WELCOME | IMAGINEDENVER2020.ORG

IMAGINE 2020 PROJECT TEAM

Mayor Denver Commission on Cultural Affairs Michael B. Hancock Co-chairs R. Tony Smith Cherry Creek Arts Festival Denver City Council Nancy Walsh Denver Museum of Nature & Science Susan K. Shepherd District 1 Immediate past co-chair Jeanne Faatz District 2 Yolanda Ortega Community Leader Paul D. Lopez District 3 Commissioners Peggy Lehmann District 4 Denis Berckefeld Denver City Auditor’s Office MESSAGE FROM Mary Beth Susman District 5, President Stephanie Blake Blake Communications Charlie Brown District 6 Jayne Buck VISIT DENVER Chris Nevitt District 7 Ann Daley Captiva Resources Albus Brooks District 8 Rick Griffith MATTER Judy H. Montero District 9 Leslie N. Herod Community Leader Jeanne Robb District 10 Hon. Claudia Jordan Denver County Court Christopher Herndon District 11, President Pro-Tem Sarah Kurz City and County of Denver THE Robin Kniech At-Large Mary Louise Lee First Lady of Denver Deborah “Debbie” Ortega At-Large John Thatcher Montgomery Jr. @PostAdCreatea Chandler Romeo Artist Deputy Chief of Staff Maruca Salazar Museo de las Americas MAYOR Stephanie O’Malley Gillian Silverman University of Colorado Denver With great pride in our city and excitement about its future, it is my Margie Soo Hoo Lee Soo Hoo Design Associates Rick Tallman Renova Capital Partners sincere pleasure to present IMAGINE 2020: Denver’s Cultural Plan. Bobbi Walker Walker Fine Art James Wallace James Wallace|Dance Arts, culture and creativity help define our city. From the small galleries along the Art District Blue Ribbon Panel on Santa Fe to the Big Blue Bear peering inside the Colorado Convention Center, art charms Amy Harmon Urban Market Partners Rehan Hasan Hasan, LLC Denver’s residents and visitors alike. From a trio performing at a bar on South Broadway, to Mona Lucero Mona Lucero Design a headlining band stirring a sold out crowd at Red Rocks Amphitheatre, artists, too, add to Richard W. Scharf VISIT DENVER George Sparks Denver Museum of Nature & Science Denver’s unique identity. Gary Steuer Bonfils-Stanton Foundation Mary Beth Susman Denver City Council Denver’s creative community is very much a part of our global competitiveness. IMAGINE 2020 is Elaine Torres CBS4 Denver’s first cultural plan since 1989 and will provide our city with a renewed sense of direction Denver Arts & Venues in the promotion of arts, culture and creativity. Whether it’s for support for arts education in Kent Rice Executive Director Denver Public Schools, increasing access to cultural events directly in your neighborhood or Ginger White Brunetti Deputy Director Tariana Navas-Nieves Manager of Cultural Programs creatively energizing our public life, this plan is brimming with positive ideas and goals that will Dan Rowland Assistant Director of Marketing elevate Denver’s standing as an international cultural destination. & Communications Shanna Shelby Cultural Programs Coordinator Patricia Abraham Muhammad Executive Assistant IMAGINE 2020 is a plan for Denver, by Denver. We asked you to imagine what the future Sponsors of arts, culture and creativity in Denver should look like and thousands of you told us. Denver Arts & Venues At community meetings, neighborhood events, on the phone and online, you told us that Denver Office of Economic Development Denver is an arts town, and that you want to see more of it in your daily lives. Office of Denver Mayor Michael B. Hancock Corona Insights Through your thoughts and input, we have crafted a shared vision for Denver’s artistic, cultural Consultants and creative future. Thank you to all those who participated in making the IMAGINE 2020 project Corona Insights Karla Raines, Principle Ink Lounge Creative Stu Alden, Partner/Creative Mechanic come to life, and thank you to the many more who will participate in implementing the plan and Rocket from Earth Josh Mattison, Graphic Designer continuing to make our city great.

Respectfully, INK LOUnGE workshops + Printing ScreEnpRinting { design + supplies + ar t } Studio

Mayor Michael B. Hancock City and County of Denver

1 WELCOME | IMAGINEDENVER2020.ORG

MESSAGE FROM ARTS & VENUES The best part about writing a cultural plan is hearing people tell you how much they love our city. Arts and culture make this city great, we were told. They make the city thrive and its residents proud. And those residents want more.

We asked people all over Denver, from all walks of life, to imagine what the future of arts, culture and creativity in our city might look like. It was a daunting process, but the effort paid off. Hearing from so many people who are so passionate about their city DENVER ARTS & VENUES SEEKS TO ENHANCE was exhilarating. We affirmed that Denver has a strong artistic and cultural foundation, and that we should waste no time building upon it. DENVER’S QUALITY OF LIFE AND ECONOMIC IMAGINE 2020 is Denver’s first cultural plan since 1989 and we are very proud of it. The plan will help guide our resources, support and direction for the area’s arts and VITALITY THROUGH PREMIER PUBLIC VENUES, culture in all their many forms. Denver’s current foundation would not exist without the collective contribution of the makers, doers and creators who have committed to ARTS AND ENTERTAINMENT OPPORTUNITIES. making Denver a great city for arts, culture and creativity. IMAGINE 2020: Denver’s Cultural Plan reflects the vision, goals and aspirations of everyone who contributed their The agency operates some of the region’s most renowned facilities, ideas during the planning process. including Red Rocks Park & Amphitheatre, the Denver Performing Now, we all have the responsibility of leadership going forward. As stewards of this Arts Complex, Colorado Convention Center, Denver Coliseum and plan, Denver Arts & Venues will continue to promote it, nurture it and help implement McNichols Civic Center Building. Arts & Venues also oversees the it throughout the coming years. But it is only with community support and with the continued passion of all of us who see the role arts and culture play in making a great Denver Public Art program, Create Denver economic development city that the implementation of this plan will be successful. The process of developing initiative, Youth One Book, One Denver literacy program, and this plan took the whole community, and the process of implementing it throughout the entertainment and cultural events such as the Five Points next seven years will take a communitywide effort as well. Jazz Festival. Please, read on to learn more about our collective vision of the future of arts, culture and creativity in Denver and how you can help bring this plan to life. All are invited to help lift Denver to an even higher level of achievement for our artistic community and creative sector businesses.

Kent Rice Executive Director, Denver Arts & Venues

Ginger White Brunetti Deputy Director, Denver Arts & Venues

2 3 TABLE OF CONTENTS | IMAGINEDENVER2020.ORG CONTENTS 7 Executive Summary 14 IMAGINE 2020: Denver’s Cultural Plan 15 Introduction: We Art Denver 16 Denver’s Cultural Development / Milestones 18 For Denver, By Denver “I want to show the 22 Looking to the Future 24 Seven Vision Elements 26 V1: INTEGRATION ➽ INCREASING ART, CULTURE & CREATIVITY IN DAILY LIFE world that the arts 34 V2: AMPLIFICATION ➽ AMPLIFYING ARTS, CULTURE AND CREATIVITY TO RESIDENTS AND THE WORLD 40 V3: ACCESSIBILITY ➽ ACHIEVING ACCESS AND INCLUSIVITY TO ARTS, CULTURE AND CREATIVITY 46 V4: LIFELONG LEARNING ➽ FILLING OUR LIFETIMES WITH LEARNING matter in Denver; 52 V5: LOCAL TALENT ➽ BUILDING CAREERS & BUSINESSES BY NURTURING LOCAL TALENT 58 V6: ECONOMIC VITALITY ➽ FUELING OUR ECONOMIC ENGINE 64 V7: COLLECTIVE LEADERSHIP ➽ LEADING CULTURAL DEVELOPMENT TO 2020 AND BEYOND and that everyone 70 Implementation: Achieving Our Collective Vision 74 Appendices matters in the arts.” 76 A: Organizations & Acronyms 77 B: Suggested Partners 78 C: Cultural Planning Process Mayor Michael B. Hancock 80 D: Public Input 84 E: Contributing Organizations 85 F: Denver Commission on Cultural Affairs 86 G: Stakeholder Leadership Group 87 H: Plan Studied During the Process 87 I: City Council District Meetings 88 J: Strategy Focus Groups

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EXECUTIVE SUMMARY ALL IT TAKES IS It’s no secret. Denver is an attractive and livable city with countless cultural assets and creative enterprises. Denver is known for its public art, downtown theatre district, indie music scene, art districts, creative sector businesses, and microbreweries and distilleries, to name a few features that make our city special. Arts, culture and creativity contribute significantly to Denver’s economy and quality of life by offering unique experiences to residents and visitors, creating jobs, attracting a talented workforce and strengthening the community. IMAGINE 2020 embraces . the full spectrum of people, activities and enterprises involved with arts, culture and FOCUS creativity in Denver and recognizes the important role this sector plays in advancing the region’s competitive advantage.

IMAGINE 2020 provides a strategic vision for arts, culture and creativity. It makes a call to action to city agencies, cultural institutions, businesses, civic leaders, neighborhood- and community-based organizations, and residents to make this collective vision a reality.

Created for Denver, by Denver This community-based plan was created under the leadership of the Denver Commission on Cultural Affairs, the Stakeholder Leadership Group comprised of volunteer arts community leaders, and Denver Arts & Venues, the city agency responsible for stewarding the city’s cultural assets and programs. Denver residents shared their aspirations and priorities through public meetings, City Council-hosted community forums, the Mayor’s Cabinet in the Community meetings, focus groups, outreach at festivals and fairs, input tools and surveys in both English and Spanish, and a custom website.

More than 5,000 people brought their voices to IMAGINE 2020 and thousands more heard about it.

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DENVER’S DENVER’S STRENGTHS CHALLENGES Denver has a strong foundation in place today. As Denver takes stock of its strengths, it is important to consider ➽ Denver residents participate in the arts at a ➽ Denver’s creative sector consists of more what will be crucial to advancing arts, culture and creativity through far higher level than national rates, as reported than 3,600 creative enterprises and employs the 21st century. by the National Endowment for the Arts. In the approximately 20,400 creative workers. The sector ➽ Residents don’t participate in arts, culture ➽ Denver lacks policy-based financial supports scientific public survey conducted for IMAGINE includes art and creative districts, more than and creativity as much as they would like. and incentives to nurture Denver-based talent. 2020, 66 percent of respondents had visited a 120 galleries and 160 performance venues, and Sixty percent of respondents in the scientific public The greatest challenge reported by professionals museum and 56 percent had visited a gallery in approximately 180 film-related businesses. survey reported that they would like to participate and business owners is the difficulty they face the past 12 months. Only 21 percent of U.S. adults more. This was especially true for Hispanics and in building successful careers and sustaining report visiting an art museum or gallery in the ➽ The creative sector is an economic driver African Americans. Interestingly, the number one financially healthy organizations in Denver. past 12 months. for the Denver metropolitan area. Organizations funded by the Scientific & Cultural Facilities barrier that people reported was lack of time. ➽ The scope, scale and impact of this economic Overwhelmingly, Denver residents believe District generated a total of $1.76 billion in ➽ ➽ Public awareness of Denver’s numerous and sector are under-reported — and so are its needs. that arts, culture and creativity contribute to economic activity and contributed $527 million diverse offerings is lacking. This is true despite the Advocates said that no organization collects the vitality of the city. Eighty-seven percent in direct economic impact within the seven- plethora of resources provided by a multitude of data on all of the entities comprising this industry of Denver residents believe that arts, culture country metro area in 2011, with notable increases organizations. The challenge is one of insufficient sector. Data is reported on nonprofits separately and creativity contribute to Denver’s economy, in many indicators since the 2009 study. coordination of information and resources and from for-profits at different times. Without hard as reported in the scientific public survey the decline in media. data to make the case for the sector, it cannot conducted for the cultural plan. Additionally, 85 ➽ Colorado is a leader in the creative industries, which include six creative sectors: design, film access the resources and infrastructure necessary percent agree the sector attracts tourism. Eighty- ➽ Arts, culture and creativity are not equally and media, heritage, literary and publishing, to support further growth, nor can this data be one percent believe that arts, culture and creativity distributed across Denver. While more than 90 performing arts, and visual arts and crafts. used to advance Denver’s cultural brand identity help develop active and unique neighborhoods. percent of survey respondents reported that it The creative sector is the fifth largest employment and economic expansion. would be easy to find arts, culture and creativity Denver residents believe that every Denver cluster in Colorado. ➽ in Denver, only 56 percent reported that it would ➽ Leadership, particularly around policy and child should have access to arts education in be easy to find them in their neighborhoods. vision, is lacking in Denver’s cultural landscape. school. More than 85 percent of Denver residents Arts leaders pointed out that no single entity is believe it is extremely important for children to ➽ Denver can do more to raise the city’s profile looked to or tasked with advancing public policy have access to arts education. as a cultural destination - and the profiles of its for arts, culture and creativity in a strategic local artistic and creative talent. Respondents Denver residents want their city to cultivate manner. City government can do more in ➽ suggested raising the city’s artistic profile will local talent. More than 75 percent of Denverites partnership with leaders from across the city. require common brand messages that are surveyed believe it is extremely important that communicated consistently by all stakeholders local creative talent stays and grows in Denver. committed to advancing the sector.

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OUR COLLECTIVE DENVER HAS SET A BOLD VISION Foundation of the Plan SEVEN-PART More than seven months of public input built the foundation for IMAGINE 2020. VISION TO ACHIEVE Thousands of Denver residents shared heartfelt aspirations for their city, and those IN SEVEN YEARS. aspirations shaped the seven “Vision Elements” upon which the plan is built.

Arts, culture and creativity are fully integrated into daily life, work and play in Denver. Denver’s diverse artistic and creative professionals are locally cultivated and flourishing. 1 Denver residents and visitors find art, culture and creativity everywhere they turn, VISIO5 N Denver is a great city for the arts, from emerging art forms and artists to established VISION from their neighborhoods to downtown and anyplace else they look. These are visible creative professionals and their enterprises. Our diverse individuals and institutions are in daily settings, thus informing city planning, transportation, architecture, housing, celebrated and supported. Local talent is cultivated through professional development, public spaces, and more. Opportunities for surprise, delight and creative participation financial support and recognition. We art Denver - we consume art produced here; we are varied and infused into everyday life for easy access and appreciation. Arts, culture promote unique venues; and we support local creative businesses. The best minds and creativity thrive in Denver. come to Denver to create, collaborate and be showcased. Careers are born and made here. Creative pioneers are rewarded for their risk-taking. We take our cultural talent Arts, culture and creativity are amplified in Denver – and amplify the city to the world. 6 seriously and the rest of the world does, too. VISIO2 N Not only are Denver residents aware of the cultural breadth and depth of their city, but VISION they are engaged and proud. We celebrate our history and heritage as we showcase Denver’s economic vitality is accelerated by arts, culture and creativity. Arts, culture current and emerging art forms. People regularly read about it, hear about it and and creativity are an essential component of Denver’s thriving economy, from arts experience it. Residents and visitors can easily learn what’s happening and how to and creative districts and creative industries to cultural tourism. The city embraces partake in it. Not only do we vote “yes” on investments in our civic arts and cultural and nurtures creative industries. New public-private partnerships are forged to spur infrastructure, we line up at doors, fill up seats, and max out websites. This level of civic economic vitality and job creation. Resources and infrastructure are in place to leverage pride and critical cultural dialogue sends a message to the world about what Denver and invest in future financial prosperity. Denver tells the full story of economic impact values. Art, culture and creativity are part of our identity and our DNA. We art Denver. of arts, culture and creativity across the nonprofit, for-profit and government sectors. Arts, culture and creativity are truly inclusive and accessible for all. Denver is a Collective leadership is committed to high impact results across Denver. Leaders VISIO3 N model community demonstrating how cultural institutions, community and faith- VISIO7 N across civic, business, government, and philanthropic sectors have joined together to based groups, city government, the business community, and individual citizens can pursue opportunities and address challenges for Denver. Shared commitment, pooled come together to advance diversity and inclusion with lasting results. Strong public resources, and joint accountability achieve results otherwise unattainable. Information will and community leadership have forged an unshakeable commitment to address sharing, joint planning and collaborative programming define how we achieve results issues of cultural diversity, accessibility, social equity, and barriers to participation as for our community. Along the way, we strengthen the network of relationships among they pertain to the arts and engagement. Arts, culture and creativity serve as both a individuals, organizations, and sectors. As a result, collective leadership advances arts, social equalizer and a mode for authentic expression. culture and creativity for Denver. Exposure, appreciation and participation in arts, culture and creativity span our lifetimes. VISIO4 N From formal, school-based programs in public and private schools to formal and informal education for all ages, the Denver community is rich in resources that encourage art appreciation and engagement as a lifelong adventure. Regardless of age, income or education, people can find the educational offerings to help reach new heights as artistic and creative individuals, or experience something new and inspiring. The positive ripple effects of creative learning and expression, from problem-solving to design, are apparent throughout the city.

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IMAGINE 2020 TOP PRIORITIES IMAGINE 202O includes more than 50 goals, 10 of which have been identified as imperatives to build momentum and achieve results. IMAGINE 2020 AIMS TO INSPIRE PEOPLE, ➽ Support Denver Public Schools’ arts education strategic plan ➽ Maximize Denver365.com website for residents and visitors ENGAGE ORGANIZATIONS, SPARK NEW WAYS ➽ Increase visibility of local artistic and creative talent OF THINKING, STIMULATE COLLABORATIONS, ➽ Launch a public-private partnership with a focus on building the infrastructure necessary for 21st century cultural development and promotion AND COMPEL COLLECTIVE SOLUTIONS. ➽ Identify, inventory and rank availability of arts, culture and A cultural plan as comprehensive and ambitious as creativity in every neighborhood, noting cultural deserts this one will require sustained collective effort from ➽ Address barriers that limit participation such as affordability, transportation and other factors many people and organizations. Future success rests ➽ Increase availability of affordable and accessible live-work spaces on its ability to remain relevant and useful as the for creative sector workers city responds to new opportunities and unforeseen ➽ Launch an alliance of organizations committed to inclusiveness challenges. Strategically focused leadership and and engagement in arts and culture a commitment to collective impact are vital to ➽ Inventory all arts, cultural, and creative enterprises for policy and messaging purposes achieving this bold vision in seven years. ➽ Offer a “Culture Cash” gift card, with proceeds benefiting IMAGINE 2020 initiatives

Please read the seven “Vision Elements” for a full set of goals and strategies. (Pages 26-69)

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WE DENVER. Denver has aART strong artistic, cultural and creative scene fueled by exceptional leadership, singular bold moves and organic growth throughout the last quarter century. Denver attracts national and international attention for venues such as the Red Rocks Amphitheatre and events such as 2012’s groundbreaking Yves Saint Laurent exhibit at the Denver Art Museum. The Scientific and Cultural Facilities District (SCFD) Imagine what the city can become when arts, is a model for cities across the country – exemplifying a strong public commitment to arts and culture. Creative industries have demonstrated their significant economic culture and creativity are available to all. contributions to building a more vibrant Denver. From the city’s unique neighborhood art and creative districts, public art collection and grassroots organizations advancing fashion, video production and culinary arts, Denver’s cultural life is thriving. The city enjoys a large Then picture how block-by-block, neighborhood- variety of festivals and fairs that embrace the outdoors while engaging Denverites and visitors with a diversity of art forms and cultural traditions. Denver received the 2012 World Festival & Event City Award for events like Denver Arts Week, Five Points Jazz Festival and many others. Creative entrepreneurs showcase their works by-neighborhood, from Red Rocks Amphitheatre and wares in craft shows and galleries, revitalize old industrial buildings as vibrant work spaces, and create to Denver International Airport, our residents’ exciting temporary ventures that pop up around the city. Each of these elements plays a vital role in defining and advancing Denver’s cultural identity. Collectively, these heartfelt aspirations for arts and culture in elements provide Denver the fundamentals to become even more renowned for arts, culture and creativity. This foundation, however, exhibits some weaknesses: It is difficult for residents to learn about the many arts and 2020 have been made real. cultural happenings. Denver residents want a resource that is easily accessible and mobile so they can better engage, and media coverage devoted to arts and culture, including critical reviews, is lacking. Additionally, while residents showed support for arts education by passing the 2012 mill levy for Denver Public Schools, they continue to voice concerns that not enough arts education is available in schools. People seeking job opportunities in the arts, culture and creative sectors can find it difficult to launch a career or sustain one. Finally, Denverites can do more to demonstrate support for local artists and institutions by purchasing their products and services and providing philanthropic support.

IMAGINE 2020 provides a strategic vision for arts, culture and creativity across the city. Designed for Denver by Denver through a community-engaged process that was inclusive, creative and data-driven, this cultural plan will inform, inspire and guide artistic growth and creative development across the city. It will serve as a guide for city government, in collaboration with community partners and engaged residents, to achieve its collective vision. A more vibrant, enjoyable and opportunity-filled Denver will be well-positioned to compete nationally and globally for years to come.

