City of Boulder
Community Cultural
Plan
ArtsMarket, Inc.
In collaboration with Millier Dickinson Blais Inc. and Creative Community
Builders
March 12, 2014
Qualifications Package for
RFQ #16-2014 City of Boulder Community Cultural Plan
March 12, 2014
City of Boulder, Colorado
Finance Department / Purchasing Division
177 Broadway
P.O. Box 791
Boulder, Colorado 80306
We are pleased to submit this proposal in response to the Request for Qualifications for the development of a
Community Cultural Plan for the City of Boulder. We understand that the Plan must address strategic planning for
the cultural and creative sector of the economy. We have assembled a multidisciplinary team of professionals
drawn from three leading firms that will provide the City with the experience, leadership and knowledge needed to
successfully undertake this assignment. The organizations are:
ArtsMarket, Inc.
Established in 1982, ArtsMarket is an award winning consulting practice that has been completing leading work in
cultural planning and cultural development market, economic, and sustainability analysis across the United States
and in Canada, and has served municipal, state, foundation, nonprofit and corporate clients in 46 states.
ArtsMarket developed Boulder’s very first cultural plan (Boulder County Arts Alliance), in the early 1990s,
providing an initial community-wide evaluation of arts resource needs. ArtsMarket will also be bringing two
additional partners to this project; Westaf, by meshing its Creative Vitality Index (benchmarking tool) with
ArtsMarket’s Creative Universe Assessment (CUA), and Mindmixer, our on-line platform for civic engagement.
Primary Contact: Louise Stevens
AuthentiCity: The Cultural Development Division of Millier Dickinson Blais Inc.
Established in 2006, AuthentiCity works internationally providing a range of cultural planning and development
strategies. AuthentiCity has completed more than 50 cultural planning and development projects in communities
of all sizes. AuthentiCity has developed a pioneering approach to systematically mapping/identifying the cultural
and creative sector resources in the community most recently applied to a mapping project for the City of Detroit.
Primary Contact: Greg Baeker
Creative Community Builders
Established in 2003, CCB’s work is grounded in effective and innovative community engagement strategies. The
firm brings extensive experience working in the cultural field in areas of public art, creative placemaking and
enhancing the vibrancy of the public realm through culture. The firm also brings extensive experience in the area
of capacity building and strategic planning with cultural organizations
Primary Contact: Tom Borrup
We confirm that our team has the ability and resources necessary to commit to and successfully complete the
project. If you have questions regarding any aspect of this proposal, please do not hesitate to contact Project
Manager Louise K. Stevens at (406) 582-7466 or lstevens@artsmarket.com.
Sincerely,
Louise K. Stevens
Table of Contents
Introduction and Narrative ..........................................................................................................................................2
Our Understanding of the Boulder Context .............................................................................................................2
Proposed Approach to the Project ..........................................................................................................................3
1. Start Up ...........................................................................................................................................................3
2. Research and Analysis ....................................................................................................................................3
3. Community Engagement .................................................................................................................................4
4. Preparing the Plan and Securing Adoption .....................................................................................................4
Experience Description ...............................................................................................................................................5
Team Organization..................................................................................................................................................5
Our Qualifications....................................................................................................................................................5
ArtsMarket, Inc. ...................................................................................................................................................5
Millier Dickinson Blais Inc ....................................................................................................................................5
Creative Community Builders ..............................................................................................................................6
Project Team ..............................................................................................................................................................8
Louise Stevens, ArtsMarket, Project Manager .......................................................................................................8
Greg Baeker, PhD, Millier Dickinson Blais Inc. .......................................................................................................8
Jason Dias, Millier Dickinson Blais Inc....................................................................................................................9
Tom Borrup, Creative Community Builders ............................................................................................................9
References .............................................................................................................................................................. 10
The Creative Universe Study – Arts and Science Council of Charlotte Mecklenburg, NC. ............................. 10
Arts, Culture and Heritage Plan - Oshawa, Ontario ......................................................................................... 10
Hennepin Cultural District - Minneapolis, MN .................................................................................................. 10
Appendix A: Resumes ............................................................................................................................................. 11
1
Introduction and Narrative
We understand the City of Boulder’s desire to develop a concrete roadmap and functional and sustainable
document that defines the cultural priorities of the entire community, together with recommending structures, tools
and strategies which the City municipal government can work collaboratively with the community to accomplish and
implement those priorities. We further understand that achieving this vision must be grounded in a comprehensive,
rigorous and creative approach to engaging the entire community in shaping that Plan and its priorities and
strategies.
Our Understanding of the Boulder Context
For those who love it when the out-of-doors is combined with the arts, Boulder is the city of choice. From the
galleries and shops of Pearl Street to the aerial dance of Frequent Flyers, from the Colorado Shakespeare
Festival to the music scene fostered by legendary venues such as Absolute Vinyl or Connor O’Neills, from the
Boulder Philharmonic to the Boulder Museum of Contemporary Art – Boulder is a city rich in creativity and first
class arts organizations. Constantly evolving, meshed with the University, and showcasing many of Colorado’s
finest arts organizations, Boulder represents the new face of the arts in America. It is a creative mix that brings
with it many challenges – the joining of for-profit and non-profit enterprises, university and city organizations and
venues, student population and long-time resident interests among them. In a place that can easily claim 1,000 +
working artists and arts organizations as its own, funding is a constant challenge, as are finding enough suitable
venues for all that takes place. Like other high-creativity university cities, the rapid growth of tech companies
offers new ways to meld creative and scientific thinking. Opportunity is vast: this plan is about getting there.
Boulder: where longestablished arts nonprofits can be as
traditional as the
Philharmonic or
constantly fresh as
The Upstart Crow.
