HomeMy WebLinkAbout05.20.15 BAC PacketBoulder Arts Commission Agenda
May 20, 2015, 6:00 p.m.
Canyon Meeting Room, Boulder Public Library
Approval of Agenda
CALL TO ORDER
PUBLIC COMMENT
April 15, 2015
REVIEW OF MINUTES
COMMISSION RESPONSE TO PUBLIC COMMENT
SWEARING IN OF NEW COMMISSIONER
ACTION ITEM: Representation to The Dairy Center for the Arts, Boulder Museum of Contemporary Art, and the
Convention and Visitors Bureau.
BOULDER ARTS COMMISSION APPOINTMENTS
GRANT PROGRAM ACTION ITEMS
Lisa Bell, FY15 South by Southwest Music Conference & Festival Scholarship
GRANT & SCHOLARSHIP FINAL REPORTS
Rachel Brand, FY15 South by Southwest Music Conference & Festival Scholarship
Kirsten Cohen, FY15 South by Southwest Music Conference & Festival Scholarship
Brian Jack, FY15 R1 Spark Grant, Composing from the Opposite Shore
Local Theater Company, FY15 Major Grant, Local Lab 2015
square product theatre, FY15 R1 Spark Grant, Ham McBeth
Lindsey Wohlman, FY15 R1 Spark Grant, Audubon in the Atrium--Boulder Arts Week
FOR DISCUSSION: May 26 City Council Study Session
MATTERS FROM COMMISSION MEMBERS
FOR DISCUSSION: Manager’s Update
MATTERS FROM STAFF
FOR DISCUSSION: Civic Area Site Plan Project Update Memorandum
FOR DISCUSSION: Community Cultural Plan.
6 p.m., Wednesday, June , 2015—Canyon Meeting Room, Boulder Public Library
UPCOMING MEETING (Agenda Building)
ADJOURNMENT
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CITY OF BOULDER
BOULDER, COLORADO
DRAFT BOULDER ARTS COMMISSION MEETING MINUTES
Name of Board/ Commission Boulder Arts Commission
Date of Meeting Wednesday, April 15, 2015, at the Main Library
Contact Information Preparing Summary Greg Ravenwood, 303-441-4397
Commission Members Present Ann Moss, Felicia Furman, Richard Turbiak, Linda Haertling
Commission Members Absent Tamil Maldonado
Library Staff Present
David Farnan, Library & Arts Director
Matt Chasansky, Office of Arts and Culture Manager
Greg Ravenwood, BAC Cultural Grants Coordinator
Mary Fowler, Creative Sector Initiatives Coordinator
City Staff Present None
Public Present Andrew Dransfield, Randee Toler, Scott Johnson, Mary Golden
Type of Meeting Regular
Call to Order The meeting was called to order at 6:02 p.m.
Public Participation None.
Review of Minutes
Turbiak motioned to approve the March 18, 2015, meeting minutes; Moss seconded and the minutes were approved unanimously.
Boulder Arts Commission Appointments
Furman nominated Turbiak as chair and Moss seconded. The motion passed unanimously. Turbiak nominated Moss as vice-chair and
Furman seconded. The motion passed unanimously. Selection of BAC representatives to the boards for the Dairy Center for the Arts,
the Boulder Museum of Contemporary Art and the Convention and Visitors Bureau were deferred to the June meeting when all
commissioners were expected to be present.
Grant Program Action Items
R2 Spark Grants
Proposals from Boulder Dance Coalition, Monica Dionysiou, Andrew Dransfield, Ana Maria Hernando, David Leserman, Miriam
Paisner and Viki Psihoyos, were reviewed and scored in advance of the meeting. The average scores were presented to the
commissioners and open for discussion.
Moss asked to discuss the Andrew Dransfield proposal, noting her enthusiasm for the project. Furman stated her position that the
project was less innovative than the category was designed to promote. Haertling wondered about the project’s accessibility to the
public, and suggested that the proposal could come back in another round when it could be further developed and further detail
could be provided.
Furman brought up the proposal from Viki Psihoyos and asked for clarity on the exlusion of art therapy noted in the grant program’s
guidelines as related to this proposal (Dance for Parkinsons). Moss noted her consideration that the proposal was for a dance class
more than for art therapy. The commissioners agreed to discuss the exclusion topics at a later date to provide clarity to all exclusions
which are detailed in the guidelines.
Moss motioned to recommend full funding for the proposals meeting the minimum average funding score (3.0) ; Furman seconded
and the commission supported funding of Boulder Dance Coalition (Boulder International Festival 2015 - $1000), Monica Dionysiou
(Paper Glass - $1000), Ana Maria Hernando (The Salka Poetry Project Podcast - $1000), David Leserman (Sans Souci Festival of Dance
Cinema 2015 - $1000), Miriam Paisner (Jump for Jazz - $1000) and Viki Psihoyos (Dance for Parkinsons - $982).
Grant Budget Reports
Final reports on Colorado Film Society’s FY14 Open Grant (Boulder International Film Festtival Call2Action Program) and Wilson
Harwood’s FY15 South by Southwest Music Conference & Festival Scholarship were reviewed. Moss motioned to approve both;
Furman seconded and the motion passed unanimously.
Semi-Annual Reports
The reports turned in by the Dairy Center for the Arts and the Boulder Museum of Contemporary Art were accepted by the
commission. Moss noted the need to discuss venue issues for arts organizations within the community. Turbiak noted the need for
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some comparison information about what the two venues were providing and how it related to other venue options in the
community.
Matters from Staff
Chasansky reviewed the Cultural Planning Group’s summary of results from the Taste Test meetings and town hall events of April 9
and 10. He presented a digital presentation on the Boulder Community Cultural Plan: Exploration of Draft Vision and Strategies
(Attachment A). He noted that a draft of the cultural plan would be presented to the Commission at their May meeting and then to
City Council at their workshop of May 26. Moss and Farnan discussed the need to amplify the message and marketing of the plan,
noting strong enthusiasm for arts and culture as the city government moves forward to enact the plan’s visions.
Chasansky provided the commissioners with a recommendation of agenda items for the next 12 months. Farnan discussed the
potential of the north wing of the library to become a more significant performing arts center for the community. Chasansky noted
that both the Studio Arts group and the Performing Arts Center Group had asked to make presentation and have a dialogue with the
commission in the next few months.
Adjournment
The meeting was adjourned at 7:36 p.m.
Date, Time, and Location of Next Meeting: The next Boulder Arts Commission meeting will be held at 6 p.m. on Wednesday, May
20, 2015, in the Canyon Meeting Room of the Main Library’s north wing.
APPROVED BY: ATTESTED:
___________________________________ ____________________________________
Board Chair Staff Secretary
___________________________________ ____________________________________
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TO: Members of the Boulder Arts Commission
FROM: Matt Chasansky, City of Boulder Office of Arts & Cultural Services
DATE: May 19, 2015
SUBJECT: Boulder Arts Commission Manager’s Update
1. Notes on the Agenda:
Attached is the draft Community Cultural Plan for your review. This document was prepared for review by
City Council in their May 26 study session. We will be giving you a preview of the brief presentation we have
prepared for Council in order to get your feedback. Please note that this is a preliminary draft document; you
will see many sections incomplete or missing. This first review is intended to give staff direction on the
preliminary language, structure and direction. We will be revisiting further iterations of this document over
the next few months.
2. Questions from the Commission:
At the last meeting of the BAC, there were several questions posited to The Dairy. Unfortunately, due to
several issues, staff has not yet been able to address those questions. We will be brining you those final
answers at the June meeting.
3. Update on the Temporary Public Art Series:
Over the last few weeks staff has put the Temporary Public Art Series on hold. This is only a brief delay in
order to make sure our capacity was focused on the urgent work associated with the Community Cultural
Plan. This delay should not significantly impact implementation of the project.
4. Grants Update:
Grant reporting deadline extensions were approved for Communikey and The Catamounts.
5. Staff Updates
a. Exhibits
• Edge of the Woods: Artwork by Frank Sampson and Caroline Douglas
b. Public Art
• Experiments in Public Art—contracting phase
• West Pearl Poetry—construction phase
• Junction Place—construction phase
• Baseline Underpass—design phase
• Diagonal Highway Gateway Landscape—construction/installation phase
• Elks Park—construction phase
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Community Cultural Plan
City of Boulder Library & Arts Department
Draft: May 26, 2015
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Contents
A. Introduction 3
B. Background 4
C. Planning Process 5
D. Community Feedback 6
E. Vision 7
I. Strategies 9
II. Guiding Principles 21
III. Implementation 24
IV. Appendices 25
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A. Introduction
(To be addressed in the final draft.)
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B. Background
(To be addressed in the final draft.)
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C. Planning Process
(To be addressed in the final draft.)
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D. Community Feedback
(To be addressed in the final draft.)
The planning process for the CCP relied heavily on an investigation of community sentiment to
establish the vision. If this community vision is to be successful, the responsibility of executing
the CCP falls to all of Boulder. This is not merely a municipal government work plan. Rather, we
all have a role to play: public and private, non-profit and for-profit, in education, in personal and
professional life.
By emphasizing the public inquiry components of the process, staff was able to collect data and
stories that emphasize a few key indicators. These “Community Priorities” are summaries of
common responses in the surveys which answer the question “What is your vision for Boulder’s
culture and creative economy over the next nine years?”. The statements are derived directly
from the comments of a few individuals, but represent broader trends that appear in the data
combined with dialog directly with key stakeholders and results from the research projects.
Thus, the Community Priorities are the first step in articulating the community’s vision:
Community Priorities: together, we will:
Support the resiliency of cultural organizations to enhance their ability to benefit the
community.
Build a city that is a supportive environment for artists and creative professionals, while
fostering innovative thinking and leadership among them.
Prioritize the civic dialogue about the ability of culture to positively contribute to the
economy, social offerings, the environment, and the authentic expression of diversity.
Project Boulder’s identity as an innovative world leader in cultural matters to the region
and the world.