14 15 DEVELOPMENT & MILESTONES | IMAGINEDENVER2020.ORG

DENVER’S CULTURAL DEVELOPMENT

Prior to IMAGINE 2020, Denver’s most recent official Momentum has accelerated in recent years. In 2009, cultural plan was written in 1989. CulturalDenver: the SCFD celebrated 20 years and Denver Union An Action Plan for the Development of the Cultural Station began a $480 million project to create a Environment of the City and County of Denver multimodal transit hub with hotel, offices and other MILESTONES IN DENVER’S acknowledged that arts and culture were important amenities, as it connects downtown to Denver to Denver as a community and recognized the International Airport via commuter rail. CULTURAL DEVELOPMENT 1988-2015 role city government could play in advancing the sector. Mayor Federico Peña appointed a citizen Mayor Michael B. Hancock continues to embrace The milestones below indicate significant achievements in arts, culture and creativity in Denver since 1988 and committee to steward the cultural planning process arts, culture and creativity during his administration, a few notable milestones that will occur by 2020. under the direction of the Denver Commission on most notably through his support of this cultural Cultural Affairs. Two cornerstones of the city’s arts plan. His commitment to Denver being a world- policy began under Peña: the Mayor’s Awards for class city where everyone matters has informed this Excellence in the Arts and, in 1988, Denver’s Public cultural planning process and the plan. Denver has 1988 2005 2011 made further investments in cultural facilities with Art Program was established by Executive Order. Denver’s Public Art Ellie Caulkins Opera House Clyfford Still Museum opens bond funding allocated to the McNichols Building, ➽ ➽ ➽ Program is established at the Denver Performing Denver has experienced significant growth in arts, Boettcher Concert Hall, Red Rocks Amphitheatre by Executive Order under Arts Complex opens culture and creativity since CulturalDenver. Citizen and other cultural institutions. Mayor Federico Peña support for arts, culture and science led to the ➽ Sculpture entitled “I See 2012 establishment of the The Scientific and Cultural In 2012, the McNichols Building opened with cultural ➽ Scientific & Cultural What You Mean” is installed ➽ History Colorado Facilities District (SCFD) in 1989, a unique multi- programming. That same year the Denver Zoo Facilities District (SCFD) at the Colorado Convention Center opens achieved record-breaking attendance of more than is established Center and is immediately county taxing district dedicated to funding arts, McNichols Civic Center 2 million visitors – the highest in the zoo’s 117-year given the nickname the ➽ culture and science organizations and a cornerstone Building opens as an arts history – while 500,000 attended the 29th annual A Big Blue Bear of Denver’s cultural development. When he became and events center Mayor in 1991, Wellington Webb created a cabinet- Taste of Colorado in Civic Center Park. 1991 ➽ State of Colorado certifies level agency committed to culture and established ➽ Establishment of the an ordinance that guarantees one percent of all In 2013, the Denver Botanic Gardens was the fifth Art District on Santa Fe as a most-visited public garden in the United States. Mayor’s Office of Art, Culture 2006 Creative District municipal capital improvement projects of $1 million & Film, a cabinet-level agency ➽ Denver Art Museum’s or more be dedicated to public art. It was also a year for transportation-related improvements to civic life as $10 million was raised ➽ First Cherry Creek Hamilton Building opens The 1990s included the opening of the Colorado for the rehabilitation of the 16th Street Mall and the Arts Festival ➽ National Western Stock 2013 Convention Center, Denver International Airport, first multi-block, protected bicycle lane in Denver Show celebrates 100 years was installed on 15th Street. ➽ Denver celebrates the Coors Field and new main branch of the Denver 25th anniversary of the public Public Library. The high demand for arts and culture As Denver takes stock of its cultural assets, it is 1994 art program prompted additional major expansion of the city’s ➽ Museo de las Americas 2007 cultural facilities, including the Denver Zoo, Denver important to recognize the public policies and ➽ Civic Center designated a achievements that have been instrumental in opens, the state’s only Latin ➽ Museum of Contemporary National Historic Landmark Art Museum, Museum of Contemporary Art Denver, American museum Art Denver opens in its and Ellie Caulkins Opera House. Denver’s cultural development throughout the last 25 years. These plans and actions have demonstrated new facility at 15th and Mayor John Hickenlooper continued this trajectory long-lasting, positive results for Denver. Delgany streets 2014 of investment by expanding cultural programs, ➽ Denver International Film 1995 Redeveloped Denver Union catalyzing the Clyfford Still Museum and with Festival celebrates 30 years ➽ ➽ Denver International Station scheduled to open numerous bond projects dedicated to improving the Airport opens ➽ First Denver Arts Week, a city’s cultural assets. In 2006, the city enjoyed the Denver Public Library program of VISIT DENVER opening of Denver Art Museum’s Hamilton Building, ➽ opens its new main branch the same year that another icon celebrated its 100th 2015 anniversary – the National Western Stock Show. ➽ Denver International Mayor Guillermo “Bill” Vidal oversaw the merger of 2008 Airport’s Hotel and Transit the division of Theatres & Arenas and the Denver 2004 ➽ “Mustang” sculpture Center (2016) scheduled Office of Cultural Affairs in 2011 to form Denver Arts ➽ First Five Points is installed at Denver to open & Venues (A&V). Jazz Festival International Airport

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FOR DENVER, WHO WE HEARD FROM* 803 Scientific Public Survey GENERAL PUBLIC

4,441 public input respondents on website and in person BY DENVER. 150 community members at city council meetings SUPPORTERS + ADVOCATES Dozens of participants in community input meetings

MORE THAN 5,000 PEOPLE HELPED CREATE IMAGINE 2020. 220+ vision post-it notes THOUSANDS MORE HEARD ABOUT IT. DOERS + MAKERS

STAKEHOLDER 227 Creative Community Survey LEADERSHIP GROUP ➽ Online engagement was facilitated through the ➽ A bilingual written version of the second community ImagineDenver2020.org website input tool was administered at festivals and fairs during PROJECT TEAM + the summer and provided at Mi Casa Resource Center, INTERNAL GROUP ➽ Three meetings were held with the Mayor-appointed, Booths at fairs and festivals Su Teatro and Cleo Parker Robinson Dance 100-person Stakeholder Leadership Group 11 listening sessions were hosted by A&V staff at the Listening sessions ➽ An IMAGINE 2020 “community vision wall” inviting ➽ McNichols Building public input was hosted at the McNichols Building Presentations to boards of directors of arts and cultural ➽ Presentations were made to Denver City Council ➽ organizations and other interested leadership groups and the Mayor’s Cabinet in the Community 8 Stakeholder interviews for Situation Analysis by A&V staff included Colorado Ballet, Opera Colorado, ➽ Five City Council District forums were hosted at Colorado Symphony Orchestra, Denver Center for the 100+ Stakeholder Leadership Group members Galvanize, Oriental Theater, Swallow Hill Music, Ross- Performing Arts, Downtown Denver Partnership, Clyfford University Hills Library, and Art Gym (during pre- Still Museum, Denver Art Museum, Denver Foundation, Briefings to cultural leaderships development) Denver Museum of Nature & Science, SCFD, and Bonfils ➽ Community input sessions were held with art and Stanton Foundation creative districts, Denver County Cultural Council, VISIT ➽ A scientific public survey of 800 Denver residents was DENVER’s Cultural Tourism Committee, Impact Denver conducted by telephone on landlines and cell phones ➽ 1,469 Facebook followers (A&V) ➽ Blogs written by Corona Insights, Denver Public Library, 5280, Colorado Convention Center and numerous and Rocky Mountain Urban Leadership Symposium ➽ 6,456 Twitter followers (A&V) ➽ Nine strategy focus groups were held with subject engaged individuals ➽ Public engagement activities were held at SCFD Free matter experts across business, government, civic, ➽ 9,280 subscribers to The Link, a weekly e-newsletter Newsletters published by members of Denver City Days, RTD West Rail Line opening, First Friday Art Walks, educational and arts organizations published by A&V ➽ Cinco de Mayo, Denver Recreation Centers, Downtown Council and various cultural organizations ➽ Public endorsement of the plan was gathered in- ➽ Articles in The Denver Post, Westword and Denver Arts Festival, Juneteenth, Denver PrideFest and more Digital signage at the Denver Performing Arts Complex, person and online neighborhood newspapers ➽ ➽ A “Creative Community” reception was hosted by Colorado Convention Center and Red Rocks Amphitheatre ➽ Channel 8 recordings of a community forum at the A&V at the McNichols Building Numerous print ads, bus sides, online and other Oriental Theater and Nov. 4 community input meeting ➽ ➽ A customized scientific survey was conducted with more media directed people to the IMAGINE 2020 website than 200 creative community members identified by A&V ➽ A Comcast Newsmakers interview and coverage to participate in the online input tools on Univision ➽ Two bilingual community input tools were hosted on ➽ Red Rocks’ Facebook and Twitter messages reached ImagineDenver2020.org. The first tool was designed to ➽ Radio coverage on Colorado Public Radio and an additional 338,000 people gather vision concepts and possible priorities. The second KUNC Community Radio tool was designed to test emerging ideas and assess barriers to participation

Note: These numbers do not reflect the additional people reached through direct communications *from organizations and individuals who spread the word about IMAGINE 2020 among their networks (e.g., Facebook, blogs, word of mouth, and email).

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WHAT THEY HAD TO SAY ➽ Strongly Agree ➽ Somewhat Disagree ➽ Somewhat Agree ➽ Strongly Disagree PARTICIPATION ➽ Neither Agree or Disagree ➽ Don’t Know 76% Attended an outdoor fair or festival 66% Attended a music concert % Improve Denver’s national reputation ————— 66% Visited a museum 55 31 7 3 ————— 56% Attended a free arts, cultural or creative event ————— 56% Attended a theater or dance performance % Increase quality of life and livability ————— 56% Visited a gallery 56 29 6 6 ————— 41% Created a piece of art % Represent our diverse communities ————— 38% Bought a piece of art 44 38 8 6 ————— 27% Attended an event or class to learn more about arts, culture and/or creativity % Contribute to Denver’s economy ————— 27% Attended an opera or orchestra concert 50 37 7 3 —— % Attract tourism —— 53 31 6 5 BARRIERS TO PARTICIPATION % Provide opportunities for people of all ages to learn 62% Lack of time 63 27 5 3 52% Cost of attending % Support and create active and unique neighborhoods ————— 43% Lack of information about events occurring in the city 46 35 9 6 ———— 40% Prefer to do other activities % Bring communities together ————27% Lack of transportation to or parking at the event 45 39 7 5 ———— 23% No one to attend with ——— 15% Any other issue —— 11% Can’t find childcare Source: Scientific Public Survey. Visit ImagineDenver2020.org for full report. –— 20 21 LOOKING TO THE FUTURE | IMAGINEDENVER2020.ORG

FUNDING INFRASTRUCTURE LOOKING TO THE Denver led the nation in 1989 when it obtained voter Throughout the next seven years, Denver residents FUTURE approval to establish the SCFD. This special tax can expect investments in cultural and civic Several large-scale demographic shifts, trends and infrastructure investments will district has directed hundreds of millions of dollars enhancements to continue. to approved 501(c)(3) organizations serving arts, impact Denver throughout the next seven years and inform IMAGINE 2020. culture and science missions. Ongoing support and Denver will invest in its cultural infrastructure through voter reauthorization will be vital to supporting arts, the Cultural Bond funds and the Arts Complex PEOPLE PLACE culture and creativity in the seven-county Denver Master Vision Plan. The $57 million remaining from metro area. the Better Denver bond initiatives approved in Achieving Denver residents’ expectations for increased As evidenced from the public input gathered for the 2007 will be used for capital improvements at nine access to arts, culture and creativity necessitates a cultural plan, “quality of place” matters to people New forms of funding have emerged recently that cultural institutions. A&V will be implementing the look at demographic shifts. While looking toward the choosing to call Denver home, whatever their leverage technology and collective giving. More people new master vision plan for the Denver Performing future, we can keep an eye on the past to examine neighborhood. Thought leaders and experts in the are donating to causes and investing in businesses Arts Complex facilities with its cultural partners. the changes in Denver’s population over time, and field of community planning speak of “placemaking” through online, crowd-sourced funding tools. Today’s identify key growth markets. - a philosophy and process for planning, designing online methods for engaging investor and donor Mayor Hancock’s North Denver Cornerstone and managing public spaces that promote health, support democratize giving, allowing individuals of Collaborative is another example. This set of The aging of the population is one growth market. happiness and well-being for the public as they all income levels to participate. Denver can further six redevelopment projects provides an historic Between 1990 and 2012, Denver’s population grew capitalize on a community’s assets. Quality of place strengthen the sector as it facilitates additional opportunity to reconnect the community from Denver by an average of 1.4 percent per year. However, provides today’s competitive advantage for cities.” opportunities to give, invest and engage. International Airport to downtown Denver through the trailing-edge baby boomers are a bulge in the Achieving quality of place requires a balance of the Globeville, Elyria and Swansea neighborhoods. system, producing growth at nearly double that rate environments (natural and built) combined with a in their age bracket. The bulge of this population is variety of people and activities. DATA Denver will be even more interconnected as a region by currently in their 50s and early 60s, which means IMAGINE 2020 exists in the age of “big data.” 2020, utilizing an ever more multimodal transportation that the population of seniors will rise rapidly over The concept of “quality of place” is apropos for The need to harness data will become more prevalent system. Redevelopment of Denver Union Station and the next decade. Denver given the city’s unique mix of built and natural as organizations are expected to collect it and then Denver International Airport will converge with RTD’s environments, people and activities from the urban mine, analyze and use it routinely to inform decisions. expanded rail and bus rapid transit program called Another growth sector is the Hispanic population, core of downtown to its neighborhoods. Arts, culture That expectation applies to individual organizations FasTracks. Denver Union Station is scheduled to open which has been growing at more than double the and creativity can do much to help make all of these and agencies as well as collaborative efforts. Denver in 2014. Denver International Airport’s Hotel and rate of the city as a whole. More than half of Denver’s places more life enhancing - and that can help further and its partners, including the SCFD, Colorado Transit Center is scheduled to open in phases in 2015 population growth throughout the last 20 years has the city’s competitive advantage globally. Business Committee for the Arts, VISIT DENVER, and 2016. Denver will also encourage increased use of been in the Hispanic population, and while there are cultural institutions, and WESTAF all have data. Other bicycles through B-Cycle, the bike-sharing program, many distinct segments to consider, the collective organizations, such as the Piton Foundation, have a and dedicated bike lanes. Hispanic category is now more than 30 percent of TECHNOLOGY strong focus on data. Yet, most organizations don’t the city’s population and still growing quickly. Social media and online resources have influenced typically share information and there are known gaps people to expect user-created experiences on smart INTERNATIONAL in existing data. The third growth market to consider is in the young phones and tablets. Younger people, especially, seek Denver is increasingly becoming an international adult population. Downtown Denver has become a mobile, spontaneous and interactive experiences. This lack of comprehensive data gathering and city with a multi-cultural population. DPS educates magnet for 25-to-34-year-olds, as reported by the In the age of “is there an app for that?” and crowd- sharing prevents the advancement of the sector. students from around the globe who speak numerous Downtown Denver Partnership (DDP), and is well- sourced selection processes, city governments and Many organizations don’t have data, or share the languages and dialects and practice a variety of positioned to reap the economic benefits of attracting arts organizations must assess their policies to data they do have, that can lead to advancements in cultural traditions. One can now fly directly from that generation. According to a Brookings Institute further eliminate barriers to participate, embrace areas such as audience development and consumer Denver to South America, Japan, Iceland, or Europe, study cited in the DDP report, “Denver is now the #1 and support arts, culture and creativity. engagement. Organizations that are testing for example. Recent trade missions from Denver top gainer of 25 to 34 year olds with its amenities, marketing and outreach efforts to different market and Colorado to Japan denote the importance the highly educated population, active transportation and Technology platforms change and improve routinely, segments and evaluating outcomes have important state, metro region and city place upon international attractive urban center.” It is interesting to contrast so flexibility is required. Cities are evolving, too, as knowledge that can advance the sector. business and cultural tourism. As Denver’s profile is this trend with a Colorado-wide trend toward an aging they welcome temporary exhibits, new venue uses elevated, and the variety of direct flights from other population as described above. and mobile art forms. The need to evolve to stay international cities increases, then one can expect a relevant amidst changing needs and expectations continued emphasis on Denver’s place as a cultural will continue through 2020. hub in the Rocky Mountain West serving the globe.

22 23 SEVEN VISION ELEMENTS | IMAGINEDENVER2020.ORG

20 1 2 “WHAT WILL DENVER NEED TO ADVANCE CULTURAL DEVELOPMENT FOR THE 21ST CENTURY?”

3 4 5 The following seven Vision Elements — and their associated goals, strategies and timelines — represent Denver’s collective vision of the future of arts, culture and creativity in our city. These visions represent seven months of public input from thousands 6 7 20 of residents who shared their heartfelt aspirations for Denver.

24 25 VISION ELEMENT 1 | IMAGINEDENVER2020.ORG INCREASING ART, CULTURE & CREATIVITY IN VISION1 DAILY LIFE 29

Cecily Cullen Cecily IMAGINEDENVER2020.ORG Denver has already embraced the concept of VISION ELEMENT 1 | ELEMENT VISION ➽

The people of Denver believe that art integrated into everyday life The that people into art everyday believe of integrated Denver ➽

Center for Visual Art at Metropolitan State University of Denver of University State Metropolitan Art at Visual for Center Arts, culture and creativity go beyond simply enhancing the aesthetic aspects of a of aspects aesthetic the enhancing simply beyond go creativity and culture Arts, ➽

kind of place that people want to be.” people want kind of place that One of the biggest gaps related to arts integration in Denver is the prevalence of cultural deserts. cultural of prevalence the is Denver in integration arts to related gaps biggest the of One the fabric of a city is that it creates the it creates of a city is that the fabric ➽

“The value of weaving art and culture into art and culture of weaving “The value Our Focus Our Deserts Cultural Address Much like “food deserts” denote a lack of access to affordable and healthy food, cultural deserts denote a lack of access to artistic, cultural and creative neighborhood their activities in creativity and at culture arts, access the can residents neighborhood Denver all that Ensuring level. The Denver. in public exist deserts cultural input and scientific public surveyreveal that will address the inequities that exist Doing currently. so begins with an inventory of available assets neighborhoods. underserved into and and creativity arts, culture infusing more a commitment to Infuse Arts, Culture and Creativity into Neighborhoods across Denver placemaking with its arts and districts creative and public art mandate. Still, into there art is infuse untapped further potential to could support partnerships creative cross-sector and initiatives placemaking Deliberate intention. more with placemaking the and built inspire city’s at neighborhood the environment revitalization economic drive development, neighborhood level, and visit. work live, to as destinations communities vibrant promote the addressing thus level, local the at accessible easily crave Denverites creativity and culture arts, the make can Placemaking biggest barrier residents reported that keeps them from engaging more even – time. For envision example, family members an their to attend to art walking neighborhood opening library at or their a local museum middle program school. same That a at musical at the its performance building office experience local may premiere family or shopping a center troupe’s dance works. a parent where Community Strengthen to Arts the Use as the a use and community can of creativity highlight arts, expanding this culture point by and city government community, neighborhoods, great of city a as known is Denver city. the throughout and neighborhoods across neighborhoods, in - builder uniting them. and of strengthening be a component should and creativity and arts, culture Arts, Embrace Culture and Creativity as a Value Core is can thisimportant. reflect byreflected in arts,belief valueCity embracing and city as culture government creativity acore plans, permits, policies and practices.

program readers. readers. Art-n-Transit USA Today USA

Presumably, when arts, culture and are harder to creativity findPresumably, in neighborhoods,to people’s people have those experiences. access to order time in more dedicate respondents rated the amount of arts, culture and creativity in their neighborhood as “good” or “excellent,” “excellent,” or “good” as neighborhood their in creativity and culture arts, of amount the rated respondents on or creative something cultural artistic, had experienced that they of and them only reported 46 percent interviewed. were they the day Importantly, people want to participate in arts, culture and creativity more. Sixty percent of respondents in the scientific public survey reported This was especially true that for they Hispanics and were African Americans. not participating Interestingly, the people number one reported barrier that in as the much survey they as as like. would keeping them from participating more frequently was lack of time. Although arts, culture and creativity are being percent 90 than more woven plan, cultural into the for conducted the survey public scientific the In fabric Denver. of across uniform the city, their distribution is not of respondents reported that it would be easy to find arts, culture and only creativity in Denver; however, 56 percent reported that it would be easy to find them in their neighborhoods.report beingto able the likely least were Further, whenAmericans in African else, the scientific public survey compared everyone to to find arts, culture and creativity in their neighborhoods.Fewer than half of the scientific public survey Some neighborhoods have received national attention as vibrancy, creativity, and walkability, art-infused the Capitol locations. Hill neighborhood Based of Denver on was rated measures as a 2013. in ArtPlaces of place “robust” art Our Challenges In addition to this planned art integration, creative events and art pieces appear organically around the city the around organically appear pieces art and events creative integration, art planned this to addition In to from pop-up tiny Much in libraries stores front of yards. people’s what the each makes city year, vibrant visit a springs by from up summed the be ingenuity best can and creativity inventiveness and of culture individual arts, for artists, creative love enterprises residents’ and Denver neighborhood ways, many In efforts. to the individual art studios, art galleries, basement workshops, garages, and craft businesses, in addition districts. & creative the art to is the well-recognized First Friday art walks held in art & creative districts across the city. Residents visitors and flockby the thousandsto explore Denver’s art galleries, museums and creative designated First venuesFridays. help Fridays people introduce to the onas venues and offerings in available Denver, these 1 TIX. and DENVER 2 for Doors Open Denver Arts Week, do Denver Let’s not forget the assortment of festivals, fairs, openings and educational events offered by the city’s arts and access and cultural integration arts nonprofits, facilitate institutions which cultural Denver’s range by offered from days Free small venues. arts performing neighborhood organizations to renowned museums and with SCFD support. underwritten days on the designated out in droves turn Individuals and families as well. in 2008. More than 70 projects have been completed in all neighborhoods of the reclaiming city, 50,000 areas. of public feet square Art, culture and creativity are also a part focuses on of the transportation aesthetic quality within of Denver. transit RTD’s by incorporating creative Art” by Airport for elements U.S. the “Best voted was Airport recently into International Denver public transportation. Urban has redevelopment gone hand-in-hand with the growth of art galleries, spaces, live-work and art & districts such as RiNo and creative the Art District on of Another Santa arts visible Fe. integration example Our Strengths Our A tour of Denver reveals that art, culture and creativity are woven into the most daily visible life examples of across planned the integration is city. One Denver’s Public of Art Program, which has placed more than 330 pieces of public art around the As city. the city 25 celebrates years of the Public Art it Program, is evident that public art has become more a thandefining 1,200feature of Similarly, children and the city. young adults have participated in Urban A&V’s Arts Fund mural projects since the program was founded 1 VISION 28 VISION ELEMENT 1 | IMAGINEDENVER2020.ORG