Boulder: Where
Shakespeare and
Mahler and Bach
have their own
festivals side by side
with bluegrass, film,
and beer fests.
Boulder: where ballet
on stage is balanced
by dance in the air,
where there is
always a fresh lens,
a new way to see
art.
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Boulder: where
venues range from
concert halls to
record stores,
amphitheaters to
clubs, streets to
museum, campus to
neigthborhoods.
Boulder: where
gathering to
celebrate the
creative, the
outdoors and the
special-ness of place
is an everyday
event.
Proposed Approach to the Project
The RFQ sets out a Summary Scope of Work. The following description of our overall approach to the project sets
out a broad planning framework with which we would respond to in expanding upon this Scope of Work. The
planning framework would be further elaborated in a detailed response to a Request for Proposals in which we
will also align specific expertise of team members with phases of the work.
In all our work, we believe success depends on building a strong relationship and a basis of shared understanding
with the client. Should we advance to the Request for Proposals phase of the competition we will propose a
detailed methodology aimed at addressing the outcomes expected from the planning process. However, we also
believe than any proposed approach to a project can and should be refined based on interaction with the client
and gaining a deeper knowledge of the project and community context.
1. Start Up
We would begin with an on-site meeting with staff to review project scope, deliverable and final project
schedule/work-plan. To ensure continuous and ongoing communication throughout the project, we will confirm
times for monthly conference calls during those periods when the consultants are not on-site in the community.
The RFQ notes the formation of a Steering Committee. We see this as essential and would hope that such a
group is broadly representative of business and community interests, as well as representatives of the cultural
and creative sector, of non-profits and for-profit creatives, and of the University and community. Building
partnerships and motivation for supporting implementation of the final Plan requires the participation of these
business and community representatives.
2. Research and Analysis
Examination of Plans and Documents
Any cultural planning process must begin by understanding the municipal and wider community planning context
within which the plan is being developed. The cultural plan must be grounded in a larger set of community goals
and priorities. In the case of Boulder, this will include advancing sustainable and resilient practices, encouraging
diversity, and promoting the success of Boulder communities.
Cultural Mapping
This task will involve a comprehensive mapping of the broad cultural and creative industries ecosystem in the city.
AuthentiCity and Millier Dickinson Blais has developed a unique methodology, used most recently in the Detroit
Cultural Asset Mapping Project, to develop comprehensive inventories and geocoded databases of a wide range
of cultural resources in communities. The broad categories that comprise the CRF include for-profit creative
industries and not-for-profit cultural organizations, festivals and events, significant natural and cultural heritage
assets, cultural places and spaces and community (often volunteer based) cultural organizations. The CRF
provides a thoughtful point of departure for discussion regarding the breadth and depth of assets that will be the
focus of the cultural mapping process.
Evaluating the Health of Boulder’s Cultural and Creative Sector Ecosystem: Support and
Participation Mapping, Analytics, Public Input
We believe that one of the unique strengths our team brings to the development
Boulder Community Cultural Plan is a detailed and rigorous statistical analysis of the following issues.
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of
the





Market research to assess current levels of participation and non-participation
Financial needs assessment – what do Boulder’s cultural and creative sector assets need to ensure their
capacity to be world-class arts providers and attractions
Cultural Vitality Index to benchmark Boulder to other cities throughout the state and US
Creative Universe assessment: assessing the universe of participants, supporters, funders: how many, what
they are interested in, demographics, geographic distribution, frequency of participation/support and more.
Public opinion analysis – desires and wants, both quantitative and qualitative, using FluidSurveys and
Mindmixer tools for social engagement.
This analysis, conducted by ArtsMarket along with its partners Westaf and Mindmixer, identifies the level of public
participation in the available arts and cultural activities, the financial support base and sources for support, and
public interests in creative and cultural amenities. It can be meshed with other civic assets into a comprehensive
quality of life indicators dashboard: geocoded, mapped, quantified analytics, including close work with all cultural
nonprofits and their supporters.
3. Community Engagement
Communications and Social Media Program
Community engagement must begin with a robust communications and social media program to ensure a high level
of visibility for the Cultural Plan. A detailed communications strategy will be developed.
Community Engagement Plan
We will work with City staff and the Steering Committee to confirm a robust and multi-faceted community
engagement program designed to reach out to the widest possible cross-section of residents and stakeholders.
Any engagement plan must address high level questions such as “‘what is the community’s vision for culture and
the creative industries” as well as concrete strategies and actions needed to realize this vision. Community
engagement should be based on a progressive focusing of discussion surrounding these issues.
Potential elements of a community engagement plan could include:
Cultural Plan Visioning Session
Neighborhood Based Town Hall Meetings
Speakers’ Forum
Stakeholder Interviews.
Focus Groups
Diversity Forums.
Review Sessions for the Draft Plan
4. Preparing the Plan and Securing Adoption
Based on input from all sources, the consultants will prepare a draft Cultural Plan for review by City staff and the
Steering Committee. We understand the preparation of any plan as a collaborative process with staff and the
Steering Committee. Once a draft has been produced, review sessions will be held with the community (above)
prior to confirming the final draft and taking it forward to City Council for adoption.
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Experience Description
Team Organization
Collectively our team brings over 100 years of experience working in the cultural field helping communities build
capacity in cultural development and leverage their cultural and creative sector resources to advance larger social
and economic objectives and priorities.
ArtsMarket will assume the role of project lead and primary point of contact with the client. Our sub-consultants
will each play important roles in the project. Our commitment is to work in an integrated and seamless way that
supports the realization of all the expected outcomes of the project.
