reform

Year-over-year

Permitting, policy & process reform

Space activation, facilities & temporary use

Relax zoning to allow home-based studios and creative workspaces

Support building and business façade makeovers through artist–community co-creation

Livable; Economically vital

Livable; economically vital; Safe

Encourage underused cultural facilities (e.g., VFW halls, community centers, non-religious shared spaces) for broader cultural use

Livable; Healthy & socially thriving; Responsibly governed

Consider cultural uses when exploring partnerships, sale and other transactions in alignment with the Facilities Master Plan

Livable; Responsibly Governed

Supports affordability and access for artists working where they live

Number of approved home-based creative workspace Percentage increase in permitted home-based studios citywide

Zoning approvals or registrations for home-based creative uses

Improves neighborhood identity while fostering community ownership and pride.

Number of façade or exterior activation projects completed annually

Grants, contracts, or permits

Expand access to affordable, distributed cultural venues across the city

Number of neighborhoods receiving façade improvements

Number of underused facilities activated for cultural programming Number of cultural events hosted annually in enhanced facilities

Identifies maintainable, accessible space opportunities for future cultural use

Number of city-owned properties evaluated for cultural use

Year-over-year

Geographic mapping of projects by neighborhood Year-over-year

Event reporting from facility managers or partners Year-over year

Annual summary of properties reviewed and suitability determinations

Number of properties identified as suitable for arts and cultural activation

Space activation, facilities & temporary use

Create mobility-integrated cultural programming such as art walks tied to transit routes and public events

Accessible & connected; Healthy & socially thriving

Connects cultural participation with safe, accessible transportation options

Number of mobility-linked cultural programs produced annually

Programs explicitly tied to transit routes or mobility corridors

Attendance at mobility-integrated cultural events

Attendance estimates from event organizers Year-over-year

Space activation, facilities & temporary use

Activate vacant storefronts—especia lly along Pearl Street—through temporary “meanwhile use” programs

Livable; Economically vital

Encourages creative use of empty spaces while testing longer-term solutions

Number of vacant storefront activated annually

Annual inventory of participating storefronts

Average duration of temporary activations

Lease or activation agreement records Average activation length Year-over-year

Space activation, facilities & temporary use

Support a year-round cultural trolley connecting neighborhoods to creative destinations

Accessible & Connected; Environmentally sustainable

Reduces transportation barriers and expands access beyond the downtown core

Number of riders using the cultural trolley annually Number of cultural destinations served

Ridership counts Route maps documenting cultural stops Year-over-year

Neighborhoods, scenes & community led culture

Offer small, flexible intervention grants for neighborhood-base d creative activities

Healthy & socially thriving; Livable

Supports low-cost, high-impact activities that meet communities where they already gather

Number of neighborhood-based grants awarded annually Geographic distribution of funded activities

Neighborhoods, scenes & community-led culture

Launch a “Community Pass” program to encourage access to cultural institutions and events, piloted through schools

Healthy & socially thriving; Economically vital

Introduces young people and families to cultural experiences regardless of income

Number of Community Passes distributed annually Number of cultural institutions participating

Annual grant award records Mapping of funded activities by neighborhood Percentage of neighborhoods receiving support

Annual distribution counts Participating institution agreements Year-over-year

Neighborhood, scenes & community-led culture

Creative workforce, enterprise & fair pay

Launch a Neighborhood Arts Ambassador program to coordinate hyper-local arts activities. Block-level events. and distribute micro grants

Healthy & socially thriving; Safe

Develop a Creative Corridor Pilot to activate underperforming blocks

Economically vital; Livable

Work to support arts programming in schools by expanding Arts Education Project Grants and Culture Field Trip Funds

Healthy & socially thriving; Livable

Builds local leadership and ensures programming reflects neighborhood needs and cultures

Number of active Arts Ambassadors

Annual roster of trained ambassadors

Number of hyper-local events coordinated annually

Event reporting submitted by ambassadors

Uses arts-based programming to increase foot traffic and neighborhood vibrancy

Number of creative corridor activations annually

Annual inventory of corridor events and installations

Change in foot traffic during activations

Pedestrian counts or proxy data

Creates access to arts education across schools, neighborhoods and to Title 1 schools

Number of students served annually

Grant reporting on arts program delivery Student participation counts Year-over-year

Storytelling, identity & visibility

Co-develop a Multilingual Cultural Communications Toolkit with neighborhood groups

Accessible & connected; Responsibly governed

Ensures cultural information reaches community members across languages and communities

Number of languages supported in City cultural communications

Annual inventory of translated materials Toolkit download or distribution records

Number of organizations using the toolkit

Governance, leadership & coordination

Reinstate the Boulder Arts Foundation (BAF) as a philanthropic arm supporting the Office of Arts & Culture

Healthy & Socially Thriving; Economically Vital; Responsibly Governed

Expands flexible funding capacity to increase access to cultural programming and reduce financial barriers for underserved communities

BAF reinstated and operational Total philanthropic dollars raised to support programs Number of programs or communities supported through BAF funding

Documentation of funded programs and demographic reach Annual totals and donor participation metrics

Big Idea : Arts and Culture as Essential Components to the “15-minute Neighborhood” The “15-minute neighborhood” is an urban planning concept for developing communities centered around “walkability.” In such a community, community members can access the majority of their daily needs – groceries, childcare, parks, schools, employment -- within a 15- minute walk from where they live. While often framed around essential services and mobility, the Boulder Valley Comprehensive Plan Community Assembly emphasized that truly successful 15-minute neighborhoods are diverse, inclusive and connected communities that foster belonging and everyday interaction, not just proximity.2 What this model frequently omits is the essential role of artistic and cultural amenities in a complete neighborhood. The Boulder Arts Blueprint encourages rethinking arts and culture as essential services included in a “15 minute Neighborhood”, where art and cultural amenities are placed within and integral to local neighborhoods; be they embedded in parks, schools, senior centers, main streets, or as standalone assets. Embedding arts and culture into neighborhood-scale commercial and civic spaces also supports an inclusive local economy by activating underutilized spaces, enabling creative micro-enterprises and encouraging neighborhood events and festivals that strengthen local businesses and social ties. The neighborhood - centric strategy reinforces the Boulder Valley Comprehensive Plan’s emphasis on connected communities, inclusive local economies and accessible gathering spaces, positioning arts and culture as core infrastructure that supports equitable, livable and resilient neighborhoods.