Goal V1-3 – Launch a 21st century public art Goal V1-5 - Integrate and align IMAGINE 2020 INTEGRATION program that is flexible, mobile, culturally efforts across city departments competent and locally cultivated STRATEGIES Arts, culture and creativity are fully integrated into daily life, work and play in Denver. Denver residents STRATEGIES and visitors find art, culture and creativity everywhere they turn, from their neighborhoods to ➽ Build buy-in for IMAGINE 2020’s collective vision ➽ Re-write the Public Art Policy to incorporate and address: through one or more of the following: hiring a staff person downtown and anyplace else they look. These are visible in daily settings, thus informing city planning, to activate IMAGINE 2020, providing a toolkit to market • Temporary art options, parameters, and mediums transportation, architecture, housing, public spaces, and more. Opportunities for surprise, delight and programs and initiatives, activating the Denver Commission creative participation are diverse and infused into everyday life for easy access and appreciation. • Mural policy related to zoning code on Cultural Affairs, and convening leadership and partners Arts, culture and creativity thrive in Denver. • Designated areas for rotating art (e.g. Art on the ➽ Partner with Channel 8, Community Planning and Corners) or community-curated art Development, Denver Department of Public Works, Parks Goals, Strategies and Timeline • “Lifespan” of public art & Recreation, Office of Economic Development, and other • Include other elements that align with IMAGINE 2020 agencies to expand artistic offerings and improve quality ➽ Change zoning and ordinances to accommodate of life temporary art and other art forms, including digital ➽ Suggested Partner(s) – Other city agencies, City of Denver 2014-2017 ➽ Influence array of arts offerings to include sensory Marketing Department, Office of Economic Development ➽ Prioritize services in under-resourced neighborhoods arts and other forms that increase engagement with ➽ Suggested Leader(s) – Denver Arts & Venues Goal V1-1 - Maximize use of city-owned (See related goal under Vision 3) diverse communities facilities and other assets to expand arts ➽ Implement more temporary and performance-based ➽ Democratize using crowd-sourced art selection. Goal V1-6 - Align Mayor’s Award for Excellence programs and activation events at Denver International Airport that align/correspond Allow people to look at possibilities online; could serve in Arts and Culture with IMAGINE 2020 with concurrent offerings around the city as a magnet for cultural events STRATEGIES STRATEGIES ➽ Suggested Partner(s) – Denver International Airport, ➽ Maximize use of Burns Park with new Master Plan to ➽ Implement recommendations and new operating Union Station, North Denver Cornerstone Collaborative, include future outdoor temporary sculpture space ➽ Revise categories to align with cultural plan priorities model outlined in Denver Performing Arts Complex Master Denver Public Library, Denver Department of Public and consider addition of new categories Vision Plan with cultural partners, including Auraria Higher Emphasize locality (in alignment with Vision 2) in Works, Denver Community Planning and Development, ➽ Education Center creating a Denver “art identity” featuring local artistic ➽ Co-brand program with IMAGINE 2020 Denver Office of Economic Development, Denver Parks and creative professionals ➽ Seek opportunities to provide arts activation and amenities and Recreation, Civic Center Conservancy, Business ➽ Suggested Partner(s) – Mayor’s Office in the North Denver Cornerstone Collaborative initiative Improvement Districts, Better Block & Walk program, Urban ➽ Establish emerging artist opportunities through public ➽ Suggested Leader(s) – Denver Arts & Venues Arts Fund (Denver Arts & Venues), Downtown Denver art program Assess practicality for Red Rocks Amphitheatre to ➽ Partnership, Denver Shared Spaces Collaborative, Auraria support performance-based public art ➽ Suggested Partner(s) – Denver Commission on Cultural Higher Education Center, VISIT DENVER Affairs, Denver Department of Public Works, Community Implement a more robust Cultural Partner Program ➽ Suggested Leader(s) – Denver Arts & Venues, Mayor Planning and Development 2018-2020 at the McNichols Building, offering not only rental waiver, ➽ and City Council but funding ➽ Suggested Leader(s) – Denver Arts & Venues Goal V1-7 - Expand artistic space, activities ➽ Activate city parks, including Civic Center Park and and programs in businesses and commercial the Greek Theatre Goal V1-2 - Increase public engagement with Goal V1-4 - Incorporate arts, culture and the city’s Public Art Collection properties (includes privately owned open ➽ Identify accessibility shortcomings and publicize creativity into city plans, permits and codes spaces, apartments, hotels, retail, office accessibility features of city-owned venues STRATEGIES STRATEGIES buildings, and hospitals) Activate the collection of more than 330 public ➽ Coordinate with programming offered by Denver ➽ ➽ Inventory all relevant plans, permits and codes and artworks with events and activities STRATEGIES Parks & Recreation modify as necessary to allow for arts, culture and creativity Educate businesses and property owners on ways to ➽ Coordinate with programming offered by Denver ➽ Build a digital library of artist videos that tell the story ➽ ➽ Require inclusions of arts, culture and creativity into integrate arts, culture and creativity into their priorities and Public Library of the pieces and make the works more accessible General Development Plans plans through a suite of online resources (e.g., toolkit, how- Create a public art database for collection management ➽ Infuse arts, culture and creativity into bike paths, ➽ ➽ Add an arts, culture and creativity component to to guides and success stories of local businesses in action). and public use pedestrian walking areas, roads and other transit modes relevant Neighborhood Plans To include arts installations, programs and activation Co-brand with IMAGINE 2020 ➽ Coordinate with Regional Transportation District ➽ ➽ Suggested Partner(s) – Denver Department of ➽ Explore tax incentives and similar tools for businesses for activation of commuter/light rail stations, buses and ➽ Suggested Partner(s) – Denver Commission on Public Works, Community Planning and Development and developers to integrate creative space, arts programs bus stops Cultural Affairs and activation into their priorities and plans ➽ Suggested Leader(s) – Denver Arts & Venues ➽ Activate the 16th Street Mall ➽ Suggested Leader(s) – Denver Arts & Venues ➽ Encourage use of outdoor media to fund arts programs ➽ Ignite physical public spaces with arts, culture and and activation, and offset initial investment and annual costs creativity-driven information and media, including areas ➽ Co-brand with IMAGINE 2020 such as Denver International Airport, Denver Public Library Showcase role models through Mayor’s Awards for and Colorado Convention Center ➽ Excellence in Arts & Culture, Mayor’s Design Awards, and online resources

30 31 VISION ELEMENT 1 | IMAGINEDENVER2020.ORG

➽ Suggested Partner(s) – Community Planning and Goal V1-9 - Integrate IMAGINE 2020 success Development, Downtown Denver Partnership, Colorado measures across city departments Business Committee for the Arts, Chambers of Commerce, Commercial Real Estate Developers and Owners, STRATEGIES Homeowner Associations ➽ Identify common set of indicators and measurement ➽ Suggested Leader(s) – Real estate professionals for placemaking and civic engagement in city programs and initiatives Goal V1-8 - Expand artistic space, activities ➽ Inventory and identify existing success measures nationally as models to consider and programs in non-traditional venues ➽ Communicate progress and new initiatives utilizing “A vibrant arts and STRATEGIES partners such as Channel 8, online resources and similar ➽ Offer development incentives and micro-grants to mechanisms on an annual basis mobilize action ➽ Achieve city-wide collective accountability for success • Consider programs such as tactical urbanism grants, tax by 2020 incentives, and other alternatives to incentives and credits cultural sector is ➽ Suggested Partner(s) – City of Denver Marketing ➽ Expand neighborhood-based cultural activities Department, foundation community, Regional Transportation including Parks, Registered Neighborhood Organizations, District, Denver Department of Public Works alleys and Homeowners Associations ➽ Suggested Leader(s) – Denver Arts & Venues ➽ Explore use of school buildings for arts activation in essential to creating partnership with Denver Public Schools ➽ Explore use of college campuses for arts activation and cross-promotion ➽ Expand arts programs and activation at transit stops, and maintaining a and on buses and trains ➽ Integrate cultural programming, transit information and add future stations by cultural amenities to B-cycle network ➽ Expand use of Business Improvement Districts and art & healthy, innovative creative districts for arts program activation and to serve as a nexus of policy development ➽ Foster pop-up, urban, and culturally diverse events • Educate the general public about alternative art forms urban community.” • Encourage homeowners to think of their properties as arts canvases and arts spaces through online resources and outreach Jayne Buck, VISIT DENVER • Expand use of common consumption areas to increase attendance and revenue at events • Create simple, straightforward permitting processes thus opening opportunities for “pop-up” events • Build a network of these artistic and creative individuals for professional and business development ➽ Co-brand with IMAGINE 2020 ➽ Suggested Partner(s) – Homeowner Associations, Regional Transportation District, B-cycle, Business Improvement Districts, Art & Creative Districts, Colorado Creative Industries, Denver Public Schools, Auraria campus, Downtown Denver, Galvanize, Mile High Business Alliance, Tactical Urbanism Here, Denver Street Art, Pecha Kucha Denver, Denver Fashion Truck, Registered Neighborhood Associations, Denver Parks and Recreation ➽ Suggested Leader(s) – Denver Arts & Venues, Community Planning and Development, Colorado Business Committee for the Arts

32 33 VISION ELEMENT 2 | IMAGINEDENVER2020.ORG AMPLIFYING ARTS, CULTURE & CREATIVITY TO RESIDENTS & VISION 2 THE WORLD 37 IMAGINEDENVER2020.ORG VISION ELEMENT 2 | ELEMENT VISION Community Leader interviewed for IMAGINE 2020 IMAGINE for interviewed Leader Community Denverites want centralized information about arts, culture Denver lacks a clear brand for arts, culture and creativity ➽

➽

People who earn a living in arts, culture and creative industries dream that ➽

The media play an important role in bringing information to the public. Insufficient “airtime” ➽

“We have the buzz already. We have a renaissance in the We have the buzz already. “We have and get everyone working together. Turn up the volume.” up the volume.” and get everyone working together. Turn arts and culture world – need to expose it to more people world – need to expose it to more arts and culture Our Focus Our Make it Easy to find out about Arts, Culture and Creativity and creativity This in could Denver. be achieved through enhancements of current websites, such as These Denver365.com. the richness offerings sites can of in celebrate Denver’s arts, neighborhoods, and culture across ethnic creativity and cultural ages and interests. communities, Foster Media Coverage and critical reviews pertaining to the arts, especially and in engagement. relation local of Both to awareness the increase other help should city resident-focused topics is that and media like creativity and media sports, culture arts, need Expanding hinder residents. to Denver community explore awareness new technological opportunities for sharing information with happenings and events. Create a Common Set of Messages for in All Denver that Stakeholders can be broadcast nationally and internationally. amplified. Denver’s A clear identity andcommonwould messages help cultural local direct effortsexpandregionally, andreputation the city’s brand identity needs to be focused and A nationally signature set and of internationally. and attributes could help leaders, to define Imagine business the the of City. power and one message, chamber leaders, agency city Council, City DENVER, VISIT Mayor, the by consistently communicated as well. websites numerous - and through and missions of all sizes arts organizations Promote Local Artistic and Creative Talent talent The reputations. international and national with professionals creative and artistic numerous for home be could Denver and celebrated. nurtured showcased, be further it needs to is here;

singular voice could do much to address another public and support art and artists. encourage to aspiration, friendly” city with the infrastructure “arts namely that Denver is known as an arts, culture and creativity is to Colorado residents. Other current sources that be could further Other sources maximized residents. current is arts, and Colorado to culture creativity include the Denver 365 website run by VISIT DENVER, by coverage Denver-based media such as CBS 4, neighborhood and specialty publications. Mountain PBS and numerous Rocky Post, Denver The Beyond the to lack committed of stakeholders local of knowledge number the of While events and programs Denver. in there in Denver, is creativity also and culture a arts, weak for national brand and international arts, advancing culture and is creativity speak numerous, they and with voices distinct messages. separate As such, the message is not amplified or reinforced to extentthe necessary. Common messages and a cultural and creative community in Denver. Even more African American and Hispanic respondents reported reported respondents Hispanic and American African more Even Denver. in community creative and cultural this lack of information as percent of a Twenty-eight survey respondents barrier. reported being unhappy with the amount of information about they received arts, The cultural and most in events creative Denver. common source that survey respondents used to get information about arts, cultural, and creative events in Denver was word of mouth family and/or and friends (83 percent), which suggests that who you know in Denver. programs about cultural know you of what most determines toColorado with Foundation the the from Bonfils-Stanton 2013 grant is improving already Media coverage Public Radio for funding of a new arts bureau, a donation which valuable howreflected information about the shortage online comprehensive of a website, arts-focused Denver365.com the market to opportunity media significant is there and example, For the lack of an as tourists. as well residents to easy-to-use, calendar, events resident-focused online resource. For the thousands of people who completed the public input tool for weakness the cultural identifiedplan, wasthe number that communicationreported respondents one survey public aboutscientific of percent events40 than more andAdditionally, arts. the of programs,reviews followed by coverage media and a lack of information about events occurring in the city them prevented from participating with the arts, Although Denver has a wealth of amazing programs awareness public and of lack events, general a communication is about There these improved. be can events audiences and broader and local both to programs about the many artistic, cultural and creative happenings across the city. Events too often go by unnoticed the general public or are lightly attended. This challenge is more than a marketing issue – it’s about The The residents of Denver and the surrounding metro area have repeatedly demonstrated how much value arts they within The establishment their and community. reauthorization of the SCFD is a prime example, but it is also visible which Denver base from a forms strong and through creativity support arts, for culture overwhelming support. This attendance numbers, philanthropic contributions, volunteering scene. and creative arts, cultural and international on the national itself and can position and differentiate vocal Our Challenges DENVER and A&V, hundreds of organizational websites, newspaper listings, or blog posts. or blog posts. listings, newspaper websites, of organizational hundreds DENVER and A&V, Denver residents understand the contribution that image arts, that Denver culture presents and to the creativity world. the city’s make In improve in Denver and that arts, creativity culture believed of respondents than 80 more percent the in scientific enhancing public the survey Denver conductedDowntown the 2010, In livability. IMAGINEand life for of quality increase and 2020, tourism, attract reputation, national position to resources necessary the of many had Denver that finding report a published Program Leadership Mountain West.” Capital of the Rocky itself as the “Creative Our Strengths Our scene. music indie and districts creative and arts district, theatre downtown art, public its for known is Denver The city is also home to hundreds of exciting activities happening places. in There neighborhoods is and no in unexpected lack of interest in or pursuit When a resident of or visitor wants creative to learn happenings more about happenings and around town, she or artistic he can activities consult the in Denver. Denver365.com website hosted by VISIT DENVER, the Denver Gallery Guide sponsored jointly by VISIT 2 VISION 36 VISION ELEMENT 2 | IMAGINEDENVER2020.ORG AMPLIFICATION Arts, culture and creativity are amplified in Denver – and amplify the city to the world. Not only are Denver residents aware of the cultural breadth and depth of their city, they are engaged and proud. We celebrate our history and heritage as we showcase current and emerging art forms. People regularly read 2018-2020 about it, hear about it and experience it. Residents and visitors can easily learn what’s happening and Goal V2-3 - Create a comprehensive brand and Goal V2-4 – Expand and promote a centralized how to partake in it. Not only do we vote “yes” on investments in our civic arts and cultural infrastructure, common messaging to clearly define Denver’s online information hub for residents with we line up at doors, fill up seats, and max out websites. This level of civic pride and critical cultural cultural identity (Note - the intent is to achieve information about local happenings, events and dialogue sends a message to the world about what Denver values. Art, culture and creativity are part of clarity of brand essence and promise, and the programs. Explore viability of a centralized single our identity and our DNA. We art Denver. messages that consistently communicate it. It information hub with joint ticketing system is not focused on logo or tagline per se) Goals, Strategies and Timeline STRATEGIES STRATEGIES ➽ Maximize and market Denver 365 to residents and visitors ➽ Articulate a standard set of messages and data points ➽ Utilize mobile technology including an app to be shared consistently across organizations, from City 2014-2017 Hall to art & creative districts ➽ Align with DENVER 2 for 1 TIX and Denver Gallery Guide ➽ Adopt city policies that incorporate this brand into all ➽ Align with media coverage, including critical media Goal V2-1 - Expand volume of media coverage Goal V2-2 - Increase visibility of Denver- related efforts, such as merchandise available for sale at ➽ Co-brand with IMAGINE 2020 devoted to arts, culture and creativity, based artistic and creative professionals Red Rocks and Denver International Airport ➽ Suggested Partner(s) – Denver Arts & Venues including critical media and their organizations ➽ Expand messaging for cultural tourism to share more ➽ Suggested Leader(s) – VISIT DENVER (Denver 365) STRATEGIES STRATEGIES stories of art & creative districts and the cultural community ➽ Utilize multimedia visual storytelling ➽ Partner with media outlets (print, radio, online) to ➽ Showcase local talent. Align with “buy local” campaign Goal V2-5 - Tell the story of the positive maximize existing resources while expanding coverage under Vision 5 ➽ Create a messaging toolkit for use by all partners of arts, culture and creative endeavors impacts of arts, culture and creativity on ➽ Increase community awareness of art, culture and ➽ Co-brand with IMAGINE 2020 Denver residents and their community ➽ Align with the Mayor’s initiative to expand the creative events hosted by Denver’s diverse communities. Suggested Partner(s) – VISIT DENVER, Colorado Business international focus for and on Denver Emphasize contemporary cultural issues and align with ➽ STRATEGIES Committee for the Arts, State of Colorado, Downtown Denver the Mayor’s international initiative ➽ Expand availability of critical media to educate consumers Partnership, Denver International Airport, Denver Public ➽ Document and share the stories of the positive Leverage Denver Arts Week outcomes achieved with increased access, participation Create a digital library of video clips as a shared resource ➽ Library, Colorado Convention Center, Chambers of Commerce, ➽ and engagement with art, culture and creativity on arts, culture and creative programs and events across ➽ Publicize works created by Denver’s diverse artists local brand experts the city. Cultural institutions, arts entrepreneurs and art & ➽ Suggested Partner(s) – Channels 4, 7, 9 and 31; ➽ Suggested Partner(s) – Confluence, Denver Metro ➽ Suggested Leader(s) – City of Denver Marketing creative districts could pool resources to create the videos Colorado Public Radio; The Denver Post; Rocky Mountain Chambers of Commerce, Colorado Business Committee Department, Denver Arts & Venues PBS; 5280 Magazine; Westword; Telemundo; Univision; Maximize Channel 8 as a city asset devoted to advancing for the Arts, Western Arts Federation, interested creative ➽ La Voz; Urban Spectrum; Confluence; neighborhood arts, culture and creativity for diverse communities and cultural industries, interested artists and organizations, local media newspapers and bloggers identities. Launch IMAGINE 2020 branded programming partners (television, print, online) ➽ Suggested Leader(s) – Channel 4 and Channel 8 ➽ Maximize and market VISIT DENVER’s Denver 365.com ➽ Suggested Leader(s) – City of Denver Marketing for use by residents and visitors Department, Denver Arts & Venues ➽ Offer a consolidated media list for use by organizations when seeking media coverage “People who visit denver are surprised at ➽ Utilize and leverage existing media sponsorships at Red Rocks, Denver Performing Arts Complex and Denver International Airport how vibrant it is… Denver’s a place where ➽ Suggested Partner(s) – VISIT DENVER, Channels 4, 7, 9 and 31; Bonfils-Stanton Foundation; Colorado Public there is opportunity to try things.” Radio; Denver Post; Rocky Mountain PBS; 5280 Magazine; Westword; Telemundo; Univision; La Voz; Jazz89 KUVO, Urban Spectrum; Confluence; neighborhood newspapers Community Leader interviewed for IMAGINE 2020 and bloggers ➽ Suggested Leader(s) – Channel 4 and Channel 8

38 39 VISION ELEMENT 3 | IMAGINEDENVER2020.ORG

ACHIEVING ACCESS & INCLUSIVITY TO ARTS, VISION 3 CULTURE & CREATIVITY 43 IMAGINEDENVER2020.ORG VISION ELEMENT 3 | ELEMENT VISION Quote from What do you imagine for arts, culture and creativity? arts, culture imagine for do you What from Quote Given the diverse arts, culture and creativity that are in Denver, increasing increasing in that Denver, are and arts, creativity the culture diverse Given Similar to Denver’s vision for arts integration, one of the main concerns with concerns main the of one integration, arts for vision Denver’s to Similar ➽

➽

art and culture available to all Denver.” available art and culture The topic of inclusiveness is not new, and cultural organizations have been trying for years years for trying been have organizations cultural and new, not is inclusiveness of topic The ➽

community and public landscape. I want to see community and public landscape. I want “I hope to see innovative art span throughout the art span “I hope to see innovative Our Focus Our health the for both Communities Underserved of Needs Importantly, Address underserved. being are people of groups and communities certain that is Denver in accessibility and survival of arts, culture and creativity in and Denver to better residents, serve approaches to will increasing accessibility especially participation, to barriers assessing carefully means This are. currently they where people meeting on focus to need transit public include: may barriers Some people. of groups certain affect disproportionately that barriers different of terms in availability, communication of events, States United the increased to new commute families and individuals for times, complex more rising become factors These ticket activities. or material prices, family-friendly parking locations, time, income, and Denver. and to Access and Inclusion on Focus reach. the Given a to have city’s changing more comprehensive demographics, this effort is a Broadening current “must do.” growth audiences foster that and ways in building creativity and new culture art, ones to exposed will be and require experience can a ages all of more people robust how about approach creatively to inclusiveness. Cultural organizations could think for practices, sharing best by of what works knowledge share to should also be encouraged Organizations audiences. of new example. Talent Artistic and Creative Diverse Showcase and inclusivity competency be could cultural as a simple the learn to platform as what providing is all occurring already over that organizations and neighborhoods artists, local many the showcase could partners their and A&V, Denver, of City The city. the it exemplify Similarly, diversity will of also Denver. be important to make sure that diverse voices and points of view are in Denver. and creativity arts, culture for policies new important decisions or drafting when making present

the amount of culturally diverse programs in Denver as “poor” compared American to survey respondents other seemed to respondents. have an African especially poor opinion and about events the programs, creative and amount cultural arts, in diversity though of as seems It culturally Denver. in programs diverse leadership may not be to the proportionate amount That is, of in the diversity of the diversity the city. city of the city. and creativity arts, culture in the established be reflected not always may a barrier. a African barrier. American and Hispanic respondents were also more likely to report feeling as if they do not enough knowledge to or enjoy there have are background understand arts Finally, and cultural events. access barriers such as ticket cultural of costs, location and transportation price and marketing, effective parking. to related A&V factors conducted these that a showed which cultural 2012, in programming survey neighborhoods. its in reflected is diversity activities. that and diversity, cultural with rich are heritage and history Denver’s rate to likely more were respondents Hispanic and American African survey, public scientific the in However, participation rates were high overall, African American and high Hispanic were participation overall, lower generally respondents rates reported beyond Investment/patronage/support participation. free v. Paid survey. phone the in participation of rates basic attendance. participation. to barriers differing reported survey public scientific the in people of groups different Moreover, Although a lack of time was the biggest barrier in respondents overall the who survey, were 65 and older reported that a lack of transportation or someone to attend an with event bigger were barriers than time. was childcare of lack a that report to respondents other than likely more slightly were respondents Hispanic Our Challenges quite is participation more for desire the rates, national exceed Denver in rates participation the though Even as participate not do they that reported respondents survey public scientific of percent Sixty Denver. Although in high respondents. Hispanic and American African for true especially was which like, would they as much And the results of these are evident in programs how participation in arts, culture and creativity in Denver rates. national to compares respondents had of a visited museum had66 and visited percent 56 percent In the scientific public survey, by reported rates national the than higher far were rates participation These months. 12 past the in gallery a gallery or museum art an visiting report adults U.S. of percent 21 (only Arts the for Endowment National the . 12 months) in the past Our Strengths Our organizations cultural large several that fact the by illustrated as Denver, in focus of area core a is Accessibility largest the of One been have and everyone. researching trying to better to understand issues accessibility at their institutions. accessible has Denver more creativity and culture arts, make to place in programs several programs is SCFD Free Days, which, across organizations, added up to Denver Arts 365 Week includes free many days offers in that 2012. make the Similarly, prices of various cultural events more accessible. 3 VISION 42 VISION ELEMENT 3 | IMAGINEDENVER2020.ORG