Our Qualifications
ArtsMarket
Since 1982, ArtsMarket’s research and planning has made possible 150+ cultural and arts plans, cultural district
plans, major cultural tourism plans, and lauded funding mechanism for the arts. ArtsMarket was incorporated in
1982, by John and Louise Stevens. ArtsMarket has conducted over 150 cultural plans in the US and Canada
including plans for major metros such as Boston, San Francisco, San Diego, Indianapolis, Rochester, and
Cincinnati.
Complementing the cultural planning work, ArtsMarket is actively involved in the following critically important
areas of cultural sector analysis and capacity building: Financial capacity and sustainability research to inform
funding strategies; Market analysis of audiences and support for the arts and cultural sector; Gap analysis
informing cultural planning; Comparative analysis; Program analysis and business planning for agency expansion
and creation; and Big data and data mapping to assess the condition and reach of the sector
Sample Projects
The following illustrates a range of projects undertaken by ArtsMarket. Our reference (cited below) for this RFQ
describes what we believe to be the most directly relevant project to the Boulder context and project.
• The Indianapolis
Cultural Districts Plan
and the $20 million City
of Indianapolis /Lilly
Endowment joint
implementation strategy
• The Oregon Cultural
Plan and the Creation of
the Nation’s First PublicPrivate Tax Credit to
fund arts and culture,
the Oregon Cultural
Trust
• The Buffalo CVB
architecture, design, and
art cultural tourism
strategy research and
plan
• The Arts and Science
Council of Charlotte: the
Creative Universe
Assessment, with CVI,
fostering new private and
public sector support,
building audiences,
sustaining assets.
Indianapolis
Oregon
Buffalo
Charlotte
• The Great Lakes Bay
Region Cultural
Development Plan,
transforming it from
farmland and industrial
roots to hosting
international events
The Great
Lakes Bay
Region
ArtsMarket is headquartered in Bozeman, Montana. For more information on ArtsMarket work please visit:
http://www.artsmarket.com
Millier Dickinson Blais Inc.
Millier Dickinson Blais is one of North America’s largest specialist economic development consultancies.
Established in 2007, the firm has worked on projects in the United States, Canada and around the world,
5
establishing a reputation as both thought leaders and hands-on partners with a focus on practical, tangible
results. We are committed to working alongside community actors and stakeholders to create and deliver useful,
meaningful and cost-effective initiatives, plans and strategies.
AuthentiCity: Cultural Development Division of Millier Dickinson Blais
AuthentiCity was founded in 2006 and is an internationally recognized leader in cultural planning and cultural
development strategies. In 2010, AuthentiCity merged with Millier Dickinson Blais to form a new Cultural
Development Division. The merger of the two firms has created a unique blend of skills and experience in cultural
planning, cultural mapping, creative sector economic analysis, culture-led economic development and innovative
research and community engagement strategies.
AuthentiCity pioneered a cultural resource framework and cultural mapping methodology that is now in use
internationally. The firm recently completed the Detroit Cultural Mapping Project funded by The Kresge
Foundation, a systematic identification and study of cultural resources and the cultural economy in the city.
Critical to progress in advancing cultural and creative sector development in Boulder is building a comprehensive
database of cultural resources and mapping these resources using GIS tools. Our mapping tools and
methodologies will address this need and serve as an important legacy of the project.
AuthentiCity has completed cultural plans and cultural mapping projects in more than 50 communities of varying
geographic size, populations and urban/rural contexts. Building on our work in Canada and internationally. The
firm is now seeking to extend its work in the United States through partnerships with US-based consulting firms.
The partnership with ArtsMarket and Creative Community Builders on this project reflects that interest and
direction.
Sample Projects
The following are sample projects each with elements relevant to the Boulder context. Our reference represents a
project similar in scope and desired outcomes.
• We worked closely
with the Kresge
Foundation on an
ambitious cultural
mapping project in
Detroit
Detroit
• We prepared a cultural
plan that fully
integrated with the
Town’s new Strategic
Plan, Economic
Development Strategy
and Official Plans
• We helped Toronto
build a planning
framework for its place
as a creative world city
Richmond
Hill
City of
Toronto
• We developed a
cultural plan for
Vaughan that was
effectively integrated
with its new Official
Plan and Economic
Development Strategy
• The Bermuda Cultural
Map is the first national
cultural mapping
project and signals
growing international
recognition of cultural
mapping
Vaughan
Bermuda
For more information on AuthentiCity and Millier Dickinson Blais’ work please visit:
www.millierdickinsonblais.com/case-studies
Creative Community Builders
Creative Community Builders (CCB) is a Minneapolis-based consultancy founded in 2003 that works with
municipalities, public agencies, foundations and regional organizations to build creative and culturally based
strategic plans that lead to vibrant and prosperous futures.
The firm brings research-driven insights and helps build sustainable collaborative community relationships
through the planning process. The CCB team designs strategic community and organizational planning to fit the
needs, goals, and culture of organizations and communities. A guiding assumption of the firm’s work is that every
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community and organization is unique with their own visions, opportunities and challenges. A core service
principle is the importance of listening – by all parties involved. CCB convenes residents and stakeholders,
researches the current state of affairs, and collects data that, together with the client, shape the planning process
as well as the outcomes.
CCB’s clients have ranged from major international foundations to neighborhood-based resident associations and
to city governments and non-profits of all sizes. CCB specializes in the public engagement process to help
mobilize the creative and cultural assets of communities, including individual artists, to become viable and
sustainable partners in economic, social, civic, and physical development initiatives. Creative Community Builders
works in urban and rural settings and multi-ethnic communities.
We believe that productive public participation involves food, music, sharing stories, and ultimately weaving
threads of history and community aspiration into a new narrative, a vision of what the community can be. Creative
Community Builders employs artists and facilitators adept at using a variety of forms of self-expression that
awaken the best thinking and acknowledge all ideas and points of view translating them into meaningful and
concrete community planning concepts.