Meeting packet, Special Joint Meeting with Planning Board, Dec 11, 2025

Highlight: Cultural district designation by the State of Colorado The Colorado Creative Districts program recognizes neighborhoods or commercial corridors that already show a strong concentration of arts, culture and creative businesses — certifying them as official “creative districts.” Being designated brings clear benefits: eligible districts receive a one-time cash award (up to $10,000), access to technical assistance and statewide marketing support, specialized data tools, highway signage and help in attracting tourism and investment. The North Boulder (NoBo) Arts District received this designation in October 2025, unlocking a powerful lever to grow the district. As one of Boulder’s most vibrant neighborhood-based cultural ecosystems— the district is an intimate, small-scale gathering place where artists, creative entrepreneurs and community members connect in a uniquely local way. Anchored by studios, maker spaces and community-focused events, NoBo demonstrates how neighborhood-scale creativity can fuel economic vitality, providing a model for what Boulder aims to achieve across its main streets and commercial corridors. It is a place where emerging artists launch their careers, small creative businesses thrive and the community experiences art as part of daily life—amplifying the city’s broader goals for walkable, people-centered cultural districts. State-backed recognition as a Creative District allows NoBo to unlock new funding, grow support channels and amplify the visibility of local artists, nonprofits and creative businesses. The Arts Blueprint supports establishing additional Creative Districts, reinforcing the city’s plan to build walkable, vibrant main streets and neighborhood corridors — helping transform cultural ambition into economic and civic reality.

Case studies: Vacant storefront activation Commercial leasing is a delicate balance of finding tenants which are both financially reliable but offer something unique. For early entrepreneurs, signing long term leases can be prohibitive and landlords may see their enterprise as too risky. For property owners, it can take patience to investigate, recruit and secure "the right” tenant. While vacancies are realistic, prolonged empty spaces can instill a sense of neglect and frustration from locals. Temporary creative uses of vacant storefronts has become a popular way to intervene at this tension point. Yet in many places, local legislation and bureaucracy has yet to catch up – making these partnerships difficult and possibly even “illegal.” There are also limited mechanisms for municipalities to intervene in areas of private property. However, some examples of municipal actions to curb vacancies include: ➔ Rewriting zoning, permitting and licensing to make temporary / meanwhile uses easier to execute. ➔ Expanding rental assistance programs to include short term commercial rents and commercial rent defaults. ➔ Encourage and educate property owners about alternative lease structures, such as offering low to no cost space or providing the temporary tenant with the “first right” to eventually rent the space long term. Lakewood, Colorado. In Lakewood, Colorado property owners are charged fees when non-residential buildings are vacant for more than 30 days. After this period, property owners are required to “re-register” their buildings as vacant every 6 months and pay $700 each time.3 Meantime, Philadelphia. Meantime is a 501c3 nonprofit born from ISA, an architecture and design firm. Meantime matchmakes creatives, artists and entrepreneurs with building owners. The organization serves as the go-between, navigating project management and event execution. Property owners can be actively involved in the temporary activation or simply hand over the keys. Meantime can execute small scale renovations a building might require. The organization has practical know-how in zoning, licensing, permitting, advocacy, events and momentum building. Meantime compensates for utilities and adds the property owner under the organization’s insurance policy. While they do not offer rent subsidies, activations show potential tenants what is possible while bringing vivacity to their block. As of 2025, Meantime has executed six activations across Philadelphia, drawing in more than 5,000 visitors. An estimated 300 vendors have participated, cumulatively making $20,000 in sales across all events to date.

Karen Morfitt, Vacant property owners in Lakewood set to pay new fees amid concerns about impact to community. CBS News. January, 2024.

Goal 2 Entrepreneurship and workforce

Provide resources, programs and training to build pathways for creative enterprises and entrepreneurship Solidify the creative economy as a viable career path that pays a living wage. Help creatives build business skills, connect to local and regional markets and fiscally sound enterprises.

Background A sustainable creative livelihood requires a balance of inspiration, discipline and time to work in a creative “flow.” That balance becomes difficult to maintain when basic economic pressures—rent, healthcare, transportation and debt—dominate daily life. Despite the persistent mythology, being a “starving artist” is neither romantic nor productive. Artists and creatives possess highly marketable skills comparable to other service-based professions, yet the business of creativity is uniquely complex. Managing contracts, pricing, taxes, marketing and project-based income often competes directly with the time and flexibility required to create. Throughout the Boulder Arts Blueprint process, artists consistently emphasized that sustaining a creative career in Boulder is a collective effort. Creatives are often solo practitioners who rely on external support—financial, technical, entrepreneurial and educational—to remain viable. A healthy creative ecosystem depends on equipping artists with the tools and knowledge needed to operate financially sustainable enterprises. The Office of Arts and Culture plays a critical role in demystifying business processes, supporting fair compensation and connecting creatives to training, partners and funding opportunities. Beyond easing immediate burdens, the Arts Blueprint takes a systems-level approach, recognizing that cultural vitality requires economic success across multiple scales—from individual artists to organizations, venues and creative enterprises. In addition to supporting individual practitioners, the City has a broader opportunity to strengthen and stabilize Boulder’s regional arts market. Engagement revealed a strong public desire for Boulder to serve as a leading arts and culture hub in the Rocky Mountain region. The city is