Goal V3-3 - Showcase diverse local artists, Goal V3-5 - Celebrate the authenticity ACCESSIBILITY assets and venues of Denver’s diverse neighborhoods and STRATEGIES communities by showcasing our city history, Arts, culture and creativity are truly inclusive and accessible for all. Denver is a model community architecture, heritage, and cultural identity demonstrating how cultural institutions, community and faith-based groups, city government, the ➽ Implement a more robust Cultural Partner Program at the McNichols Building with the goal of becoming a recognized STRATEGIES business community, and individual citizens can come together to advance diversity and inclusion with model for forming local arts and culture partnerships lasting results. Strong public will and community leadership have forged an unshakeable commitment ➽ Explore ways to increase awareness of and participation • Showcase professional artists from Denver’s diverse with neighborhood-based cultural events and creative to address issues of cultural diversity, accessibility, social equity, and barriers to participation as they communities, including immigrants, refugees and people industries. Share best practices pertain to the arts and engagement. Arts, culture and creativity serve as both a social equalizer and a with disabilities • Cross-promote (e.g., if you like this one, you may like mode for authentic expression. • Use the arts to foster spirited conversations and debates that one, too) via centralized information hub in Vision 2 about relevant societal topics • Leverage media partners in coordination with Vision 2 ➽ Suggested Partner(s) –Cultural and arts institutions, Goals, Strategies and Timeline • VISIT DENVER neighborhood videos artistic and creative professionals, I Heart Denver Store, various city commissions, Human Rights Community • Mile High Business Alliance neighborhood maps Partnership, Access Gallery, Atlantis Community, Biennial and brochures 2014-2017 of the Americas, Art & Creative Districts and street fairs, ➽ Explore ways that the culinary arts can serve to expose La Voz, Urban Spectrum, other community newspapers people to Denver’s diverse cultures while aligning with the • Create shared resources pool and online portal with easy Mayor’s international initiative Goal V3-1 - Increase access to arts, culture and access by cultural organizations (nonprofit, for-profit and ➽ Suggested Leader(s) – Denver Arts & Venues, government). Services may include language translation, Brother Jeff (Brother Jeff’s Cultural Center) • Consider opportunities with Civic Center Eats, Denver creativity in under-resourced neighborhoods for example. Could aid cultural tourism, internationalism Restaurant Week, Taste of Colorado and other events (Vision 6) and amplification (Vision 1) and festivals STRATEGIES Goal V3-4 - Address the financial barriers • Consider the creation of a single advisory panel with Provide opportunities for people to create their own Identify, inventory and rank availability of arts, culture ➽ ➽ expertise in cultural competencies and engagement that limit participation cultural heritage tours to maximize audience participation. and creativity in every neighborhood (Align with Vision #6 with diverse audiences to serve as a resource for cultural Consider self-guided via a brochure or guide on the web goal on asset mapping) STRATEGIES organizations to establish collective knowledge and (e.g., Yelp) ➽ Infuse neighborhoods with arts, culture and creativity shared practices; representatives to include members ➽ Explore the possibility of a discounted cultural pass of Denver’s Mayoral appointed commissions and/or expand existing card, such as My Denver Card and/ • Leverage existing community development plans • Maximize use of all city facilities and assets to bring to fund and pilot these efforts Proactively approach diverse groups to assume or 5 By 5 Program, to include more cultural institutions arts programs and activation activities to each ➽ Support and grow events that celebrate our cultural neighborhood, including parks, recreation centers, leadership and expanded engagement in cultural events • Pass to be designed by local artist or creative talent. Use ➽ libraries and other facilities and exhibits. Forge partnerships and share lessons learned passes to drive attendance to hidden gems in neighborhoods heritage (e.g., Five Points Jazz Festival) • Recognize and celebrate artistic and creative ➽ Encourage cross-promotion of events • Align with efforts to increase exposure and participation ➽ Suggested Partner(s) – Historic Denver, Mile High professionals who live in these neighborhoods by Denver Public Schools students (Vision 4) Business Alliance, interested cultural and/or historical ➽ Explore use of easily accessible neighborhood locales, organizations and institutions, Art & Creative Districts • Foster use of available and appropriate real estate for such as Laundromats, shopping malls and the Department • Consider offering passes through Denver Public Library on a check-out basis studio and living spaces for artists. (Align with affordable of Motor Vehicles in conjunction with Vision 1 to provide ➽ Suggested Leader(s) – VISIT DENVER, Denver Arts and accessible spaces goal in Vision 5) neighborhood-based and easily accessible arts programs • Consider methods to maximize awareness and use & Venues • Develop and maximize use of Arts Enterprise Zones and activation of DENVER 2 for 1 TIX (See Vision 6) Publicize and showcase art specific to audiences ➽ Consider how to maximize the impact of Scientific & • Deploy the Public Art collection to these neighborhoods ➽ with disabilities Cultural Facilities District Free Days with more audience- 2018-2020 (See Vision 1) focused programs that allow multiple audience-friendly ➽ Suggested Partner(s) – Piton Foundation, Denver ➽ Create online and mobile crowd-sourced tools that allow ways of accessing institutions, such as a library pass anyone to explore and learn about arts and culture in Denver Goal V3-6 - Address barriers that limit Foundation, Denver Housing Authority, Regional • Incorporate other free services, such as a free Regional (e.g., an online, crowd-curated art gallery; apps for exploring Transportation District, car sharing companies, City Council, Transportation District pass, with the admissions pass participation, including transportation, Auraria Higher Education Center, community-based arts and culture topics in Denver, etc.). Align with Vision 2 ➽ Coordinate efforts to increase visibility of free events childcare, safety, cost, language and location organizations and faith-based organizations • Incorporate a Wikipedia approach to provide volunteer- and activities to maximize marketing investments of curated content STRATEGIES ➽ Suggested Leader(s) – A foundation focused on social cultural organizations equities and access, Denver Arts & Venues ➽ Suggested Partner(s) –Cultural and arts institutions, ➽ Explore feasibility of offering child care at Denver • Consider new approaches, such as traveling exhibit of city commissions, Human Rights Community Partnership, Performing Arts Complex (DPAC) small preview pieces to community centers and schools Arts & Venues’ Americans with Disabilities Act Committee, Explore feasibility of offering programs and services Goal V3-2 - Maximize audience engagement Suggested Partner(s) – Cultural and arts institutions, ➽ Denver Foundation’s Inclusiveness Project ➽ for the aging at DPAC opportunities for diverse communities artistic and creative individuals, I Heart Denver Store, ➽ Suggested Leader(s) – Denver Arts & Venues, Scientific & Cultural Facilities District, Denver Museum ➽ Continue to “bag” meters downtown to provide free STRATEGIES David Kennedy (a local artist leader) of Nature & Science, Regional Transportation District, school bus parking and encourage student trips to DPAC ➽ Aid cultural organizations in meeting audiences where City of Denver, various TV stations, Spanish language ➽ Offer child and family daytime focused events they are media, Denver Public Library,, Rocky Mountain PBS, foundations interested in children and multi-culturalism, ➽ Suggested Partner(s) – Cultural and arts institutions, • Explore new ways of reaching people with arts, culture Denver Traffic and Parking, interested cultural organizations and creativity, including incentivizing organizations to take Denver Public Schools multi-cultural outreach office (e.g. Spanish language organizations) their programs to underserved communities • Determine if foundations would be interested in funding ➽ Suggested Leader(s) – Denver Arts & Venues this work or aligning with IMAGINE 2020 through their grant applications

44 45 VISION ELEMENT 4 | IMAGINEDENVER2020.ORG

FILLING OUR LIFETIMES WITH VISION4 LEARNING 49 IMAGINEDENVER2020.ORG VISION ELEMENT 4 | ELEMENT VISION -Amy E. Bainbridge, Teacher, Campus Middle School E. Bainbridge, Teacher, -Amy There is a need to more effectively publicize the many learning many the publicize effectively more to need a is There ➽

“The arts in our community help our creativity, beauty, and acceptance.” and acceptance.” beauty, creativity, The city can support arts education for students at Denver-based elementary ➽

children experience a world filled with children experience a world filled with Denver also needs to strengthen the pathway to careers for Denver high school and college for Denver careers to also the needs pathway strengthen to Denver ➽ Outside of these formal educational institutions and those who want to pursue a creative career, career, creative a pursue to want who those and institutions educational formal these of Outside

➽

Our Focus Our Provide Arts Education for Every Child schools, middle schools, high schools, colleges and universities. According to the scientific public Denverresidents’ survey, number one dream for arts, culture and creativity in 2020 is for arts education for child every in school, every so the desire is clearly to improve and this supported. Achieving overwhelmingly also a creates demand to for aid stronger resources arts and educators arts of development professional ongoing and recruitment the for program century 21st a Launching educators. as well. vision and creative cultural artistic, greater Denver’s achieve can help to teachers Pathways Career Strengthen graduates in the city’s arts, culture and creative employment As sector. this sector is the fifth largest industry sector in the State of Colorado, Denver needs to realize its potential as a powerhouse for locally grown artists to stay in Denver their and careers let flourish.This requires anexpansion of partnershipsto reach a widercombination of higher education, cultural organizations and arts entrepreneurs. Denver can also support local talent. hire to employers economic and encourage interests career development goals that align job creation with Literacy Cultural Advance there is also a need and desire to advance cultural Denver’s with align to literacy effort an citywide involve largely will by This engaged. culturally more better become to desires understanding residents’ supporting and indicators of cultural literacy vision of amplifying arts, culture and creativity by promoting educational programs and events offered through consumer- city agencies and arts entrepreneurs. institutions, channels including cultural based arts education Opportunities Learning Many the about Word the Spread opportunities offered by arts nonprofits, local businesses outlined above. and messaging coverage media hub, information enhanced educationaland institutions. This be can achieved through the

be a gallery visit during a First Friday opening, a behind-the-scenes tour of a advancing downtown. theater of digital art on a big screen or viewing a shop, a coffee company, in at reading poetry step important an is which more, participate to residents from desire general awareness a is Increasing there too. resources, Fortunately, numerous has city the above, noted As literacy. cultural and education arts A&V, and Recreation & Parks Denver as such agencies city nonprofits, by provided offerings educational the of forward. moving will be both a major opportunity and challenge, businesses and private P-20 efforts; partnerships between higher education and cultural institutions; and a stronger pathway to high careers for Denver school Fortunately, in and arts, interested college culture graduates and creativity. forward. this work in moving an interest and leaders with of educators has a critical mass Denver with engagement their further to offerings of variety wide a in partake can ages all of visitors and Residents and understanding of arts, culture and This creativity. engagement leads to educational outcomes cultural their upon reflect and in with interact people as the literacy cultural in increases long-term and near-term experiences. Each experience serves as both a cultural influencer and educational whether opportunity, it good or excellent. As such, there is a need for expansion of formalized arts education as well as professional professional as well as education arts formalized of expansion for need a is there such, As excellent. or good development resources for arts educators to help them truly engage art consumption and generation’s participation. younger The 2012 in increase for mill with DPS levy augmented a changing landscape of the education. arts planning for the arts, and DPS is beginning strategic funding for The education field iscomprised of large eachsystems, to devoted educating a particular segment of the population from early childhood through K-12, higher education and continuing education. This complex system speaks to the need for continuity and collaboration among the key players, including integrated Our Challenges access have to children for important extremely is it saying residents Denver of percent 85 than more Despite to arts education, fewer than 20 percent of residents feel the amount of arts education in Denver is very education education and adult education institutions provide learning opportunities, and many are expanding their and initiatives. offerings artistic The public has overwhelmingly voiced support 85 for percent arts saying education it in is Denver extremely The importance of schools, arts education important in child overall is development with top-of-mind for both for First Lady Michelle more children than to have Obama through the Committee on President’s the Arts and access the Humanities (PCAH) and First Lady Denver to arts education in the Arts” initiative. “Bringing Back Lee’s Mary Louise Denver. Our Strengths Our An only not learning, overwhelming provide that institutions of 90 variety a are There learn. percent to ages all of people of for opportunities residents agree that arts, through appreciation of culture artwork, but also and through educational programs creativity and ongoing engagement in the arts, with from small, artist-led private, organizations to cultural Denver organizations and formal higher education provide institutions. Beyond these arts-based organizations, Denver’s K-12, Early Childhood Education, higher 48 VISIO4 N VISION ELEMENT 4 | IMAGINEDENVER2020.ORG

Goal V4-3 - Launch a 21st century program Goal V4-5 - Advance cultural literacy citywide for the recruitment and ongoing professional LIFELONG LEARNING STRATEGIES development of arts educators Exposure, appreciation and participation in arts, culture and creativity span our lifetimes. From formal, ➽ Identify indicators of cultural literacy and design STRATEGIES efforts to achieve them school-based programs in public and private schools to formal and informal education for all ages, the Denver community is rich in resources that encourage art appreciation and engagement as a lifelong ➽ Actively recruit and reward teachers, both specialist art ➽ Increase public awareness about the value of cultural teachers and non-specialist teachers, to infuse the arts into literacy for lifelong learning, economic prosperity, and adventure. Regardless of age or tenure, people can find the educational offerings to help reach new math, science and other subjects quality of life heights as artistic and creative professionals, or experience something new and inspiring. The positive ➽ Promote instructional partnerships between “formal” Identify and implement public policies that support ripple effects of creative learning and expression, from problem-solving to design, are apparent ➽ and “informal” systems (e.g. Denver Public Schools’ Theatre cultural literacy throughout the city. Ed and Denver Performing Arts Complex; Denver Public Leverage Denver Arts Week and other events to Schools’ Music Ed and the Colorado Symphony Orchestra; ➽ advance cultural literacy Goals, Strategies and Timeline Denver Public Schools’ Arts Ed and the Denver Arts Museum – Aurora model) ➽ Align with brand, messages, media and information hub in Vision 2 ➽ Create an online bank of relevant tools for evaluation, professional development, sample curricula and other 2014-2017 relevant topics Goal V4-6 - Increase partnerships between ➽ Suggested Partner(s) – Denver Public Schools, higher education, cultural organizations and Goal V4-1 - Support arts education for students at Goal V4-2 - Strengthen the pathway to Metro State University of Denver, Scientific and Cultural arts entrepreneurs Denver-based elementary schools, middle schools, careers for Denver high school and college Collaborative, Denver Public Schools Coordinators, STRATEGIES high schools, colleges and universities (P-20) graduates in the city’s arts, culture and Think 360 Arts Convene educators from K-12 and higher education creative employment sector ➽ Suggested Leader(s) – Metro State University of Denver ➽ STRATEGIES to identify assets and shared goals ➽ Support Denver Public Schools’ arts education STRATEGIES ➽ Implement a pilot project; identify opportunities to strategic plan ➽ Convene education leaders from early childhood, scale and share results K-12 and higher education institutions to cross-pollinate 2018-2020 • Consider extended “artist in residence” programs in schools ➽ Develop policies to incentivize collaborations ideas, share resources, advocate for each other and craft Align with Colorado Blueprint’s Creative Industry ➽ collective impact approaches ➽ Host networking events on a regular basis Cluster’s Objective V (Education and Training) Goal V4-4 - Promote educational programs Develop Creative Industry Certificates to reflect credit- and events offered by cultural institutions, city ➽ Suggested Partner(s) – Metro State University of Denver, Leverage existing resources such as the Denver Public ➽ ➽ bearing experiences at high school and college levels agencies, and arts entrepreneurs. Align with University of Colorado, University of Denver, Community Schools’ Community Partnership System web portal Colleges, Regis University, Emily Griffith Technical College, trade ➽ Expand Creative Vitality Index to include arts education data centralized information hub in Vision 2 – Amplify ➽ Gather opportunities for Internships and Externships schools, Create Denver, Scientific & Cultural Facilities District, for learners and teachers ➽ Consider incentives to retain high school graduates in STRATEGIES interested cultural nonprofits, interested arts entrepreneurs Denver via internships, scholarships, job shadowing and Connect with key data-initiatives to identify and track ➽ Expand use of existing directories with information on ➽ other opportunities students’ arts education and training experiences available arts education and instructions for students of all Increase awareness among parents and students about abilities. Also, align with potential websites or resources Coordinate support and targeted funding for ➽ ➽ career opportunities in Denver’s creative sector. Align with under development organizations and artists to do more outreach to schools Vision 5’s goal to showcase and grow talent for school-day and after-school programs ➽ Activate and promote programs offered by Parks & ➽ Engage parents in promoting artistic and creative careers Recreation and other “entry point” entities engaging with ➽ Create web portal for artists and arts organizations children, youth and adults to share arts curriculum with teachers - and for teachers ➽ Align with economic development efforts in Vision 6 Consider using massive open online course platforms to share with each other • JumpStart 2013, Denver’s economic development plan, ➽ ➽ Suggested Partner(s) –Think 360 Arts, interested Colorado Blueprint, the State’s economic development ➽ Suggested Partner(s) – Denver Public Schools private schools, home schooling advocates, Denver Public plan, and Colorado Creative Industries Coordinators, Denver Parks and Recreation, Denver Public Schools, Denver Public Schools Community Partnership ➽ Suggested Partner(s) – Denver Public Schools, Metro Library, Arts Students League, Think 360 Arts, Art Garage, System, Scientific & Cultural Facilities District, Scientific and State University of Denver, Colorado Creative Industries, Scientific & Cultural Facilities District, Scientific and Cultural Cultural Collaborative, cultural intuitions providing school- Art & Creative Districts, others TBD Collaborative, Community Partnership System, Scientific day and/or after-school programs, institutions of higher & Cultural Facilities District Arts to Zoo, interested cultural ➽ Suggested Leader(s) – College in Colorado, education, parents, Parent Teacher Organizations, School nonprofits, interested arts entrepreneurs, interested human Denver Office of Economic Development Accountability Teams and other parent booster groups services nonprofits ➽ Suggested Leader(s) – Denver Public Schools, Auraria Higher Education Center, and other teaching institutions to be identified

50 51 VISION ELEMENT 5 | IMAGINEDENVER2020.ORG

BUILDING CAREERS & BUSINESSES BY NURTURING VISION5 LOCAL TALENT 55 IMAGINEDENVER2020.ORG VISION ELEMENT 5 | ELEMENT VISION Community Leader interviewed for IMAGINE 2020 IMAGINE for interviewed Leader Community Denver-based artists, galleries, craft businesses, cultural nonprofits, and In addition, creative energy can be fostered across entities and sectors ➽

➽

Programs and policies such as those described above can give new and existing existing and new give can above described those as such policies and Programs ➽

There is a major gap, and opportunity, for data collection and information coordination. ➽

we have because it’s so hard to [make a living]. ” we have “We’re at risk of losing some of the creative energy risk of losing some of the creative “We’re at There is overwhelming agreement that arts, culture and creativity contribute to Denver’s unique neighborhoods. unique Denver’s to contribute creativity and culture arts, that agreement overwhelming is There ➽

Our Focus Our Nurture can talent Local Local jobs. create and Artistic sources and revenue sustainable build Creative Individuals grow, them help to support policy require enterprises creative the unique needs of this field. address that programs leadership development and business professional, through be supported Celebrate Local Artistic and Creative Talent through collaborations and partnerships. Not only do these celebrations of local creativity instill pride in residents, but they also strengthen cultural Denver’s brand. Although arts, Denver’s culture and creativity are a diverse, common thread of risk- taking and unites collaboration them. These stories of risk- taking, and entrepreneurship cultural pride in need Denver to be and celebrated. told Collect and Share Information It is time to conduct a census of all landscape of arts, and in offerings. tout The which the sector array also operate of they story needs Denver’s a citywide directory cultural, and creative individuals and their enterprises to and artists. arts organizations serve that and vendors better with resources understand the Local Buy These enterprises and individuals can be supported through a “buy local” campaign that of raises local awareness offerings. and up-and-comers. artists emerging for opportunities provide can also be used to the public art program Additionally, Spaces Affordable of Availability Increase organizations a stronger footing while engraining them more deeply into Denver’s neighborhoods. For artistic example, and creative professionals have expressed needs for available and affordable spaces to its infuse live, further can work Denver and perform. sector, the to By specific aggregating resources expanding and talent Denver’s for support local promoting data, Develop neighborhoods with the richness that cultural builds communities, which stronger leads to a economy. vibrant more districts. current and preserve

Denver Denver can do more to raise the national and international profile of local artistic and creative talent so these professionals can build thriving careers here. After all, the artistic, cultural and creative enterprises in contribute to the Denver quality city’s overall of life and economic base, both of which are essential attributes for any city. the entire for economy vibrant a more leads to and enterprises individual careers Advancing thriving city. districts. preserve to buy local. How collectors, patrons, encourage to How flourish, others struggle to survive. It isn’t surprising to learn that the greatest challenge reported by professionals professionals by reported challenge greatest the that learn to surprising isn’t It survive. to struggle others flourish, and business owners is the difficulty theyface in building successful careers and sustaining financially healthy in success career sought who relatives of stories shared public general the of Members Denver. in organizations enough opportunities to simply weren’t because there communities cultural established more cities with larger, truly “make it” If here. add you the national desire to or achieve international in prominence one’s chosen field, their find can’t artists established mean doesn’t That greater. even be can Denver from relocate to need the then sustainable And individuals some do successful, spirited establish up here. grew if they or return Denver to way than the rule. rather the exception often too are But they here. careers and driven by individual entrepreneurialism. Denver’s relatively and small driven by individual relatively base Denver’s entrepreneurialism. of and corporations, its likewise rely cannot professionals creative and artistic Denver-based that mean businesses, small of base large very established into or turn fledgling careers works new commission fuel acquisitions, to largesse on corporate supportive largely are Denver in sector creative the comprise that companies and nonprofits the While ones. cross-pollination. primarily of smaller scale and with limited are those efforts and collaborative, a on claim” a bold in publicrisk individuals the and willing take city reliance “stake to with few historic Denver’s policy supports has caused a real, but somewhat hidden, limit to growth. While some scenes, such as music, Denver Denver is a very good city for people working in arts, culture from and emerging art creativity, forms and artists to established creative professionals and their enterprises. there Yet, are no policy-based financial supports or incentives in place today to nurture Denver-based talent. Growth has been organic in nature The The City of currently Denver offers exhibits support initiative, and Denver Create through programs A&V’s hosted at the McNichols Building through the expand opportunitiesfor and enterprises tostrengthen works Denver Create Cultural specifically, institutions. More Partner Program, and partnerships with cultural and individuals alike through its business programs, development promotional opportunities, and support for the districts. arts Some city’s designedto alsoand nonprofits help offercreative programs artists grow and businesses. their careers Our Challenges This This is embodied by the variety of vibrant art ranging from scenes music today, to film,game design, and culinary arts, to name Residents a it believe few. is important for to Denver nurture professionals, and creative stay talent creative local that important extremely is it that stating people of percent 75 than more with in Denver. grow culinary filmmakers, dancers, actors, of abundance an reveals city the of crannies and nooks the into look A artists, craftspeople, jewelry designers, and screenwriters. novelists poets, quilters, digital artists, fashion One can also see photographers, designers, furniture makers, and technology workers. Our Strengths Our Denver enjoys an abundance of arts, culture and offerings. creative For and a vibrant city are of offerings its cultural size, and Denver residents artistic The year-round. activities and events of array large a enjoy can creative energetic, an also is There venues. arts underground to institutions world-class major from diverse, and entrepreneurialism. risk-taking innovation, for a place city is already The sector. in the private core forward-thinking. being for reputation a has Denver and novelty, and reinvention encourages community The 5 VISION 54 VISION ELEMENT 5 | IMAGINEDENVER2020.ORG LOCAL TALENT Denver’s diverse artistic and creative professionals are locally cultivated and flourishing. Denver is a great city for the arts, from emerging art forms and artists to established creative professionals and their enterprises. Our diverse individuals and institutions are celebrated and supported. Local talent is 2018-2020 cultivated through professional development, financial support and recognition. We art Denver - we Goal V5-5 - Create and coordinate a citywide Goal V5-7 - Increase availability of and consume art produced here; we promote unique venues; and we support local creative businesses. directory of resources and vendors that serve preserve affordability of accessible spaces The best minds come to Denver to create, collaborate and be showcased. Careers are born and made arts organizations and artists for artistic and creative professionals to live, here. Creative pioneers are rewarded for their risk-taking. We take our cultural talent seriously and the work and perform rest of the world does, too. STRATEGIES ➽ Create an app and web platform that allow vendors STRATEGIES Goals, Strategies and Timeline to self-populate information Wiki-style ➽ Assess feasibility of live/work space in North Denver ➽ Suggested Partner(s) – Galvanize and/or colleges with help from Artspace and universities (as a possible class project) ➽ Explore land use policies and incentives that support ➽ Suggested Leader(s) – Denver Arts & Venues affordability, preservation, and access, especially in art & 2014-2017 creative districts Goal V5-6 - Expand Create Denver initiative ➽ Suggested Partner(s) – Denver Arts & Venues, Urban Goal V5-1 - Offer a Culture Cash gift card to Goal V5-3 - Establish emerging artist Land Institute Colorado, Office of Economic Development, facilitate local resident engagement with the opportunities through public art program to provide more educational and business Create Denver, Denver Housing Authority, North Denver development programming Cornerstone Collaborative arts and strengthen art & creative districts, STRATEGIES creative enterprises and cultural organizations STRATEGIES ➽ For each new 1% for art commission, give an emerging STRATEGIES artist the opportunity to present a proposal ➽ Take a Creative Capital approach with artists Goal V5-8 - Provide opportunities and avenues teaching artists. Create a large network of working for learning more about and for purchasing ➽ Develop the concept of a singular gift card for arts, Partner emerging artists with mentors in the community ➽ artists/professionals to help teach affordable health care culture and creative purchases citywide. Use other models to help realize a public art project as a guide ➽ Provide tailored professional development and STRATEGIES ➽ Offer temporary/rotational locations to showcase business development services ➽ Deploy a crowd-sourced competition for local artistic emerging artists (example: Denver International Airport’s ➽ Explore forming groups of artistic and creative and creative professionals to design the card and its “Cloudscape” on Peña Boulevard) ➽ Provide professional networking opportunities professionals to collectively purchase insurance related collaterals ➽ Suggested Partner(s) – Denver Commission on ➽ Develop a business-based incubator program ➽ Suggested Partner(s) – Connect for Health ➽ Link to DENVER 2 for 1 TIX Cultural Affairs ➽ Suggested Partner(s) – Artistic and creative Colorado, Denver Health ➽ Co-brand with IMAGINE 2020 ➽ Suggested Leader(s) – Denver Arts & Venues professionals ➽ Suggested Leader(s) – Denver Arts & Venues ➽ Suggested Partner(s) – Major retailers that sell gift cards, ➽ Suggested Leader(s) – Denver Arts & Venues 1st Bank, Wells Fargo, First Data, Visa or MasterCard, Bonfils- Goal V5-4 - Conduct a census of all arts, (Create Denver) Stanton Foundation, interested cultural organizations, Art & cultural, and creative enterprises Creative Districts and arts entrepreneurs STRATEGIES ➽ Suggested Leader(s) – Denver Arts & Venues (Create Denver), VISIT DENVER ➽ Conduct a census of Denver-based artistic and creative professionals (examples: Chicago Artists Resource, Alliance of Artist Communities or Threewalls Chicago) Goal V5-2 - Launch a “buy local” campaign to “I hope to see local artists, makers and designers promote acquisition of local art products and ➽ Use data in the State of the Arts Report services by residents ➽ Suggested Partner(s) – Colorado Business Committee working together for national exposure and for the Arts, Western Arts Federation, interested creative STRATEGIES industries, trade and professional associations, unions ➽ Align with Culture Cash gift card ➽ Suggested Leader(s) – Denver Arts & Venues better business opportunities.” ➽ Consider using a “Made in Denver” stamp to co-brand (Create Denver) with IMAGINE 2020 and buy local campaign Quote from What do you imagine for arts, culture and creativity? ➽ Whenever possible, source local artistic and creative talent for city projects such as graphic design services, film/video production, etc. ➽ Suggested Partner(s) – Mile High Business Alliance, I Heart Denver store, interested creative industries, interested artists’ organizations, 5280 Magazine, Westword, Denver Business Journal, The Denver Post