The firm was a pioneer in the field of creative placemaking, leveraging arts and cultural resources to revitalize
neighborhoods and districts and enhance vibrancy in the public realm in communities.
Sample Projects
Community Cultural Planning and Arts Facilities Plan – Yellow Springs, OH
CCB led community cultural planning and arts facilities plan, involved town-wide three-day planning workshop,
facilitation of two-year steering committee and coordination with multiple organizations, Village government, local
college, and others; resulted in reinvigoration of arts council, conversion of for-profit cinema to successful
nonprofit, implementation of public art projects, reconceptualization of role of arts in community economic
development, and multiple new organizational relationships.
Loring Park Neighborhood Master Plan 2010-2013 - Minneapolis MN
CCB was the primary consultant focused on developing the Arts Community and Creative Economy. Designed
and executed public engagement program in collaboration with well-established neighborhood organization in
diverse urban community of 7,000+, thousands of workers, and over a dozen large civic public institutional
stakeholders. A 250-page, five-chapter policy document (small area plan), an eight page illustrated Developer's
Guide illustrating opportunity site concepts and summarizing goals for sustainability, parking, preservation and
urban character. Plan adopted in October 2013, winner of 2013 MN-APA Award for Planning in Context.
Cultural District and Small Area Plan Brady Arts District - Tulsa, OK
Cultural District and Small Area Plan involving large-scale public input workshop facilitation; working with city
planning staff, district owners, residents, artists, and business and nonprofit leadership; resulted in formation of
arts district identity, active management through business association, development of multiple new cultural
facilities, new businesses and residential housing projects.
Community Character, Economic and Transit Planning - Providence, RI
Working with Dreeszen & Associates, city planning office, office of cultural affairs and neighborhood groups the
team created an inventory of arts, culture, and heritage assets in five transit corridors, articulated an identity for
each corridor to guide public artists and architects involved in upgrading transit lines. Recommendations for
cultural and creative economic development strategies for key hubs within each of the corridors were developed.
7
Using GIS the city planning office integrated the cultural asset databases into their planning base maps for the
five corridors.
CCB is headquartered in Minneapolis, Minnesota. For more information on Creative Community Builders’ work
please visit: www.communityandculture.com
Project Team
The following sets out brief biographies for team members. Resumes are set out in the Appendix.
Louise Stevens, ArtsMarket, Project Manager
Author of the NEA-commissioned Community Cultural Planning Work Kit, Louise K.
Stevens is widely known for her expertise in cultural development planning, cultural
facilities analysis, marketing and audience development planning and analysis
throughout the United States and Canada. Ms. Stevens founded ArtsMarket in 1982
and has been its president and senior consultant since that time. Prior to starting
ArtsMarket, Ms. Stevens was the general manager and director of several performing
arts organizations in the Midwest and Northeast, and she was an award winning
cultural journalist, twice nominated for the Pulitzer Prize during her tenure as the
music and dance critic for The Milwaukee Journal. She began her career as a writer
on the arts for The Chicago Daily News. Her education includes Bachelor of Music,
Northwestern University, Master of Music, Northwestern University, Advanced study
fellowships: The Ford Foundation, National Endowment for the Humanities, National
Endowment for the Arts.
An author on cultural planning and economic development, Ms. Stevens recently presented at the International
Economic Development Council conference in Philadelphia, on the value of culture and the arts in business and
high value worker recruitment and retention; and at the International Conference on Arts Management, Policy,
and the Law, on the methodology she developed, The Creative Universe © assessing capacity, growth potential,
and support for the arts sector that is included in this proposal.
Greg Baeker, PhD, Millier Dickinson Blais Inc.
Greg is the Director of Cultural Development, at Millier Dickinson Blais. Greg is internationally acknowledged as a
leading thinker and practitioner in cultural planning and development. Greg has led all of the cultural planning and
development projects completed by AuthentiCity since 2006. His book Rediscovering the Wealth of Places: A
Municipal Cultural Planning Handbook for Canadian Communities (Municipal World, 2012) is receiving praise
internationally as a leading work in the field.
Prior to founding AuthentiCity, Greg served in senior leadership positions in the arts and culture sector in Canada
for 30 years. He served as Executive Director of the Ontario Museum Association, senior policy analyst for the
Ontario Ministry of Culture, Professor of Arts Management at the University of Toronto, among others. Greg has
served on a wide range of non-profit boards and government advisory committees over the course of his career.
His educational background includes a Masters in Museum Studies from the University of Toronto and a PhD in
Urban and Regional Planning from the University of Waterloo, the first PhD in Canada focused on cultural
planning.
8
‘The place of culture in planning is one of the key challenges of cities. Cultural groups
and agencies have a special responsibility in contributing to urban progress bringing
with them critical values intrinsic to culture, values such as creativity, critical
knowledge, sense of place, beauty, memory and diversity. In Rediscovering the
Wealth of Places, Greg Baeker offers an exceptional methodology for cultural
mapping and cultural planning. Culture must be part of all serious conversations about
how urban progress is elaborated and implemented’ Jordi Pascual, Coordinator at
Agenda 21 for culture1
Jason Dias, Millier Dickinson Blais Inc.
Jason is a Senior Development Analyst with Millier Dickinson Blais, and holds a degree in Urban and Regional
Planning. Prior to joining Millier Dickinson Blais, Jason worked in both the public and private sectors. Since joining
Millier Dickinson Blais, Jason has worked with Greg Baeker and AuthentiCity on a series of cultural planning and
cultural mapping projects, including the recently completed Detroit Cultural Asset Mapping Project. Jason brings
strong research and analysis skills and has worked extensively in developing strong inventories of cultural
programs and resources in communities.
