BuckeyeFullDraftReport_07022026 (1).pdf
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SECTION 1. INTRODUCTION
SECTION 2. KEY FINDINGS
Executive Summary...........................................................................................................
Methodology.....................................................................................................................
Culture in Buckeye............................................................................................................
Arts and cultural assets.....................................................................................................
Resident and community desires for art and culture........................................................
SECTION 3. STRATEGIC PRIORITIES
SECTION 4. APPENDICES
Summary of Appendices ..................................................................................................
Appendix A: Market Analysis...........................................................................................
Appendix B: Peer Benchmarking Research.......................................................................
Appendix C: Community and Stakeholder Feedback........................................................
Appendix D: Literature Review of City Plans....................................................................
Appendix E: Art in Public Places Recommended Practices..............................................
Table of
Contents
Cover photo credits: City of Buckeye
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B-1
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Introduction......................................................................................................................
Strategic priority 1: Expand access to and communications about arts and culture........
Strategic priority 2: Build a visible and cohesive public art program................................
Strategic priority 3: Strengthen arts programming, events and cultural activation........
Strategic priority 4: Enhance partnerships and funding models....................................
Strategic priority 5: Clarify and strengthen City identity, branding and community
pride through arts and culture ......................................................
Strategic priority 6: Build organizational capacity and long-term infrastructure...........
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INTRODUCTION
Introduction
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
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Buckeye, AZ, located in the West Valley of the Phoenix metro area is
one of the fastest growing cities in the United States. It boasts a growing
arts and cultural ecosystem that continues to evolve as its population
booms. The City of Buckeye (“City”) engaged Keen Independent
Research in January 2026 to develop a ten-year Arts & Culture Plan to
guide City support for arts and culture in Buckeye.
What is an Arts & Culture Plan?
An arts and cultural plan offers a city direction with planning and
decision-making regarding arts and culture as drivers of economic
development, safety and celebration of local identity and history. The
term “arts and culture” encompasses the visual arts, performing arts,
museums, local history, City-run events and programs and the ways that
the community gathers to celebrate its identity.
How to Use this Plan
This plan will be primarily utilized by the City to guide decision-making
over the next ten years. Individuals and cultural organizations can use
this document to guide their planning efforts, as well as highlight how
their goals align with those of the City. Stakeholder input and
community engagement inform all aspects of this document.
This plan is not intended to identify specific grant recipients or prescribe
individual programs. Instead, it provides a strategic framework to guide
the City's investments, decisions and actions to expand arts and culture
opportunities for Buckeye residents.
Buckeye Days
Source: City of Buckeye
Gila Monster on the Verrado Well Wall Mural
Source: City of Buckeye
Buckeye Days
Source: City of Buckeye
Introduction
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
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This plan was made possible by City leaders and Buckeye residents.
Message from the Study Team
The Keen Independent study team thanks the following groups
and individuals.
City Council, Community Services Advisory Board and City
leadership and staff.
City Council
Eric Orsborn, Mayor;
Tony Youngker, District 1;
Jamaine Berry, District 2;
Curtis Beard, District 3;
Patrick HagEstad, District 4;
Craig Heustis, District 5; and
Clay Goodman, District 6.
City leadership and staff. City leaders participated in interviews and
focus groups. The study team appreciates their valuable insight. We
especially thank City Manager, Doug Sandstrom, for his involvement in
the planning process. We would also like to thank Deputy City Manager,
Miranda Gomez; Community Services Deputy Director, Robert Wisener;
and Arts & Culture Manager, Ilana Lydia Holden, for their guidance and
feedback through the planning process.
Community Services Advisory Board
Terry Vrabec, Chair;
Kathleen Rossetti, Vice Chair;
Joanna Brace;
Caleb S Elms;
John Lynch;
Anastazia McMurray;
Riley Quinlan;
Holly Roehl;
Jim Roth;
Garnett Sailor; and
Sebastiano Trupiano.
Buckeye residents, community members and local organizations.
This project would not have been possible without the participation of
residents, community members and local organizations who
contributed ideas through interviews, focus groups, the public input
questionnaire and the study email and hotline.
Study team. Keen Independent Research, www.keenindependent.com,
conducted the study. Team members included
Alex Keen, Managing Principal and Co-owner; and
Jennifer Tuchband, General Manager and Senior Consultant
and Co-owner.
Background
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Incorporated in 1929, Buckeye has deep agricultural roots and is now
one of the fastest-growing cities in the United States. As the city grows,
arts and culture can help preserve Buckeye's identity, celebrate its
heritage and shape its future.
Why this Plan is Needed
As Buckeye has grown, resident expectations for arts and culture have
grown as well. Results from the City's 2023 and 2026 National
Community Survey (Polco) indicate that residents rated Buckeye
relatively low in arts and culture offerings compared with many peer
communities participating in the Polco benchmarking program. While
ratings improved between survey years, during which the City added an
Arts and Culture Manager position and started funding public art
projects, arts and culture remains an area where residents see
opportunity for continued investment.
These findings were reinforced throughout the planning process.
Residents and stakeholders consistently identified a desire for more arts
programming, public art, cultural spaces and community events,
demonstrating broad support for expanding arts and culture as Buckeye
continues to grow. This plan provides a long-term framework for
responding to those community priorities.
Other City Plans
The City has adopted several plans that support arts and culture,
including the Imagine Buckeye 2040 General Plan, Library Facilities
Master Plan, Buckeye at Play: Parks and Recreation Master
Plan (2025) and the Downtown Specific Area Plan.
This is Buckeye's first citywide Arts & Culture Plan, providing a
framework to guide future arts and culture investment as the city
grows. For an analysis of how this Plan aligns with other City plans, see
Appendix D.
1-1. Sample of results from the Buckeye, AZ National Community Survey
(Polco) Report regarding arts, culture and education
Source:
National Research Center, Polco, City of Buckeye.