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FUELING OUR ECONOMIC VISION 6 ENGINE VISION ELEMENT 6 | IMAGINEDENVER2020.ORG VISI Our Strengths Our Focus Arts, culture and creativity are important to Colorado. Colorado is a leader in the creative industries, which Achieve Two-Fold Economic Results ➽ Denver residents, creative community members and leaders envision a future in FUELINGinclude six creative sectors: design, film andECONOMIC media, heritage, literary and publishing, performing arts, and VITALITYwhich Denver’s economic vitality is further accelerated by arts, culture and creativity. Arts, culture and creativity are both a visual arts and crafts. In fact, the creative sector is the fifth largest employment cluster. Across Colorado, “means” and an “end” to achieving desired economic results. They accentuate other industries, such as tourism, and the sector creative enterprises and creative occupations contribute over 186,000 direct jobs. Among all states in the encompasses a number of interrelated industries. As such, the payback to Denver is two-fold when one considers the positive U.S., Colorado ranks fifth in concentration of creative occupations. Based on 2000 census data, Colorado impact this sector has on the city’s economy. ranked second among all states in concentration of architects, fifth in total artists, seventh in designers, Encompass all Arts, Culture and Creativity ➽ The magnitude and impact of arts, culture and creativity are greater than seventh in writers and authors, eighth in photographers, and ninth in producers and directors as well as has been recognized historically when Denver considers the breadth of enterprises included. Other cities have recognized musicians. that arts & cultural institutions and creative enterprises are part of a larger economic sector comprised of nonprofit and for- This industry is an economic driver for the Denver metropolitan area too, as reported by the Colorado profit entities. This shift in thinking has allowed other cities to pursue more comprehensive messages, policies and supports Business Committee for the Arts (CBCA) in its biannual study. SCFD-funded organizations generated a such as asset mapping of all entities in the arts, culture and creative industries and measuring their combined economic total of $1.76 billion in economic activity and contributed $527 million in direct economic impact within the impact. Simultaneously, the differences between nonprofits and businesses have been reduced as more nonprofits adopted seven-county metro area in 2011. It is important to note that these measures do not include private-sector social enterprise models and companies have focused on social good. While important distinctions remain, the commonalities entities; only charitable SCFD recipient organizations are analyzed, which means the economic activity and among arts leaders striving to grow thriving organizations outweigh them. impact of the entire arts, cultural and creative sector is even greater. Strengthen Arts & Creative Districts ➽ Denver’s arts and creative districts are a nexus. Each has unique offerings and Denver is considered to be an arts and culture destination for both consumers and creative producers, identities representative of its neighborhood, providing a connection for its nonprofit and for-profit affiliates. Together they

O particularly in the Mountain West region. Denver’s Creative Vitality Index (CVI™), calculated by the Western form a common connection across the city and are much more than First Friday destinations for residents. These districts can States Arts Federation (WESTAF), boasts above-average economic activity and participation in the arts be a backbone of Denver’s public policy supporting this sector. They are a selling point for cultural tourism and an important compared to other communities. These above-average participation numbers were corroborated by the economic driver for the city, the metro area and the state. Increasing cultural tourism serves as both a means and an end to general public telephone survey conducted for IMAGINE 2020. economic development goals for arts, culture and creativity. Denver’s creative sector consists of more than 3,613 creative enterprises and employs approximately 20,398 Provide Financial Supports ➽ Financial sustainability is top-of-mind for arts, culture and creative entities. It is widely creative workers. The sector includes arts and creative districts, more than 120 galleries and 160 performance known that nonprofits face increasing competition for charitable funding as the number of 501(c)(3) organizations increases. venues, and approximately 180 film-related businesses. The designated arts and creative districts area Many arts nonprofits find it especially challenging to create sustainable business models when ticket fees cover only a portion component of Denver’s public policy, supporting arts, culture and creativity. of total operating expenses. Likewise, artistic and creative professionals strive to establish their own sustainable careers and enterprises in Denver as they seek affordable spaces to live and work. City government can deploy proven incentives and 6 Other support structures are in place as well. Denver’s JumpStart 2013 Strategic Plan provides a backbone supports such as enterprise zones to fuel this sector. for business development, lending and investment and workforce development (JumpStart 2013). Cultural tourism is being promoted and cultivated by VISIT DENVER, city government, state government, and a Encourage Corporate Engagement There is an opportunity to involve the business community with this sector in more

N ➽ number of interested business and civic organizations. meaningful ways, such as philanthropic partnerships, workforce development, arts education, audience participation and urban revitalization. Likewise, businesses can be encouraged to “buy local.” The Mayor’s encouragement could go a long way Arts, culture and creativity contribute greatly to Denver’s economy and quality of life by offering unique in spurring the corporate community to engage with and invest in arts, culture and creativity citywide. experiences to residents and tourists, creating jobs, attracting a talented workforce and strengthening the community. Denver residents agree. Eighty-seven (87) percent of Denver residents surveyed for the cultural Embrace New Approaches ➽ As a place for innovative thinking and entrepreneurial energy, Denver could take a leading plan agree that arts, culture and creativity in Denver contribute to Denver’s economy. Additionally, 85 role in bringing new approaches to program development, audience engagement, fundraising, infrastructure, technology percent agree they attract tourism. Eighty-one (81) percent believe that arts, culture and creativity support and social entrepreneurship. Denver and the state have already committed to maximizing use of social impact bonds, for and create active and unique neighborhoods. example. These bonds could be used to address Denver’s cultural deserts. Crowd-sourced funding for both private investment and philanthropic giving is becoming more accepted and expected, as those funding mechanisms gain traction nationally (and globally). A&V can play a lead role in these efforts as the agency continues to support the city’s cultural partners. Launch a Data-Driven R&D Function ➽ Growing this sector strategically through 2020 requires a data-driven research and development (R&D) function that can gather, monitor, report and mine data. This research and development function will aid the city in telling the full story of economic impact made by the arts, culture and creative industries across the nonprofit, Our Challenges for-profit and government sectors - and use that story to inform public policy and messaging. A deeper partnership between One of the greatest challenges in further advancing the economic outcomes of Denver’s arts, culture and the Denver Office of Economic Development (OED) and A&V is an important step in this direction. Further highlighting this creative sector is a lack of data that encompasses the full spectrum of artistic, cultural and creative entities industry in the JumpStart economic development plan for the city will embed it into the economic consciousness of city and activities in Denver. While data sources are in place for the State of Colorado, the Denver metro area, leaders. From there, the city can engage the broader business community in supporting cultural nonprofits as well as arts- Denver-based arts businesses, and SCFD-funded entities, there is no singular body of data measuring all based and creative businesses. economic impact in the City of Denver. Similarly, no designated entity or collective is charged with bringing Embed Arts, Culture and Creativity into Government Priorities and Practices ➽ Denver is part of a larger metropolitan this data together and analyzing it with an eye towards informing public policy and messaging. As a result, community and the state. As the state capital and the largest city in the state, Denver is home to a majority of organizations the scope, scale and impact of this sector of the economy - and its needs - are under-reported. Without hard working in arts, culture and creativity. This plan is designed to further embed arts, culture and creativity into city-government data to make the case for the resources and infrastructure necessary to support further growth and vitality, priorities and plans as the City of Denver embodies this core value. Denver also recognizes that its lessons can inform the this important sector of Denver’s economy won’t reach its true potential. policies and practices of neighboring communities, thus strengthening the entire region - and the state. Denver will also As Colorado’s state capital and largest city, Denver is an economic catalyst for the metro area and the continue to learn from other communities across the state - and bring those best practices to Denver. state. While IMAGINE 2020 is specific to Denver, the success of the cultural plan’s implementation will have positive ripple effects for the metro area and for Colorado.

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ECONOMIC VITALITY 2018-2020 Denver’s economic vitality is accelerated by arts, culture and creativity. Arts, culture and creativity are an Goal V6-5 - Provide financial support Goal V6-7 - Align IMAGINE 2020 with Colorado essential component of Denver’s thriving economy, from art & creative districts and creative industries to and incentives via public, private and Creative Industries initiatives and Denver’s cultural tourism. The city embraces and nurtures creative industries. New public-private partnerships are philanthropic sources JumpStart plan to grow the number and forged to spur economic vitality and job creation. Resources and infrastructure are in place to leverage strength of Denver’s creative industries and invest in future financial prosperity. Denver tells the full story of economic impact of arts, culture and STRATEGIES creativity across the nonprofit, for-profit and government sectors. ➽ Explore fee structures similar to 1% for public art STRATEGIES that provide sustainable funding for programs, policies ➽ Identify specific needs related to workforce Goals, Strategies and Timeline and initiatives development and economic development • Explore 1% for Art model for private development ➽ Suggested Leader(s) – Denver Arts & Venues on city-owned property (example: Airport City and (Create Denver) development along the commuter rail line to Denver 2014-2017 International Airport) ➽ Explore arts enterprise zones as a means to Goal V6-8 - Continue to support the city’s incentivize artistic and creative professionals to cultural partners Goal V6-1 - Inventory all arts, cultural, and creative Goal V6-3 - Fuel development of art & creative locate in under-resourced neighborhoods enterprises for policy and messaging purposes districts as a backbone of Denver’s creative STRATEGIES ➽ Increase flexibility for and expand use of Common Implement Denver Performing Arts Complex Master STRATEGIES industries and placemaking activities Consumption Areas as a means to create self-sustaining ➽ Vision Plan revenue streams for arts nonprofits and businesses ➽ Define what we mean by “arts,” “culture” and “creative,” STRATEGIES Renew the Cultural Partners Program after the using Colorado Creative Industries’ study as a guide ➽ Create a tax incentive (State level) for out-of-state ➽ ➽ Consider transition to a Business Improvement renovations and re-opening of the McNichols Building artists to buy local materials and contract local firms to ➽ Deploy a hack-a-thon to create this asset map District model fabricate public art projects in Denver ➽ Suggested Partner(s) – Cultural partners ➽ Leverage hack-a-thon for visibility and marketing ➽ Consider enterprise zones as a model for incentivizing arts-related development in cultural deserts, art & ➽ Align with city’s social impact bond program, ➽ Suggested Leader(s) – Denver Arts & Venues ➽ Suggested Partner(s) – Denver Office of Economic creative districts as applicable Development, Western Arts Federation, Piton Foundation, Use crowd-sourced private investment and philanthropic Galvanize, other data experts ➽ Increase visibility of districts and neighborhoods ➽ Goal V6-9 - Establish a signature festival of tools (e.g., power2give) to engage a broader array of significant caliber to lift Denver’s image and ➽ Suggested Leader(s) – Denver Arts & Venues ➽ Enhance public-private partnerships at the district investors and donors in advancing local efforts (Create Denver) level and across districts attract cultural tourism • Invest in local start-up and growth arts enterprises ➽ Explore Rent Control regulations and other tools to (for-profit) STRATEGIES preserve affordability and prevent displacement Goal V6-2 - Document the full economic impact • Invest in local philanthropic opportunities, including ➽ Identify the partner/festival promoter with the most of art, culture and creativity in the City of ➽ Suggested Partner(s) – Arts & Creative Districts, small, neighborhood- and community-driven efforts promise to serve this role. Consider a crowd-sourced Denver via an annual “State of the Arts” report interested local non-arts businesses, Denver Office of ➽ Suggested Partner(s) – Denver Office of Economic community selection process Economic Development, Office of Economic Development Development, financial experts, Piton Foundation, Denver ➽ Suggested Leader(s) – Denver Arts & Venues STRATEGIES and International Trade Foundation’s Strengthening Neighborhoods program ➽ Encompass all facets of arts, culture and creativity in ➽ Suggested Leader(s) – Denver Arts & Venues ➽ Suggested Leader(s) – Denver Arts & Venues Denver (across sectors) to tell the full story of the economic (Create Denver) benefit and community impact of arts, culture and creativity Goal V6-6 - Develop a data-driven research ➽ Use data collected from asset mapping Goal V6-4 - Enhance cultural tourism in and development function to inform policies ➽ Include workforce data to tell economic impact story partnership with VISIT DENVER and guide future strategies ➽ Include data that illustrate ability to develop local talent STRATEGIES via educational pathways from K-12 to post-secondary STRATEGIES Support new 3-day and 5-day tourist access passes education (Vision 4) ➽ ➽ Align with other organizations seeking to maximize Emphasize diversity of creative industries and cultural data for the common good ➽ Illustrate Denver’s regional competitive advantage ➽ identities in Denver Identify the resources required to do this right (e.g., ➽ Suggested Partner(s) – Denver Office of Economic ➽ Suggested Partner(s) – Denver Arts & Venues research director, ready access to necessary data, etc.) Development, City of Denver Marketing Department, ➽ Western Arts Federation, Piton Foundation, Galvanize, ➽ Suggested Leader(s) – VISIT DENVER ➽ Please note the hack-a-thon and data portal initiatives P-20 education leaders, other data experts mentioned in Visions 3, 4 and 5 (is this consistent with how other Visions are cross-referenced?) ➽ Suggested Leader(s) – Denver Arts & Venues ➽ Suggested Partner(s) – Western Arts Federation, Piton Foundation, Galvanize, other data experts ➽ Suggested Leader(s) – Denver Arts & Venues In Denver County, “creative industries” comprise a 6.52 percent share (Create Denver) of all businesses. The national average is 2.9 percent.

62 63 VISION ELEMENT 7 | IMAGINEDENVER2020.ORG LEADING CULTURAL DEVELOPMENT VISION 7 TO 2020 AND BEYOND VISION ELEMENT 7 | IMAGINEDENVER2020.ORG VISI Our Strengths Our Focus Denver is fortunate to have a vast array of committed stakeholders in arts, culture and creativity across the nonprofit, business, civic, and government sectors. Denver’s entrepreneurial spirit and positive attitude have Arts, culture and creativity have grown organically over the past twenty-five resulted in hundreds of interested entities and individuals dotting the cultural landscape, each staking out years. The disadvantages of organic growth can be redundancy, inefficiency, its own claim, much like the miners and settlers of the 1860s. instability and a lack of cohesion. Denver needs a strong vision and set of values A tour of city government reveals several important players. Denver’s strong mayor-council form of government provides broad legislative power. Generally speaking, the Mayor sets the vision for the city, to unify its various cultural assets and players if it is to achieve the high-impact marshals the efforts of city government, and leverages his “bully pulpit” to message, nudge and align people and resources around important issues. City Council has the authority and community reach to advance arts results recommended in this cultural plan. and culture as well. As the city agency in charge of stewarding the cultural vibrancy and physical assets of Achieve Collective Results ➽ Denver’s community is mutually supportive and generally collaborative. the community, A&V has a role in facilitating policy development, providing signature programming and Yet there is untapped potential to bust through barriers together. Doing so will require sustained collective leadership supporting arts, culture and creativity. The Denver Commission on Cultural Affairs, appointed by the Mayor, dedicated to advancing arts, culture and creativity across the city. Accountability for results and transparency in serves as an advisory board to the A&V cultural programming staff. The Denver County Cultural Council, a reporting to an arts-loving public must be paramount. group of 11 members appointed by City Council, serves as the grant review board to allocate SCFD funds to Denver Tier III organizations. Lead by Example ➽ IMAGINE 2020’s collective vision calls upon Denver’s vast arts, cultural, creative, civic, business and government communities to lead collectively. The City and County of Denver and the Mayor’s Office have a distinct There are numerous public and nonprofit entities working to advance cultural policy, advocacy and role to play in achieving this collective vision. The Mayor and his administration can provide additional leadership by

O support for the state, metro area and city. A few organizations focus all or part of their efforts on economic advancing a collective vision across sectors, further instilling a core value of the arts across city agencies, supporting development. Colorado Creative Industries, a division of the Colorado Office of Economic Development & policy efforts, and encouraging overall engagement. International Trade (OEDIT), strives to build the reputation and investment in the state’s creative economy. The Colorado Office of Film, Television & Media, a separate division of the OEDIT, is in the business of The city can marshal resources, engage diverse stakeholders, create new public policy and steward cultural assets. It supporting Colorado’s film industry and attracting film makers to Colorado. CBCA guides the state’s can instill a commitment to collective effort, accountability and results. Additionally, the Mayor can emphasize the value business community to leverage the arts for economic vitality and publishes the biennial Economic Activity of the arts through action, messaging and celebration. Study of Metro Denver. VISIT DENVER encourages cultural tourism to Denver. The following recommendations represent capabilities and competencies unique to city government and A&V in The one entity exclusively dedicated to advocacy is Arts for Colorado, which is a nonpartisan 501(c)(4) nonprofit particular, and affirm feedback received from key stakeholders and partners. These recommendations also underlie the 7 organization committed “to improving the climate for creative industries throughout the state, facilitating cultural plan’s goals and objectives, which are listed in a subsequent section of this plan. advocacy for Colorado’s arts and culture, and preserving and expanding state-level public-and private-sector support for the arts.” Its charitable 501(c)(3) arm, Colorado Citizens for Culture, focuses on awareness. N The primary source of public funds for the arts in the seven-county metropolitan area is the SCFD. Since 1989, citizens have agreed to be taxed in order to support artistic, cultural and scientific organizations in their community. Indeed, SCFD was reauthorized by public vote in 1994 and 2004, and will go to the voters again in 2016, prior to its scheduled sunset in 2018. The statute has been amended in conjunction with reauthorization and its overall structure and guidelines are fairly restrictive.

“This project is entirely bottom-up. That means Our Challenges neighborhoods and neighbors, and children who in 2020 Leadership, particularly around policy and vision, is a notable gap in Denver’s cultural landscape. No single entity is looked to or tasked with advancing public policy for arts, culture and creativity. As a result, Denver lacks coordinated messaging and action to advance arts, culture and creativity in a strategic manner. will be voting for the first time. It means communities The challenges noted above are exacerbated by this lack of leadership, coordinated action and mutual accountability. Furthermore, IMAGINE 2020’s collective vision cannot be achieved without it. – diverse and strange communities, from marching While the city is considered an important player, it has been neither a significant funder nor a consistent visionary leader. Consequently, the City of Denver is not viewed as the “go-to” to advance the arts, culture and creative sectors. With unparalleled access to all sectors and other city departments, not to mention bands to co-op galleries, from block parties to farmers Denver’s own world-class, city-owned venues, the City of Denver and A&V have an opportunity to be a leader, a convener, a coordinator, and an advocate for arts, culture and creativity. markets. This project is where people come first.”