Focus on the expression of culture and creativity in the public realm through public art,
the urban landscape, culture in the neighborhoods, and serendipitous encounters with
the arts.
Amplify the vibrancy of Boulder’s cultural destinations: the museums, performance
venues, events, districts, studios, maker spaces, and other facilities. Work to fill in the
gaps and address issues of access and affordability.
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E. Vision
(Staff continues to work on a draft vision statement utilizing community feedback noted below as
vision elements and a vision declaration.)
E.1 VISION ELEMENTS
The second step in articulating a community vision is to establish what elements are most
important. These can be understood as a community profile: those things that make Boulder’s
culture unique.
It is in Boulder’s nature to lead. Our community appreciates that the world’s most creative
innovators call this place home. Our community takes seriously leadership in arts, culture,
science, technology, outdoor life, environmental sustainability, and social justice.
It is in Boulder’s nature to build thoughtful and engaging public spaces. Our community
demands the urban environment, those places in which we live, work, and play, be full of
vibrant and diverse encounters with public art, architecture, natural & built landscapes,
destinations, festivals, events, and unexpected encounters with culture.
It is in Boulder’s nature to engage in creative expression. Ours is a community of active
participants, hobbyists, students, and teachers in all forms of artistic expression, especially:
photography, writing & reading, music, gardening & cooking, dance, crafting, video &
animation, painting & sculpting, and the contemplative arts.
It is in Boulder’s nature to support our talented workforce, creative businesses, and cultural
destinations. Ours is a community of museum-goers, audience members, and cultural
tourists. Ours is a community of volunteers, philanthropists, consumers, and thought-
leaders. We are professionals in photography, creative & technical writing, the music
industry, education, graphic design, landscape & architecture, advertising, animation &
digital media, fine arts, craft industries, performing arts, film & video, and industrial design.
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E.2 VISION DECLARATION
The final step in articulating a community vision is to assemble the Community Priorities and
Vision Elements into a Vision Declaration: how will cultural life change in nine years? What work
will we, together, do to accomplish the vision?
Every person that calls Boulder home will find that they value culture in their life. Every
person who visits Boulder will experience culture as integral to their visit. Every person who
does creative work will find Boulder to be a vibrant place to succeed in their endeavors. All
the decisions we make together about the future of Boulder will include a consideration of
culture.
Together, we will improve Boulder in three ways:
Together, we will achieve a high level of Creative Vitality
. A diverse mix of cultural,
economic and social activity affects the life of every person who visits, works, or lives in
Boulder.
Together, we will nurture the Cultural Identity
of Boulder. Every person who visits
Boulder counts culture at the top of their list of grand expectations and memories.
Together, we will cultivate a Vibrant Environment
. Thoughtfully applied creativity
positively affects the public spaces, mix of destinations, and encounters with culture.
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I. Strategies
How will the Office of Arts and Culture support the community in achieving the vision?
1. Support for Cultural Organizations
2. Reinvent our Public Art Program
3. Create and Enhance Spaces and Facilities
4. Enhance the Vitality of the Creative Economy
5. Emphasize Culture in Neighborhoods and Communities
6. Support for Individual Artists and Creative Professionals
7. Advance Civic Dialogue, Awareness, and Participation
8. Engage our Youth
These eight strategies are tools the city government will provide to support the community in
achieving the vision. Each addresses several Community Priorities, though in most cases a single
Priority is the primary driver around which the Strategy is designed. And, each of these strategies
has thoughtful tactics that address all three components of the Vision Declaration: Creative Vitality,
Cultural Identity, and a Vibrant Environment.
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I.1 Strategy One: Support for Cultural Organizations
I.1.1 Program Areas:
A. Support for Cultural Organizations
B. Sponsorships / Partnerships
C. Leadership Development and Convening
I.1.2 Goal:
Have a substantial and positive effect on the ability of Boulder’s many cultural organizations
to advance their operational capacity, promote organizational resiliency, and encourage
innovation for the benefit of the community.
I.1.3 Community Priority:
Support the resiliency of cultural organizations to enhance their ability to benefit the
community.
I.1.4 Challenge:
Institutional Support - This plan recommends increased funding for cultural organizations
and institutions that are not necessarily owned by the city; yet have the potential to
significantly contributing to the community vision. A metric for identifying which
institutions would qualify for support has not yet been developed. Several nonprofit
institutions already receive some level of city funding in the form of annual support. That
level of funding is typically less than 1/50th of the operating costs of these institutions. It is
easy to assume that many of Boulder’s long time ‘legacy’ institutions that provide a
community benefit, bring tourist to town, and provide an economic benefit would receive
an increased level of support if they continue to meet the goals of the Community Cultural
Plan. Institutional support will allow these legacy institutions and some emerging and
innovative nonprofits increased stability and allow them to advance operational capacity
and encourage innovation.
For the past twenty years, the Office of Arts and Culture has been a grantor organization
that funds programming, with a grant making capacity in 2015 of $225,000. The primary
recipients of the city’s arts and culture grants have been individual artists or groups who
need funds to create or perform a program. While some projects have succeeded beyond
expectations, the overall grants program has had limited success in altering the
sustainability of the cultural landscape of Boulder. Consideration may need to be given to
altering the grants program away from primarily funding individual projects and toward
institutional support for organizations. This shift would definitely impact some individual
artists and nonprofit groups who are used to seeing the Office of Arts and Culture as a
funding source for programming.
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I.1.5 Priority Recommendations:
Funding - Establish a focused, sustainable, and adequate revenue source that increases
the Office of Arts and Culture’s annual grant and institutional support funds from its
current level of $250K per year to $1.2M per year by 2023.
Grants Process - Reorganize the structure and processes of the grants program in a
strategic manner in which the grants respond to the vision for the Community Cultural
Plan and the goal of this strategy. This strategy should take into account the needs of
long-standing institutions while continuing to invest in new ideas and emerging
organizations. Structure the grant-making strategy over the nine years of this plan to
specifically recognize the unique characteristics and needs of:
o Large Institutions
o Mid and Smaller Organizations at various stages of their life cycle, including new
and emerging organizations
o Investments in innovation, entrepreneurship and artistic risk
o Building leadership capacity for more effective management
I.1.6 Partners: (To be addressed in the final draft.)
I.1.7 Operational Framework: (To be addressed in the final draft.)
I.1.8 Action Items: (To be addressed in the final draft.)
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I.2 Strategy Two: Reinvent our Public Art Program
I.2.1 Program Areas:
A. Public Art Commissioning
B. Maintenance and Conservation Program
I.2.3 Goal:
Build on the success of the public art investments made by the City of Boulder
Transportation, Parking, and Parks & Recreation Departments to establish a publicly
transparent, sustainable, and innovative public art program.
I.2.4 Community Priority:
Focus on the expression of culture and creativity in the public realm through public art,
the urban landscape, culture in the neighborhoods, and serendipitous encounters with
the arts.
I.2.5 Challenges:
Sustainable Funding - There is a strong level of community support for increased funding to
support arts and culture, including public art. Neighboring cities, such as Denver, Loveland
and Fort Collins have had success integrating art into all aspects of the public realm. On a
national level, cities such as Seattle, Chicago and Kansas City have passed bold measures to
ensure that funding for public art is a priority and a securely committed for the future. At
this time, city staff continues to investigate funding for public art programs throughout the
State of Colorado. (Please see appendix six.) While funding mechanisms continue to be
explored, it is the recommendation of staff to request general fund support in 2016 to
launch the public art program. The amount requested is $300K. This dollar value is based
upon 1% of the 5-year average of actual capital expenditures from CIP. Other possible
financial increments are noted in the chart, below.
Percentage
for Art
Dollar
Amount
1.00% $ 299,906
0.75% $ 224,930
0.50% $ 149,953
0.25% $ 74,977
Long term sustainable funding beyond 2016 will require further investigation. It is a
recommendation of this plan to seek a commitment of general fund support for 2016 based
upon an average of 1% of CIP expenditures during the past five years. It is also staff’s
recommendation to research other sources of revenue including impact fees,
accommodations tax, and private funding generated by development to supplement or
enhance general fund support for public art. Many cities have utilized city/public funding to
encourage more aggressive philanthropic campaigns, and it is staff’s expectation that the
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CCP will proceed in this manner. City staff recommends ongoing evaluation of revenue
options through the course of this plan to ensure a vibrant public art program.
Unified Approach - The City of Boulder has invested money in public art over the past
decade. The dollar amount expended shifts from year to year depending upon city projects.
A review of the past five years of public art expenditures in Transportation, Parks and
Recreation, and Downtown & University Hill shows that the city has expended on average
approximately $128K per year on public art. This funding does not have a consistent
revenue source, but the departments listed above have consistently and aggressively
pursued funds to add art to significant capital improvement projects. These public art
projects are mostly ‘ad-hoc’ and project specific. A public art policy will recommend taking
an integrated approach to folding these programs into a seamless, public process with
community selection committees to solicit and review artist’s submissions and approval
from the Arts Commission and the Office of the City Manager. It is vital that the public
process not serve as a disincentive to city departments seeking additional funding within
Capital Improvement Project budgets for arts. On the contrary, it is staff’s expectation that
sustainable and secure funding for public art could be used to supplement funding for these
project-specific programs.
Capacity - (To be addressed in the final draft.)
I.2.5 Priority Recommendations:
Best Practices and Innovation - Utilize the most advanced approaches to public art. -
In thinking of the full life cycle of a project, consider the most profound processes
and don’t be afraid to take risks. Be nimble in the selection process. Consider
maximizing access to the public process through careful communications and
technology. Explore new ways of doing public art including temporary commissions,
innovative media, new approaches to site, and the most sophisticated approaches
that artists are deploying.
Sustainable Funding - Structure funding to be sustainable over many years. Public
art needs to be considered in terms of decades: well after the time horizon of this
plan. This funding should not only be secure, but also flexible and at an adequate
level to maintain a desirable level of new commissions on a regular basis.
Staffing - (To be addressed in the final draft.)
I.2.6 Partners: (To be addressed in the final draft.)
I.2.6 Operational Framework: (To be addressed in the final draft.)