already a strong nucleus of such activity. The Boulder Creative Industries Report found that the concentration of creative employment in Boulder is three times the national average.4 Other studies revealed that in 2023, cultural nonprofits generated over $62 million in related spending at local restaurants, retailers and hotels5. These figures demonstrate that whether serving as employment or enjoyment, arts and culture are not peripheral amenities. Instead they are proven economic drivers that contribute directly to the city’s fiscal health. Unlike many seasonal industries, arts and cultural activity supports year-round economic stability. While outdoor recreation remains an important regional asset, it is increasingly vulnerable to climate variability and seasonal constraints. A strong cultural ecosystem, by contrast, is not weather-dependent and contributes to social cohesion, workforce retention and long-term resilience. Despite Boulder’s cultural strengths, the Arts Blueprint process surfaced concern that the city may be losing regional artistic ground, as rising costs push creatives to relocate elsewhere. If Boulder intends to retain and grow its creative economy, it must invest with the same intentionality applied to sectors like biotechnology or aerospace—through coordinated advocacy, policy alignment and regional planning.

Equity Considerations Implementation of this goal should recognize that not all creatives have equal access to time, capital, or large professional networks. Efforts should prioritize those who have had limited previous access to resources, including individuals with little or no start-up capital. Programs and supports should be culturally relevant and appropriate, flexible in structure and timing and accessible across languages. This includes valuing the many ways creatives earn a living, such as nonprofit work, gig and contract work, teaching and hybrid career paths, while recognizing creative training, lived experience and talent as valuable and legitimate forms of expertise.

Outcomes ➔ Higher education institutions grow reach further beyond the student body ➔ Barriers to starting and sustaining creative enterprises and small-scale manufacturing are reduced ➔ Creative entrepreneurs have clearer, more accessible pathways to business development, production 4

City of Boulder. Boulder Creative Industries Report.

Office of Arts and Culture. Arts and Economic Prosperity 6 (AEP 6). The most recent AEP 6 study is from 2022 and is conducted by Americans for the Arts. The entire AEP 6 report can be found at https://aep6.americansforthearts.org/.

➔ Artists and makers earn more consistent, living-wage income ➔ Boulder’s creative economy becomes more integrated into broader economic development efforts

Potential Partners Boulder Convention and Visitors Bureau / Visit Boulder Boulder Public Library

Downtown Boulder Partnership Higher Education Institutions State of Colorado Office of Economic Development and International Trade

Boulder Valley School District Colorado Business Committee for the Arts Colorado Small Business Development Center

Actions Type

Action

SER Framework alignment

Notes

KPI

Track

Creative workforce, enterprise & fair pay

Continue programs that support and develop local artists, like the Professional Development and Artist Hiring grants

Economically Vital; Healthy & Socially Thriving; Responsibly Governed

Sustains direct investment in local artists while strengthening skills development, employment opportunities and pathways to paid creative work

Number of artists supported annually through Professional Development and Artist Hiring grants

Annual grant program records and award totals Post-award artist surveys and reporting

Total funding distributed to individual artists and artist-led teams

Creative workforce, enterprise & fair pay

Conduct research on the hyper-local scale to understand the needs and experiences of Boulder artists (Artist Census, Boulder Creative Industries Report)

Economically Vital; Responsibly Governed; Healthy & Socially Thriving

Builds an evidence base to inform workforce policy, grantmaking, business support and fair-pay standards tailored to Boulder’s creative economy

Completion of a citywide Artist Census or Creative Industries Report

Published reports and datasets

Percentage of Boulder artists and creative workers represented in the dataset Number of policy, program, or funding decisions informed by research findings

RECOMMENDED

Permitting. Policy & process reform

Governance, leadership & coordination

Streamline permitting process and associated costs to better support small businesses, including artists and creative enterprises

Improve city navigation, coordination and technical assistance for artists and creative enterprises

Economically Vital, Responsibly Governed; Accessible & Connected

Responsibility Governed; Accessible & Connected; Economically Vital

Reduces administration burden and cost barriers that limit the ability of creative enterprises and small businesses to start, operate and grow

Help artists and creative entrepreneurs navigate City systems and reduce friction across departments

Reduction in average permitting time for creative and small business applications Reduction in average permitting and fee costs for qualifying creative entrepreneurs

Number of artists and creative businesses assisted annually User satisfaction with navigation and support services

Year-over-year comparison of permitting timelines and fee schedule Annual review of permit types and costs affecting creative enterprises Applicant satisfaction and process-clarity surveys

Application approval rates Feedback surveys from participating artists and businesses

Creative workforce, enterprise & fair pay

Establish and promote standard working rates for artists

Economically Vital; Responsibly Governed; Healthy & Socially Thriving

Promotes fair compensation and transparency

Standard working rate guidelines adopted and published

Public reporting on adoption and usage rate guidelines Year-over-year comparison of average artists compensation in funded projects

Space activation, facilities & temporary use

Incentivize co-location of artists, makers and creative businesses within commercial corridors and innovation hubs

Economically Vital; Livable; Responsibly Governed

Encourages creative density, cross-sector collaboration and more affordable workspace models

Number of co-located creative workspaces established Square footage of shared creative workspace added annually

Annual inventory of co-located creative spaces supported through zoning incentives, grants or development agreements Square footage tracked through permits, leases, or incentive agreements Year-over-year

Space activation, facilities & temporary use

Expand access to fabrication, prototyping and production facilities through shared-use agreements and subsidized access