– from the Imagine 2020 blog

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COLLECTIVE LEADERSHIP 2018-2020 Collective leadership is committed to high impact results across Denver. Leaders across civic, business, government, and philanthropic sectors have joined together to pursue opportunities and address Goal V7-5 - Advocate for a vibrant and Goal V7-8 - Launch a public-private challenges for Denver. Shared commitment, pooled resources, and joint accountability achieve results thriving arts, culture and creative community partnership (e.g., an alliance) encompassing otherwise unattainable. Information sharing, joint planning and collaborative programming define STRATEGIES all arts, cultural and creative entities how we achieve results for our community. Along the way, we strengthen the network of relationships citywide with a unified focus on building between individuals, organizations, and sectors. As a result, collective leadership advances arts, culture ➽ Support reauthorization of the Scientific & Cultural Facilities District the infrastructure necessary for 21st century and creativity for Denver. cultural development and promotion ➽ Support K-12 school-based arts education and the Goals, Strategies and Timeline Denver Public Schools’ strategic plan STRATEGIES ➽ Prepare for an increasingly digital future that will ➽ Entity to serve as: information synthesizer, convener, impact all aspects of arts, culture and creativity brand builder, and promoter ➽ Note - this goal can be incorporated into the work ➽ Identify optimal structure and legal form, including 2014-2017 ➽ Share information on initiatives that can benefit of the public-private partnership. See the separate goal governing body the entire community (e.g., audience development listed under this vision with communities of color) ➽ Serve as an information hub with web portal for data Goal V7-1 - Launch an alliance of organizations ➽ Suggested Partner(s) – Denver Public Schools, sharing, including best practices, specific tools/resources, committed to advancing inclusiveness and ➽ Suggested Partner(s) – Denver City Council, Mayor’s Scientific & Cultural Facilities District, arts advocacy demographics, evaluations, metrics and more Office, Congresswoman Diana DeGette’s Office, Denver eliminating barriers to engagement for organizations, foundations, arts philanthropists, chambers ➽ Stay abreast of trends and emerging models nationally County Cultural Council, Art & Creative Districts, Colorado and business organizations Denver residents Creative Industries, Bonfils-Stanton Foundation, Western and bring to Denver as appropriate ➽ Suggested Leader(s) – Denver Commission on STRATEGIES Arts Federation, professional societies ➽ Establish a shared investment in digital assets from Cultural Affairs various arts, cultural and creative organizations in order Assemble a group of committed players from ➽ Suggested Leader(s) – Denver Commission on ➽ to increase media presence, including the development different sectors to advance a common agenda and Cultural Affairs of digital press releases and other digital content solve a complex societal issue Goal V7-6 - Monitor and report on Cultural Plan implementation ➽ Engage in collective advocacy for arts, culture and Study and implement the optimal collective impact model Goal V7-3 - Inspire arts funders to invest ➽ creativity citywide STRATEGIES Determine optimal governance structure, including in the implementation of IMAGINE 2020 ➽ ➽ Implement research and development and data use of community advisory board Implement accountability measures to track progress STRATEGIES ➽ functions and results for IMAGINE 2020 Commit to achieving IMAGINE 2020’s Vision 3 ➽ ➽ Identify opportunities for seed funding, multi-year ➽ Collaborate with affinity organizations and trade ➽ Track and share with the community ➽ Prioritize under-resourced neighborhoods and funding and partnerships associations (American Institute of Graphic Arts, cultural deserts in Denver ➽ Explore if the arts funders would be willing to add a ➽ Re-administer the general public survey to assess Colorado Film and Video Association, Screen Actors results at mid-point in plan implementation Guild/Equity, etc.) ➽ Share best practices and report on results. question on their applications about how the grant request Align with the State of the Arts report reflects specific goals of IMAGINE 2020 ➽ Suggested Partner(s) –Denver Arts & Venues ➽ Host a conference or other covenings as necessary ➽ Consider use of social impact bonds to fund this ➽ Suggested Partner(s) – Denver Commission on Cultural ➽ Suggested Leader(s) – Denver Commission on ➽ Consider opportunities to evolve to serving the region collective endeavor Affairs, Arts & Venues, Scientific & Cultural Facilities District, Cultural Affairs Denver County Cultural Council, interested foundations ➽ Suggested Partner(s) – Mayor’s Office, Denver ➽ Determine ways to leverage this work for metro Commission on Cultural Affairs, business, civic and region-wide impact ➽ Suggested Leader(s) – Bonfils-Stanton Foundation Goal V7-7 - Develop the next generation community leaders ➽ Co-brand with IMAGINE 2020 of cross-sector leadership for arts, culture ➽ Suggested Leader(s) – Denver Arts & Venues Goal V7-4 - Expand the role of the Denver and creativity ➽ Suggested Partner(s) – Denver Commission on Commission on Cultural Affairs to serve as Cultural Affairs, Mayor’s Office, Denver Office of Strategic STRATEGIES Goal V7-9 - Monitor and report on Partnerships, Scientific and Cultural Collaborative, cultural steward of cultural plan implementation Encourage and support artistic and creative professionals Cultural Plan implementation organizations working to address this issue, interested ➽ STRATEGIES in pursuing public or appointed leadership positions foundations, organizations with data expertise STRATEGIES Revised role, authority and composition to ensure the ➽ ➽ Recruit arts-supporting leaders from all sectors to aid Re-administer the general public survey to report ➽ Suggested Leader(s) – Denver Arts & Venues commission has the necessary authority and gravitas to ➽ the city in implementing I2020 on final results steward the cultural plan’s implementation ➽ Encourage participation in leadership programs and Author an IMAGINE 2020 final report to share Goal V7-2 - Convene arts-supporting leaders Articulate the guiding philosophies for IMAGINE 2020 ➽ ➽ provide scholarships as needed results, lessons learned and future recommendations and elected officials annually to advance arts- and ensure they are upheld across the city (e.g., live the centered policies and practices collective brand, be artist-centric, etc.) ➽ Suggested Partner(s) – Denver Chamber Leadership ➽ Suggested Partner(s) – Denver Arts & Venues Foundation, Downtown Denver Partnership, Colorado STRATEGIES ➽ Suggested Partner(s) – Denver Arts & Venues, Mayor’s Office Business Committee for the Arts ➽ Suggested Leader(s) – Denver Commission on Cultural Affairs ➽ Include civic/business, community leaders, art & ➽ Suggested Leader(s) – Denver Commission on creative districts, art societies, and cultural organizations Cultural Affairs ➽ Encourage cross-sector partnerships and financial support

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achieving our collective vision

New Resources & Partnerships ➽ Donating to a local arts nonprofit organization or volunteering your time IMPLEMENTING IMAGINE 2020 As the lead agency, Arts & Venues will seek opportunities to provide resources and leverage relationships to ➽ Joining a cultural organization board or committee A cultural plan as comprehensive and ambitious as IMAGINE 2020 will require sustained advance IMAGINE 2020 such as creating a forum for collective leadership and partnerships, and developing Civic & Business Leadership collective effort from many people and organizations. Future success rests on its ability policies to enhance Denver’s cultural environment. Yet, Supporting arts, culture and creativity is good business. to remain relevant and useful as the city responds to new opportunities and unforeseen many of the goals outlined in the plan do not require Investments in the creative sector can pay dividends: significant resources or a major shift in focus; rather, corporate brand alignment, employee satisfaction, challenges. Strategically focused leadership and a commitment to collective impact are small but meaningful changes to outreach, marketing, lively workspaces, community quality of life, and a 21st vital to achieving this bold vision in seven years. policies or programming can advance the goals of century workforce are just some examples. Denver’s IMAGINE 2020. business and civic leadership can align with IMAGINE 2020 goals and improve the linkages between the A framework for success throughout the next seven years includes: Communicating Our Progress cultural vitality and business success by: Arts & Venues will produce quarterly and annual ➽ Providing financial and leadership support for ➽ Prioritizing the many goals outlined in the plan materials to inspire the community to move the programs that increase access, encourage placemaking, plan from ideas to implementation, and will feature and infuse arts into communities ➽ Seeking new resources and partnerships for implementation organizations and individuals working in the spirit of IMAGINE 2020. Additionally, A&V plans to conduct ➽ Supporting art and creativity in the workplace the Public Survey again in Years 3 and 7 to see how ➽ Buying local art, graphic design, media services, etc. ➽ Developing a platform for communitywide implementation perceptions, barriers and community interest in arts, ➽ Including arts, cultural and creativity as part of and ongoing communication culture and creativity have shifted as a result of Denver’s brand message IMAGINE 2020. Calling upon leadership across the community – from City Hall to Cultural Institutions & Creatives ➽ Platform for Community Engagement businesses to cultural institutions – to activate IMAGINE 2020 The plan calls upon the creative community to engage As the architect of the cultural plan, Arts & Venues serves with Denver residents in a concerted, coordinated as chief convener, connector, steward and communicator effort to make arts, culture and creativity a valued and for IMAGINE 2020. However, it is all of our responsibilities to accessible part of their daily life. implement the collective vision described in plan. All parts Top Priorities ➽ Address barriers that limit participation such as ➽ Partnering with in the creative sector and across affordability, transportation and other factors of the community – individuals, cultural organizations, During the process of creating this plan, attention was corporations, business owners, neighborhood organizers sectors to engage in collective impact strategies that paid to making the goals bold and visionary but still ➽ Increase availability of affordable and accessible live/ and elected officials – are called to embrace IMAGINE transform our communities and build audiences pragmatic and achievable. With more than 50 goals work spaces for creative sector workers 2020 and activate the plan. ➽ Transcending organizational boundaries by sharing outlined in IMAGINE 2020, the Stakeholder Leadership data, expertise, best practices and lessons learned for the ➽ Launch an alliance of organizations committed to Denver Residents Group identified 10 priorities as imperatives to build inclusiveness and engagement in arts and culture advancement of the sector as a whole momentum and achieve results. Support from the community is fundamental to the Inventory all arts, cultural, and creative enterprises for ➽ Placing the community first and becoming active leaders Support Denver Public Schools’ arts education ➽ health and sustainability of Denver’s cultural ecology, ➽ policy and messaging purposes in neighborhood and community development activities strategic plan and no cultural plan can be successfully implemented Offer a “Culture Cash” gift card, with proceeds without the community participating actively in the ➽ Utilizing the IMAGINE 2020 Toolkit for organizations Maximize Denver365.com website for residents and visitors ➽ ➽ benefiting IMAGINE 2020 initiatives cultural life of Denver. As key stakeholders, residents to tag programs, events and initiatives as inspired by or ➽ Increase visibility of local artistic and creative talent can implement IMAGINE 2020 by: in the spirit of IMAGINE 2020 These goals are marked and more clearly described under Launch a public-private partnership with a focus on ➽ Advocating for arts, culture and creativity in their ➽ its corresponding Vision element (see pages 26-69) building the infrastructure necessary for 21st century community, workplace and schools cultural development and promotion ➽ Participating in cultural programming by attending ➽ Identify, inventory and rank the availability of an SCFD Free Day, signing up for a class, buying artwork arts, culture and creativity in every neighborhood, noting from a local artist or gallery, or purchasing a ticket to a cultural deserts local theatre company performance

70 71 IMPLEMENTATION | IMAGINEDENVER2020.ORG

City Leadership The Mayor, city government and A&V in particular have unique capabilities and competencies to activate IMAGINE 2020.

Denver City Government Denver Arts & Venues ➽ Communicator – Through its connections and broad ➽ Incubator – Many of the new ideas within IMAGINE ➽ Embrace arts, culture and creativity as a core Leveraging the agreed-upon strengths and closing reach, A&V could amplify what’s happening culturally 2020 strive to build collaboration and thus exist in a value in city plans, permits, policies and practices. The these noted gaps calls for a more robust role for and spread awareness. Additionally, A&V can serve cross-sector space without a definitive home. While these City of Denver can raise issues, offer communitywide A&V, specifically, to accelerate arts, culture and as the principal communicator to artistic and creative programs are getting off the ground, A&V could serve challenges, and rally support. It can lead by example and creativity citywide. professionals in Denver, and support their success by as a temporary home so they can grow and foster in a be a model as it finds innovative new approaches, leads ➽ Leader – A&V occupies a unique place among public, facilitating information exchange. collaborative environment until they are up and running and able to independently self-sustain. A&V can serve as with investments, and embeds arts, culture and creativity private and community-based entities and could play an Asset manager and steward – A&V oversees the ➽ a launch pad for new projects exploring “what could be.” into the way it serves. important leadership role in bringing together various city’s cultural facilities and assets, which contribute ➽ Reduce barriers to participation in daily life by communities and institutions, marshaling resources and to the vitality of the artistic, cultural and creative ➽ Research aggregator – With many of the goals and infusing arts, culture and creative programs into city- accessing other city agencies and departments. It can be community. A&V has a responsibility to manage these visions addressing exploratory data gathering initiatives, owned buildings and city-run programs. Denver can inclusive and responsive to community needs. A&V can venues effectively to ensure their future sustainability A&V has an opportunity to house these research projects use its libraries, parks, and facilities to host arts-based also serve as a leader and ambassador of the public’s and relevance. There is also an opportunity to activate and serve as a centralized data hub. A&V can bring a programs, for example. It can also leverage its various desire for arts education and ongoing learning, helping underutilized spaces in order to manifest IMAGINE 2020’s strategic perspective to data gathering, analysis and communication tools such as websites, newsletters and to support Denver’s cultural literacy. Currently, there is goals and visions. In addition, the agency administers the reporting, and tell the story for Denver. commissions to notify the public about the offerings in a leadership gap in this arena. With the reauthorization Public Art mandate, which affords it a voice in how the their neighborhoods in partnership with City Council. of SCFD approaching, the city can lend a crucial voice in city looks and feels. securing that tax base as it addresses the gaps identified Expand the use of arts, culture and creativity as a Signature programmer – A&V could concentrate ➽ through IMAGINE 2020. ➽ community builder in neighborhoods and throughout its efforts and develop a signature program or set of the city. Much like “food deserts” denote a lack of access ➽ Convener and coordinator – With its holistic programs to provide focus and continuity. These programs to affordable and healthy food, cultural deserts denote a perspective on IMAGINE 2020, A&V has the opportunity could also be a source of widespread participation and lack of access to artistic, cultural and creative activities at to initiate and organize groups to advance the plan’s local pride, serving to integrate a creative spirit into a the neighborhood level. goals. Beyond gathering individuals, A&V would be high-density and rich atmosphere for Denver where responsible for maintaining cohesion among these arts, culture and creativity are infused into everyday Policy developer – As a public entity, there is opportunity ➽ different groups, developing programs for assembling life. Additionally, A&V can lead programs that support to develop, advocate for and implement policy for these groups, and serving as an administrative resource national recognition and brand-building. Denver. Leadership could leverage other city agencies to help execute IMAGINE 2020. Success will depend and branches of city government to formulate, adopt upon regular meetings, agreed upon deliverables and and implement public policies regarding arts, culture and mutual accountability. creativity. Effective policy could influence infrastructure ➽ Philanthropy investments, provide incentives, facilitate creation Embrace as Cornerstone for Strong Communities of affordable work spaces for artistic and creative ➽ professionals, address zoning requirements, support business ➽ Infuse in the Workplace integrated/accessible opportunities and ensure data- ➽ Advocate & civic ➽ Buy Local Art, Graphic Design, Media Services, etc. driven decision- making. ➽ Participate leaders ➽ Incorporate in Denver’s Brand Message ➽ Economic development facilitator – As a multi-sector ➽ Patronize & Donate convener, the city could further facilitate the growth The of Denver’s arts, culture and creative sector and ➽ Join Community Convener communicate their positive impact on the city’s economic ➽ vitality. A&V can help to direct economic growth and ➽ Connector opportunity in a way that is accessible and inclusive. Arts & ➽ Steward ➽ Address the issues that limit participation by ➽ Communicator insisting that all cultural partners address the challenge Venues of serving diverse audiences in meaningful ways. ➽ Celebrate the richness of offerings in arts, culture ➽ Embrace the Plan and creativity across neighborhoods, ethnic and cultural communities, ages, and interests. The city can champion ➽ Utilize the Toolkit the creation and collective use of a singular cultural ➽ Communicate Progress ➽ Embrace as Core Value brand and common messages. Creative ➽ Partner for Collective Impact ➽ Community Builder ➽ Encourage stronger partnerships and collaborations Community with Channel 8, Office of Economic Development, Office City of ➽ Policy Developer of Children’s Affairs and other city agencies. Denver ➽ Economic Development Facilitator

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“The role of the city is to lift up what we have. We need a champion. There’s a wonderful funding mechanism with SCFD, but it takes the place of a policy forum without actually doing APPENDIX policy. The city can bring in resources to support the arts.

74 75 INDEX | IMAGINEDENVER2020.ORG APPENDIX A APPENDIX B ORGANIZATIONS & ACRONYMS SUGGESTED PARTNERS

THIS SECTION LISTS THE ORGANIZATIONS MENTIONED IN THE CULTURAL PLAN. THE FOLLOWING ORGANIZATIONS HAVE BEEN IDENTIFIED AS POSSIBLE COMMONLY USED ACRONYMS ARE INCLUDED FOR EASE OF REFERENCE. PARTNERS TO WORK WITH DENVER ARTS & VENUES IN IMPLEMENTING IMAGINE 2020. A Taste of Colorado Doors Open Denver Arts for Colorado Downtown Denver Leadership Program (DDLP) 5280 Magazine Denver Marketing Department Urban Arts Fund Auraria Campus Downtown Denver Partnership (DDP) Access Gallery Denver Mayor’s Office Urban Land Institute Colorado ADA Committee Denver Metro Chamber of Commerce Urban Spectrum B-Cycle Dragon Boat Festival Art & Creative Districts Denver Museum of Nature & Science VISIT DENVER Bonfils-Stanton Foundation (website) Five Points Jazz Festival Art Gym Denver Office of Economic Development WalkDenver “Bringing Back the Arts” Initiative IMAGINE 2020 Art Students League of Denver Denver Office of Strategic Partnerships Wells Fargo Business Improvement Districts (BIDS) JumpStart 2013 (pdf) Atlantis Community Denver Parks & Recreation Western State Arts Federation Colorado Business Committee for the Arts (CBCA) Mayor’s Awards for Excellence in Arts & Culture Auraria Campus The Denver Post Westword B-Cycle Denver Public Library Colorado Creative Industries (CCI) Mayor’s Office Better Block Denver Public Schools City and County of Denver McNichols Civic Center Building Biennial of the Americas Denver Public Works Civic Center Conservancy Museum of Contemporary Art (MCA) Bonfils-Stanton Foundation Denver Shared Spaces Collaborative Civic Center Eats National Western Stock Show Brother Jeff’s Cultural Center Denver Street Art Business Improvement Districts Denver Traffic and Parking Civic Center Park North Denver Cornerstone Collaborative Chambers of Commerce Congresswoman Diana DeGette’s Office Clyfford Still Museum Colorado Office of Economic Development Channel 4 - KCNC Downtown Denver Partnership & International Trade Colorado Citizens for Culture Channel 7 - KMGH Emily Griffith Technical College Colorado Convention Center Office of Sustainability Channel 8 FirstBank Colorado Department of Transportation (CDOT) Opera Colorado Channel 9 - KUSA First Data Channel 31 - KDVR Galvanize Colorado Public Radio (CPR) President’s Committee on the Arts and Humanities (PCAH) Red Rocks Park & Amphitheatre Civic Center Conservancy Historic Denver Community Planning and Development College in Colorado Homeowner Associations Regional Transportation District (RTD) Create Denver (website) Colorado Business Committee for the Arts Human Rights Community Partnership Creative Vitality Index (CVI) Rocky Mountain PBS (RMPBS) Colorado Convention Center I Heart Denver Store Denver Architectural Foundation Scientific and Cultural Collaborative (SCC) Colorado Creative Industries Jazz89 KUVO Colorado Office of Economic La Voz Denver Art Museum (DAM) Scientific & Cultural Facilities District (SCFD) Development and International Trade MasterCard Urban Arts Fund Denver Arts & Venues Colorado Public Radio Metro State University of Denver Union Station Denver Arts Week Commercial Real Estate Developers and Mile High Business Alliance Owners Denver Botanic Gardens VISIT DENVER North Denver Cornerstone Collaborative Confluence Denver Coliseum Western Arts Federation (WESTAF) Parent Teacher Organizations Connect for Health Colorado Pecha Kucha Denver Denver Commission on Cultural Affairs (DCCA) 5280 Magazine Create Denver Piton Foundation Denver International Airport (DIA) Creative Districts Regional Transportation District Denver Parks & Recreation Denver Arts & Venues Regis University Denver Business Journal Denver Public Art Registered Neighborhood Associations Denver Chamber Leadership Foundation Rocky Mountain PBS Denver Public Works Denver City Council School Accountability Teams Denver Museum of Nature and Science (DMNS) Denver Commission on Cultural Affairs Scientific and Cultural Collaborative Denver Performing Arts Complex (DPAC) Denver Community Planning and Scientific & Cultural Facilities District Development Denver Public Library (DPL) Tactical Urbanism HERE Denver County Cultural Council Telemundo Denver Public Schools (DPS) Denver Department of Public Works Think 360 Arts Denver Shared Space Project Denver Fashion Truck Union Station Denver Foundation Denver Zoo University of Colorado Denver Health Denver 365 University of Denver Denver Housing Authority Univision Denver International Airport