I.2.7 Action Items: (To be addressed in the final draft.)
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I.3 Strategy Three: Create and Enhance Spaces and Facilities
I.3.1 Program Areas:
A. Municipal Venues for the Arts
B. Rental Assistance Grants
I.3.2 Goal:
Improve the conditions of visual and performing arts organizations, and their audiences,
that are currently challenged by gaps in venues. Mitigate the barriers to innovation and
sustainability that are encountered due to affordability of space.
I.3.3 Community Priority:
Amplify the vibrancy of Boulder’s cultural destinations: the museums, performance
venues, events, districts, studios, maker spaces, and other facilities. Work to fill in the
gaps and address issues of access and affordability.
I.3.4 Challenges:
Civic Area Venue - The Civic Area planning process has included the community’s vision for
a small to medium sized performing arts facility and community space. In the 2013 Civic
Area Vision Plan consideration was given to building a performing arts facility on the east or
west end of the park. At a study session in March 2015, City Council directed staff to fully
investigate the feasibility of renovating and/or redeveloping the north library building site
on the western part of the park to accommodate a performing arts venue. Staff anticipates
presenting the results of the analysis in July 2015.
In concert with the Civic Area plan, an independent nonprofit, the Boulder Center for
Performing Arts (BCPA) contracted with performing arts consultant Duncan Webb to
conduct a community needs assessment for performance venues in Boulder. Duncan
Webb’s study was completed in 2014 and makes a strong recommendation that Boulder can
support a medium sized performing arts center. BCPA continues to refine a complete
business plan for operation of the facility. Their stated intent has been to form a partnership
with the city for land prior to executing a capital fundraising campaign.
As part of the Civic Area planning process, the city contracted with the Cultural Planning
Group (CPG) to conduct an independent analysis of the BCPA study in February 2015. This
analysis confirmed many of the findings of the Duncan Webb study. CPG agrees with the
BCPA study that a performance space that accommodates at least 500 seats is optimal and
is needed in Boulder. The BCPA plan projects that additional ‘black box’ space is required in
the facility to meet their program. While CPG agrees that building conjoined space is a ‘nice
to have,’ it does not contend that such space is essential. In addition, a black-box-style
space is included in the plans for the renovation of The Dairy Center for the Arts.
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Conversations between city staff and the BCPA board are ongoing. Over the past month the
conversation has focused on how the city and BCPA can partner on plans for a performing
arts center if it were to be located on the site of the current North Library building. At its
latest meeting, the BCPA board indicated it would only be willing to partner with the city on
the project if plans included a minimum of 500 seats, and a robust plan for parking on the
site was executed in conjunction with build out of the performance space.
The Civic Area Vision Plan also recommended the continued exploration of a blend of indoor
and outdoor “arts facilities” as an integral and important component of the Civic Area. Of
note; housing the Boulder Museum of Contemporary Art [BMOCA] in a new facility such as
the Municipal Building or in an expanded facility at its existing location remains a part of the
planning process and would respond to the community’s interest in expanded arts and
cultural venues within the city.
Fill In the Gaps - Community feedback also notes the need for rehearsal and flexible space.
Staff should fully investigate the feasibility of incorporating rehearsal and small performance
spaces into the city’s current facility assessment. The recreation centers are an example of
city facilities that are easily accessible, well staffed, and have adequate parking. These
facilities may have space that could be evaluated to see if it could meet some of the
community’s rehearsal and performance space needs. Executing a plan to incorporate
rehearsal and performance space within the city’s current facility inventory could likely be
done at a fraction of the cost of new construction downtown. Staff will collaborate with
Facilities and Asset Management and Parks and Recreation on this issue.
I.3.5 Priority Recommendations:
Convene a community working group to assess performing and visual arts venues within
the Civic Area.
Pursue existing and potential new opportunities within existing city facilities to include
cultural venues.
I.3.6 Partners: (To be addressed in the final draft.)
I.3.7 Operational Framework: (To be addressed in the final draft.)
I.3.8 Action Items: (To be addressed in the final draft.)
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I.4 Strategy Four: Enhance the Vitality of the Creative Economy
I.4.1 Program Areas:
A. Partner with City Agencies for the Creative Sector
B. Creative Districts
C. Creative Sector Programs and Research
I.4.2 Goal:
Enhance Boulder’s leading position as a home to creative professionals.
I.4.3 Community Priority:
Build a city that is a supportive environment for artists and creative professionals, while
fostering innovative thinking and leadership among them.
I.4.4 Priority Recommendations:
Creative District in North Boulder – Support the grass-roots effort that has successfully
assembled the energy of neighbors, businesses, artists, and organizations in North
Boulder around the creative district. Work with the NoBo Arts District organization on
the success of artists: the cornerstone of the creative district’s future.
Creative Economy - Investigate an incentives program specifically designed for creative
businesses and entrepreneurs to retain or attract jobs and businesses. Investigate the
regulatory environment to find efficiencies that will assist the creative sector
I.4.5 Partners: (To be addressed in the final draft.)
I.4.6 Operational Framework: (To be addressed in the final draft.)
I.4.7 Action Items: (To be addressed in the final draft.)
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I.5 Strategy Five: Strengthen Culture in our Neighborhoods
and Communities
I.5.1 Program Areas:
A. Creative Neighborhoods
B. Diversity and Inclusion
I.5.2 Goal:
Every resident of Boulder finds ways to creatively impact their neighborhoods and social
communities, and has easy access to impactful cultural experiences in the places that are
most emotionally important to their everyday lives.
I.5.3 Community Priorities:
Focus on the expression of culture and creativity in the public realm through public art,
the urban landscape, culture in the neighborhoods, and serendipitous encounters with
the arts.
Prioritize the civic dialogue about the ability of culture to positively contribute to the
economy, social offerings, the environment, and the authentic expression of diversity.
I.5.4 Challenge:
Diversity - The efforts to reach out to diverse communities in the Community Cultural Plan
process were purposeful and profound. The people who participated in the process
provided valuable insight. However, in order to authentically represent the needs of all
communities in Boulder, the most important thing staff learned was just how much more is
to be accomplished. It is recommended that the Office of Arts and Culture embrace very
high standards in principles of outreach and communications to diverse groups. It is a
priority in the first phase of this plan to build those bridges, engage minority communities,
and associate the efforts of the Office of Arts and Culture with agencies that have been
successful in this effort.
I.5.5 Priority Recommendations: (To be addressed in the final draft.)
I.5.6 Partners: (To be addressed in the final draft.)
I.5.7 Operational Framework: (To be addressed in the final draft.)
I.5.8 Action Items: (To be addressed in the final draft.)
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I.6 Strategy Six: Fostering the Environment for Individual Artists
and Creative Professionals
I.6.1 Program Areas:
A. Artist and Creative Professional Support and Recognition
B. Livability and Affordability Issues
I.6.2 Goal:
Boulder will increasingly attract artists and creative professionals for all it has to offer, not
only in beautiful surroundings and quality of life, but also in the ability to thrive in the
creative sector.
I.6.3 Community Priority:
Build a city that is a supportive environment for artists and creative professionals, while
fostering innovative thinking and leadership among them.
I.6.4 Challenge:
Livability - Without question the issues of affordability and livability are the most complex to
address in the Community Cultural Plan. These issues are a priority among survey
respondents; the issue of affordability ranked second among critical issues among residents
filling out the surveys. Addressing these issues implies working with many stakeholders,
inside and outside the city government: affordability and access to housing, studio space,
display and performance venues, and livability in general are critical to artists who are trying
to get a foothold in Boulder’s creative economy. These challenges compromise our position
in the regional and national economy as a magnet for attracting creative professionals and
artists.
I.6.5 Priority Recommendations:
The City of Boulder is working with many public partners and private groups to address
the issue of affordability and access in residential and commercial markets. It is
recommended that the Office of Arts and Culture work with these groups on means to
resolve this challenge for all professions, including artists.
I.6.6 Partners: (To be addressed in the final draft.)
I.6.7 Operational Framework: (To be addressed in the final draft.)
I.6.8 Action Items: (To be addressed in the final draft.)
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I.7 Strategy Seven: Civic Dialogue, Awareness, and
Participation
I.7.1 Program Areas:
A. Promoting the Community Cultural Plan
B. Facilitate the Civic Dialogue
C. Project Boulder’s Cultural Identity
D. Partner a Community Creative Calendar
I.7.2 Goal:
Every person in Boulder will understand their role in the culture of the community, feel that
access to information about culture is readily at hand, and will feel invited into the
conversation.
I.7.3 Community Priorities:
Prioritize the civic dialogue about the ability of culture to positively contribute to the
economy, social offerings, the environment, and the authentic expression of diversity.
Project Boulder’s identity as an innovative world leader in cultural matters to the region
and the world.
I.7.4 Partners: (To be addressed in the final draft.)
I.7.5 Operational Framework: (To be addressed in the final draft.)
I.7.6 Action Items: (To be addressed in the final draft.)
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I.8 Strategy Eight: Engage our Youth
I.8.1 Program Areas:
A. Youth Council
B. Arts in Education Grants
C. Mentoring Program
I.8.2 Goal:
At the end of this nine-year plan, the young people who are now studying the creative
pursuits will find Boulder the perfect place to grow into cultural leaders.
I.8.3 Community Priority:
Build a city that is a supportive environment for artists and creative professionals, while
fostering innovative thinking and leadership among them.
I.8.4 Partners: (To be addressed in the final draft.)
I.8.5 Operational Framework: (To be addressed in the final draft.)
I.8.6 Action Items: (To be addressed in the final draft.)
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II. Guiding Principles
(Staff continues to work on draft guiding principles.)
The eight strategies and their specific programming elements describe the tools that the city will provide to
the community. And, they provide a framework for work plans that will be necessary for implementation.
However, the success of the strategies relies on a strong set of principles to guide leadership and management
of the work plans. These principles should be considered habits: a set of standard practices that staff should
deploy in considering any decision or action.