Economically Vital; Livable

Lowers capital barriers for product development, testing and scaling

Number of creatives using shared fabrication facilities annually

Annual user counts from memberships, access passes, or program enrollment

Utilization rate of shared facilities

Facility usage logs (hours booked vs. hours available) Year-over-year

Creative workforce, enterprise & fair pay

Establish and promote standard working rates for artists

Economically Vital; Responsibly Governed; Healthy & Socially Thriving

Promotes fair compensation and transparency

Standard working rate guidelines adopted and published

Public reporting on adoption and usage rate guidelines Year-over-year comparison of average artists compensation in funded projects

Creative workforce, enterprise & fair pay

Provide creative upskilling and business training programs focused on finance, marketing, digital tools and entrepreneurship

Economically Vital; Responsibly Governed

Develop paid apprenticeships and residencies connecting creatives with fabrication labs, studios and industry partners, prioritizing intergenerational skill transfer

Economically Vital; Healthy & Socially Thriving

Create more ways for artists and creative businesses to sell their work through pop-ups, fairs, mobile markets and business partnerships

Economically Vital; Healthy & Socially Thriving

Expand financial tools such as micro-grants, loans and investment incentives to help creatives launch and scale sustainable enterprises

Economically Vital; Responsibly Governed

Improves long-term business sustainability and financial literacy for creatives

Number of creatives completing training programs

Preserves specialized craft knowledge while creating paid, real-world learning pathways

Number of paid apprenticeships/res idencies created

Annual program inventory and contacts

Total stipends or wages paid

Stipend and payroll totals reported annually

Diversifies revenue opportunities beyond traditional retail or gallery models

Number of sale opportunities created annually

Annual count of pop-ups, markets and partnerships supported

Addresses early-stage funding gaps and supports business growth

Percentage reporting improved business skills

Number of participating creatives

Number of creative receiving financial support Total dollar distributed

Annual enrollment and completion data Post-program surveys collected annually

Participation rosters collected yearly

Annual grant/loan disbursement records Recipient tracking by program type Year-over-year

Storytelling, identity & visibility

Develop a unified “Only in Boulder / Made in Boulder” creative enterprise campaign that elevates local artists, makers, cultural organizations and creative businesses through coordinated branding, promotion and citywide visibility

Economically Vital; Healthy & Socially Thriving; Livable

Promote creative livelihoods as viable, living-wage careers through research, storytelling and policy advocacy

Economically Vital; Responsibly Governed

Strengthens Boulder’s creative brand while increasing market visibility and consumer demand for locally produced cultural goods and experiences

Number of local artists, organizations and creative businesses featured annually

Annual inventory of participating creatives and businesses

Campaign reach (impressions, placements, views, media coverage)

Year-over-year in participation and reach

Shifts perception of creative work from supplemental income to legitimate career pathways

Number of profiles, reports, or campaigns produced

Annual content inventory

Public awareness levels

Marketing analytics

Periodic resident or sector surveys

Case Study: Canadian Artists’ Representation (CARFAC) For over 50 years, Canada has had a legally binding minimum rate for artists. Public institutions are required to pay said rates when exhibiting or commissioning work. They are enforceable standards under Canadian copyright law. Rates are adjusted annually to reflect cost of living increases. Fees are also differentiated based on the type of activity (exhibition, commission, lecture, etc.), the length of project, the reach of the audience and the size of the client (an institution vs. a local center). The rate also includes compensation for unseen creative labor (research, installation, consultation), intellectual property rights and the professional expertise and reputation. Working artists, national museums and funders are consulted during the crafting of rates. The program sets clear minimum wage standards for both the client and artist. It signals Canada is a country that invests in artists seriously. It also compensates artists for not just their direct labor hours, but the cultural capital their work creates. Adopting a standard working rate—especially for city-funded projects—would strengthen Boulder’s creative economy and reinforce trust between the public and private sectors. For the OAC, this policy becomes a diplomatic tool: signaling Boulder’s values to artists, partners and international collaborators while ensuring ethical participation in cultural exchange.

Highlight: Are creatives priced out of Boulder? There is a persistent sentiment that artists are being priced out of Boulder due mainly to increasing cost of housing and studio space. The data supports some of these sentiments, but tells a more nuanced and holistic story. Boulder’s Artist Census (conducted in both 2019 and 2025) found that the number of artists residing within city limits has decreased only 1.5%.6 Thus, the number of artists living within the city limits has remained relatively stable over the last 6 years (70.2% -68.7%).7 Those that live in Boulder are invested in the community. About half of them have lived in the city for more than 15 years. However, this data does not capture artists who may have moved out of the city nor is able to ask why they may have done so. The data points to signs that it is growing harder to be a working artist in the city. Boulder’s Creative Industries Report finds there has been a 7% drop in creative jobs between 2022 and 2024.8 Financial strain is real. The median household income for artists is about $62,500, which is approximately $24,000 less than Boulder’s median income ($87,000)9. In Boulder, artists note that their average income from artistic pursuits is under $19,00010. This is under the national average for art and design occupations. This means that of an artist’s total income, only about ⅓ is from artistic pursuits. 80% of artists who responded to the survey note needing to find additional income streams to support. This data verifies heard sentiments. Artists find it harder to make a living doing their art. While creative employment is still high in Boulder, (in fact, three times the national average per capita) jobs within the arts are decreasing and offering lower wages. Artists are invested in staying in the city, but cost is a large burden. It is difficult, especially for younger artists to set roots, creating a missing “next generation” that is necessary for a generative ecosystem.