Tom Borrup, Creative Community Builders
Tom Borrup is a leader and innovator in cultural planning and creative placemaking –
leveraging cultural and other assets to advance equitable economic, social, civic, and
physical regeneration of place-based communities. He consults with cities,
foundations, and nonprofits across the U.S. to integrate arts, economic development,
urban planning and design, civic engagement, and animation of public space. His 2006
book The Creative Community Builders’ Handbook, remains the leading text in the
field. It profiles communities that have transformed their economic, social, and physical
infrastructures through the arts.
From 2003 to 2009 Tom consulted with the Ford Foundation’s Shifting Sands Initiative
to assist community-based cultural organizations to take leading roles in local
revitalization. In 2011 and 2012, he directed Plan-It Hennepin, an Our Town creative
placemaking project for the Downtown Minneapolis Cultural District. As Executive Director of Intermedia Arts in
Minneapolis from 1980 until 2002, Tom helped transform a diverse urban neighborhood while building a nationally
recognized multidisciplinary, cross-cultural organization. He has served as a member of many nonprofit boards
and funding panels for public and private agencies, and was a trustee of the Jerome Foundation in Saint Paul
from 1994 to 2003 where he served as Chair from 2001 to 2003. With the National Endowment for the Arts, Tom
served on a variety of funding and policy panels over 25 years in the media arts, visual arts, presenting, design,
and advancement program categories.
Tom is presently a Ph.D. Candidate in Leadership and Change at Antioch University. His dissertation research
focuses on the role of social and professional networks in the planning and management of cultural districts. Tom
has an M.A. in Communications and Public Policy from Goddard College and was a 2001-2002 Fellow in the
Knight Program in Community Building at the University Of Miami School Of Architecture. He teaches in Graduate
Programs in Arts and Culture Management at Saint Mary’s University of Minnesota and online for the Arts
The Agenda 21 for culture is the first document with a worldwide mission that advocates establishing the groundwork of an undertaking by cities and local governments for
cultural development.
1
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Extension Service at the University of Massachusetts and for Drexel University’s Arts Administration Graduate
Program. He also teaches Creative Placemaking for Ohio State University’s Knowlton School of Architecture’s
Urban and Regional Planning Graduate Program.
References
The Creative Universe Study – Arts and Science Council of Charlotte Mecklenburg, NC.
After conducting a major telephone survey and arts participant and non-participant focus groups for ASC in 20056, ArtsMarket was re-engaged in 2010 to begin counselling all of the City’s arts, heritage, history, and science
organizations in audience development. Beginning in 2012, the scope of ArtsMarket’s work with ASC was
expanded to conduct analysis of the universe of participation and support for the cultural sector from 2007-2012.
This was added to in 2013, and ArtsMarket continues to provide research and counsel to ASC and its partner
cultural organizations in expanding the financial support base for the sector. The Cultural Universe Master
Database (CUMD) includes every household that has interacted with any arts or cultural organization in Charlotte
since 2007, as well as every business, foundation, or government agency that has provided funding, and was
designed to be an on-going and continuously updated analytics support for all the organizations to use.
Reference:
Robert Bush, Acting President, Arts and Science Council
T: 704-333-2272 | E: Robert.bush@artsandscience.org
Arts, Culture and Heritage Plan - Oshawa, Ontario
This rapidly growing city sought to establish a coherent vision and strategy to connect the various strands of its
not-for-profit arts and culture community to a systematic analysis and engagement of the for-profit creative
industries. The Plan was developed in the context of the City’s overall strategic plan grounded in sustainable
development which recognized culture as a pillar of this overall sustainability vision. The community engagement
process included community surveys, stakeholder interviews, focus groups, and place-based community
soundings. Culture-led economic development, including tourism and creative industries development were
strong themes. The final Plan established an overall vision of culture’s place in the community, and a 10-year
agenda of strategic directions and recommended actions. The Steering Committee struck to oversee the
development of the project continues to guide the implementation of the Plan.
Reference:
Julie MacIsaac, Manager, Centralized Recreation Services,
Recreation & Culture Services, City of Oshawa
T: 905-436-5633 | E: JMacIsaac@oshawa.ca
While not an overarching cultural plan, we cite the following project as references as we believe they relate
directly to challenges and outcomes to be addressed by the Bounder Community Cultural Plan.
Hennepin Cultural District - Minneapolis, MN
A downtown cultural district plan created in partnership with Hennepin Theatre Trust, Walker Art Center, Artspace,
and City of Minneapolis, this ten-year strategic development framework launched the transformation and branding
of the physical landscape, organizational networks, public activities and image of an active but challenged 1.8-mile
mixed-use urban corridor. Creative Community Builders led all aspects of this $400,000 one-year planning project
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funded primarily by the National Endowment for the Arts and the City of Minneapolis. The planning process operated
under the name “Plan-It-Hennepin” with considerable public attention. It included extensive public participation,
public realm analysis and design, indicator design and benchmarking and public space programming. The
Minneapolis City Council unanimously adopted the plan and designated the district in early 2013, immediately after
completion of the planning.
Reference:
Tom Hoch, President and CEO, Hennepin Theatre Trust,
T. 612-455-9510 | E. tom.hoch@hennepintheatretrust.org
Appendix: Resumes
662 Coffee Creek Rd
Bozeman, MT 59715
406-582-7466
Email: lstevens@artsmarket.com
Louise K. Stevens
Profile
Louise Stevens founded ArtsMarket together with her husband and business partner, John Stevens, in 1982.