II.1 Stewardship:
The staff members of the Office of Arts and Culture are stewards of the public dollar, our system of laws
and policies, and trust in local government. Respecting this responsibility is all the more important in the
emotional, sometimes contentious, civic dialogue about culture.
Staff will consider the proper stewardship of the public trust for every decision made to implement
the CCP.
II.2 Boulder Arts Commission:
The BAC is an advisory and decision-making body representing the residents of Boulder. Appointed by
City Council, the members of the BAC have the responsibility of a) serving in a jury capacity for the
awarding of cultural grants, b) serving as an approval body for the selection process of the public art
program, c) serving as an advisory body for the execution of the CCP, d) serving on several non-
governmental boards or committees related to the execution of the CCP, and e) serving as ambassadors
to the community. What is more, the members of the BAC are experts in different aspects of culture and
creative life and are keenly invested in the success of the city government.
In addition to the mandated decision making that is their responsibility; staff will utilize the talents,
experience, and enthusiasm of the members of the BAC to the best benefit of the implementation of
the CCP.
II.3 Public Inquiry:
The BAC should serve as the pinnacle of many opportunities for the community to participate in the
conversation about the implementation of the CCP. Every strategy depends on a degree of public inquiry
to be successful. This practice works best when staff is diligent in stewarding public dialogue, but also
thoughtfully designing that dialogue to fit the needs of the program. Also, a careful consideration of
access is important; be sure that the program to consult with the community considers accessibility,
availability, affordability, acceptability and accommodations. Public art, in particular, requires a careful
consideration of community input.
Staff will thoughtfully design public inquiry tools for each strategy as well as, in some cases, individual
programs or projects to ensure that the community is fully invested in the success of the CCP.
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II.4 Best Practices:
Some of the eight strategies are part of an industry: a national sector of cultural activity. Other strategies
are novel: experiments in new ways of delivering cultural tools to the public. When possible, staff will
best serve the community by utilizing accepted best practices are responsive to special circumstances in
Boulder. When no such commonly accepted system of best practices exists, staff should consider
establishing them. Staff should also participate in the national conversation about best practices,
ensuring that Boulder’s voice is a part of the dialogue on how to best implement government cultural
programs.
Staff will apply best practices to ensure that programs and projects have every chance to succeed.
II.5 Partnerships and Collaboration:
The eight strategies are tools services which the city provides to the community in our common aspiration
to achieve the vision. In many cases, deploying these strategies will only be successful by collaborating
directly with other city agencies, non-profits, for-profits, and leaders in the community. Also, some
aspects of the vision are best addressed in the private sector; the city government is an interested party,
but not in a position to lead. And, finally, there are situations where the role of government is to “clear
the path” for others to achieve. In all cases, a sophisticated look at collaboration is critical. Each strategy
should be considered with these thoughts in mind: Who is already doing this in the community? Who
connects us with the people and organizations the CCP is designed to benefit? Who stands to gain from
this course of action?
In addition to regular consultation and collaboration with city agencies, staff will make partnerships
the standard practice of doing business.
II.6 Professionalism:
The practices of professionalism are far more than a simple courtesy. The quality of service that staff
provides to the public impacts expectations about the whole of city government. The ways in which staff
conducts business, from answering the phone, to designing documents, to marketing and promotions all
matter to how the public, partners, and other city staff can trust the government and feel invested in the
process.
Staff will conduct their business with the most professional manner that reflects well on the city
government and the high expectations of City of Boulder’s workplace culture.
II.7 Diversity:
Diversity of all kinds is critical to the success of the Community Cultural Plan: for leadership, for public
inquiry, and for the results of programming. Diversity is first addressed in terms of dialog. Actively pursue
the voices necessary to ensure broad and deep perspectives on all issues. Diverse perspectives on
culture, ethnicity, ability, age, socio-economic position, and beliefs are among the important elements for
quality programming. Diversity is secondly a consideration of results. For instance, the collection of
public art should include a spectrum of diverse artists: their styles, media, and narratives.
Staff will actively seek out diverse perspectives, and diverse results, in community dialog, leadership,
tactics, and results.
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II.8 City of Boulder Vision and Values:
The implementation of the CCP should be inexorably linked to the City of Boulder’s vision and values.
Vision:
Service Excellence for an Inspired Future
Values:
Customer Service - We are dedicated to exceeding the expectations of our community and our
co-workers by demonstrating consistent and professional service with a solution-oriented
approach.
Respect - We champion diversity and welcome individual perspectives, backgrounds and
opinions. We are open-minded and treat all individuals with respect and dignity.
Integrity - We are stewards of the public’s trust and are committed to service that is transparent
and consistent with city regulations and policies. We are honorable, follow through on our
commitments and accept responsibility.
Collaboration - We are committed to organizational success and celebrate our shared dedication
to public service. We believe community collaboration and the sum of our individual
contributions leads to great results.
Innovation - We promote a forward-thinking environment that supports creativity, calculated
risks and continuous improvement. We embrace change and learn from others in order to deliver
leading edge service.
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III. Implementation
(Staff continues to work on draft implementation elements.)
III.1 CCP Time Horizon:
The implementation of the above strategies will occur over a nine-year time horizon:
This nine year scope is divided into three year increments. Individual strategic planning will
occur to provide structure the development of each of the eight strategies. These
incremental strategic plans will be undergo a planning and public inquiry process in “year
three” of each phase.
Additionally, yearly work plans will be developed to guide staff through the day-to-day
implementation of the strategies.
III.2 Staff Capacities: (To be addressed in the final draft.)
III.3 Structure: (To be addressed in the final draft.)
III.4 Funding:
The budget of the Office of Arts and Culture will necessarily require review and increases
over time as new components of the CCP are implemented. In collaboration with the
Budget office, these needs will be assessed and city leadership will decide on the best
action.
We anticipate that the following budget increments will be considered:
First Third: Increase from a 2015 budget of ~$550,000 to ~$900,000.
Second Third: Increase from ~$900,000 to $1.2M.
Final Third: Increase from ~$1.2M to ~$2.2M.
Note: it is important to understand that these figures are approximations developed by
Cultural Planning Group. Much work will be done in the first phase of the plan to refine
these numbers, conduct the appropriate studies, and evaluate the final budget requests.
III.5 Partnerships: (To be addressed in the final draft.)
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IV. Appendices
IV.1 Community Cultural Plan Process Timeline and Roles & Responsibilities Chart
IV.2 Creative Vitality Index Findings
IV.3 Selections from the Community Cultural Plan Benchmark Study
IV.4 Summary of Findings from the Community Cultural Plan Inquiry
IV.5 Comparison: Public Art Programs in Colorado
IV.6 Review of Performing Arts Center Study
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APPENDIX ONE
Community Cultural Plan Process Timeline
Community Cultural Plan Roles and Responsibilities
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APPENDIX TWO
Creative Vitality Index Findings, page one
CPG has contracted with Westaf to conduct a Creative Vitality Index study. Using data from several
sources, this tool dissects the creative sector of the economy based on postal codes to compare key
indicators with similar geographical areas.
2013 Occupation Figures Boulder
CO
Ft. Collins
CO
Loveland
CO
Madison
WI
Tempe
AZ
Eugene
OR
City Population 103,166 152,061 71,344 243,344 168,288 159,190
Study Population 118,362 181,350 87,733 338,408 169,425 193,334
Advertising and promotions managers 41 20 8 78 53 48
Public relations and fundraising 24 11 5 156 79 88
Agents and business managers 80 51 16 73 55 36
Architects, except landscape and naval 419 151 72 331 282 160
Landscape architects 89 34 16 73 41 16
Architectural and civil drafters 178 85 45 190 199 121
Anthropologists and archeologists 25 11 3 40 16 50
Historians 7 6 3 23 5 6
Religious activities and education 45 73 40 262 78 70
Postsecondary teachers 749 161 33 7,790 1,404 2,807
Archivists 7 4 1 21 5 4
Curators 13 7 3 28 6 10
Museum technicians and conservators 3 5 2 10 4 4
Librarians 29 14 66 339 47 84
Library technicians 49 22 53 375 87 167
AV and multimedia collections specialists 5 2 4 27 12 5
Art directors 337 177 59 300 138 137
Craft artists 153 98 52 118 57 97
Fine artists 124 86 41 145 64 81
Multimedia artists and animators 304 167 56 378 124 154
Artists and related workers, all other 64 45 16 58 33 30
Commercial and industrial designers 84 56 20 142 102 53
Fashion designers 46 17 3 25 22 21
Floral designers 49 62 20 119 63 62
Graphic designers 728 405 116 1,012 640 452
Interior designers 238 207 38 323 224 124
Merchandise displayers and trimmers 114 82 39 131 295 39
Set and exhibit designers 17 11 3 19 19 14
Designers, all other 31 15 4 34 24 11
Actors 146 84 28 143 130 62
Producers and directors 130 62 25 263 95 117
Dancers 44 36 10 54 21 22
Choreographers 17 11 3 11 11 10
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Creative Vitality Index Findings, page two
Continued from page one.
2013 Occupation Figures Boulder
CO
Ft. Collins
CO
Loveland
CO
Madison
WI
Tempe
AZ
Eugene
OR
Music directors and composers 96 69 31 181 52 76
Musicians and singers 751 477 166 659 271 432
Radio and television announcers 59 29 21 178 24 60
Broadcast news analysts 24 14 6 25 8 13
Reporters and correspondents 83 40 16 116 29 93
Public relations specialists 360 188 82 1,020 263 137
Editors 302 147 71 486 210 140
Technical writers 124 63 23 194 129 24
Writers and authors 786 429 156 722 343 380
Interpreters and translators 263 327 56 712 888 150
Media and communication workers, all other 89 88 14 193 252 55
Audio and video equipment technicians 62 44 13 117 151 67
Broadcast technicians 17 4 6 94 12 18
Sound engineering technicians 35 14 3 95 12 20
Photographers 990 1,122 181 2,270 2,645 471
Camera operators, television, video, and
motion picture 33 18 7 93 42 40
Film and video editors 50 15 6 39 35 17
Media and communication equipment
workers, all other 41 17 6 20 21 17
Ushers, lobby attendants, and ticket takers 107 189 52 159 172 96
Costume attendants 4 5 1 14 4 7
Entertainment attendants and related
workers, all other 4 3 1 39 29 4
Makeup artists, theatrical and performance 18 12 3 18 10 11
Advertising sales agents 325 124 61 475 246 204
Library assistants, clerical 32 21 44 275 79 114
Musical instrument repairers and tuners 21 29 8 52 43 17
Jewelers and metal workers 69 68 60 78 82 77
TOTAL 9,134 5,834 1,996 21,415 10,488 7,902
% of population 8.85% 3.84% 2.80% 8.80% 6.23% 4.96%
(Cultural Planning Group continues to work on the completion of the Cultural Vitality Index study for inclusion in
the final CCP document.)