Office of Arts and Culture. 2025 Boulder Artist Census. 2025, pg. 21 Ibid. 8 City of Boulder. Boulder Creative Industries Report. 9 Ibid. pg. 8 10 Ibid. 7

Case study: Wyoming Innovation Partnership The Wyoming Innovation Partnership (WIP) is a statewide initiative that aligns higher education, industry and government to strengthen workforce development, entrepreneurship and innovation. Its programs support advanced manufacturing, makerspaces, digital skills training, startup incubation and business formation, creating a coordinated system that helps entrepreneurs launch and scale enterprises while meeting regional workforce needs. For Boulder, WIP offers a compelling model for how a community can integrate training, fabrication resources and industry partnerships into a unified creative-economy pipeline. Adapting elements of this approach would help Boulder build clear career pathways, expand support for creative entrepreneurs and connect artists, makers and creative businesses to the broader innovation ecosystem.

Case study: North Bennet Street School (NBSS) The North Bennet Street School (NBSS), in Boston is one of the nation’s premier craft and trade schools, offering rigorous, hands-on programs in instrument making, repair and preservation. In addition to its renowned Piano Technology program, which trains students in tuning, maintenance and full restoration, NBSS is also home to one of the few Violin Making and Repair programs in the county. Here, students learn precision woodworking, acoustics, historic preservation and fine craftsmanship. NBSS offers a strong model: it shows how specialized, craft-based training can lead to living-wage creative careers and viable small businesses. By supporting similar skill-building pathways-especially those tied to fabrication, repair and technical arts-Boulder can help creatives develop marketable expertise and entrepreneurial opportunities.

Goal 3 Reputation and identity

Celebrate arts, culture and creativity as central to Boulder’s identity, reputation and attractiveness Boulder is renowned for its creative spirit — a place that attracts generations of makers, writers and dreamers drawn to its signature “eclectic” vibe. This identity must be continually honored, renewed and celebrated.

Background Boulder prides itself on being uniquely and unapologetically itself. It is a community proud of its gorgeous natural environment, curious and quirky spirit and deep commitment to creative expression. Through months of engagement, respondents noted the intertwining of art and nature as core to what makes Boulder, Boulder. Community members support this sentiment with their spending. In Boulder, spending on art and cultural events is over double that of other cities of a similar size.11 Additionally, there is a particular delight for Boulder-grown, community-generated work. Specifically work with a risky edge or pieces that integrate art into everyday experiences. Goal 3 works in lock-step with Goal 2. As Boulder strives to solidify its place as a regional beacon of the arts, it will simultaneously underscore the city’s reputation and identity as a place where art happens. This goal, however, points at actions that amplify, highlight and promote the city as such a place. It looks outwards, providing communication and marketing strategies to attract tourists and investors both nationally and internationally. It also looks inwards, offering ideas for documenting Boulder-specific histories and increasing communication within the homegrown arts and culture community.

Equity Considerations Visibility and storytelling are forms of power. Implementation of this goal should ask who defines Boulder’s creative identity and whose stories are amplified. Efforts should recognize and

Office of Arts and Culture. Americans for the Arts: Art & Economic Prosperity 6.

honor histories that have been overlooked or excluded while intentionally weaving them into the city’s present and future cultural narrative. This includes identifying voices that have been missing but are essential to Boulder’s identity and partnering with communities in ways that are authentic, respectful and led by those communities themselves.

Outcomes ➔ Boulder’s arts and culture identity is clearly articulated, widely recognized and consistently communicated at local, regional and national levels ➔ Local artists, writers and designers will be paid to collaborate on storytelling efforts, reinforcing local support and elevating authentic voices ➔ The Sundance Film Festival catalyzes increased year-round artistic and cultural programming and visibility across the city ➔ Arts and culture are understood as essential contributors to Boulder’s quality of life, economic vitality and civic identity ➔ Local artists, cultural organizations and creative entrepreneurs gain greater visibility and recognition as ambassadors of Boulder’s creative spirit ➔ Boulder strengthens its reputation as a welcoming, distinctive and creatively driven city that attracts visitors, community members and investment

Potential Partners Boulder Chamber

Cultural organizations/venues

Boulder County Arts Alliance

Downtown Boulder

Boulder County Film Commission

Educational institutions

Boulder Economic Council

Hospitality and major employers

Boulder Public Library

Office of Economic Development and International Trade

Colorado Business Committee for the Arts Colorado Creative Industries Communications Department Create Boulder

Press outlets Regional and local festivals Visit Boul

Actions Type

Action

SER Framework Alignment

Notes

KPIs

Track

IN PROGRESS

Since the initial Community Cultural Plan in 2015, the Office of Arts and Culture has taken steps to increase reputation and identity across its programs. The following actions are currently in progress to support this goal:

Storytelling, identity & visibility

Strengthen and expand Office of Arts & Culture communications—in cluding Instagram, digital platforms and newsletters

Accessible & Connected; Economically Vital; Healthy & Socially Thriving

Continue expanding Boulder Arts Week (BAW) as a year-round promotional platform that elevates artists, nonprofits and creative enterprises

Economically Vital; Healthy & Socially Thriving; Accessible & Connected

Collaborate with local and regional partners to promote Boulder nationally as a leading arts and culture destination

Economically Vital; Accessible & Connected

Increases visibility of Boulder’s creative sector through consistent, City-led storytelling and promotion

Builds on existing Boulder Arts Week infrastructure to strengthen sustained visibility and promotion of the creative sector

Growth in followers and subscribers across platforms Engagement rate (likes, shares, comments, click-throughs)

Number of participating organizations and artists annually Attendance and participation during Boulder Arts Week

Quarterly analytics reports (social media and newsletter performance) Annual inventory of featured artists and organizations

Annual BAW participation inventory Event attendance and reporting data Year-over-year growth