Buckeye Spring Celebration
Source: City of Buckeye
KEY FINDINGS
Key Findings — Executive Summary
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
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The Buckeye Arts & Culture Plan, prepared by Keen Independent,
establishes a long-term framework to guide the City’s role in advancing
arts and culture over the next decade. Developed through community
engagement, stakeholder input and market analysis, the plan reflects a
community that values arts and culture as an important part of civic life,
economic vitality and Buckeye’s identity. As the city continues to grow,
the Plan identifies opportunities to build on existing cultural momentum
while expanding participation and visibility throughout Buckeye.
The following findings summarize the primary themes that emerged
through the planning process and inform the Plan’s recommendations
and long-term direction.
Existing Arts and Cultural Strengths
Stakeholder input highlighted strong community support for current
arts and culture investments and programming in Buckeye.
Strong public art momentum. Stakeholders frequently cited growing
excitement around public art. Existing efforts such as traffic box wraps,
murals and beautification projects were viewed as important first steps
toward creating a more vibrant community.
High-quality event programming. Stakeholders praised Buckeye’s
festivals and events, including Buckeye Days and Glow on Monroe, as
valuable opportunities for community gathering and connection.
Strong sense of community. Community members described Buckeye
as welcoming, family-oriented and community-focused, creating a
strong foundation for future arts and culture initiatives.
Clear commitment from the City through funding, staffing and
programming. Stakeholders acknowledged the City’s increasing
investment in arts and culture through staffing, programming and
ongoing planning efforts.
Existing Challenges and Areas for Growth
Stakeholder input also identified a need for expanded programming,
cultural spaces, public art and organizational capacity as Buckeye
continues to grow.
Rapid growth outpacing infrastructure. Stakeholders noted that
Buckeye’s population growth is occurring faster than the development
of arts, cultural and community amenities.
Large geography creates fragmentation between
neighborhoods/regions. Community members described Buckeye’s
size and dispersed development patterns as barriers to community
cohesion and equitable access to arts and culture opportunities.
Limited staff capacity constrains the City's ability to support
community-led events and activation. Stakeholders indicated that
City staff are highly committed but face capacity constraints that limit
the ability to expand programming and support additional community-
led activities.
Lack of performance and exhibition space. One of the most common
themes was the need for theaters, music venues, galleries and flexible
creative spaces.
Underdeveloped youth programming. Community members
expressed strong interest in expanding arts opportunities for youth,
noting limited local access to performing and visual arts programming.
Key Findings — Executive Summary
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Strategic Direction
Buckeye has a strong foundation for arts and culture, including growing
public art momentum, well-regarded community events, a strong sense
of community and increasing City investment. However, the planning
process also identified gaps that must be addressed to ensure arts and
culture keep pace with growth, including limited cultural facilities,
uneven access across the city, capacity constraints and the need for
clearer systems to support public art, partnerships and programming.
At the same time, the planning process identified clear strategic
priorities to elevate Buckeye’s cultural identity, expand cultural spaces
and assets, steward public cultural investment for community benefit,
increase access to arts and culture and support the creative workforce
economy. Buckeye is a unique community, and it is critical for the
community to continue to invest in itself to maintain its strengths and
momentum into the future.
Key Findings — Methodology
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The following methods were used to develop the findings and strategic
priorities in this Plan.
Keen Independent engaged Buckeye residents, stakeholders and City
leadership through multiple methods described below. In total, over
700 participants contributed to the planning process through the
following efforts:
In-depth stakeholder interviews and focus groups;
Public input questionnaire;
In-person engagement at Buckeye’s community events;
Voting boards placed around the city; and
Study hotline and email feedback.
These engagement efforts were complemented by qualitative and
quantitative research including:
Background research, including learning about the City’s
history and heritage;
Mapping and inventories of existing assets;
Market analysis of demographics and projected arts and
culture demand;
Review of city plans and policies;
Assessment of funding and resource allocation; and
Benchmarking of peer communities.
Community engagement at Buckeye Air Fair
Source: Keen Independent
Engagement activity at Buckeye Air Fair
Source: Keen Independent
Key Findings — Culture in Buckeye
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Stakeholders described Buckeye as a welcoming, family-oriented
community with deep agricultural and Western roots, expansive desert
landscapes and a small-town feel that residents want to preserve even
as the city grows. Buckeye residents and community members provided
input on the city’s culture by describing what makes Buckeye unique.
Figure 2-1 illustrates responses to this prompt.
2-1. Word cloud illustrating responses to the public input questionnaire prompt
about what makes Buckeye unique
Note:
N=384. The larger the word or phrase appears, the more frequently it was mentioned.
The themes emerging from the word cloud provide a foundation for
future arts and culture initiatives. They suggest that public art, festivals,
performances and cultural programming should draw inspiration from
Buckeye's agricultural heritage, desert landscape, history, family-
oriented character and growing diversity. Rather than requiring every
project to incorporate all these themes, the City can use them as
guiding principles when developing opportunities, evaluating proposals
and creating programming that reflects Buckeye's evolving identity.
Key Findings — Arts and cultural assets
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Keen Independent inventoried and mapped existing arts and cultural
assets in Buckeye. We also studied Buckeye based on divided planning
areas established in past plans such as the City of Buckeye Library
Facilities Master Plan (2023) and Buckeye at Play: Parks and Recreation
Master Plan (2025). Figure 2-2 is an asset area map showing these
divided planning areas along with the location of cultural assets.
2-2. Map of arts and cultural assets in Buckeye
Source:
Esri, HERE, Garmin, SafeGraph, FAO, METI/NASA, USGS, EPA, NPS, ArcGIS, Keen Independent.
The City’s arts and cultural resources are mostly concentrated in
Historic Buckeye (downtown), due to the efforts of the Buckeye Main
Street Coalition, and Central Buckeye, which mostly consists of traffic
box art. For more information on the city’s existing arts and cultural
assets, see Appendix A.