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APPENDIX THREE
Selections from the Community Cultural Plan Benchmark Study
2013 Data Boulder
CO
Ft. Collins
CO
Loveland
CO
Madison
WI
Tempe
AZ
Eugene
OR
City Population 103,166 155,000 66,859 243,344 168,228 159,190
Geographic Size 25.7 sq. miles 57.0 sq. miles 25.5 sq. miles 76.8 sq. miles 40 sq. miles 43.7 sq. miles
Total General Fund Budget $319,600,000 $556,500,000 $222,400,00 Figures to come. Figures to come. $493,900,00
Staff Level 2.00 FTE 21.30 FTE 13.00 FTE 1.00 FTE Figures to come. 29.25 FTE
Annual Budget $587,872 $5,066,866 $2,376,310 Figures to come. Figures to come. $4,975,964
Public Art Funding $128,000* $325,100 $351,040 $150,000 Figures to come. Figures to come.
Grant Program Funding $225,000 $364,500 Figures to come. $150,000 Figures to come. $110,995
Per Capita Funding for the Arts $5.70 $34.78 $35.54 Figures to come. Figures to come. $31.25
*Public art funding calculations for the City of Boulder fluctuates dramatically from year to year. To provide more comparable
data, this figure is calculated as an approximate average derived from 5 years of data.
(Cultural Planning Group continues to work on the completion of the benchmarking study for inclusion in the final
CCP document.)
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APPENDIX FOUR
Summary Findings from the
Public Inquiry Process
The Community Cultural Plan public inquiry was conducted online and on the streets from October – December
2014 in a series of engagements that were collectively branded as “The Culture Kitchen”. The priorities of this
process were to a) hear from as wide and diverse a group as possible, b) to assemble a sample that was large
enough to be convincingly valid, and c) establish measures that could be repeated and improved over the time
horizon of the CCP.
Culture Kitchen Inputs:
1. Pop-up Events
2. Onsite Interviews and Group Discussions
3. Neighborhood Conversations
4. MindMixer (The Recipe Box)
5. Full Online Survey
6. Intercept Survey
Response:
25 Culture Kitchen Pop-up Events
Over 75 Onsite Interviews and Group Discussions
300+ Intercept Surveys
20+ Neighborhood Conversations, More Than 100 Participants
MindMixer Engagement: 1,132 Unique Visitors, 4,867 Page Views, 500+ Interactions
1,087 Respondents to the Full Online Survey in English and Spanish
Total Interactions Topped 2,000
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Respondent Profiles:
Full Online Survey
Gender Identification Age Education Race
Identifiation
Female = 68%
Male = 32%
PNTA = 0%
Under 21 = 1%
21-44 = 34%
45-54 = 21%
55-64 = 24%
Over 65 = 17%
PNTA = 3%
High School = 1%
Some college = 5%
Undergraduate = 40%
Graduate Degree = 52%
PNTA = 2%
American Ind/Alaska = 0%
Asian = 1%
Black/Multi-racial = 3%
Hispanic/Latino = 4%
White = 84%
PNTA 8%
Income Range Professional in the Arts Volunteers at Arts or
Cultural Orgs Engaged in the Arts
Less than $50K = 22%
$50K-$100K = 27%
$100K - $250K = 33%
PTNA = 18%
Yes = 43%
No = 55%
Not Sure = 1%
Yes = 23%
No = 42%
Sometimes = 35%
Very = 47%
Somewhat = 34%
Mildly = 15%
Not Really = 3%
Not At All = 1%
Intercept Survey
Gender
Identification Age Race
Identifiation
Residency
Male = 28%
Female = 63%
PNTA = 9%
Under 21 = 5%
21-44 = 43%
45-54 = 15%
55-64 = 18%
Over 65 = 17%
PNTA = 2%
American Ind/Alaska = 1%
Asian = 3%
Black/Multi-racial = 6%
Hispanic/Latino = 4%
White = 86%
PNTA 0%
Live and work in Boulder = 54%
Only Live in Boulder = 20%
Only Work in Boulder = 7%
Live and Work Outside Boulder = 19%
*PNTA = Prefer not to answer.
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“The Recipe Box” MindMixer Website
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Findings: Key Themes
The resource of artists as an asset to Boulder:
Addressing affordable venues and spaces
Developing a city focus on arts and cultural activities/events
More support for individual artists
Authentically celebrating diversity
A focus on historic preservation
Addressing access and affordability ( housing, lifelong arts education
Fostering involvement and support from the City government:
Funding (more than just The Dairy and BMoCA)
Communications
Cultural diversity
Cultivating private sector support:
Venture capitalist community
Tech community
Foundations
Creating an arts district in Boulder:
Collaborative spaces for artists to live/work
Performing spaces/rehearsal spaces
Use of existing building (industrial)
Multi-use
Improved communications, artist collaborations and press coverage:
Community awareness
One source with all events, programming, opportunities, etc (currently there are 19 different sites but
events-oriented)
Media relations
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Findings: What Do You Love About Boulder?
Open Spaces: Trails, outdoor sports, competitive sports environment
The Culinary Culture: past, present, and future.
Farm-to-table origins
Sustainability and support of local agriculture industry
The Independent Music Scene:
Collaborative culture
Local venues
What is your favorite cultural place or activity in Boulder?
Farmer’s market
BMOCA
NoBo ARts
Macky Auditorium
E-Town Hall
International film festival
Chautauqua summers
Dinner theater
Open Studio
The Dairy
The Bluegrass Festival
Dushanbe Teahouse
The Library
Story Slams
CU arts and cultural events
Visiting Denver for arts and cultural experiences
What is your vision for Boulder’s culture?
Cultural equity for all groups in the city
A community with a distinct culture of philanthropy
A cultural center for the arts and the community
An affordable signature event which brings together all of the diverse neighborhood and groups –
ethnicities, ages, social groups
An arts and cultural district within the city
A “community” of the arts – sharing resources, better use of space, communications
Public art– planning, temporary exhibits (A Glass Room)
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Findings: Thoughts on Vision
Some common themes arose when we asked people for the vision for Boulder’s culture and creative sector. Below
are samples that represent some of those ideas that came up frequently:
“Boulder should have a designated arts district
where people could view art studios and galleries,
have coffee or a nice meal, and be close to other
venues for music, theatre and dance all within
walking distance of each other.”
“I would like for Boulder to value art as an integral
aspect of our humanity and sense of wellbeing. And,
to make art accessible to all, regardless of income.”
“I would like to see more public art that represents
the current, more educated and sophisticated art
appreciators that live and work here.”
“A more diverse and integrated representation of
art; including African American, Hispanic, Jewish, etc.
cultures.”
“20 years ago Boulder was known as an ‘Arts’ city. I
would love for Boulder to once again be known
nationally as a community that is supporting and
generating avant guard art. Having more festivals
does not achieve this goal, the City needs to support
artist living here and producing art.”
“To create a culture of philanthropy for the arts, If
this could be encouraged, public / private
partnerships could be established to fund some great
art and culture in Boulder.”
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Findings: The Role of the City
Respondents also answered the question of the municipal government’s role in some key ways:
“The City should create more funding through
taxation and partnership with private donors.”
“It is within the best interests for Boulder for the city
to value art as an integral part of our humanity, then
plan and fund accordingly.”
“It’s important for the City government to provide
funding and structure such as initiatives and zoning
changes to accomplish a new art and culture vision.”
“Provide incentives for developing an arts/cultural
district. City needs to motivate redevelopment that
allows for arts spaces – finding spaces for all
creatives, commercial as well as non-commercial.”
“The city should connect people and geographic
areas and provide the necessary ongoing support to
ensure projects are completed. And, importantly, the
city is in a unique position to encourage
philanthropy.”
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Findings: The Latino Perspective
During the Culture Kitchen events, the CCP team put out a special call to the Latino community of Boulder. Online
and intercept surveys were distributed, and a special forum was held. Below are some key results of that inquiry.
More representation for the Latino community in city government is needed.
Latino community marginalized from main Boulder community.
City treats events with “Latino agenda add-ons” rather than integrated into the events.
Want events which integrate all cultures and show “real” culture rather than the stereotypical.
Zoning is a significant issue when organizing neighborhood events.
Lack of cultural understanding within city communications.
A distinct split between Latino and White begins in middle school – there is a need to change the patterns.
Latino youth need space outside of school – access and affordability are issues.
Arts and cultural opportunities for youth is significantly lacking.
Creation of a family–oriented cultural center is a need – “Gathering places create understanding”.
The investigation of how the government can support culture in minority communities needs more time,
resources, and tools to complete.
“It’s a puzzle – Boulder is a beautiful place, but a
contradiction at times. There are so many good
things: the natural wealth, everything is clean and
safe, but we don't participate in it. We are left on
the outside; someone else owns it”.
“Arts and culture for us is a way of life…it is in our
everyday routines, part of all of our celebrations…we
can share that with Boulder”.
“Great events include the Latino Youth Conference
and the Women’s Conference…they are life changing
for some Latinos.
“We need a voice…a champion in city government …
someone who really knows the community and
understands the needs. “
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Critical Insights
Respondents are creatively active, with almost all respondents indicating they participate in arts and
cultural activities.
Both residents and non residents want to see better support of artists and arts and cultural nonprofits.