RECOMMENDED

Storytelling, identity & visibility

Expands Boulder’s cultural visibility beyond the region and strengthens cultural tourism

Number of national placements or campaigns

Annual media placement tracking

Arts-related tourism mentions

Storytelling, identity & visibility

Governance, leadership & coordination

Integrate arts and culture into existing business and civic recognition platforms to elevate creative contributions as central to Boulder’s economic and civic leadership

Economically Vital; Responsibly Governed; Healthy & Socially Thriving

Produce ongoing creative profiles, videos and digital storytelling that celebrate local artists, nonprofits and cultural entrepreneurs

Healthy & Socially Thriving; Economically Vital

Establish a Poet Laureate Program to elevate literary arts, amplify diverse voices and contribute to Boulder’s cultural identity

Healthy & Socially Thriving; Accessible & Connected; Economically Vital

Strengthen and align citywide messaging to ensure arts and culture are consistently reflected as essential to Boulder’s identity, civic priorities and long-term community well-being

Responsibly Governed; Healthy & Socially Thriving

Positions arts and culture as a driver of economic leadership and civic pride by embedding creative achievement within business and leadership recognition frameworks

Number of business and civic recognition events that include arts and culture

Annual count of recognition programs incorporating arts and culture

Frequency of arts and culture featured in major economic or leadership convenings

Review of event programs, award criteria and public communications

Keeps Boulder’s creative identity visible and current through regular, human-centered stories

Number of profiles published annually

Annual content log

Celebrates Boulder’s literary legacy while creating a visible, community-facing cultural ambassador

Poet Laureate program formally established

Positions creativity as a core civic value embedded across policy, planning and public communications

Adoption of shared arts and culture messaging principles

Diversity of disciplines and communities represented

Demographic and sector tagging

Annual program report documenting activities and reach

Number of community events annually

Annual review of City communications and strategic documents

Inclusion of arts and culture in key City plans, reports and campaigns

Non-profit & sector infrastructure

Build a shared cultural messaging toolkit for nonprofits, businesses and creative organizations that ensures consistent, compelling narratives about Boulder’s arts ecosystem

Responsibly Governed; Economically Vital

Enables consistent storytelling and amplifies Boulder’s cultural narrative across partners

Number of organizations using tool-kit Number of tool-kit downloads or distributions

Toolkit usage analytics Annual partner surveys

Case study: Cache Create’s OZCAST initiative (Northwest Arkansas) OZCAST was an initiative created by the Creative Arkansas Community Hub & Exchange (CACHE) that centered hyper-local stories to shape a narrative about the region’s cultural identity. OZCAST was an experimental online variety show that included over 100 local artists. Episodes were grouped thematically across five acts: Inhabit, Gather, Exchange, Conflict and Balance. During the mini-series, artists were paid for creating new work and licensing existing content. CACHE’s approach to place branding was rooted in authenticity. It foregrounded the very people who embody the region’s cultural spirit, turning their work into a collective showcase that communicates “who we are” to audiences both within and beyond Northwest Arkansas. This strategy effectively positioned the region as a vibrant arts hub, helping to tell a nuanced story about its creative ecosystem while strengthening local artists’ professional visibility and community ties. It offers a model for how branding and cultural tourism can remain genuine, human-centered and unique.

Big idea: City- Led Poet Laureate Program (Chicago, Illinois and Boston, Massachusetts) Chicago. Begun in 2023, Chicago Poet Laureate program raises awareness about the city’s historic contribution to the literary discipline while celebrating the high-caliber of contemporary working artists. The program was created in partnership with The Chicago Department of Cultural Affairs and Special Events (DCASE), the Chicago Public Library (CPL) and the Poetry Foundation. Poet Laured serve two year terms and are awarded an honorarium of $70,000 ($35,000/year). During their tenure, Poet Laureates develop a unique creative work plan that includes a public program series. The Poet Laureate is selected through a public nomination and review process. First, a public call for nominations is broadcast through the city. Nominated artists are then reviewed and a selection is invited to apply. Applications are then reviewed by a review Committee of 12 community leaders ranging across cultural disciplines. The recommended applicant must be approved by the Mayor. Boston. In addition to their Poet Laureate program, Boston boasts longstanding Boston Youth Poet Laureate (BYPL) initiative. Residents between the ages of 13 - 19 are invited to apply and are selected via a Selection Panel made of poets, literary professionals and youth development advocates. The BYLP performs a special project specifically meant to uplift young voices and connect youth with the arts. They also present their poetry at events, visit schools, receive mentorship from the Poet Laureate and have the opportunity to publish a book of their work which will be available at all public libraries. Poets received a stipend of $3,000 ($1,500/year) during their two year term. Like the Chicago program, the BYPL is funded via partnerships between City of Boston’s Mayor’s Office of Arts and Culture and local literary organizations like the Boston Public Library, Mass Poetry, GrubStreet, 826 Boston, Urban Word and the Fine Arts Work Center. Boulder maintains a global reputation for literary arts and establishing a Poet Laureate program feels like a natural step.Learning from other city programs, Boulder’s potential Poet Laureate can pre-determine who can participate in municipal meetings (such as City Council), act as cultural ambassadors and create a body of work unique to the city immersion experience. During engagement events, Boulderites expanded upon this idea, suggesting Laureates for visual arts, theatre and other creative disciplines.