ArtsMarket is nationally known for its economic-development approach to cultural planning; market analysis of
audiences and financial support capacity for the arts and cultural sector; asset and gap analysis informing cultural
planning; comparative analysis of cities’ approach to arts and cultural development and methodologies for
assessing growth capacity, growth potential and support for the arts sector. ArtsMarket’s expertise in financial
needs and funding mechanisms has led to nationally recognized public-private funding partnerships for the
cultural sector. ArtsMarket also brings working experience in Boulder and Colorado. ArtsMarket’s Creative
Universe Assessment © methodology meshes with Westaf’s CVI to enable a 360 degree view of the creative and
cultural industries, support and involvement, economic benefit, and geography. Louise has authored over 150
cultural and arts plans throughout the US and in Canada, including plans for major metros such as Boston, San
Francisco, San Diego, Indianapolis, Rochester, and Cincinnati.
Louise Stevens’ work in market, financial, and capacity analysis has led to over $500 million invested into cultural
facilities and cultural developments in the U, including massive undertakings such as the restoration of San
Diego’s historic Naval Training Center into the NTC Promenade, a 28 building campus for arts and creativity; the
360,000 Silk Creative Community complex currently under development in Easton, PA, and the Tobin Center for
the Performing Arts in San Antonio, TX. Her work assessing markets and market potential regularly assists
performing arts organizations such as the San Francisco Opera and North Carolina Dance Theatre, presenters
such as the Bushnell Performing Arts Center (Hartford, CT), and museums such as the Bechtler Museum of
Contemporary Art as they build and retain larger audiences.
With a client portfolio that spans state arts agencies, local government arts agencies, foundations, corporations
and economic development councils, Louise is author of major texts and studies informing the creative sector,
including the Community Cultural Planning Work Kit: Through a Mirror, a Guide to Program Evaluation; Making
the Arts Basic to Education; and Documenting Success, all of which were commissioned by the National
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Endowment for the Arts. She is co-author to the RoadMap to Success, a guide for small and emerging arts
organizations; and is author of several articles published in the Journal of Arts, Management, Law and Society,
the Journal of the Independent Sector, Economic Development America, and the Economic Development Journal.
She has recently presented at the International Economic Development Council conference in Philadelphia, at the
International Conference on Social Theory, Politics and the Arts in Seattle, and is presenting at the International
Cultural Mapping Conference in Coimbra, Portugal, in May. She has lectured on cultural development planning
methodology for the Bloustein School of Planning and Public Policy at Rutgers University. Ms. Stevens
represents the cultural/creative sector on the International Economic Development Council’s sustainability
committee. Prior to founding ArtsMarket, Louise managed several performing arts organizations in the Midwest
and Northeast, and previously served as a music and dance critic, beginning her career writing on classical music
for the former Chicago Daily News, and then serving as lead critic for The Milwaukee Journal where she was
twice nominated for the Pulitzer Prize in Criticism. A graduate of Northwestern University (B.M., M.M.), she also
received fellowships for additional study from the NEA, NEH, and The Ford Foundation.
Highlighted Consulting Experience
Cultural Plans and Policies
Great Lakes Bay Region (Saginaw, Bay City, Midland), MI, Cultural Development Strategy, Great Lakes Bay
Economic Development Council
Orlando Cultural Development Policy, Metro Orlando Economic Development Council
Oregon Cultural Plan and Creation of the $200 million Oregon Cultural Trust, the State of Oregon
San Mateo County Cultural Plan and Policy, CA
Creative Monterey, Arts 4 Monterey County, CA
Hudson County Cultural Development Master Plan, NJ
Strathcona County, Alberta, CA
The Mayor’s Plan for Cultural Tourism and Creation of the Indianapolis Cultural Districts, Indianapolis, IN
Creative Council Bluffs, Iowa West Foundation, Council Bluffs, IA
Cultural Data Analysis informing Arts Funding
The Creative University Assessment, developed for the Arts and Science Council, Charlotte, and licensed for
implementation throughout the US, including partnership with Westaf CVI.
Performing Arts Participation in California, a statewide study, for the Hewlett, Haas, and Irvine foundations.
Statewide assessment of the arts, culture, and creativity in Alaska, for the Rasmuson Foundation.
Trend analysis: sustaining the nonprofit arts, for the City of Austin, TX.
Economic studies, impact and benefit of funding, including the Big Sky on the Big Screen Act, film industry
incentives, State of Montana; the House that Art Built, Louisiana Division of the Arts; Nonprofit arts industry
analysis, State of Montana, and impact of Cultural investment, State of Nevada, for reauthorization of the state’s
$10 million Cultural Trust.
Market and Financial Analysis: Feasibility Studies and Business Plans
Pueblo Artist Live Work Center and Creativity Center, Pueblo, CO
Francis Marion University Performing Arts Center
Artisan Center Complex, Florence, South Carolina
Hopkinton Center for the Arts, Massachusetts
Creation of a Vermont Statewide music and arts festival, Rutland, VT
Tobin Center for the Performing Arts, San Antonio, TX
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Arts Education Policy and Plans
Nebraska Arts Council
San Diego Public Schools
Boston Public Schools
Wolf Trap Center for the Performing Arts
City of San Antonio
Districts
San Antonio Museum Reach and Cultural Corridors
Downtown Norfolk Arts District
Greg Baeker, PhD.
Profile
Greg Baeker is a nationally recognized leader in cultural development including cultural planning and
development. Greg brings 30 years of experience working in the senior leadership positions in the cultural sector
in Canada as a cultural manager, policy maker, cultural planner and academic.
During his career he has contributed to the field through leadership on a range of boards and committees. He was
recently appointed to the founding board of the Creative Industries Program at Ryerson University. Other
volunteer commitments have included: Founding Board Member, Arts Consultants Canada; Founding Board
Member, Canadian Cultural Research Network; Member, Sectoral Commission on Culture, Communications and
Information, Canadian Commission for UNESCO; Member, Advisory Committee on Cultural Diversity, Department
of Canadian Heritage; Chair, Canadian Museums Labour Force Study; Chair, Professional Advisory Committee,
University of Toronto at Scarborough, Arts Administration Program..