The majority of respondents cite more traditional modes of participation such as attending live
performances, art galleries and shows, museums, and festivals. Many want to see more arts and cultural
activities within their own neighborhoods, and at non-traditional venues.
There is significant support for a tax increase to support arts and cultural activities.
There is a significant call to the city to increase their support arts and culture
“I have a vision of a Boulder where artists are more
involved and active in the planning and spending
decisions.”
“The best single feature of Boulder has been Pearl
Street. It is walker friendly, and the collection of
sidewalk cafes brings people out of the buildings. It's
a great place to people watch. I would love to see
more participatory cultural activities in different
parts of the city.”
“I would like to feel like Boulder citizens and city
Council hold and support art as a vital aspect of
"what we value" and "who we are" as a culture, and
to recognize that art is a valuable economic resource.
There are so many talented people who call Boulder
home.”
Boulder is at a crossroads…needs to choose between
being an “elite” destination or a unique creative
community…it can’t be both.
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Community Profile: Creative Activities
76% Took photographs
68% Read novels, sort stories, or poems
67% Cooked creative dishes or meals
38% Played a musical instrument
33% Danced socially or with a group
31% Made crafts such as jewelry, sewing, knitting, or quilting
30% Painted or drew pictures, or did print-making or collage
21% Wrote novels, short stories, or poems
20% Made videos, short films or animation
18% Sung in choir, with a group, or solo
18% Worked with fiber arts such as knitting, sewing, embroidery
14% Made sculptures, woodwork, or ceramics
11% Made digital illustrations or 3-D digital art
13% Played live music or performed rap
8% Wrote music, composed lyrics
7 % Acted in plays, musicals, or theatre
6% Performed in storytelling events or poetry slams
5% Choreographed dance, ballet, modern, etc.
Why do you take part in these activities?
74%
48%
30%
17%
16%
16%
13%
7%
As a leisure activity or
hobby on my own
As a way to share time
with friends or family
As a leisure activity
through group
workshops/classes
As a professional artist
As a way to
supplement my income
As a business
professional working in
the arts field
As an aspiring
professional artist
I do not personally
participate in creative
activities
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Community Profile: Destinations
Where do you get your culture?
How do you rate cultural offerings in Boulder?
80%
65%
62%
61%
61%
59%
54%
41%
34%
29%
25%
18%
75%
58%
52%
48%
52%
54%
51%
30%
32%
22%
7%
12%
Live performances at concert halls or theaters
Art galleries, exhibits or crafts shows
University-based arts or cultural events for the community
Museums (art, science, history, children’s, etc.)
Arts events/activities at community centers, libraries, …
Arts festivals (music, art, film, etc.)
Live performances at non-traditional venues
Festivals/celebrations in my neighborhood
Food festivals
Ethnic or cultural festivals (e.g. African American, Hispanic)
Arts or cultural events for children or teenagers
Creative co-working or "maker spaces"
Resident
Non Resident
2% 2% 2% 4% 8% 10% 7% 13%
16% 18% 17%
28%
44% 46% 48%
41%
30% 24% 26%
14%
Variety Availability Quality Affordability
Excellent
Good
Adequate
Fair
Poor
Boulder Arts Commission - 70 May 20, 2015 Meeting
DRAFT41
Community Profile: Desires
What would you like to see more of in Boulder?
What are the most important things for the city to support?
41%
39%
39%
38%
36%
32%
30%
30%
29%
27%
28%
23%
26%
36%
41%
44%
33%
34%
28%
30%
24%
29%
29%
22%
Festivals/celebrations in my neighborhood
Arts festivals (music, art, film, etc.)
Live performances at non-traditional venues
Live performances at concert halls or theaters
Museums (art, science, history, children’s, etc.)
Creative co-working or "maker spaces"
Art galleries, exhibits or crafts shows
Arts or cultural events for children or teenagers
Arts events/activities at community centers, libraries, places
of worship, etc.
Food festivals
Ethnic or cultural festivals (e.g. African American, Hispanic)
University-based arts or cultural events for the community
Resident
Non
Resident
63%
51%
41%
41%
41%
36%
69%
53%
45%
32%
40%
37%
Support nonprofit arts and
cultural organizations
Support artists in Boulder
(live/work space,
rehearsal/performance space)
Support after-school and
summer arts/cultural programs
for children
Support public art projects
Support more arts and cultural
events and activities
Support arts and cultural
programming for adults and
families
Resident
Non Resident
Boulder Arts Commission - 71 May 20, 2015 Meeting
DRAFT42
Community Profile: Support from the City
I would support additional funding for city programs. (Residents Only)
The City of Boulder should… (Residents Only)
70%
52%
49%
14%
24%
18%
5%
8%
13%
6%
10%
14%
5%
6%
6%
$10 Annually
$15 Annually
$20 Annually
Very Favorable
Somewhat Favorable
Somewhat
Unfavorable
Not at all favorable
Don't know
33%
47%
15%
1%
4%
fully support and expand arts and
cultural opportunities
play a major part in supporting and
expanding arts and cultural
opportunities
play a small part in supporting and
expanding arts and cultural
opportunities
Not at all support and expand arts and
cultural opportunities
Not sure
Boulder Arts Commission - 72 May 20, 2015 Meeting
DRAFT43
Intercept Survey Results: Findings
What should the city support?
I would support additional funding for city programs. (Residents Only)
62%
50%
49%
47%
36%
33%
51%
57%
48%
32%
38%
36%
Support artists in Boulder (live/work space,
rehearsal/performance space, affordable
housing)
Support after-school and summer
arts/cultural programs for children/youth
Support nonprofit arts and cultural
organizations (facilities, funding)
Support more arts and cultural events and
activities
Support public art projects
Support arts and cultural programming for
adults and families
Resident
Non resident
5% 8% 13% 22%
37%
24%
73%
56%
63%
$10 Annually $15 Annually $20 annually
Very Favorable
Somewhat Favorable
Not at all favorable
Boulder Arts Commission - 73 May 20, 2015 Meeting
DRAFT44
APPENDIX FIVE
Comparison of Public Art Programs in Colorado, page one
City Funding Mechanism Eligible Projects
Fort Collins
Benchmark Budgets
Standard Percent for Art 1% of CIP; Over $250,000;
Artists added to projects of
$50,000 - $250,000 at the
discretion of PM.
2013-2014= $272,232.00
(Calculated Biennially)
Lakewood Standard Percent for Art
1% of CIP; New Projects Only 2013= $41,000
2014= $45,000
Littleton General Fund Includes capital funds,
operating revenue,
donations, etc.
2013= $69,475.00
2014= $71,778.98
Loveland Pooled Percent for Art (at
least 1% stated in ordinance)
CIP; Over $50,000 excl
engineering, admin, fees,
permits, and indirect costs;
excl special impr. districts.
2013= $273,501.00
2014= $607,120.00
2015= $351,040.00
Vail Private Fee and Tax
Increment
Real Estate Transfer Tax
(set amount)
Approx. $80,000/year
Boulder Arts Commission - 74 May 20, 2015 Meeting
DRAFT45
Comparison of Public Art Programs in Colorado, page two
Type Funding Pros Cons Models
1. Traditional
Percent-for-art
A portion (typically 1% - 3%) of
the construction budget of
municipal capital improvement
projects is set aside from the
project budget for the purposes
of commissioning public
artworks. In most cases, a
threshold amount is set; for
instance the rule might apply
only for projects that have a total
budget of more than $50,000.00.
• Protected politically
over the long term.
• Public is invested in
founding the program.
• Palatable implications
to tax rates.
• Could be applied to
utilities spending to
increase capacity.
• Funding will be
inconsistent over time.
• Funding is typically low,
and projects few, for
our size city.
• Project sites only
associated with their
source construction
projects.
Denver,
Longmont,
Ft. Collins,
Grand Junction.
2. Public Benefit /
Private Mandate
Private developers are required
to set aside a portion of
commercial projects to acquire
artwork for public display. Often,
additional rules are included such
as a threshold budget, or the
stipulation that the owner may
contribute the amount to a pool
which is spent by public
commissioning.
• Adds a source of
funding and projects to
build a critical mass of
artworks.
• Adds a tool for fulfilling
public benefit
requirements.
• May not be palatable
to developers.
Aurora
(in addition to
traditional
percent-for-art).
3. Percent-for-art
Pooled
Rather than being derived
directly from CIP project budgets,
the funds are calculated
according to the budgets of CIP
projects, and then transferred
from the general fund into a
pooled account. Funds are then
spent based on a strategic plan,
rather than solely based on an
association with the CIP project
site. Note: transportation and/or
Parks and Recreation projects
may be exempted from the rule.
• More flexible budgets
and sites.
• Projects can be
distributed
geographically in a
more strategic way,
rather than only
adjacent to city
buildings.
• Possibly less politically
stable.
• Requires complex
budgeting and analysis,
and risks incomplete
calculations.
Loveland.
4. General Fund An account within the city
budget, derived from the general
fund or some other reliable
source, is assigned to the
commissioning of public art. In
many cases the amount is
determined by a formula, such as
a percentage of the total general
fund.
• Offers flexibility for the
implementation of a
strategy over short
periods of time.
• Most precarious in
terms of sustainable
funding.
Co Springs.
5. Private Fee or Tax
Increment
A specific allocation derived from
an incremental tax or fee is
transferred to a special account.
For instance, a portion of the fees
on permits or a portion of the
seat tax for a convention or
theater district can be applied to
commissioning public art.
• Offers a complimentary
funding mechanism
that can bolster a
standard model.
• May not be palatable
to those impacted by
the fees or taxes.
Wheat Ridge.