Case studies: Made in Washington and Indiana Artisan Designations Made in Washington Begun in 1984, “Made in Washington” is a retail and branding initiative that celebrates and markets locally crafted products from across Washington State. The program has grown from a single store featuring 50 items to a multi-location (and online) platform representing over 150 local makers, artists, entrepreneurs and food producers. Goods with the “Made in Washington” moniker must not only be made within the state, but reflect a distinctive culture and creativity. Local creators and artisans thus become place-based cultural ambassadors through their wares. The designation reinforces Washington’s identity as a source of high-quality, locally made goods and supports small business growth. Indiana Artisan Indiana Artisan is a statewide branding and economic development program that elevates the state’s finest craftspeople, food producers and makers. The Indiana Artisan designation is awarded through a rigorous jury process to evaluate standards of design, technique and authenticity. Thus, it curates and promotes high-quality goods and artisans under a shared mark of excellence. In addition to noting a high-quality standard, the designation also connects these creators to retail channels, marketing support and networking opportunities to expand their reach. In addition to its online and storefront presence, Indiana Artisan produces an annual viewbook, supports marketplaces and events and offers professional development, helping to build a cohesive brand identity around “best of Indiana-made” goods. This effort strengthens the regional creative economy by inviting residents and visitors to engage with the state’s cultural heritage through craft.

Goal 4 Public art and public space

Expand public art and creative expression across public spaces Public spaces are viewed as canvases, stages and playgrounds for artistic production and cultural events.

Background Public art12 expresses what a community values. It shapes identity, animates shared spaces and invites people to engage with public life in meaningful and unexpected ways. Boulder’s commitment to public art is evident in its policies, staffing and growing collection. In 2018, the City created the Boulder Public Art Program to standardize and clarify the acquisition, definition and terms of public art purchases, loans, commissions and donations. Before this time, various city departments (such as Parks and Recreation and Transportation) acquired work through their own systems and with different handling procedures. Currently, the Office of Arts and Culture dedicates 1.75 staff positions to commissioning and stewarding public artworks and is developing a comprehensive plan to clean and repair its collection. This commitment is reinforced through binding public art policy and a 1% Percent for Art program, which ensures that 1% of City construction budgets is dedicated to the commission of artworks into new City capital projects. Today, Boulder’s public art collection includes more than 150 works across a range of scales and media, including 15 designated signature pieces. The Office of Arts and Culture also operates programs that directly respond to community interest and evolving definitions of public art. Throughout the engagement process, community members consistently expressed a desire for public art that extends beyond murals and static installations. One Town Hall participant cited comedy nights, film screenings, author talks and dance parties as examples of the types of creative 12

Before the creation of the Boulder Public Art Program, elements associated with urban design, such as bridges and underpasses, were often cataloged as public art. “Public art” is a category of art produced to be placed within outdoor public spaces, such as murals, light installations, sculpture and sound-based experiences. “Urban Design” operates at the scale of a neighborhood, pertaining to the placement, shape and function of elements like sidewalks, city-blocks, roads and open space. It focuses on how people get to where they would like to go. While the two are interwoven, public art is often a single or localized piece or series of pieces. While Urban Design may develop the shape, look and feel of a plaza, it is the public art within it that is often the notable distinguishing feature.

experiences they hope to see supported in public spaces. Reflecting this interest, the City’s 2026 Office of Arts and Culture budget allocates $90,00013 to the Creative Neighborhoods and Experiments in Public Art programs, supporting non-traditional, participatory and time-based artistic projects that activate Boulder’s public realm. Throughout the Arts Blueprint process, the Department of Parks and Recreation, Transportation and Mobility, Facilities Department, Open Space and Mountain Parks (OSMP), the Boulder Chamber and the Regional Transportation District were repeatedly identified as key partners for advancing arts and culture goals. In practice, the City already collaborates closely with many of these entities. Programs such as Chautauqua Art in the Park support three projects annually and engage more than 50 local artists, while partnerships with OSMP bring art onto trails and into Boulder’s natural landscapes. The City also supports organizations like Street Wise, a local nonprofit that delivers murals, workforce training programs and an annual mural festival. The Office of Arts and Culture is doing many things well. However, the Arts Blueprint process surfaced recurring challenges that limit the effectiveness of several programs—particularly the Percent for Art program. Constrained budgets, permitting requirements and supporting departments with compliance occupies staff time and requires financial resources. While these systems are well-intentioned, they reflect broader citywide processes that would benefit from strategic review and targeted reform. Finally, a consistent theme emerged around the character of public art itself. Community members and creatives expressed a desire for public art that feels spontaneous, organic and unexpected—art that is discovered rather than delivered. While formal, commissioned public art remains an essential component of Boulder’s cultural landscape, it is only one ingredient. A truly vibrant public realm also allows space for playful, experimental and slightly mischievous creative expression. The Blueprint seeks to gently recalibrate policies and processes to support a more fluid, dynamic and authentic public art ecosystem—one that invites curiosity, surprise and shared ownership.

Equity Considerations Implementation of this goal should consider which neighborhoods have historically received less investment in public art and creative activity. Outreach, partnerships and engagement should be intentionally inclusive, with attention to who is involved in selection processes, where art is located and whose cultural expression is represented. Efforts

City of Boulder 2026 Community Vitality Budget (OpenGov), showing line-item allocations for public art and cultural program funding including Experiments in Public Art and Creative Neighborhoods. Available at stories.opengov.com/cityofboulderco/36b2e65e-af4a-4cb8-9aea-236d617062d6/published/KTAIb0l0W

should encourage culturally relevant art that reflects and serves the communities where it is placed, using public art as a tool to build and strengthen connection and belonging.