76 77 INDEX | IMAGINEDENVER2020.ORG APPENDIX C CULTURAL PLANNING PROCESS BACKGROUND CULTURAL PLANNING These realizations caused the Project Team to take stock of Phase 5 – Calls For Endorsement Of The Draft Plan the process and determine what else was needed to ensure During November and December of 2013, the call for In the spring of 2012, Denver Arts & Venues (A&V) and the Following the pre-planning effort, the city then solicited they achieved their commitment to provide a data-driven endorsement of the plan and its strategies went out to Denver Commission on Cultural Affairs (DCCA) realized bids from interested consulting firms to aid it in the cultural and inclusive process. It was decided that the city would several groups of people. The general public was invited it was time for Denver to update its cultural plan. The city planning process. After a competitive process, the city undertake a statistically valid survey of the general public to to endorse the cultural plan and its strategies in person maintained a strong commitment to providing high quality retained Corona Insights to serve as its cultural planning augment the input gathered through online and in-person at a public meeting held at the McNichols Building on cultural experiences and opportunities to Denver residents consultant. City staff, commission leaders and consultants engagement efforts. (Note - the public input tools could not November 4th during Denver Arts Week or online using the and visitors through programs and facilities. The city referenced the Cultural Plan Blueprint as they solidified the provide statistically valid data that represented the larger ImagineDenver2020.org website. Invitations to provide input recognized that an up-to-date cultural plan would support goals for the cultural planning process. population of Denverites, as the tools were taken voluntarily on the cultural plan were publicized on Channel 8 and the the sustainability of current cultural assets and amenities as by interested individuals.) well as guide the development of future programs, services The process was led by a Project Team comprised of A&V weekly newsletter, The Link. As noted in the invitation to and policies to advance Denver’s creative sector. representatives from the Mayor’s Office, A&V, DCCA and A scientific public survey was conducted via telephone with the public meeting on November 4th, “Six months of public Corona Insights, all of whom had worked together during more than 800 Denver residents in the late summer and early input has generated seven Vision Statements and countless Timing was opportune as the 2011 merger of two city pre-planning (See Appendix C for a list of members). fall of 2013 in parallel with the second round of community strategies for the Denver cultural plan. Join us to learn the agencies - the Denver Office of Cultural Affairs (DOCA) and input gathered from the website and in-person outreach results of public feedback and tell us the strategies you think Denver Theaters and Arenas - had brought the city’s arts- Initially designed with six (6) phases, the planning process activities. The survey over-sampled African Americans and are most important for the plan.” focused venues, amenities and programs together into one was extended to eight (8) phases to allow for additional Hispanics in an effort to further understand commonalities On November 21st, 2013, the DCCA was presented with the city agency. A&V aims to amplify Denver’s quality of life and community input and feedback. and differences among key communities in their desire for, plan and its strategies, and asked to indicate which strategies economic vitality through its premier public venues, public art evaluation of and experience with arts, culture and creativity they thought were most important for the plan. At the end of collection, and free entertainment events and programs. The in Denver. The findings from the survey validated the input Phase 1 - Situation Analysis the meeting, the DCCA provided unanimous endorsement of agency exists to make Denver a great city to live in and visit. received from the public and provide a baseline from which the plan. On December 13th, 2013, the Stakeholder Leadership The Situation Analysis was designed to provide a thorough the city can measure progress and results by 2020. The Group was presented with the plan and its strategies. Members The cultural planning process was also spurred by the understanding of arts, culture and creativity in Denver at addition of the survey extended the timeline for the cultural who were present at the meeting provided input about which realization that the last official cultural plan was completed the beginning of the cultural planning process. It painted planning process with the deadline set for March 31, 2014. strategies they felt were most important and also gave very in 1989. Throughout the ensuing 25 years, much had changed a picture of Denver’s strengths, challenges, and untapped (Please see the separate report for a detailed analysis and strong endorsement for the plan. Of the 45 members present, in Denver and much had been accomplished. Given the potential in early 2013, as well as the specific role A&V plays description of the survey methodology, including weightings 31 strongly endorsed the plan, 12 endorsed the plan, and array of partners and resources devoted to arts, culture and in the arts ecosystem. This analysis also placed the city in the and statistical significance measures.) creativity across the city, and the historically strong citizen broader context of arts and culture regionally and nationally. 2 endorsed it with reservations. support for the arts, it was determined that a data-driven, It summarized relevant secondary data from twenty-four inclusive and robust cultural planning process was necessary. (24) sources, interviews with eight (8) community leaders, Phase 3 - Strategic Implications Phase 6 - Finalize The Cultural Plan and a focus group with managers at A&V. The cultural planning process began by asking a seminal question: The process to create the cultural plan was divided into The final version of the cultural plan was written in November two parts, with the first focused on designing the planning Findings from the Situation Analysis were used to further and December 2013, incorporating feedback about which process and the second on implementing the process and refine the list of cultural plan topic areas to explore with “WHAT DO YOU IMAGINE FOR strategies were most important for the plan. This document developing the cultural plan. Cultural planning began in the the Stakeholder Leadership Group, the Mayor’s appointed was used to create a visually appealing version of the plan summer of 2012 and was completed in March 2014 with advisory body for the cultural plan, at its first meeting held ARTS, CULTURE AND CREATIVITY IN for use with external stakeholders, such as the general public. Mayoral and City Council approval. in March 2013 and to inform the initial round of public input DENVER BY 2020?” on the cultural plan. Answers to that question were provided through the public Phase 7 - Mayor And City Council Approval input and engagement methods described in Phase 2 above. PRE-PLANNING The cultural plan will be formally approved by Denver Phase 2 - Public Input And Engagement In June 2013, the first phase of public input was completed Pre-planning occurred during the summer of 2012 under Mayor Michael B. Hancock and Denver City Council during and the consultants summarized the key findings and insights the leadership of a task force of the DCCA and A&V staff. To ensure the cultural planning process was inclusive, the first quarter of 2014. That approval will be instrumental gathered to date from all sources including: public input As part of this process, staff and commissioners reviewed creative and data-driven, the public input and engagement to generating inter-agency support within the city and forums and tools, Stakeholder Leadership Group convening cultural planning documents from other cities including components were designed to reach the “nooks and collaboration with external partners. #1, and the Situation Analysis report. Minneapolis, Phoenix, Austin, Chicago, Toronto and London. crannies” of Denver as requested by the Mayor. Mayor A hallmark of this cultural plan is the commitment to They also reviewed strategic planning documents from Hancock asked the Project Team to ensure the cultural plan This input shaped the initial version of the seven-part accountability and results. The DCCA and A&V will play key other Denver city agencies including the Denver Office of was truly informed by the general public and not solely by collective vision as well as the recommended goals and roles in ensuring accountability is achieved on behalf of the Economic Development. (For a complete list of plans studied the “usual suspects.” Commissioners, staff and consultants strategies for IMAGINE 2020. During the summer and fall city and its residents. during this process, please see Appendix G.) This research, took the Mayor’s charge to heart. of 2013, those aspirations and priorities were further vetted along with facilitation led by Corona Insights, resulted in the with and improved upon through input received from the Cultural Plan Blueprint document. The blueprint outlined As the Project Team began to gather public input, it became clear that while the number of people reached was Stakeholder Leadership Group, community input tools, Phase 8 - Community Celebration the possible elements, ideas and approaches to guide the scientific public survey, listening sessions, open houses and substantive (at more than 2,000 by the end of June 2013), the The community celebration of the Denver cultural plan cultural planning process and formal creation of the cultural strategy focus groups. plan. It stated that the City of Denver’s cultural plan, created engagement and outreach strategies had not garnered input is scheduled for March 2014. The final plan will be shared and stewarded by A&V, would be designed to serve as a from a broad cross-section of Denver. In fact, the audiences electronically through the ImagineDenver2020.org website roadmap, make a call to action, be inclusive, and embody reached to date were primarily White/Caucasian residents Phase 4 - Draft Cultural Plan and in-person at the McNichols Building. Implementation Denver’s unique spirit and amplify its assets. who were already involved in arts, culture and creativity begins in April 2014. in some fashion. As such, the process had not yet reached During October 2013, the consultants turned their attention to writing the draft version of this plan in preparation for Pre-planning also laid the groundwork in identifying possible beyond the “usual suspects” into the “nooks and crannies” public input in November. The plan format was agreed to by areas of focus for the cultural plan. These initial categories of Denver to represent the true diversity of our community. the staff and consultants based upon their review of other would prove valuable in the early phases of the planning Additionally, input received to date from communities of cities’ cultural plans and what would work best for Denver, process and would be expanded upon throughout the color indicated there were issues of access and inclusion that and the overall structure of this final plan is reflective of process as ideas were generated, vetted and refined. This warranted further exploration. those choices. pre-planning work also served to crystalize thinking around audience segments and their roles in the planning process. As It is envisioned that this report will be used primarily by with the possible areas of focus listed above, these segments implementers and decision-makers with direct responsibility were further expanded and refined for the public input and for plan results. engagement phase of the cultural planning process.

78 79 APPENDIX D PUBLIC INPUT

The public input and engagement process ran from March through November 2013 and was robust, far-reaching and inclusive. It was designed to answer the following questions: GENERAL PUBLIC

➽ WHAT DO PEOPLE THINK ABOUT ARTS, SUPPORTERS + ADVOCATES CULTURE, AND CREATIVITY IN DENVER? ➽ WHICH POSSIBLE FOCUS AREAS DO DOERS + MAKERS

PEOPLE THINK ARE MOST CRITICAL FOR STAKEHOLDER THE PLAN TO ADDRESS? LEADERSHIP GROUP EXHIBIT 1: WORDS THAT DESCRIBE ARTS, CULTURE, PROJECT TEAM + AND CREATIVITY IN DENVER INTERNAL GROUP ➽ WHAT DO PEOPLE ENVISION FOR DENVER PUBLIC INPUT TOOLS BY 2020? Two public input tools were designed to collect feedback Key Findings From Public Input Tool #1 The IMAGINE 2020 Project Team segmented the audiences to be reached from the public at different stages of the cultural planning and then set about implementing a variety of engagement strategies. process. Both input tools were available in English and ➽ Overall, people enjoy the arts, culture, and creativity Audiences were segmented according to their affiliation with the cultural Spanish. Public Input Tool #1 opened at the end of March that currently exist in Denver and desire more of it. People planning process and the level and nature of their involvement with arts, 2013 and ran through the middle of June 2013. Raffled rated the quality of arts, culture, and creativity in Denver as culture and creativity. Strategies evolved throughout the process as the tickets to various events were offered as an incentive. A total quite high; however, they indicated that there was room for team incorporated real-time feedback. of 2,399 respondents provided input via the online tool. improvement in terms of the quantity of arts, culture, and AUDIENCE SEGMENTS AND DESCRIPTORS creativity. The first tool was intended to address several goals. First, several questions assessed people’s perceptions of arts, ➽ When asked for the first three adjectives that come to culture, and creativity in Denver. Specifically, people were mind when you think about arts, culture, and creativity in asked about the strengths and weaknesses of arts, culture, Denver, people overwhelmingly gave positive adjectives. and creativity in Denver; they were asked about the benefits The most frequently used adjectives were diverse, fun, and PROJECT TEAM STAKEHOLDER DOERS SUPPORTERS GENERAL that arts, culture, and creativity bring to the city; and they vibrant. Exhibit 1. were asked whether they were satisfied with how arts, & INTERNAL GROUP LEADERSHIP GROUP & MAKERS & ADVOCATES PUBLIC People reported strong belief in the positive impacts culture, and creativity touched their life broadly. Second, ➽ that arts, culture, and creativity had on Denver. ➽ A&V Staff ➽ DCCA ➽ “Usual Suspects” ➽ Educational institutions ➽ Participants (engaged & several questions asked what respondents envisioned for non-engaged) ➽ Mayor & ➽ Representative ➽ Artistic & creative ➽ Foundations arts, culture, and creativity in Denver. Respondents were ➽ The top three strengths of arts, culture, and creativity City Council group of stakeholders professionals ➽ Non-participants ➽ Chambers asked what they value about arts, culture, and creativity in Denver that respondents identified were SCFD, festivals ➽ DCCA ➽ Additional elected officials ➽ Artistic & cultural in general; what broad topics the cultural plan should and fairs, and the variety of programs and events. The & City staff organizations ➽ Tourism ➽ Corona Insights prioritize; and what they imagine arts, culture, and creativity top three weaknesses that respondents identified were ➽ Creative industries ➽ Media ➽ Planning consultant to be like in 2020. Finally, several questions addressed ➽ Neighborhood communication of events and programs, media coverage & designer ➽ Arts districts people’s participation in arts, culture, and creativity in Associations and review of the arts, and support for individual artists. Denver. Respondents were asked about the activities they participate in, the barriers that limit their participation, and ➽ When asked about various principles Denver could the sources they use to find out about events. aspire to, people were more likely to rate the following Note: For a list of members of the Project Team and Stakeholder Leadership Group, please see Appendices C and E. as “extremely important”: For children to have access to Public Input Tool #2 opened in the middle of June 2013 arts education in Denver; for there to be funding for arts, and ran through the end of September 2013. The tool was INPUT METHODS BY AUDIENCE SEGMENT culture, and creativity in Denver; for Denver to be known designed to be a shorter version of the first tool that allowed as an “arts friendly” city with programs and policies that the Project Team to focus further on what they had heard from the first tool and to produce a paper version of the tool support arts, culture, and creativity; for there to be free that could be completed at the many festivals and events that arts, cultural and creative events in Denver; and for local creative talent to stay and grow in Denver. PROJECT TEAM STAKEHOLDER DOERS SUPPORTERS GENERAL occur in Denver during the warmer months. A total of 2,042 & INTERNAL GROUP LEADERSHIP GROUP & MAKERS & ADVOCATES PUBLIC people provided input via the second tool. Respondents ➽ When asked to choose from a list the top goals they answered questions about their perceptions of arts, culture, wanted Denver to have for 2020, people were mostly likely ➽ Breakfast for City Council ➽ 3 Meetings ➽ Create Community Survey ➽ Create Community Survey ➽ Public Input Tools and creativity in Denver, barriers to participation, sources of to select: arts education for every child in every school; information about events in Denver, and their vision for arts, ➽ Strategy Session with A&V ➽ Meeting #1 –Mini Focus ➽ Town Hall Meeting ➽ Public Input Tools ➽ Neighborhood Meetings & more affordable arts, cultural, and creative events and Groups/Input Sessions (Hosted by A&V) Open Houses (Hosted by culture, and creativity in Denver in 2020. ➽ Situational Analysis, ➽ Town Hall Meeting City Council and Stakeholder programs; centralized resource for finding out about arts, Initial Interviews ➽ Additional Open Houses (Hosted by A&V) Leadership Group) & Data Synthesis & Focus Groups cultural, and creative events and programs in Denver; ➽ Booths at Festivals ➽ Create Community Survey & Events more art all around the city; and successful artists stay and flourish in Denver. ➽ When asked for Denver’s best-kept secret, people gave a wide variety of answers. The responses were coded into different categories. Exhibit 2 shows raw counts of Note: The visual above illustrates the input methods used with each audience segment. how many times items in each category were mentioned. Overall, people mentioned art districts, galleries, studios, and boutiques the most often.

80 81 INDEX | IMAGINEDENVER2020.ORG

STUDENT PROGRAMS COUNT BY ZIP CODE PHOTOGRAPHY ➽ 101 to 200.0 — ➽ 51 to 100 FREE/REDUCED COST PROGRAMS ➽ 21 to 50 — ➽ 11 to 20 ARTS FESTIVALS/EVENTS/BIENNIAL OF THE AMERICAS ➽ 6 to 10 — ➽ 3 to 5 LIVE MUSIC/RED ROCKS — ➽ 1 to 2 PUBLIC ART/DIA/LANDMARKS —— OTHER —— ARCHITECTURE/DOORS OPEN DENVER ————— CLASSES/WORKSHOPS/PROGRAMS/INCUBATORS/REDLINE — SYMPHONY/OPERA/DCPA/ARVADA CENTER — ZIP CODES OF PUBLIC INPUT RESPONDENTS BALLET/DANCE/WONDERBOUND/PERFORMING ARTS —— CREATIVE COMMUNITY SURVEY SCIENTIFIC PUBLIC SURVEY SMALL THEATERS/BUNTPORT THEATRE/COMEDY — In the spring of 2013, invitations to a private survey were Corona Insights conducted a random telephone survey of ART DISTRICTS/STUDIOS/GALLERIES/BOUTIQUES/RINO/SANTA FE/ emailed to people who had been identified as key people Denver residents as part of the IMAGINE 2020 development NAVAJO/COLFAX/SOUTH PEARL/TENNYSON/DIKEOU COLLECTION ———— within the arts, cultural and creative community of Denver. process. The survey was intended to assess opinions, beliefs Invitations were sent to members of the Stakeholder and behaviors related to arts, culture and creativity in Denver. CULINARY ARTS/COFFEE SHOP PERFORMANCES ——————— Leadership group, makers and doers, and strong supporters The random telephone sample included both landlines and advocates of arts, culture and creativity. A&V created and cell phones. African Americans and Hispanics were DAM/CLYFFORD STILL/MCA/KIRKLAND/MIZEL/BLACK WESTERN/ the list of 480 individuals in the creative community sample, oversampled so that, in addition to understanding the city’s and 227 individuals completed the survey. population as a whole, any key differences or similarities NATURAL HISTORY/BUFFALO BILL — that exist for these groups could be examined. Importantly, The survey addressed several different goals. The primary the present data are intended to serve as a baseline against PARKS/OUTDOORS —————— — goal was to present respondents with the ideas generated which to measure the impact of any initiatives resulting from by the Stakeholder Leadership group to address different IMAGINE 2020. Some of the key themes in the data are: DPA/BLAIR CALDWELL LIBRARY concerns and needs within the arts, cultural and creative —— community. Survey respondents critiqued those suggestions ➽ Residents of Denver love, support and participate in BOTANIC GARDENS/ZOO/AQUARIUM/PLANETARIUM and added suggestions of their own. Their critiques and arts, culture and creativity. 0 — 100 200 300 400 500 600 700 800 suggestions were combined with those from other input sources to produce some of the initial strategies for ➽ People in Denver overwhelmingly appreciate the — accomplishing the seven visions. Survey respondents also intrinsic value of arts, culture and creativity and are highly described what arts, culture and creativity is currently like in aware of what arts, culture and creativity do for the city. Denver and what they envisioned for Denver in 2020. ➽ Given how much the residents of Denver appreciate arts, culture and creativity, it is not surprising that they Key Findings want more of it in their lives. The data suggest that there EXHIBIT 2: CODED RESPONSES FOR DENVER’S BEST-KEPT SECRET is room for improvement in terms of integrating art into ➽ The majority of respondents rated their personal everyday life and in terms of addressing barriers to greater experience with arts, culture and creativity in Denver participation. positively. Key Findings From Public Input Tool #2 ➽ The majority of respondents reported feeling connected ➽ Those who participate the least are not doing so out The top three strengths of arts, culture, and creativity to their neighborhood. Even more interesting was that the ➽ of a lack of interest in arts, culture, and creativity. Lower The findings from the second input tool mirrored and in Denver that respondents identified were SCFD, diversity strengthened those of the first public tool. Additionally, majority of respondents also reported feeling connected to participation rates among African Americans, Hispanics, and of people producing and participating in arts, culture and differences in how members of certain minority groups the arts, cultural, and creative community of Denver. seniors indicate that access and inclusion are issues for Denver. creativity, and collaborations and partnerships. The top were responding became somewhat apparent and were one The generational divide in the types of sources people ➽ Even though people felt connected to their three weaknesses that respondents identified were media ➽ of the reasons the Project Team decided to target African are using to obtain information about arts, culture, and neighborhoods, most respondents indicated that they do coverage and reviews of the arts, corporate support, and Americans and Hispanics in the scientific public survey. creativity in Denver underscores how important it will be to not prefer going to events in their neighborhoods more economic development resources for creative industries. than events in other parts of Denver. Two important caveats strengthen online resources for future audiences. In addition ➽ As in the previous input tool, respondents rated the Although overall respondents believed that the efforts to this finding are: one, that the people giving input via this ➽ to generational differences, there are also differences in amount of arts, culture, and creativity in Denver as quite of the cultural plan should be directed at many areas, they tool were often doing so while at an event in Denver, and information consumption across racial and ethnic groups, high but not as high in their neighborhoods. Moreover, indicated that education and financial sustainability and two, because people rated that amount of arts, culture, suggesting that critical information about arts, culture, Hispanic and African American respondents tended to rate vitality should be the biggest focus of the cultural plan. the amount of culturally diverse programs and events in and creativity in their neighborhood as worse than Denver and creativity in Denver may not be reaching everyone. Denver as poorer than White respondents. broadly, they may just be stating the reality, which is that ➽ Overall, these themes illustrate why bringing arts, they travel to other parts of the city for events. ➽ The top three barriers to participation that people culture, and creativity to where people are could have mentioned were lack of time; lack of information about ➽ The vast majority of respondents felt that arts, culture, such a powerful impact. People desire more arts, culture, arts, cultural, and creative events in Denver; and the cost and creativity should be one of the primary focuses of the and creativity in their lives, so any way of bringing it to of attending. Once again, the data hinted at differences city of Denver. them could have a strong effect, whether it is reaching that may exist in terms of the barriers to participation that different audiences through their information source of different racial and ethnic groups face. choice or making sure that arts, culture, and creativity are in everyone’s neighborhood or making transportation to events more accessible.

Visit www.ImagineDenver2020.org for the full report.