Boulder Arts Commission - 75 May 20, 2015 Meeting
DRAFT
Review of Boulder
Performing Arts Facilities
Assessment and Alignment
with Cultural Plan Research
April 13, 2015
Prepared for David Farnan, Boulder Public Library
Boulder Arts Commission - 76 May 20, 2015 Meeting
DRAFT2
Table of Contents
Introduction
3
Review
and
Analysis
of
Needs
Assessment
4
Key
Findings
and
Analysis
4
Audience
Demand
4
Facility
Uses
and
Users
5
Local
and
Regional
Facilities
6
Community
Preferences
7
Summary
of
Findings
7
Alignment
with
Cultural
Plan
Research
8
Conclusions
11
Boulder Arts Commission - 77 May 20, 2015 Meeting
DRAFT3
Introduction
Beginning in August 2014, Boulder, CO has been engaged in a comprehensive
community cultural planning process. This process was initiated for several reasons
including a recognition that there is an interest in the community and among civic
leadership to elevate arts and culture within the civic dialogue; it has been ten years
since the last plan was completed and it is no longer relevant; and new leadership is in
place for both the Boulder Public Library and the Office of Arts and Culture. The cultural
planning process has been underway within the context of concurrent civic efforts that
have significant implications for arts and cultural activity and facilities, including a ballot
initiative (2A) that would support both an initial investment in infrastructure for the Civic
Area and capital funds for The Dairy Center for the Arts and the Boulder Museum. The
Civic Area Plan, whose vision begins “Boulder’s Civic Area will be the heart of Boulder
with nature at its core, flanked by bookends of civic, cultural, and commercial buildings
that are alive with activity, collaboration, andinnovation at the east and west” suggests
there are a range of possibilities for both development of facilities as well as cultural
programming in the mix of activity.
In addition to these municipal efforts, a group of citizens formed an organization to
explore the viability and feasibility of developing a performing arts center, Boulder
Center for the Performing Arts (BCPA), and commissioned a set of studies to examine
demand and options of a performing arts center in Boulder.
This review includes a review of the needs assessment commissioned by BCPA, an
analysis of and alignment with relevant findings in the community cultural plan research,
and conclusions by The Cultural Planning Group regarding the need for performing arts
facilities.
It is ultimately the opinion of The Cultural Planning Group that there is a need in Boulder
for an affordable, mid-size performing arts facility – approximately 500 seats – that can
accommodate a broad range of performing arts groups and other rental activity. This is
further elucidated below.
Boulder Arts Commission - 78 May 20, 2015 Meeting
DRAFT4
Review and Analysis of Needs Assessment
BCPA commissioned Webb Management Services, Inc., to conduct research on
existing performing arts facilities as well as to consider the feasibility of developing new
performing arts facilities in Boulder. The report was issued in April 2014. The Cultural
Planning Group (CPG) has been asked to review the findings of this study and to
examine if, and how, they are aligned with the community engagement research
conducted for the cultural planning process.
Key Findings and Analysis
The 2014 report issued by Webb Management Services suggests that: “a case can be
made for a medium-capacity hall in the range of 500 to 700 seats.1” Webb further states
that 700 seats would be an upper limit and qualifies his statement that there is a case:
“This seat capacity recommendation accounts for potential touring product. If the project
was exclusively focused on responding to local demand, we would not recommend a
space with 700 seats as an upper limit. Local arts groups will not draw enough of an
audience and won't be able to afford to use a larger facility. The touring potential drives
up the capacity for this larger space -- but that space still must be
active and usable by a core group of local organizations.” This recommendation
represents a compromise between providing additional capacity for local arts
organizations (100 projected uses), with upwards of 30 local presenters/producers
needing 700 seats or less. It would also serve as a venue for some touring activity
(especially if the hall is at the upper end of that range. A facility of this size could also
provide much needed meeting space to serve the City, the Chamber of Commerce and
the Convention and Visitors Bureau. The University of Colorado is also identified as a
potential user of this facility.
The Webb report is based on several areas of research: audience demand, analysis of
potential facility uses and users, existing Boulder performance venues, regional
competitors and community preferences.
Audience Demand
There are two primary aspects of audience demand to be considered: 1) the
geographic area from which audiences might be drawn; and 2) the demographic
characteristics of the potential local/regional audiences might be likely attendees.
Webb’s detailed analysis of two key Boulder organizations (Boulder Ensemble Theatre
Company and Colorado Music Festival) suggests that approximately 87% of audience
1 Page 33; Webb Management Services Needs Assessment, Section 7.1
Boulder Arts Commission - 79 May 20, 2015 Meeting
DRAFT5
members for these two organizations fall within a 30-mile radius. Industry standards
indicate that any figure above 80% is an acceptable predictor of attendance.
The second element that must be understood is the demographic nature of the potential
audience. General conclusions about the population within the 30-mile radius are that it
is growing, relatively young, highly educated, and economically successful. (The
median family income in Boulder County is $90,197, compared to a national average of
$62,735.)
A third potential source of audience for a new performance venue in Boulder is tourism.
The report does not cite any specific data to suggest that tourists comprise a significant
element in Boulder audiences. Rather it notes that any facility must make a name for
itself and its programs before visitors/tourists could be expected to comprise an
important segment of the potential audience. Over time, outside visitors might rise to
25% after a period of five years.
Facility Uses and Users
The Webb study included interviews with nine key potential users, including:
• Boulder Philharmonic Orchestra – needs a larger facility with improved
acoustics.
• University of Colorado – could use a facility of about 1,000 seats to fill a
gap between its large presenting hall and the smaller venues on campus.
• LOCAL Theatre Company – has been challenged by the lack of a venue
with advanced technological capabilities.
• Colorado Music Festival – would be able to expand its offerings year-
round with a new performance center.
• Frequent Flyers Aerial Dance – needs a venue to accommodate its
growing audience and could use space for rehearsals and classes.
• Boulder Chamber Orchestra – wants to grow its audience without raising
ticket prices and needs high end audio/video recording capacity.
• Naropa University – wants a venue to accommodate its performance
training programs and its speakers and productions.
• Boulder International Film Festival – needs larger, well equipped venues
in its preferred downtown location.
Boulder Arts Commission - 80 May 20, 2015 Meeting
DRAFT6
• Boulder Ensemble Theatre Company – audience demand is growing
beyond the capacity of existing facilities, including the 240-seat theater in
The Dairy.
The Webb study conducted a survey of 41 local performing arts organizations to
determine their optimal size facility and their projected use days in a new facility if it
were available. Stated ideal capacity ranged from 50 seats to 1,900 seats. The
average capacity needed was 570 seats. Twenty-seven of the organizations needed a
facility within the 500- to 700-seat range proposed by the Webb report.
Projected use days totaled 1,510, comprised of 412 performance days, 958 rehearsal
days and 140 other. Performance days projected ranged from 1 day to 50 days.
Demand for use days calculated by the 27 organizations whose facility size needs fell
within the recommended range totaled 1,335, with an anticipated 100 performance uses
annually. The report noted that the greatest overall demand is for venues with less than
500 seats. It also noted that many of the organizations surveyed desired a space that
could permit touring presentations.
The report further noted that there might be significant demand for a facility that could
support conventions, corporate meetings, and other gatherings. A performance facility
might also be of use for meetings and activities sponsored or convened by the City
itself. Webb conducted a survey of both statewide and national organizations to assess
demand for an event space. The survey indicated that there would be substantial
demand.
Local and Regional Facilities
There are a total of 33 performing arts facilities in the local market and another 18
facilities in the regional market. However, it should be noted that many of these
facilities are situated within high schools or other educational institutions, where access
to local nonprofit performing arts organizations is severely limited. The theater at The
Dairy Center for the Arts is the most heavily used facility. This venue is due for some
much-needed upgrades, which will improve its technical capabilities, but will not
increase available seat capacity (The Dairy Center will begin upgrades and renovations
this summer). It is important to note the following conclusions from the Webb study:
• There is no readily available facility in the mid-range of 500- to 700-seats.
Boulder Arts Commission - 81 May 20, 2015 Meeting
DRAFT7
• Generally, Boulder performing arts venues are not well equipped
technically, which significantly drives up the user cost of performing in
these theaters.
• Most of these facilities lack basic theatrical components, including
orchestra pits, gallery spaces, adequate restrooms and full service food
service and prep kitchens. One new facility is under development – a
flexible 400-seat theatre at Boulder JCC.
Community Preferences
The report notes that patterns of arts and cultural attendance are changing, with some
decline noted in overall attendance performing arts. However, the general lack of
available venues in Boulder, coupled with anticipated growth in the local and regional
population, suggest that sufficient audience demands to justify the addition of a mid-
sized theater in Boulder can be justified.
Summary of Findings
The needs assessment conducted for BCPA by Webb Management Services
concludes:
• There is sufficient audience demand to justify the development of a new
performance facility in Boulder in the 500- to 700-seat range.
• Development of such a facility could be expected to generate at least 100
uses by local performing and presenting organizations.
• Development of a facility in this capacity range would also be able to
accommodate some touring presentation, particularly at the higher end of
the range (700 seats).
It is the opinion of the Cultural Planning Group reviewers that these findings are sound
and consistent with the findings of our research for the community cultural plan.
Discussion of those findings are outlined below.
Boulder Arts Commission - 82 May 20, 2015 Meeting
DRAFT8
Alignment with Cultural Plan Research
The Community Cultural Plan was anchored by extensive community engagement that
occurred between late August 2014 and December 31, 2014. Engagement activities
ranged from individual interviews with community, civic, business, arts and philanthropic
leaders to extensive neighborhood based events, intercept surveys, volunteer led
community conversations, and an on-line survey. Over 300 intercept surveys and
nearly 1,100 on-line surveys were completed.
It was notable from the community research that facilities were a strong and present
theme – performing arts facilities, rehearsal facilities, affordable, flexible space options,
and ‘maker’ space (ranging from high tech to painting studios). This was evident across
all modes of data collection – surveys, interviews, focus groups, community
conversations, and on-line interactions. Residents and participants consistently sited the
need for both performing arts facilities and facilities for classes and community uses.
Common themes included:
• Recognizing the Dairy Center and Chautauqua as primary venues but
they are seen as inadequate. The Dairy Center was sited as being too
small for many uses as well as having demand for availability that it could
not meet.
• Chautauqua was recognized and lauded though comments were clear that
it is only for summer months as an outdoor venue and having less than
desirable acoustics. It is not seen as fulfilling the needs of the community
as a performing arts center, rather it provides a seasonal experience.