Key Findings — Arts and cultural assets
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Density of Existing Arts and Cultural Assets
Keen Independent also examined the locations of existing arts and
cultural resources in terms of density. Figure 2-3 and Figure 2-4 are heat
map analyses of the asset map on the previous page (Figure 2-2)
separated by public art and creative spaces such as event spaces,
museums and galleries. The asset maps show that Buckeye has one hub
of arts and culture concentrated downtown with some assets spread
across Central Buckeye. Visualizing the data in this way suggests that
there may be opportunities to increase arts and cultural assets in other
planning regions to the north and west of these areas.
2-3. Heat map of existing creative spaces in Buckeye, 2026
Note:
This heat map is a translation of the map in Figure 2-2 to show the density of creative
spaces in specific locations in Buckeye. Some parks do not appear due to the scale of
the map.
Source:
Esri, TomTom, Garmin, FAO, NOAA, USGS, (c) OpenStreetMap contributors, the GIS User
Community, City of Buckeye Library Master Plan Update 2023, Keen Independent.
2-4. Heat map of existing public art in Buckeye, 2026
Note:
This heat map is a translation of the map in Figure 2-2 to show the density of public art
in specific locations in Buckeye. Some parks do not appear due to the scale of
the map.
Source:
Esri, TomTom, Garmin, FAO, NOAA, USGS, (c) OpenStreetMap contributors, the GIS User
Community, City of Buckeye Library Master Plan Update 2023, Keen Independent.
Key Findings — Arts and cultural assets
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Requested Locations for Arts and Culture
Buckeye community event attendees and community center visitors
engaged in a mapping activity to identify where they would like to see
more arts and cultural investments in the future. Keen Independent
translated this activity into the heat map in Figures 2-5 and 2-6.
2-5. Heat map of requested locations for arts and culture venues and
events, 2026
Note:
N=52. Some parks do not appear due to the scale of the map.
Source:
Esri, TomTom, Garmin, FAO, NOAA, USGS, (c) OpenStreetMap contributors, the GIS User
Community, City of Buckeye Library Master Plan Update 2023, Keen Independent.
Analysis of requested locations shows strong interest in expanding arts
and cultural investments beyond the existing downtown concentration
while continuing to strengthen Historic Buckeye as a primary cultural
anchor. This reinforces the need for a citywide approach that balances
investment in downtown with distributed access across Buckeye's
neighborhoods, parks, libraries, community facilities and future
activity centers.
2-6. Heat map of requested locations for public art, 2026
Note:
N=97. Some parks do not appear due to the scale of the map.
Source:
Esri, TomTom, Garmin, FAO, NOAA, USGS, (c) OpenStreetMap contributors, the GIS User
Community, City of Buckeye Library Master Plan Update 2023, Keen Independent.
Key Findings — Arts and cultural assets
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Median Household Income by Planning Area
Keen Independent also examined median annual household income
across Buckeye’s planning areas to better understand how demographic
conditions vary throughout the city. Figure 2-7 shows that median
household income differs considerably across planning areas, with the
highest incomes concentrated in Sun Valley Parkway, East Buckeye and
Central Buckeye. Historic Buckeye has a comparatively lower median
household income than many other parts of the city, despite serving as
the community’s historic downtown and primary concentration of arts
and cultural assets.
These patterns highlight the importance of balancing investments
between downtown and the city’s rapidly growing neighborhoods.
While Historic Buckeye remains a key destination for arts, culture and
community gathering, expanding cultural opportunities into other
planning areas can help improve access for residents across the city’s
large geographic footprint. At the same time, continued investment in
Historic Buckeye can help ensure that arts and culture contribute to
downtown revitalization, economic activity and quality of life for
existing residents.
2-7. Median annual household income of Buckeye residents by planning area
Source:
OpenStreetMap contributors; U.S. Census Bureau TIGER/Line shapefiles; U.S. Census
Bureau, 2020–2024 American Community Survey 5-year estimates, City of Buckeye
Library Master Plan Update 2023, Keen Independent Research.
Key Findings — Resident and community desires for arts and culture
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Keen Independent asked Buckeye residents and community members to
rate their level of agreement to statements regarding arts and culture in
the public input questionnaire. These statements were presented using
Likert scales ranging from ”strongly disagree” to “strongly agree.”
Overall, most of the 700 questionnaire participants expressed strong
support for arts and culture in Buckeye and identified a clear role for the
City in supporting cultural activity.
Interest in More Arts and Culture in Buckeye
As shown in Figure 2-7, of the Buckeye residents who participated in the
public input questionnaire, 86 percent indicated that they support the
City of Buckeye allocating public funds for arts and culture programs,
festivals, amenities and venues.
2-7. Stakeholder perceptions of the City’s role in arts and culture
Note:
N=566–571.
Source:
Keen Independent Research.
City Government Role in Supporting Arts and Culture
The study team also measured respondents’ perceptions of the City’s
current arts and cultural efforts and asked whether they see private
businesses as playing a key role in supporting arts and culture. About
half of respondents agreed that the City is supportive of local arts and
cultural offerings and about 78 percent indicated that private
businesses have a key role in supporting arts and cultural offerings.
For more information about Buckeye residents’ perspective on arts and
culture investment in Buckeye, see Appendix C.
39%
26%
12%
36%
39%
25%
11%
13%
14%
8%
14%
30%
11%
0%
20%
40%
60%
80%
100%
I am supportive of the City of Buckeye
allocating public funds for arts and
culture programs, festivals, amenities
and venues.
Buckeye private businesses
have a key role in supporting
arts and culture offerings.
The City of Buckeye (government)
is supportive of local arts and
cultural offerings.
Strongly agree
Agree
Somewhat agree
Somewhat disagree
Disagree
Strongly disagree
Neutral
I don't know/no opinion
Key Findings — Resident and community desires for arts and culture
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Opportunities for Buckeye
Stakeholders and community members identified strengths and
weaknesses regarding arts and culture in Buckeye, which helped
identify several opportunities that the City can address.