82 83 INDEX | IMAGINEDENVER2020.ORG

APPENDIX E A&V PROJECT TEAM: Corona Insights’ Project Team: CONTRIBUTING ORGANIZATIONS ➽ Ginger White Brunetti, Deputy Director, ➽ Karla Raines, Principal - Lead Consultant Project Manager for IMAGINE 2020 ➽ Kate Darwent, PhD, Associate The core project team for the Cultural Plan included: Denver Arts & Venues, Denver Mayor’s Office, Denver Commission on ➽ Tariana Navas-Nieves, Manager of Cultural Programs ➽ Andrew Monroe, Associate Cultural Affairs Co-Chairs and Corona Insights. The two creative firms involved in IMAGINE 2020, Rocket from Earth and Ink Lounge, were included on the team during their respective assignments. ➽ Dan Rowland, Assistant Director of Marketing ➽ Kevin Raines, Principal & Communications Additional expertise and support were provided by: Each organization’s contributions to the Cultural Plan are detailed below. ➽ Patricia Abraham Muhammad, Executive Assistant ➽ Shanna Shelby, Cultural Programs Coordinator ➽ Kassidy Benson, Project & Marketing Assistant; Matt DENVER MAYOR’S OFFICE ➽ Kent Rice, Executive Director Bruce, Associate; David Kennedy, Principal; Leo Lewis, CORONA INSIGHTS Principal; Sarah Svitak, Office Coordinator; and Sarah The Deputy Chief of Staff served as the Mayor’s representative ➽ Ginger White Brunetti, Deputy Director Williams, Associate on the Project Team and was a liaison, champion and trouble Ethan Frey, Cultural Bond Project Manager There are a million things that can sway a decision. But shooter for IMAGINE 2020. The Deputy Chief of Staff was Avon Carey, Office Manager when you’re making a determination that impacts the future Patricia Abraham-Muhammad, Executive Assistant instrumental in aligning IMAGINE 2020 with the Mayor’s of your organization, you need accurate and unbiased ROCKET FROM EARTH priorities, ensuring the community was engaged throughout Marketing & information and counsel. You need Corona Insights. For Graphic design firm Rocket from Earth provided initial the process and securing Stakeholder Leadership Group over a decade, Corona Insights has served as a resource for graphic design for the IMAGINE 2020 logo, website and endorsement of IMAGINE 2020. Communications customers needing to make important decisions. The firm’s collateral materials used in public outreach. Brian Kitts, Director of Marketing breadth of experience in data analytics, market research and Stephanie O’Malley, Deputy Chief of Staff & Communications strategic consulting have helped organizations, from big to ➽ Dan Rowland, Assistant Director ➽ Josh Mattison, Graphic Designer of Marketing & Communications small and across industries, see much more than they could DENVER COMMISSION ON Amy Lindsey, Assistant Director on their own. Corona helps its customers shine the light on INK LOUNGE CREATIVE of Marketing & Communications Denver Performing the right answers and discover new ways to look toward the CULTURAL AFFAIRS Brandon Tosti, Manager of Marketing Ink Lounge is a multi-disciplinary design and screenprinting & Sponsorship Activation Arts Complex future. Learn more at CoronaInsights.com. The co-chairs served as liaisons between IMAGINE 2020 Amber Fochi, Marketing & studio that branded and designed the layout of the cultural and the commission and were instrumental in ensuring Communications Coordinator Mark Najarian, Venue Director Corona Insights served as the cultural plan consultant to plan and launch collateral. Eugene Wade, Security the process was community focused. They also secured Operations Coordinator Denver Arts & Venues on IMAGINE 2020. Corona Insights Stu Alden, Partner & Creative Mechanic unanimous commission endorsement for the cultural plan. Cultural Programs Jon Graham, Superintendent facilitated the cultural planning process and provided ➽ For a complete description of the commission, please see Tariana Navas-Nieves, Manager Elizabeth Miller, Manager of research, data and strategy expertise including design and ➽ Nicky Alden, Partner & Conscious Creative of Cultural Programs Booking & Events execution of: community input methods, research methods, the next appendix. Niecie Washington, Special Nancy May, Patron Events Coordinator Services Manager strategic analyses, and meeting facilitation. Additionally, ➽ R. Tony Smith, Cherry Creek Arts Festival Shanna Shelby, Cultural John Elrod, Electronics System Tech Corona Insights authored the Cultural Plan, including the Programs Coordinator Jay Ruybal, Staff Assistant seminal seven-part vision. Lead consultant Karla Raines ➽ Nancy Walsh, Denver Museum of Nature & Science Lisa Gedgaudas, Create Denver Buffy Shirley-de Roche, Staff Assistant Program Administrator wishes to thank the entire Corona team for its dedication to Selena Shank, Staff Assistant ➽ Yolanda Ortega, Community Leader Peter Dearth, Event Coordinator this project, which involved all but one Coronita during the JoAnn Medina, Stock Keeper 15-month engagement. Roger Raines, Carpenter DENVER OFFICE OF Public Art Keith Sutherlin, Painter ECONOMIC DEVELOPMENT Michael Chavez, Public Art Ben Mares, Multiple Trades Supervisor Program Manager T.J. Blette, Building Engineer The Denver Office of Economic Development (OED) is Rudi Cerri, Public Art Administrator Todd Medley, Building Engineer dedicated to advancing economic prosperity for the City Mary Valdez, Public Art Coodinator Anthony Nicholas, Electrician Christina McClelland, Public Phillip Pena, Building Engineer of Denver, its businesses, neighborhoods and residents. Art Coordinator OED works with a wide variety of community partners to Todd Romero, Building Engineer Charles Ortiz, Crew Supervisor APPENDIX F: create a local environment that stimulates balanced growth Robert Jaramillo, Senior Utility Worker through job creation, business assistance, housing options, Frank Lanford, Senior Utility Worker DENVER COMMISSION ON CULTURAL AFFAIRS neighborhood redevelopment and the development of a Eliseo Martinez, Senior Utility Worker skilled workforce. Henry Mascarenas, Maintenance Tech The Denver Commission on Cultural Affairs (DCCA) has been Roman Montoya, Senior Utility Worker DCCA MEMBERS Shelwyn Reed, Custodial Supervisor involved since the early inception of the Cultural Plan process, DENVER ARTS & VENUES Randy Carr, Custodian and has served the Cultural Plan Team in both guidance and ➽ Denis Berckefeld, Denver City Auditor’s Office Timisha Givens, Custodian consultation for the entire project. A&V and Corona Insights ➽ Stephanie Blake, Blake Communications Denver Arts & Venues seeks to enhance Denver’s quality of life Pearl Henderson-Mixon, Custodian were continually in touch with the DCCA via periodic meetings and economic vitality through premier public venues, arts and Cathy Martinez, Custodian to make sure that the process was on track and meeting their ➽ Jayne Buck, VISIT DENVER entertainment opportunities. The agency operates some of the Red Rocks Ross Robledo, Custodian Ann Daley, Captiva Resources Sharon Trujillo, Custodian expectations as leaders of the artistic, creative and cultural ➽ region’s most renowned facilities, including Red Rocks Park & Amphitheatre & community in Denver. Amphitheatre, the Denver Performing Arts Complex, Colorado ➽ Rick Griffith, MATTER Convention Center, Denver Coliseum and McNichols Civic Center Denver Coliseum This mayoral-appointed commission is responsible for ➽ Leslie N. Herod, Community Leader Building. Arts & Venues also oversees the Denver Public Art Tad Bowman, Venue Director providing advice and input to A&V on issues relating to arts Hon. Claudia Jordan, Denver County Court Joe Davis, Superintendent ➽ program, Create Denver economic development initiative, Youth and cultural affairs. It includes members of acknowledged Steve Eisenstein, Manager of Events ➽ Sarah Kurz, City and County of Denver One Book, One Denver literacy program, and entertainment and Jeannette Murrietta, Booking Manager accomplishment as either amateurs or professionals in one cultural events such as the Five Points Jazz Festival. Steven Jorgensen, Guest McNichols Building or more of the following fields: architecture, art criticism, art ➽ Mary Louise Lee, First Lady of Denver Services Manager Tim Taylor, Special education, art history, choreography, dance, communicative ➽ John Thatcher Montgomery, Jr., @PostAdCreatea A&V led the cultural planning process and ensured that it achieved Curtis Sobolik, Production Manager Occassion Coordinator arts, crafts, folk and ethnic arts, literature, media arts, music, community engagement, buy-in and support. Specifically, the Travis Ho, Electronic Systems Tech Alexa Taylor, Assistant Special ➽ Yolanda Ortega, Community Leader Alice Gonzales, Administrative Assistant Occassion Coordinator opera, painting, photography, sculpture, theatre, including agency stewarded the planning process for the city; liaised with community theatre, and urban design; members representing ➽ Chandler Romeo, Artist City Council, cultural leaders and civic organizations; publicized Jeff Brewer, Building Engineer Bob Fauskee, Master Trade Worker the film industry; members representing business and labor; ➽ Maruca Salazar, Museo de las Americas IMAGINE 2020 through numerous channels; advocated for the Finance Louis Vigil, Maintenance Tech Frank Delmonte, Director of Finance and members representing the geographic and demographic ➽ Gillian Silverman, University of Colorado Denver process within city government and in the community; provided diversity of the city. Alexandra Esquibel, Controller R. Tony Smith, Cherry Creek Arts Festival subject-matter expertise on cultural programs and assets in Joe Truong, Associate Accountant ➽ Denver; and ensured the final cultural plan reflected the hopes Melanie Santistevan, Associate Accountant ➽ Margie Soo Hoo Lee, Soo Hoo Design Associates and dreams of Denver. In addition to the core project team listed Heather Rhode, Associate Accountant Rick Tallman, Renova Capital Partners below, A&V wishes to recognize the entire staff for their many ➽ contributions to the cultural planning process. It would not have ➽ Bobbi Walker, Walker Fine Art been possible without the leadership of Kent Rice, Executive ➽ James Wallace, James Wallace|Dance Director, champion for an inclusive process and bold plan. ➽ Nancy Walsh, Denver Museum of Nature & Science

84 85 INDEX | IMAGINEDENVER2020.ORG APPENDIX G APPENDIX H STAKEHOLDER LEADERSHIP GROUP LIST OF PLANS STUDIED DURING THIS PROCESS

The Stakeholder Leadership Group is a select group of individuals who represent Denver’s diverse cultural organizations, Corona Insights, with assistance and recommendations from • Blueprint Denver: An Integrated Land Use creative industries, artists, public officials, educational institutions, philanthropic partners and active residents. Members were A&V as well as the Denver City Council, facilitated charrette- and Transportation Plan asked to participate on behalf of themselves, as citizens of the region, their organizations and fields, and their constituents, style meetings in various council districts throughout Denver • City of London Cultural Strategy: 2010-2014 neighbors, friends and community. in an effort to engage the various “nooks and crannies” of • City of Phoenix: Arts and Cultural Plan 2008-2012 the city, expand the quantity and variety of input for the The Stakeholder Leadership Group came together on three separate occasions. At the first meeting, members were asked Cultural Plan and gain neighborhood-based perspectives • Create Austin Cultural Master Plan to give their input and respond to the major Vision Statements the public had identified, setting timelines for those Vision from the various micro-communities that live throughout • Cultural Plan for the Pikes Peak Region, 2010 Statements and identifying tangible goals within each. They were also asked to share their own aspirations about what they Denver. City Council members invited constituents to • Cultural Plan: City of Fort Collins Cultural Services imagined for the future of Denver’s artistic, cultural and creative scene. During the second meeting, members were asked to meetings in their districts at local community centers that • CulturalDenver: An Action Plan for the Development of the further refine our Vision Statements in terms of tangible goals and leadership and called to reach consensus on the seven- represent the nearby artistic, cultural and creative scene. Cultural Environment of the City and County of Denver 1989 part vision. During the third and final meeting, leadership helped to prioritize and rank the strategies and goals that are most Residents from the nearby community were welcomed to • Denver Comprehensive Plan 2000 important to accomplish by 2020. participate by various outreach methods, including council member newsletters. • Denver Downtown Area Plan On behalf of the Cultural Plan project team, we would like to thank all who participated in our Stakeholder Leadership Group • Imagine Austin work sessions in order to develop comprehensive clarity and tangible goals around the various Vision Statements. During these open-invitation meetings, participants from the • JumpStart 2013 general public were introduced to the Cultural Plan process; • La Alma/Lincoln Park Neighborhood Plan updated on the previous input methods that had already STAKEHOLDER LEADERSHIP GROUP MEMBERS taken place; asked to describe their vision for arts, culture • Madison Cultural Plan 2011 • River North Area Plan 2009 • Rick Acosta, Curious Theatre Company • John Thatcher Montgomery, Jr., @PostAdCreatea and creativity; brainstorm and improve upon priority areas • Leslie Allen, Walk The Line Films • John Moore, Denver Center Theatre Company already identified; and prompted on how their contributions • The Minneapolis Plan for Arts and Culture 2005 • Georgia Amar, Habitat Gallery & Studio • Diane Newcom, Colorado Children’s Chorale would impact the rest of the Cultural Plan process. These • Toronto Culture Plan for the Creative City 2003 • Garrett Ammon, Wonderbound • Tina Poe Obermeier activities were facilitated by Corona Insights, and feedback • Judy Anderson, PlatteForum • Stephanie O’Malley, City and County of Denver, Mayor’s Office gained from these charrette-style sessions was analyzed and • Perry Ayers, Colorado Black Arts Festival • Deborah Ortega, Denver City Council integrated into the Cultural Plan. A&V and Corona Insights • Rachel Basye, Art Students League of Denver • Yolanda Ortega, Community Leader would like to thank all members of the public who attended • Denis Berckefeldt, Denver City Auditor’s Office • Jack Pappalardo, Habitat Gallery & Studio and gave meaningful feedback during this process. • Stephanie Blake, Blake Communications • Cleo Parker Robinson, Cleo Parker Robinson Dance • Dave Boger, Jiberish LoHi Store (Clothing & Colorado Creative Industries) • Louise Pilar Martorano, RedLine • Gil Boggs, Colorado Ballet • Morris W. Price, 1st Congressional Dist., Congresswoman Diana Degette • Tom Botelho, Denver Film Society at Starz Film Center • Barth Quenzer, Denver Public Schools • Stephen Brackett, Musician • Erin Rollman, Buntport Theater • Jeannene Bragg, Colorado Symphony Orchestra • Chandler Romeo, Artist • Kelly J. Brough, Denver Metro Chamber of Commerce • Maruca Salazar, Museo de las Americas • Jayne Buck, VISIT DENVER • Tom Scharf, Swallow Hill Music • Bridget Busalacchi, Green Valley Ranch Metro District • Van Schoales, A+ Denver • Greg Carpenter, Opera Colorado • Jodi Schoemer, Denver Museum of Nature & Science • Mark Chase, Colorado Ballet • Cheryl Shoemaker, Colorado Children’s Chorale APPENDIX I • Pat Cortez, Wells Fargo • Chris Silberman, Phamaly Theatre Company • Consuelo Cosio, Denver Public Library • Gillian Silverman, University of Colorado Denver CITY COUNCIL DISTRICT MEETINGS • Ann Daley, Captiva Resources • Mark Sink, Photographer • PJ D’Amico, RedLine • Brian Smith, The Space Creators A&V and Corona Insights referred to a number of cultural • Gregory Dawson, Dawson/Wallace Dance Project • R. Tony Smith, Cherry Creek Arts Festival MEETING LOCATIONS • Marcela de la Mar, Centro Cultural Mexicano • Douglas Smooke, Denver Civic Arts Foundation plans other cities had conducted in order to gain a sense • Virgil Dickerson, Illegal Pete’s • Dean Sobel, Clyfford Still Museum of content, structure, research methods, tactical approaches • Galvanize, District 10 • Tami Door, Downtown Denver Partnership • Ana Soler, The Civic Canopy and cultural/local considerations unique to each plan in order • The Oriental Theater, District 1 • Macy Dorf, Art District on Santa Fe • Margie Soo Hoo Lee, Soo Hoo Design Associates to draw inspiration for the Cultural Plan. These documents • Swallow Hill, District 7 • Andrea Dupree, Lighthouse Writers Workshop • Christiano Sosa, Denver Foundation were reviewed prior to and throughout the Cultural Plan • Ross-University Hills Branch Library, District 4 • Tony Garcia, El Centro Su Teatro • Gully Stanford, College In Colorado process. At times, the content and considerations from these • Grace Gillette, Denver March Powwow • Vicki Sterling other plans contributed to the Cultural Plan project team’s • Art Gym, District 5 • Rick Griffith, MATTER • Rick Tallman, Renova Capital Partners • Various Neighborhood Forums, District 11 • Mondo Guerra, Mondo Guerra • Meghan Throckmorton, Denver Handmade Alliance thinking, in combination with the various data gathering • Christoph Heinrich, Denver Art Museum • Trish Tilly, Denver Public Library processes outlined in the other appendices. • Michael Henry, Lighthouse Writers Workshop • Erin Trapp, Biennial of the Americas CITY COUNCIL MEMBERS • Leslie N. Herod, Community Leader • Mare Trevathan, LOCAL Theater Company In addition to other cultural plans, other Denver city plans • Susan K. Shepherd, District 1 • Fabby Hillyard • Michael Uhlenkamp, Denver County Cultural Council were also referenced before and during the cultural planning • Ann Hovland, Bonfils-Stanton Foundation • Guillermo V. Vidal, Denver Hispanic Chamber of Commerce process in order to gain a better perspective on local • Jeanne Faatz, District 2 • Jeff Hovorka, Denver Center for the Performing Arts (DCPA) • Irene Vilar, Americas for Conservation + the Arts considerations for the Cultural Plan. Some of these plans • Paul D. Lopez, District 3 • Mark Hudson, Denver Public Schools • Brian Vogt, Denver Botanic Gardens included the following: • Roger Hutson, HRM Resources • Bobbi Walker, Walker Fine Art • Peggy Lehmann, District 4 • Karla Johnson-Grimes, ArtReach • James Wallace, James Wallace|Dance • Mary Beth Susman, District 5 • Honorable Claudia Jordan, Denver County Court • Nancy Walsh, Denver Museum of Nature & Science • Charlie Brown, District 6 • Deborah Jordy, Colorado Business Committee for the Arts • Chip Walton, Curious Theatre Company • Coffey Kayvon, 1st Congressional Dist., Congresswoman Diana Degette • Nell Washington, Five Points Business District • Chris Nevitt, District 7 • Jerry Kern, Colorado Symphony Orchestra • Paul Washington, Denver Office of Economic Development • Albus Brooks, District 8 • Jim Kirchheimer, Downtown Denver Partnership • Randy Weeks, Denver Center for the Performing Arts • Judy H. Montero, District 9 • Lora Knowlton, Colorado Festival & Events Association • Tracy Weil, Weilworks GLBT • Sarah Kurz, City and County of Denver • Barbara Weiske, Auraria Higher Education Center, Auraria Campus • Jeanne Robb, District 10 • Frederic Lahey, Colorado Film School • Clarence Wells, Asian Chamber of Commerce • Christopher Herndon, District 11 • Diane Lapierre, Denver Public Library • Marie Belew Wheatley, Colorado Ballet • Robin Kniech, At-Large • Mary Louise Lee, First Lady of Denver • Teri Whitmore, Regional Planning and Operations, DRCOG • Peggy Lehmann, Denver City Council • Tracy Winchester, Five Points Business District • Deborah “Debbie” Ortega, At-Large • Chris Loffelmacher, Denver Public Library • Helen Young, AIGA Colorado • Nancy McCamey, Scientific & Cultural Facilities District • Damon McLeese, VSA Arts of Colorado/Access Gallery • Erin McMillin, Denver Handmade Alliance • Mark Mehringer, Stapleton United Neighbors • Deana Miller, Art Management and Planning Assoc., Inc.

86 87 INDEX | IMAGINEDENVER2020.ORG APPENDIX J STRATEGY FOCUS GROUPS Corona Insights, with guidance from A&V, conducted a series of strategy focus groups in October of 2013 with topical experts THE END NOTES to help refine, amend and recommend leadership and partnerships for the seven Vision Statements outlined in the plan.

Nine strategy focus groups were conducted in total. One group was conducted for each Vision Statement, and Vision Statements i Denver Arts & Venues. Corona Insights. IMAGINE 2020 xxi Colorado Business Committee for the Arts. CBCA 2 (Amplification) and 3 (Accessibility) each had two focus groups, due to a larger amount of content to analyze. Strategy Scientific Public Survey. Denver: A&V, 2013. Print. Economic Impact Study. Denver: CBCA, 2012. Print. focus group participants and contributors included government, nonprofit, private sector and philanthropic leadership from a ii National Endowment for the Arts. How a Nation xxii Colorado Business Committee for the Arts. CBCA wide variety of organizations related to each Vision Statement. Engages With Art: Highlights From the 2012 Survey Economic Impact Study. Denver: CBCA, 2012. Print. of Public Participation in the Arts (NEA Research Report #57). Washington, D.C.: NEA, 2013. Print. xxiii Denver Arts & Venues. Corona Insights. Situation Two-hour focus groups were conducted at the McNichols Building for each topic, where participants were introduced to the Analysis: Cultural Plan for the City of Denver. Cultural Plan process up to that point, the objectives they were trying to achieve and how their contributions would fit into iii Denver Arts & Venues. Corona Insights. IMAGINE 2020 Denver: A&V, 2013. Print. the final Cultural Plan. Contributors worked directly from drafts of the seven Vision Statements, as written by Corona Insights Scientific Public Survey. Denver: A&V, 2013. Print. based on the wide variety of feedback and analysis that preceded, and worked to refine any and all recommendations based xxiv Americans for the Arts. “The Arts Index from iv Denver Arts & Venues. Corona Insights. Situation Americans for the Arts: Where I Live.” Arts on their professional expertise. Analysis: Cultural Plan for the City of Denver. Index. . FOCUS GROUP ATTENDEES v Colorado Business Committee for the Arts. CBCA xxv Denver Arts & Venues. Corona Insights. IMAGINE 2020 Economic Impact Study. Denver: CBCA, 2012. Print. Scientific Public Survey. Denver: A&V, 2013. Print. • Matt Barry, Piton Foundation • Jack Pappalardo, Art District on Santa Fe vi Colorado Office of Economic Development and xxvi “How Denver City Government Works.” City and • Rachel Basye, Art Students League of Denver • Michelle Pyle, Denver Community Planning & Development International Trade. . denvercitygovernmentanoverview/tabid/424414/ default.aspx>. • Stephanie Blake, Blake Communications • Steve Sander, Sander Marketing vii Denver Arts & Venues. Corona Insights. IMAGINE 2020 • Jayne Buck, VISIT DENVER • Dan Shah, Lakewood-West Colfax BID Scientific Public Survey. Denver: A&V, 2013. Print. xxvii Downtown Denver Partnership, Inc. Research Department. Downtown Denver: A Magnet for • Cynthia Busch, Create MSU • Michelle Shedro, Think360 Arts viii Denver Commission on Cultural Affairs. the Future Workforce. Denver: Downtown Denver CulturalDenver: An Action Plan for the Development Partnership, 2012. Print. • Bardy Campbell, Galvanize • Darius Smith, Denver American Indian Commission of the Cultural Environment of the City and County • Capucine Chapman, Denver Public Schools • Lindsey Smith, Regional Transportation District of Denver. Denver: n.p., 1989. Print. xxviii DeGroen, Cindy. “Where do we grow from here.” • Alan Delollis, Denver Channel 8 • Tony Smith, Cherry Creek Arts Festival Colorado Department of Local Affairs. State ix ArtPlace America. “American’s Top ArtPlaces 2013 Demography Office. N.p. Nov. 2010. • Kim Desmond, Denver Women’s Commission • Gully Stanford, College in Colorado (Updated, now including Ohio)”. ArtPlace. . Talent, and Tolerance.” Placemakers. . • Lindy Eichenbaum Lent, Civic Center Conservancy • Chuck Sullivan, Something Independent Scientific Public Survey. Denver: A&V, 2013. Print. • Lisa Ramfjord Elstun, Fashion Group International • Elysia Syriac, AIGA Colorado xxx Borys, Hazel. “Richard Florida on Technology, xi Scientific & Cultural Facilities District. 2012 Report to • Karen Good, Denver Public Works • Brenda Tierney, Regional Transportation District Talent, and Tolerance.” Placemakers. . • Dennis Humphries, Humphries/Poli Architects • Michael Uhlenkamp, Denver County Cultural Council Engages With Art: Highlights From the 2012 Survey xxxi Denver Arts & Venues. Corona Insights. IMAGINE 2020 • Dan Igoe, Pure Brand • Nancy Walsh, Denver Museum of Nature & Science of Public Participation in the Arts (NEA Research Scientific Public Survey. Denver: A&V, 2013. Print. Report #57). Washington, D.C.: NEA, 2013. Print. • Deborah Jordy, CO Business Committee for the Arts • Martha Weidmann, NineDot Arts xxxii Colorado Business Committee for the Arts. CBCA • Holli Keyser, Denver Metro Chamber of Commerce • Cheri Wrench, Denver Public Schools xiii Denver Arts & Venues. Corona Insights. IMAGINE 2020 Economic Impact Study. Denver: CBCA, 2012. Print. Scientific Public Survey. Denver: A&V, 2013. Print. • Kristine Kilbourne, Rocky Mountain College of Art & Design • Donald Zuckerman, Colorado Film Commission xxxiii Denver Office of Economic Development. JumpStart • Alea Kilgore, Small Business Development Center xiv Denver Arts & Venues. Corona Insights. IMAGINE 2020 2013: 2013 Strategic Plan. Denver: OED, 2013. Print. Scientific Public Survey. Denver: A&V, 2013. Print. • Diane La Pierre, Denver Public Library xxxiv Denver Arts & Venues. Corona Insights. Cultural Plan xvi Denver Arts & Venues. Corona Insights. Situation • Peggy Lehmann, Denver City Council Blueprint. Approved by the Denver Commission on Analysis: Cultural Plan for the City of Denver. Cultural Affairs, 2012. Print. • Peggy Long, Scientific & Cultural Facilities District Denver: A&V, 2013. Print. xxxv Denver Arts & Venues. Corona Insights. Situation • Kim McCarty, Art Students League of Denver xvi Denver Arts & Venues. Corona Insights. IMAGINE 2020 Analysis: Cultural Plan for the City of Denver. • Damon McLeese, VSA Arts of Colorado/Access Gallery Scientific Public Survey. Denver: A&V, 2013. Print. Denver: A&V, 2013. Print. • Bryce Merrill, Western Arts Federation xvii Denver Arts & Venues. Corona Insights. IMAGINE 2020 xxxvi Denver Arts & Venues. Corona Insights. IMAGINE 2020 • Deana Miller, Colorado Creative Industries Scientific Public Survey. Denver: A&V, 2013. Print. Scientific Public Survey. Denver: A&V, 2013. Print. • Sean Nethery, Colorado Public Radio xviii Denver Arts & Venues. Corona Insights. IMAGINE 2020 • Ed Neuberg, Denver Commission for People with Disabilities Scientific Public Survey. Denver: A&V, 2013. Print. • Lisa Olken, Rocky Mountain PBS xix Colorado Office of Economic Development and International Trade. . xx Colorado Creative Industries. Alliance for Creative Advantage, Regional Technology Strategies, and Mt. Auburn Associates, Inc. The State of Colorado’s Creative Economy. N.p.: n.p, 2008. Print.

88 89 the arts are a tangible demonstration of a city’s vitality and personality.

90