Outcomes ➔ Public art is infused throughout neighborhoods ➔ Communities feel greater ownership of public space ➔ Boulder’s public realm is dynamic and continually evolving ➔ Public spaces support connection, healing and social cohesion ➔ Community members better understand how public art is created, supported and cared for

Potential partners Boulder County City Departments such as: Communication & Engagement, Facilities & Fleet, Finance, Office of Cultural and Economic Development, Parks & Recreation, Planning & Development Services, Transportation and Mobility, Open Space & Mountain Parks

Creative West Downtown Boulder Partnership Regional Transportation District (RTD

Actions

Type

Action

SER Framework Alignment

Notes

KPIs

Track

IN PROGRESS Since the initial Community Cultural Plan in 2015, the Office of Arts and Culture has taken steps to increase public art opportunities and streamline permitting. The following actions are currently in progress to support this goal:

Permitting, policy & process reform

Governance, leadership & coordination

Streamline application and permitting process for temporary public art

Audit, organize and catalog all works of public art, as noted by the city. Continue to implement 2018’s Public Art Policy

Use resources like the Race Equity Tool to identify neighborhoods, populations and cultures that have been underrepresented in public art. Address these gaps through targeted outreach and public art programs

Responsibly Governed; Accessible & Connected; Healthy & Socially Thriving

Responsibly Governed; Livable

Healthy & Socially Thriving; Responsibly Governed; Livable

Reduces administrative burden, shortens approval timelines and lowers barriers to temporary and experimental public art

Reduction in average processing time for temporary public art permits

Permit system data comparing processing times year over year

Number of temporary public art projects approved annually

Annual count of temporary public art permits issued

Strengthens stewardship, transparency and long-term care of Boulder’s public art collection while maintaining alignment with adopted public art policy

Percentage of existing public art works fully inventoried and documented

Annual public art inventory and database updates

Ensures public art investment reflects Boulder’s full community and cultural diversity

Percentage of new public art projects located in historically underrepresented areas

Completion of conservation priority rankings for the public art collection

Share of public art funding directed to equity-priority areas

Collection management and conservation planning records

Annual geographic and demographic analysis of public art investments Comparison of project distribution and artist participation year over year

Governance, leadership & coordination

Execute the Public Art Implementation Plan (2024-2026)

Livable; Responsibly Governed; Economically Vital

Advances prioritized public art investments and ensures coordinated, on-time delivery of commissions, maintenance and public engagement outlined in the adopted plan

Percentage of Public Art Implementation Plan actions completed on schedule Number of public art projects commissioned, installed and completed annually

Annual progress reporting against the 2024-2026 Implementation Plan Project completion logs and capital tracking

Percentage of planned maintenance and conservation actions executed

Experimentation, risk & innovation

Neighborhoods, scenes & community-led culture

Continue and expand the Experiments in Public Art Program to support temporary, participatory and time-based creative activations in public space

Healthy & Socially Thriving; Livable; Accessible & Connected

Maintain and promote a Public Art Mural Roster to streamline artist selection, increase transparency and connect artists with public and private mural opportunities

Economically Vital; Responsibly Governed; Healthy & Socially Thriving

Continue and strengthen the Creative Neighborhoods Program to support community-led public art and cultural activation in local gathering spaces

Healthy & Socially Thriving; Livable; Accessible & Connected

Supports nontraditional and experimental public art that activates everyday spaces and encourages community participation

Number of experimental public art projects funded annually

Creates a clear pathway for mural commissions while increasing professional opportunities for local artists

Number of artists listed on the mural roster

Annual roster updates and artist enrollment

Number of mural projects utilizing roster artists annually

Project tracking of mural commissions citywide

Expands neighborhood ownership of public space through grassroots cultural programming and co-created art

Number of neighborhood-base d projects funded annually

Annual grant and participation inventory

Geographic distribution of projects across neighborhoods

Neighborhood coverage across Boulder

Annual program report and project inventory Mapping of project locations citywide

Geographic mapping of funded projects

RECOMMENDED

Create a streamlined permitting pathway for permanent installations and/or performances and creative activations in public space

Responsibly Governed; Accessible & Connected; Healthy & Socially Thriving

Neighborhoods, scenes & community-led culture

Establish a Public Art Stewardship Network to train volunteers and community members to care for artworks and sites

Safe; Healthy & Socially Thriving; Responsibly Governed

Builds shared responsibility and long-term care beyond City staff capacity

Number of trained stewards

Storytelling, identity & visibility

Align public art and public space activations with Boulder’s SER Framework goals

Environmentally Sustainable; Safe; Livable

Uses art to interpret topics such as climate action, ecological systems, equity and long-term resilience

Number of public art project aligned to SER goal

Project documentation review

Percent of new projects with SER alignment

SER tagging in public art database

Strengthen the Percent for Art Policy to expand eligibility, increase investment and integrate public art across capital projects and civic spaces

Livable; Responsibly Governed; Economically Vital

Broadens the reach of public art beyond standalone projects into everyday infrastructure

Number of capital projects incorporating public art

CIP tracking

Permitting, policy & process reform

Governance, leadership & coordination

Revising permits and processes for permanent art is particularly pertinent Reduces barriers for experimentation and short-term, community-led projects

Maintains and grows Boulder’s reputation as a world-class place for art

Average permitting time for public art (days) Number of temporary public art activations permitted annually

Annual permitting data Time to approval tracking

Annual steward roster and training logs

Number of artworks supported by stewards

Annual public art financial reports

Annual Percent for Art funding totals

Governance, leadership & coordination

Nonprofit & sector infrastructure

Establish public art as a formal community benefit within development review by offering multiple enforceable pathways for contribution—includi ng on-site artwork, in-lieu fees, local artist commissions or publicly accessible creative space—integrated with development agreements and district-based tools (e.g., DDAs)

Livable; Responsibly Governed; Economically Vital

Expand the Public Art Collection Documentation and Conservation program

Responsibly Governed; Livable

Positions public art as essential civic infrastructure within new development, ensures consistency across departments and creates clear accountability through codified requirements, reporting and compliance mechanisms

Number of development projects contributing to public art requirements

Protects existing assets and improves public awareness of Boulder’s cultural holdings