Expand access and communication. Buckeye already has valued
events, public art projects and cultural assets, but awareness and access
are uneven across the city's large geography. The City can build on
existing momentum by improving communications, using shared
calendars and social media more strategically, and creating multiple
access points for arts and culture in neighborhoods and community
gathering places.
Improve public art program. Stakeholders and community members
expressed enthusiasm for murals, traffic box art and other visible
beautification efforts, but Buckeye's public art program is still emerging.
The City can strengthen this work by establishing clearer standards,
selection processes, maintenance expectations and opportunities for
community and local artist involvement.
Strengthen programming and activation. Buckeye's festivals and
special events are widely viewed as community strengths, but residents
want more frequent programming, more youth and family arts
opportunities and more spaces for performances, exhibitions and
classes. Regular activation, including downtown programming, pop-ups,
markets, performances and hands-on arts activities, can help create a
stronger year-round cultural presence.
Enhance partnership and funding models. Stakeholders recognized
that City leadership and investment are essential but also emphasized
that long-term success will require partnerships with businesses,
schools, developers and regional organizations. Dedicated funding tools
and support structures could help sustain arts and culture over time.
Clarify and strengthen City identity. Buckeye's identity is a major
strength and an unresolved opportunity. Community members
indicated that arts and culture can help make Buckeye's identity more
visible, cohesive and authentic while still respecting distinct
neighborhood and sub-area identities.
Build capacity. City staff and partners have demonstrated commitment
to arts and culture, but current capacity limits the ability to expand
programming and support community-led efforts. Building
organizational infrastructure and staffing capacity will be critical for
growing a sustainable arts and culture system.
Resident and stakeholder feedback:
Some of the social media… has been more informational than
something that’s going to attract someone
The art that is Instagram worthy that people want to go and take
their selfie with it and post them on social media
I would like to set up some level of a standard funding source … that
we can say this is how much money gets set aside for
I definitely see that [the arts] is growing a lot. It has a lot of potential
Such a small percent of the city is already built out and a lot of
opportunity [exists] to do things that will really set Buckeye apart in
the future and make it special
I can’t see businesses making a contribution or investment in art or
anything else in the downtown until they see that the city is willing
to invest
STRATEGIC PRIORITIES
Strategic Priorities — Introduction
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The strategic priorities in this section support the City’s goals of
strengthening Buckeye as a desirable place for creatives, uniting all of
Buckeye through placemaking and developing the city into a destination
for arts and culture.
As Buckeye continues to grow, these strategies respond to evolving
needs across the city, including access to arts and culture, support for
artists and organizations and the role of cultural investment in shaping
community identity and economic development.
How to Use these Strategic Priorities
Strategic priorities are not listed in terms of importance or start time.
The city can pursue multiple strategies concurrently to balance the
needs of Buckeye’s residents, artists and cultural organizations while
responding to near-term opportunities and long-term growth.
For each priority, we demonstrate the reasons why they were selected
and why they warrant focus over the next ten years by sharing:
What we heard from residents and stakeholders;
What we observed;
Why it matters; and
How each priority responds to findings.
Approaching the strategic priorities as a road map. Each strategic
priority theme includes action items that reflect findings from the
planning process and provides suggestions for implementation. This
Plan is intended to be a living document, meaning that the City can take
the suggestions under each action item as starting points for initiatives
while making adjustments that respond to stakeholder and resident
feedback and needs.
Strategic Priority 1:
Expand access to and communications about
arts and culture across the city
Objectives:
Strengthen arts and culture communication platforms and tools
Expand outreach and marketing materials to reflect the community
Deliver geographically distributed programming and outreach
Expand upon outreach partnerships to reach residents where they gather
Measure reach, engagement and effectiveness of communications
Strategic Priority 1. Expand access to and communications about arts and culture across the city
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What We Heard
Residents consistently expressed a desire for more arts and cultural
opportunities while noting that many people are unaware of existing
programs, events and resources. Stakeholders emphasized that
Buckeye's large geographic footprint makes communication and
equitable access challenging, particularly as new neighborhoods
continue to develop.
What We Observed
The cultural asset inventory found that many existing arts and cultural
resources are concentrated in Historic Buckeye, while mapping
exercises showed that residents would like to see additional
programming, events and public art distributed throughout the city.
Demographic analysis also highlights Buckeye's continued population
growth and diverse community, reinforcing the need for multilingual
and accessible outreach strategies.
Why it Matters
Without coordinated communication and geographically distributed
opportunities, many residents may remain disconnected from arts and
culture regardless of the City's continued investment. Improving
awareness and access will help ensure that arts and culture become
part of everyday life for residents across Buckeye.
How this Priority Responds to Findings
The following objectives focus on improving communication tools,
expanding outreach partnerships, distributing programming throughout
Buckeye and measuring engagement to ensure that arts and culture are
accessible to all residents.
Supporting Information
Supporting information for this strategic priority can be found in
Section 2 (Arts and Cultural Assets; Resident and Community Desires for
Arts and Culture), Appendix A (Market Analysis), Appendix C
(Community and Stakeholder Feedback) and Appendix D
(Literature Review of City Plans).
AACAAA dance rehearsal
Source: City of Buckeye
Strategic Priority 1. Expand access to and communications about arts and culture across the city
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1-1. Strengthen and promote coordinated arts and
culture communication platforms and tools
Buckeye residents expressed strong interest in more arts and culture
opportunities. The city's large geography and rapid growth make
coordinated communication especially important. The City can
strengthen access by making information easier to find, promoting
opportunities through multiple channels and ensuring residents have a
clear understanding of the full range of arts and culture experiences
available.