• University facilities were viewed as inaccessible, not appropriate beyond
their primary academic purpose and/or too expensive and limited in
availability for rental.
• The Civic Area was consistently sited as the most appropriate and
desirable area for a new performing arts facility.
Through the community engagement, participants were asked where they find or
participate in cultural activities. Concert halls or theaters for live performances was sited
as the most important, with 80% of respondents indicating these venues as where they
participate.
Boulder Arts Commission - 83 May 20, 2015 Meeting
DRAFT9
When
asked
“What
are
the
three
most
important
things
the
City
of
Boulder
should
focus
on
to
meet
residents’
arts
and
cultural
needs?”
80%
indicated
that
Boulder
should
either
play
a
major
role
or
fully
support
and
expand
arts
and
cultural
opportunities.
This
chart
represents
responses
by
residents
of
Boulder.
80%
65%
62%
61%
61%
59%
54%
41%
34%
29%
25%
18%
75%
58%
52%
48%
52%
54%
51%
30%
32%
22%
7%
12%
Live
performances
at
concert
halls
or
theaters
Art
galleries,
exhibits
or
craHs
shows
University-‐based
arts
or
cultural
events
for
the
community
Museums
(art,
science,
history,
children’s,
etc.)
Arts
events/acPviPes
at
community
centers,
libraries,
places
of
worship,
etc.
Arts
fesPvals
(music,
art,
film,
etc.)
Live
performances
at
non-‐tradiPonal
venues
FesPvals/celebraPons
in
my
neighborhood
Food
fesPvals
Ethnic
or
cultural
fesPvals
(e.g.
African
American,
Hispanic)
Arts
or
cultural
events
for
children
or
teenagers
CreaPve
co-‐working
or
"maker
spaces"
Resident
Non
Resident
33%
47%
15%
1%
4%
fully
support
and
expand
arts
and
cultural
opportuniPes
play
a
major
part
in
supporPng
and
expanding
arts
and
cultural
opportuniPes
play
a
small
part
in
supporPng
and
expanding
arts
and
cultural
opportuniPes
Not
at
all
support
and
expand
arts
and
cultural
opportuniPes
Not
sure
Boulder Arts Commission - 84 May 20, 2015 Meeting
DRAFT10
The following quotes from interviews, focus groups and surveys are representative of
the feedback throughout the engagement process in regards to facilities (emphasis
added):
• “I would very much welcome a dedicated performing center that could
accommodate larger audiences than what is currently available at The
Dairy (Center). It would be great to have a gallery dedicated to local artists
in this venue as well.”
• “I would love access to a small scale Performing Center with better
individual access for ballet/dance and more of a buffer for the performing
/Theatre. When many events happen on top of each other at the Dairy,
the sound becomes an issue for all involved. When performances cross
over one another, sound becomes a problem for all involved including
paying patrons. I would love in ten years time to be proud that we
were home to a nationally respected performing center in Boulder. It
is a missing element in our civic pride!!”
• “I find myself going to Denver more often for quality performances
and spaces as there is not really a proper home for music and dance
in Boulder. While I appreciate the Dairy, it really is inadequate. And I
don’t find that CU as a place that belongs to the community.”
• “We need a centrally located, affordable, flexible high caliber center
fulfilling all mediums of making including music & performance.”
• “We NEED a central civic center, including auditoriums of various sizes
with superb facilities, affordably available to local groups. Macky
Auditorium is neither the right size nor affordable. Other local
auditoriums are just too small (library, Dairy, eTown).”
• “With a performing center we would be able to offer a myriad of quality
local activities and attract more outside events that people now have to
drive to other towns to attend.”
Boulder Arts Commission - 85 May 20, 2015 Meeting
DRAFT11
Conclusions
There are several significant, concurrent research processes underway in Boulder –
The Civic Area Plan, the cultural planning process and the research by BCPA – that
implicate the need and potential for a new performing arts facilities.
The Webb Management Services report examined several options, feasibility and
demand for a new facility. CPG concurs that a new facility, located in the Civic Area,
with a capacity of 500 seats is needed in Boulder. The possibility of a larger hall – up to
700 seats – should only be considered with a clear, viable and sustainable business
plan that would create demand for a larger hall. A 500-seat facility however serves both
the capacity of local producers and presenters well, allows for growth and increased
demand for those producers, as well as providing greater flexibility over time.
There are smaller facilities, particularly the Dairy Center and E-Town (both with either
technical limitations and/or issues of availability and affordability) and larger facilities,
most notably Macky Auditorium on the CU campus. There is not a mid-size theater
available that was identified in CPG’s process or evident in the Webb assessment.
The Webb Management Services report includes a recommendation for a mid-size
multi-purpose performing arts facility. Beginning on page 33 of the report are examples
of similar facilities in other communities. Essential, minimal elements of these facilities
that are important to consider as a baseline to both meet demand as well as providing a
space that is in demand include:
• Technically well equipped for a broad range of uses.
• Designed with a proscenium stage of size and depth sufficient for a wide
range of performing arts uses – dance, music, theater, musical theater -
with a fully functioning fly space and wing space. The space needs to
accommodate the needs of local producers and presenters as well as
smaller off Broadway and touring productions.
• Appropriate dressing room facilities and other support spaces that can
accommodate demand from a broad range of programs.
• State of the art acoustic design
The Cultural Planning Group concurs that designing and engineering a space with a
high level of technical capacity and a stage house that supports a broad range of
activity will best serve and support a sustainable operation over time. By limiting
elements such as wing space, fly space, support space – the elements not seen by the
audience but essential ‘behind the curtain’ – is more efficient to integrate from the
outset. In our observation over time, when these elements are ‘value engineered’ out of
Boulder Arts Commission - 86 May 20, 2015 Meeting
DRAFT12
a building plan, the type and quality of work that is produced is limited. This
constrains usage and financial viability and it is not unusual that it requires
expensive retrofitting.
Two issues that are of note:
Regarding the number of seats – in CPG’s observation working in numerous
communities, performing arts halls that have limited the number of seats results in
limiting usage. For example, while a hall of approximately 350 seats may be
attractive and at the outset seem the most affordable, and perhaps seem the most
appropriate for local producers at this particular point in time, it serves to limit any
growth and as importantly limits presenters and producers from bringing in touring
productions that rely heavily on box-office revenue over subsidies. The following
table is a simple illustration of significant differences in ticket revenue, based on
average ticket prices and average percentage of number of seats sold. For a
producer of a touring production, the difference in gross revenue over an 8-show
week is significant and may impact the viability of presenting in the space.
Capacity
sold
70%/350-‐
seat
hall
70%/500
seat
80%/350
seat
80%/500
Seat
95%/350
seat
95%/500
Seat
Avg
per
seat
revenue
245
350
280
400
335
475
Avg
Seat
@
$28
$6,860
$9,800
$7,840
$11,200
$9,380
$13,300
Avg
Seat
@
$38
$9,310
$13,300
$10,640
$15,200
$12,730
$18,050
Avg
Seat
@
$52
$12,740
$18,200
$14,560
$20,800
$17,420
$24,700
Avg
Seat
@
$65
$15,925
$22,750
$18,200
$26,000
$21,775
$30,875
8-‐show
week
$28
avg
$54,880
$78,400
$62,720
$89,600
$75,040
$106,400
$38
avg
$74,480
$106,400
$85,120
$121,600
$101,840
$144,400
$52
avg
$101,920
$145,600
$116,480
$166,400
$139,360
$197,600
$65
avg
$127,400
$182,000
$145,600
$208,000
$174,200
$247,000
CPG recently completed a project in Hilton Head Island, SC regarding the role of
the Town of Hilton Head in supporting arts and culture, and, specifically, the
operations of the Arts Center of Coastal Carolina. This facility was built in 1996 with
an original design of a 650-700 seat hall. Based on limited fundraising at the time,
the hall was reduced to 346 seats.
The reality currently facing the Arts Center is that several organizations will not
produce their programs in this space (e.g., The Hilton Head Symphony) as the
limited number of seats are insufficient for their audiences and dramatically limits
their revenue potential on a per show basis. The Arts Center annually struggles to
meet the operating costs of the facility and regularly cannot meet additional capital
needs that arise out of the aging of the building. They have demand for their own
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productions that outstrips their seating capacity as well as the viability of extending
performance runs. Economies of scale are not possible. The result is an on-going
debate within the town as to the use of public resources to support a facility that is
insufficient to meet demand and has no potential for growth. The facility is less than
20 years old at this point and its viability is in question.
While there are considerations that must be taken into account regarding the capital
costs of development as well as ongoing operations (and the commitment to ongoing
operating subsidies) it is our opinion that a hall smaller than 500 seats significantly
limits options for the hall now and into the future.
Additional spaces – The question has been raised as to the need for a second space
adjacent to a performing arts hall that is smaller and flexible – a ‘black box’ space.
While it is desirable to have a variety of facilities in one location as well as create the
potential for a hub of activity, it is not essential. What is important is that any facility
includes flexible adjacent space that can be utilized for rehearsals as well as serve
other rental uses (meetings, etc.).
In relation to the cultural planning process, CPG believe a there is a demand in the
community for at least one additional flexible performing and rehearsal space – a black
box theater. While it is ideal to include it as part of a performing arts center, it is CPG’s
recommendation that such a space be built adjacent to either the North or East Boulder
Recreation Centers. It is our observation that these facilities are already well regarded,
accessible and recognized gathering places for a broad spectrum of the community and
as such may lower barriers for participation. Additionally, these recreation facilities
have sufficient parking; parking is at a premium in the Civic Area, and could be a
deterrent for audiences.
It is likely that the cost of producing for small and mid-size organizations looking to rent
and produce in such a space would be lower as well.
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APPENDIX SIX
Review of Boulder Performing Arts Facilities Assessment
and Alignment with Community Cultural Plan Research
by Cultural Planning Group
Follows next page.
Boulder Arts Commission - 89 May 20, 2015 Meeting