In 2006, Greg founded AuthentiCity. The firm quickly established itself as a nationally recognized leader in cultural
planning, cultural mapping and culture-led economic development. AuthentiCity has completed cultural planning
and development projects in communities of all sizes and circumstances nationally and internationally.
AuthentiCity helped introduce new cultural planning and cultural mapping models in Canada beginning in 2006
that have since been established as leading practices in the field. In 2010, AuthentiCity merged with Millier
Dickinson Blais to form a new Cultural Development Division.
Greg speaks frequently at professional conferences and workshops and publishes regularly for journals such as
Municipal World, the journal of Canadian municipalities. He is the author of Municipal Cultural Planning: A Toolkit
for Ontario Municipalities produced for the Municipal Cultural Planning Inc. and the Ontario Ministry of Tourism
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and Culture in 2011. In 2010 Municipal World published Rediscovering the Wealth of Places: A Municipal Cultural
Planning Handbook for Canadian Communities that is receiving international acclaim.
Greg has a Masters in Museum Studies from the University of Toronto and a PhD in Urban and Regional
Planning from the University of Waterloo. The PhD was the first in Canada devoted to cultural planning.
Greg Baeker, Director
Cultural Development Division, Millier Dickinson Blais
P. 416-367-3535 ext. 228
C. 416-804-7461
E. gbaeker@millierdickinsonblais.com
Highlighted Consulting Experience
Sample Cultural Plans
Small Rural
Mid-Size
Stony Plain, Alberta
Gravenhurst, Ontario
Midland, Ontario
Mississippi Mills, Ontario
Springwater, Ontario
East Gwillimbury, Ontario
Dysart el al (Haliburton)
Township of Minto, Ontario
Dryden, Ontario
Prince Edward County, Ontario
Mixed Rural/Urban
Oshawa, Ontario
Regina, Saskatchewan
Saskatoon, Saskatchewan
Richmond Hill, Ontario
Oakville, Ontario
Vaughan, Ontario
Saint John, New Brunswick
North Bay, Ontario
Thunder Bay, Ontario
Large Urban
West Kelowna, British Columbia
Hastings County and Quinte Region,
Ontario
Oxford County, Ontario
Orillia, Ontario
Region of Niagara, Ontario
Chatham-Kent, Ontario
Mississauga, Ontario
Hamilton, Ontario
Toronto, Ontario (Creative City
Planning Framework)
Cultural Mapping
International
Canada
Detroit, Michigan
Country of Bermuda
Moncton, New Brunswick
Town of Newmarket, Ontario
Ottawa Valley, Ontario
Mississippi Mills, Ontario
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East Gwillimbury, Ontario
Sudbury, Ontario
Durham Region, Ontario
Dyden, Ontario
South Georgian Bay, Ontario
Windsor-Essex, Ontario
Culture-Led Economic Development and Creative Economy Strategies
Creative Economy Strategies for Eastern Ontario, Southwestern Ontario and Durham Region (in
collaboration with Millier Dickinson Blair and the Martin Prosperity Institute)
Saint John District Wealth Creation Strategy, Saint John, New Brunswick
Jason Dias, BURPl.
Profile
Jason Dias is a Development Analyst with Millier Dickinson Blais, and holds a degree in Urban and
Regional Planning. Prior to joining Millier Dickinson Blais, Jason worked in the public sector where he
contributed a performance management tool and policy recommendations towards a 2031 growth
management strategy in Markham. Since joining Millier Dickinson Blais, Jason has worked with
AuthentiCity on a series of cultural plans and mapping projects, including East Gwillimbury,
Newmarket, Richmond Hill, Hastings County and Quinte Region, Stony Plain and Detroit. In Detroit,
Jason utilized his GIS and cultural economic experience to analyze economic indicators and creative
placemaking trends on a city-wide and neighbourhood scale. Jason is a m ember of the Economic
Developers Council of Ontario.
Education
Bachelor of Urban and Regional Planning, Ryerson University (2011)
Employment Experience
Creative Urban Projects
Freelance Planner
Benchmark Analysis of Transportation Modes within the city of Toronto
City of Rio de Janeiro Cable-propelled Transit Feasibility Study
Rio 2016 Olympic Games Transportation Study
Town of Markham
Project Manager, Studio Team
Town of Markham Recommended Growth Alternative for 2031: Monitoring Framework
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Recent Consulting Experience
Cultural Plans
City of Regina Cultural Plan (SK)
Town of Richmond Hill Cultural Plan (ON)
Hastings County and Quinte Region Cultural Plan (ON)
City of Kawartha Lakes Municipal Cultural Mapping and Cultural Plan (ON)
Municipality of Dysart et al Cultural Plan (ON)
Town of East Gwillimbury Cultural Plan (ON)
Township of Springwater Municipal Cultural Plan (ON)
Town of Stony Plain Municipal Cultural Plan (AB)
Cultural Mapping Projects
Detroit Cultural Vitality Report (MI)
City of Pembroke and County of Renfrew Cultural Mapping Project (ON)
Town of East Gwillimbury Cultural Mapping Project (ON)
Town of Mississippi Mills Cultural Mapping Project (ON)
Town of Newmarket Cultural Mapping Project (ON)
Cultural and Tourism Development
CARFAC Ontario Professionalizing the Province Report (ON)
RTO 1 Market Development Strategy Competitive DMO Research (ON)
Municipal District of Big Lakes Economic Assessment and Tourism Strategic Plan (AB)
Municipal District of Bighorn Economic Development and Tourism Strategy (AB)
Niagara University Tourism Incubator Feasibility Study (NY)
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THOMAS C. BORRUP
PROFESSIONAL RESUME – 2013
2929 Chicago Ave., Ste. 911, Minneapolis, MN 55407 / 612-871-1180 / tom@communityandculture.com
Tom possesses extensive knowledge and experience with a wide range of community building, cultural work and
nonprofit management. He served as executive director of Intermedia Arts, a leading community-based pioneer in
the field of arts-based community development from 1980 to 2002. He now serves as a consultant to cities,
foundations and nonprofits across the U.S. and teaches for several major American universities.