A coordinated communication strategy should make it easy for
residents, visitors, artists and community organizations to discover
programs, events, public art and opportunities to get involved. As
awareness grows, stronger communication can increase participation,
strengthen community connections and reinforce the value of arts and
culture as part of everyday life in Buckeye.
Strategic Priority 1. Expand access to and communications about arts and culture across the city
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1-2. Expand multilingual and multicultural
outreach and marketing materials to reflect
community demographics
Buckeye's population includes many cultures, languages, ages and
household types, including a significant Spanish-speaking community.
Outreach should reflect this diversity through accessible multilingual
communication, culturally representative imagery and storytelling, and
inclusive engagement tools so residents see themselves represented in
arts and culture opportunities.
Effective outreach extends beyond translation by ensuring
communication methods, messaging and engagement approaches
resonate with the communities they are intended to serve. For example,
the City could provide bilingual event promotion, partner with trusted
community organizations to share information and highlight the work of
artists and cultural traditions that reflect Buckeye's diverse population.
By reducing language and cultural barriers, the City can broaden
participation, strengthen relationships with underrepresented residents
and create arts and culture experiences that are welcoming and
inclusive for all.
Performer at Cotton Fest
Source: City of Buckeye
Strategic Priority 1. Expand access to and communications about arts and culture across the city
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1-3. Deliver geographically distributed programming
and outreach
Because Buckeye is geographically large at 640 square miles and
development is dispersed, arts and culture access should not depend on
proximity to downtown. Programming and outreach should be
distributed across neighborhoods and future activity centers while
continuing to strengthen Historic Buckeye as a cultural anchor.
Providing opportunities throughout the city will help ensure residents
have regular access to arts and culture close to where they live, work
and gather. Implementation may include rotating events among
community parks and facilities, incorporating arts programming into
existing neighborhood events, expanding temporary public art
installations into developing areas and partnering with schools, libraries
and community organizations to host activities in multiple locations.
Over time, a more geographically balanced approach can strengthen
community identity, improve equity in service delivery and reinforce
that arts and culture are a citywide investment benefiting all
Buckeye residents.
Buckeye Air Fair
Source: City of Buckeye
Strategic Priority 1. Expand access to and communications about arts and culture across the city
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1-4. Expand upon outreach partnerships with schools,
libraries, HOAs and community organizations to
reach residents where they already gather
Partnerships can help the City reach residents more effectively and
expand participation without relying only on City staff capacity. Schools,
libraries, HOAs and community organizations already serve as trusted
gathering points for families, youth and residents across Buckeye.
By working collaboratively with these organizations, the City can
increase awareness of arts and culture opportunities, expand
participation and leverage existing community networks to reach a
broader audience. These partnerships can also help identify local needs,
support neighborhood-based programming and foster shared
ownership of Buckeye's growing arts and culture ecosystem. To begin
building these relationships, the City could identify a liaison within each
school district, participate in existing educator or principal meetings,
coordinate with school communications staff to share arts opportunities
and collaborate with libraries, youth-serving organizations and HOAs to
reach families when direct school partnerships are more challenging.
Starting with a small number of pilot partnerships can help demonstrate
success and build momentum over time.
Strategic Priority 1. Expand access to and communications about arts and culture across the city
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1-5. Track engagement metrics to measure reach,
quality of engagement and effectiveness
of communications
Tracking engagement can help the City understand who is being
reached, which communication tools are most effective and where
additional outreach is needed. Metrics should measure not only
attendance, but also awareness, representation and quality of
engagement.
Regular evaluation can help the City refine communication strategies,
identify underserved audiences and better understand changing
community interests over time. Measuring outcomes also demonstrates
accountability, supports future funding requests and helps ensure arts
and culture investments continue to align with community priorities.
Objectives:
Adopt a formal public art ordinance and implementation procedures
Establish clear definitions, goals and design standards for public art
Create a prioritized public art plan tied to capital improvement projects and
key growth areas
Expand highly visible, high-impact projects that reinforce identity
and placemaking
Develop a public art maintenance plan and lifecycle funding strategy
Increase opportunities for local artist participation
Strategic Priority 2:
Build a visible and cohesive public art program
Strategic Priority 2. Build a visible and cohesive public art program
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What We Heard
Public art was one of the most frequently discussed opportunities
throughout the planning process. Residents and stakeholders expressed
enthusiasm for expanding murals, sculptures, traffic box art and other
public art that reflects Buckeye's identity, while also calling for greater
opportunities for local artists to participate.
What We Observed
Existing public art is concentrated in a limited number of areas, and
community mapping activities identified many additional locations
where residents would like to see future installations. Benchmark
research and recommended practices also demonstrate the importance
of clear policies, funding mechanisms and maintenance strategies for
successful public art programs.
Why it Matters
As Buckeye continues to grow, public art can help create memorable
places, reinforce community identity and integrate creativity into new
development. A formal program will also provide consistency,
transparency and long-term stewardship for future investments.
How this Priority Responds to Findings
The following objectives establish the policy framework, planning
processes and implementation tools needed to build a sustainable
public art program that grows alongside the community.
Supporting Information
Supporting information can be found in Section 2 (Arts and Cultural
Assets; Opportunities for Buckeye), Appendix A (Market Analysis),
Appendix C (Community and Stakeholder Feedback), Appendix D
(Literature Review of City Plans) and Appendix E (Art in Public Places
Recommended Practices).
Traffic box art
Source: City of Buckeye
Strategic Priority 2. Build a visible and cohesive public art program
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2-1. Adopt a formal public art ordinance and
implementation procedures to demonstrate
consistency and transparency
A formal public art ordinance and supporting procedures can help the
City establish clear expectations for how public art is funded, selected,
reviewed, installed and maintained. This structure will provide
transparency for residents, artists, developers and City staff while
allowing the program to grow consistently over time and could provide
dedicated funding to support the program.
As Buckeye establishes its program, it can build upon practices already
used by peer communities such as Goodyear and Surprise, which have
adopted public art policies that define project selection processes,
funding mechanisms, maintenance responsibilities and artist
participation. Drawing from these established models can provide an
efficient starting point while allowing Buckeye to tailor its program to
reflect the community's unique identity, goals and growth patterns.
HOLA installation
Source: City of Buckeye
Strategic Priority 2. Build a visible and cohesive public art program
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2-2. Establish clear definitions, goals and design
standards for public art
Clear definitions and design standards will help distinguish public art
from signage, decoration or streetscape improvements while creating
shared expectations for quality, durability, accessibility and community
relevance. These standards should be flexible enough to support
murals, sculptures, functional art, temporary installations and functional
art such as decorative seating, shade structures, lighting, paving or
bus shelters.
When developing these standards, the City should establish clear
criteria for evaluating proposed artwork while allowing flexibility for
artistic expression. Evaluation criteria may include artistic quality,
alignment with Buckeye's identity and community values, relationship
to the surrounding site, durability and maintenance requirements,
accessibility, public safety and opportunities for community
engagement. The standards should also define the goals of the public
art program, identify preferred project types and locations, and
establish expectations for artist selection, design review and long-term
stewardship. By providing clear guidance early in the process, the City
can improve consistency, streamline project reviews and create a
transparent framework for artists, developers and decision-makers.
Strategic Priority 2. Build a visible and cohesive public art program
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2-3. Create a prioritized public art plan tied to capital
improvement projects and key growth areas
A prioritized public art plan can help the City align future projects with
capital investments, parks, gateways, downtown improvements,
transportation corridors and emerging activity centers. This approach
will allow public art to be planned proactively.
An initial public art opportunity map can help identify high-visibility
locations, upcoming capital projects and redevelopment areas where
public art can be incorporated early in the design process. Integrating
public art planning into the City's Capital Improvement Program (CIP) is
a common practice that allows projects to be coordinated from the
outset, reducing costs, improving design integration and ensuring public
art is considered alongside other community investments. Coordinating
planning across departments can further streamline implementation
and maximize the long-term impact of public investments.
Trashcan art
Source: Keen Independent
Strategic Priority 2. Build a visible and cohesive public art program
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2-4. Expand highly visible, high-impact projects that
reinforce identity and placemaking
Highly visible public art projects can create early impact, strengthen
community pride and help residents and visitors recognize Buckeye’s
identity. Projects may include murals, landmark sculptures, interactive
installations, gateway features and artist-designed functional elements
in parks, streetscapes and public gathering spaces.
The City should prioritize projects that are highly visible, broadly
accessible and capable of becoming community landmarks. For
example, Buckeye may consider commissioning an iconic signature
artwork at a prominent gateway, civic space or major community
destination while also expanding neighborhood-scale projects that
create memorable experiences throughout the city.
“Great Joy” at Goodyear Civic Square Park
Source: City of Goodyear
Strategic Priority 2. Build a visible and cohesive public art program
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2-5. Develop a public art maintenance plan and
lifecycle funding strategy
As Buckeye’s public art collection grows, the City will need a proactive
approach to maintenance, conservation and lifecycle costs. A
maintenance plan should include an inventory, condition assessments,
maintenance responsibilities, repair protocols and dedicated funding for
long-term stewardship.
The City can begin by documenting its existing public art collection,
assessing current conditions and identifying routine maintenance needs
before establishing long-term inspection and replacement schedules.
Planning for maintenance from the outset will help protect public
investments, reduce future costs and ensure artwork continues to
contribute positively to the community.
Statues of children reading at Downtown Library
Source: Keen Independent
Strategic Priority 2. Build a visible and cohesive public art program
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2-6. Increase opportunities for local
artist participation
Increasing opportunities for local artists can help ensure that public
art reflects Buckeye’s community, strengthens local creative talent
and fosters a greater sense of ownership in the city’s cultural landscape.
Creating pathways for artists to participate in public art projects can
help build a more sustainable and locally rooted arts ecosystem
over time.
Peer communities often maintain open artist registries or pre-qualified
artist rosters that allow local and regional artists to express interest in
future public art opportunities. These tools make it easier for artists to
learn about upcoming projects while helping staff identify qualified
artists for commissions of different sizes and types. Buckeye could use a
similar approach to expand opportunities for local artists, streamline
project delivery and build a diverse pool of artists as the City's public art
program grows.
Positivity Keychain engagement at Buckeye Senior Center
Source: City of Buckeye
Objectives
Expand recurring programming to create consistent activity
Develop a balanced event strategy aligned with community preferences
Activate downtown as a cultural hub through events, pop-ups and public
art engagements
Increase access to performing arts and creative spaces
Support community-led programming by providing micro-grants and
technical assistance
Strategic Priority 3:
Strengthen arts programming, events and
cultural activation
Strategic Priority 3. Strengthen arts programming, events and cultural activation
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What We Heard
Residents consistently praised Buckeye's existing festivals while
expressing interest in more year-round programming, performing arts
opportunities, family-friendly events and activities for youth.
Stakeholders also highlighted the need for additional venues and more
activation of downtown and other gathering spaces.
What We Observed
Market analysis and community engagement indicate that Buckeye's
rapidly growing population will continue to increase demand for arts
programming. Benchmark communities demonstrate that recurring
cultural programming and activated public spaces contribute to
community vitality, economic activity and resident engagement.
Why it Matters
Providing more consistent programming will create regular
opportunities for residents to connect with one another, support local
artists and businesses, and reduce the need for residents to travel
elsewhere in the region for arts and cultural experiences.
How this Priority Responds to Findings
The following objectives focus on expanding recurring programming,
diversifying events, activating downtown, increasing access to creative
spaces and supporting community-led initiatives.
Supporting Information
Supporting information can be found in Section 2 (Executive Summary;
Resident and Community Desires for Arts and Culture), Appendix A
(Market Analysis), Appendix B (Peer Benchmark Research), Appendix C
(Community and Stakeholder Feedback), and Appendix D
(Literature Review of City Plans).