EDUCATION
Ph.D. Candidate – Leadership and Change, Antioch University, Yellow Springs, OH, present
Master of Arts, Communications & Public Policy, Goddard College, Plainfield, VT, 1983
Knight Fellow in Community Building, University of Miami School of Architecture, Miami, FL, 2002
Bachelor of Arts, Liberal Arts, Goddard College, 1978
Certificate, Strategic Leadership in a Changing Environment, National Arts Stabilization, 1998
Certificate, Cultural Leadership/Managing the Arts Enterprise, New York University Graduate School
of Public Administration, New York, NY, 1987
Professional development workshops in Personnel Supervision, Board Development, Fundraising,
Financial Management, Conflict Resolution, Management Effectiveness, 1982-2001
LEADERSHIP & ORGANIZATIONAL DEVELOPMENT EXPERIENCE
Principal and Consultant, Creative Community Builders, Minneapolis, MN (2002-Present)
Help clients identify and leverage cultural and creative assets for community revitalization and change. Develop
strategic positioning, measurable outcomes, and plans to integrate cultural, social, economic and design
strategies.
Some Recent Clients:
Foundation for Louisiana, New Orleans, LA (Neighborhood leadership training)
Bloomington Theatre and Art Center, Bloomington, MN (2-year creative placemaking project)
City of Marquette, MI, with Christine Harris (comprehensive 10-year cultural plan)
City of Providence RI, with Dreeszen Associates (cultural identity development, 5 transit corridors)
Hennepin Theatre Trust, Minneapolis MN (creative placemaking – downtown cultural district)
National Alliance of Media Arts and Culture, San Francisco CA – (national field data analysis)
Cultural Development Corporation, Oklahoma City OK – (regional artist support research & plan)
St. Croix Valley Foundation, Hudson WI – (National Heritage Area plan development)
Franconia Sculpture Park, Center City MN – (strategic development and expansion plan)
Creative Alliance of New Orleans LA – (cultural economy & organizational strategic planning)
Hope Community, Minneapolis MN – (develop interactive database of neighborhood nonprofits)
Lowertown Master Plan Task Force, St. Paul MN – (arts district/neighborhood master plan)
City of St. Croix Falls WI – (linking historic theater restoration, local economic development)
Citizens for Loring Park Community, Minneapolis MN – (urban neighborhood master plan)
St. Anthony Park Community Council, St. Paul MN (creative enterprise zone planning)
Surdna Foundation, New York NY – (funding policy development, cultural districts)
Walt Disney Corporation, Lake Buena Vista FL – (thematic development of proposed community)
Tucson-Pima Arts Council AZ – (capacity building, cultural development strategies)
Dept. of History, Arts & Libraries, Lansing MI – (cultural economic development planning)
1st ACT Silicon Valley, San Jose CA – (strategic planning, research, region-wide assessment)
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THOMAS C. BORRUP
PROFESSIONAL RESUME – 2013
Director of Graduate Studies, Master of Professional Studies in Arts and Cultural Leadership, University
of Minnesota (2013-Present)
Provide leadership in curriculum direction and design, adjunct faculty hiring and building relationships with the arts
and cultural community of the region.
Executive Director, Intermedia Arts, Minneapolis, MN (1980-2002)
Led nationally recognized community-based center, a national model in advancing arts based community
development, interdisciplinary and cross-cultural collaborations.
Completed capital campaign, designed and built state-of-the-art community cultural center.
Created partnerships with over 200 activist, arts, educational and business organizations to develop
and implement programs serving a multi-ethnic community.
Raised over $1 million annually from local, regional and national sources.
Developed Institute for Community Cultural Development, program for arts administrators, artists
and community development professionals to explore and practice community building projects.
Director, Image Coop, Inc., Montpelier, VT (1979-1980)
Directed visual and media arts gallery, artist working space and media arts education through Community College
of Vermont.
Director, National Conference on Public Access Cable Television, Community Video Center, San Diego,
CA (1978).
Designed and led ground-breaking cross-sector national conference.
TEACHING AND ACADEMIC LECTURING
Adjunct Professor, Drexel University, Philadelphia, Graduate Program in Arts and Cultural Management (Cultural
Planning, 2009-Present)
Adjunct Professor, University of Massachusetts, Amherst, Program in Arts Administration (Creative Economy,
2005-Present)
Instructor, Knowlton School of Architecture, Ohio State University, Columbus, Certificate in Creative Placemaking,
(2013-present)
Instructor, Rutgers University, Bloustein School of Planning, Creative Placemaking Master Practitioner Certificate
Program (2012-2013)
Instructor, Saint Mary’s University of Minnesota, Graduate Program in Arts and Cultural Management,
Minneapolis, MN (Cultural Studies, Arts & Community Development, 2004-Present)
Recent Guest Lectures: Allegheny College, Meadville, PA; Brown University, Providence, RI; University of
Minnesota/Humphrey Institute, Cultural Leadership, Minneapolis, MN; University of Massachusetts, Landscape
Architecture and Regional Planning, Amherst, MA; University of Miami School of Architecture, Miami, FL;
University of Minnesota, Department of Art, Minneapolis, MN; Macalester College, St. Paul, MN
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