Buckeye Days
Source: City of Buckeye
Strategic Priority 3. Strengthen arts programming, events and cultural activation
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3-1. Expand recurring programming to create
consistent activity
Recurring programming can help residents know when and where to
expect arts and culture activities. Regular events such as music nights,
art walks, markets, workshops, pop-up performances and seasonal
programs can build momentum and create consistent reasons for
residents to gather.
Rather than creating entirely new events, Buckeye can begin by adding
recurring arts components to successful City events and introducing a
small number of regularly scheduled programs throughout the year.
Establishing a predictable calendar can help build community
awareness, encourage repeat participation and create opportunities for
local artists and organizations to become long-term partners.
Glow on Monroe
Source: City of Buckeye
Strategic Priority 3. Strengthen arts programming, events and cultural activation
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3-2. Develop a balanced event strategy that
includes family-friendly, youth-focused and
multicultural programming aligned with
community preferences
Consistent cultural programming can strengthen community
connections, activate public spaces, support local creatives and
reinforce Buckeye's identity as a vibrant and welcoming place to live.
Community feedback indicated interest in expanding arts and culture
opportunities beyond occasional festivals and special events, with
residents expressing a desire for more regular, year-round programming
that provides something to look forward to and reduces the need to
travel elsewhere in the Valley for cultural experiences.
To support consistent implementation, the City should develop
programming guidelines that establish a framework for planning and
evaluating arts and culture events. The guidelines can help ensure that
programming reflects a balance of audiences, event types, geographic
distribution, accessibility and cultural representation while encouraging
partnerships with local artists, businesses and community organizations.
They can also establish criteria for evaluating new event ideas and
performance measures to assess participation, community satisfaction
and overall program success.
By offering experiences that are accessible, inclusive and geographically
distributed throughout the city, Buckeye can create more opportunities
for residents to connect with one another.
Strategic Priority 3. Strengthen arts programming, events and cultural activation
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3-3. Activate downtown as a cultural hub through
events, pop-ups and public art engagements
Downtown Buckeye can serve as a cultural anchor by hosting events,
public art, pop-ups, performances and creative placemaking activities
that increase foot traffic and support local businesses. Activation should
build on downtown’s historic character while making it feel more lively,
welcoming and connected.
Many communities begin by testing temporary activations before
making larger investments. Pilot projects such as pop-up performances,
temporary public art, artist demonstrations or seasonal programming
can help identify successful concepts while encouraging repeat
visitation and supporting local businesses.
Strategic Priority 3. Strengthen arts programming, events and cultural activation
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3-4. Increase access to performing arts and creative
spaces by leveraging existing facilities
Since Buckeye does not yet have dedicated cultural facilities, the City
can expand access by using existing spaces more strategically. Schools,
libraries, parks, plazas, community rooms, senior centers and outdoor
spaces can support performances, classes, exhibits and temporary
creative uses. As a next step, the City should use the cultural asset
inventory prepared for this Plan to identify which existing spaces are
best suited for different types of programs. This review should
consider basic factors such as capacity, location, indoor/outdoor
setting, accessibility, parking, restrooms, power, shade/weather
protection, availability and any permitting or staffing needs.
This approach allows the City to expand programming while building
demand for future cultural infrastructure. Establishing shared-use
agreements and coordinating scheduling across City facilities and
partner organizations can maximize existing community assets before
investing in new venues.
SRC mural
Source: City of Buckeye
Strategic Priority 3. Strengthen arts programming, events and cultural activation
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3-5. Support community-led programming by
providing micro-grants and technical assistance
Small grants and technical assistance can help residents, artists and
community organizations deliver programs that align with City goals.
Support may include seed funding, permitting guidance, promotion,
facility access, event planning assistance and connections to
potential partners.
Some communities use small, competitive grant programs to encourage
neighborhood-based projects, artist-led initiatives and cultural
celebrations that reflect local interests. Beginning with modest funding
and clear evaluation criteria allows the City to test the program, build
community capacity and expand opportunities over time as resources
become available.
Objectives
Establish a dedicated, sustainable funding strategy
Expand public-private partnerships to co-fund and co-deliver programs
Leverage a support organization to advance fundraising and program
delivery in specific areas
Increase private sector public art support
Strategic Priority 4:
Enhance partnerships and funding models
Strategic Priority 4. Enhance partnerships and funding models
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What We Heard
Stakeholders consistently emphasized that while the City should
continue leading arts and culture investments, long-term success will
require stronger partnerships with businesses, developers, nonprofit
organizations, schools and regional arts organizations. Questionnaire
participants also expressed strong support for public investment in arts
and culture.
Questionnaire results also demonstrated strong community support for
greater private sector involvement, with nearly two-thirds (64%) of
respondents agreeing that local businesses should play an important
role in supporting arts and culture.
What We Observed
The planning process found broad community support for expanding
arts and culture but also identified the need for diversified funding
sources and organizational partnerships to sustain future growth.
Benchmark communities successfully leverage public-private
partnerships, grants and nonprofit support to expand cultural
programming and public art.
Why it Matters
As Buckeye grows, arts and culture investments will require sustainable
funding and shared responsibility among public, private and nonprofit
partners. Establishing these partnerships early will improve long-term
implementation capacity.
How this Priority Responds to Findings
The following objectives establish strategies for dedicated funding,
partnership development, fundraising support and increased private
sector participation in arts and culture.
Supporting Information
Supporting information can be found in Section 2 (Resident and
Community Desires for Arts and Culture; Opportunities for Buckeye),
Appendix B (Peer Benchmark Research), Appendix C (Community and
Stakeholder Feedback), Appendix D (Literature Review of City Plans),
and Appendix F (Creative Economy Support Benchmarking).
Buckeye Fire House No. 3
Source: Keen Independent
Strategic Priority 4. Enhance partnerships and funding models
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4-1. Establish a dedicated, sustainable
funding strategy
A sustainable funding strategy should combine public funding, grants,
sponsorships, developer contributions and philanthropic support.
Dedicated funding will help the City move toward a predictable system
for public art, programming, maintenance and cultural infrastructure.
Rather than relying on a single revenue source, many communities layer
multiple funding mechanisms to create a more resilient program.
Buckeye can begin by evaluating existing funding opportunities and
identifying those that align with community priorities while gradually
expanding funding sources as the arts and culture program grows.
Verrado Wall Mural
Source: City of Buckeye
Strategic Priority 4. Enhance partnerships and funding models
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4-2. Expand public-private partnerships to co-fund and
co-deliver programs
Public-private partnerships can expand the reach and impact of arts and
culture investments. Businesses, developers, schools, nonprofits and
regional arts partners can help co-fund projects, provide venues,
sponsor events, support artists, support promotional efforts and help
further economic development goals.
As Buckeye continues to grow, partnerships will be increasingly
important for leveraging resources, building community ownership and
delivering a wider range of arts and cultural experiences than the City
could provide on its own. The City can begin by identifying organizations
with shared goals and developing a small number of pilot partnerships
before expanding to larger, long-term collaborations. Formal
partnership agreements that clearly define roles, expectations and
shared outcomes can help ensure these relationships remain productive
over time.
Strategic Priority 4. Enhance partnerships and funding models
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4-3. Leverage a support organization to advance
fundraising and program delivery in specific areas
A support organization could help advance fundraising, partnerships,
volunteer coordination and program delivery in areas where City
capacity is limited. This role could be filled by an existing nonprofit, a
new friends-of-the-arts group or a downtown-focused organization
depending on community priorities and feasibility.
While regional partners such as the West Valley Arts Council will
continue to play an important role in supporting arts and culture across
the West Valley, Buckeye may eventually benefit from a locally focused
nonprofit partner dedicated to advancing the City's arts and culture
priorities. A Buckeye-based support organization could focus on
fundraising, volunteer coordination, donor stewardship and advocacy
for City-specific programs and projects, which would complement the
services provided by regional organizations. As the arts and culture
program grows, the City can evaluate whether establishing such an
organization would strengthen its long-term capacity to implement
this plan.
Buckeye Halloween Carnival
Source: City of Buckeye
Strategic Priority 4. Enhance partnerships and funding models
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4-4. Increase private sector public art support
Private development can play an important role in expanding public art
and placemaking as Buckeye grows. The City can encourage or require
public art investments through development agreements, design
guidelines, incentives, fee-in-lieu options or public art requirements for
qualifying projects.
Community support for business involvement provides an opportunity
for the City to take a more proactive role in engaging the private sector.
The City can encourage participation by establishing sponsorship and
partnership opportunities, recognizing businesses that invest in arts and
culture, connecting businesses with artists and cultural organizations,
and incorporating public art into the development review process for
qualifying projects. These actions can help translate community support
into long-term private investment while strengthening Buckeye's
identity and sense of place.
Traffic box art
Source: City of Buckeye
Objectives
Integrate arts and culture into City branding, gateways and
placemaking elements
Use public art and programming to tell Buckeye’s story
Clarify distinct sub-area identities while maintaining a cohesive
citywide brand
Strategic Priority 5:
Clarify and strengthen City identity, branding
and community pride through arts and culture
Strategic Priority 5. Clarify and strengthen City identity, branding and community pride through
arts and culture
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What We Heard
Residents described Buckeye as a welcoming, family-oriented
community with deep agricultural roots, a distinctive desert landscape
and a strong small-town character they hope to preserve as the city
continues to grow. Stakeholders also viewed arts and culture as an
opportunity to celebrate Buckeye's heritage while shaping its future
identity.
What We Observed
Community engagement revealed recurring themes related to history,
agriculture, the desert environment and community pride. Planning
documents also identify placemaking, gateways and community identity
as important City priorities that can be strengthened through arts and
culture.
Why it Matters
As Buckeye continues to experience rapid growth, reinforcing a shared
community identity can help strengthen civic pride, distinguish the city
within the region and ensure that future development reflects the
values and character of existing residents.
How this Priority Responds to Findings
The following objectives integrate arts and culture into branding,
placemaking, storytelling and neighborhood identity to create a
cohesive and authentic sense of place throughout Buckeye.
Supporting Information
Supporting information can be found in Section 2 (Culture in Buckeye;
Opportunities for Buckeye), Appendix A (Market Analysis), Appendix C
(Community and Stakeholder Feedback), and Appendix D (Literature
Review of City Plans).
Verrado wall mural
Source: City of Buckeye
Strategic Priority 5. Clarify and strengthen City identity, branding and community pride through
arts and culture
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5-1. Integrate arts and culture into City branding,
gateways and placemaking elements to create a
cohesive visual identity
Arts and culture should be integrated into gateways, wayfinding,
streetscapes, parks, public facilities and other placemaking elements to
create a more recognizable visual identity. This approach can help
residents and visitors experience Buckeye’s character consistently
across the city.
The City can begin by incorporating arts and culture into the design of
future capital projects, gateway improvements and public space
enhancements rather than treating these elements as stand-alone
initiatives. Developing shared design themes and coordinating efforts
across departments can create a more cohesive visual identity while
allowing individual projects to respond to the character of their
surrounding neighborhoods.
Saguaro gateway sculpture mockup
Source: City of Buckeye
Strategic Priority 5. Clarify and strengthen City identity, branding and community pride through
arts and culture
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5-2. Use public art and programming to tell Buckeye’s
story, balancing historic roots with future growth
Public art and programming can help tell Buckeye’s story by connecting
agricultural roots, Western heritage, desert landscapes, family-oriented
community life and rapid growth. Arts and culture can be used to honor
the past while reflecting the diversity and future aspirations of
the community.
As new projects and programs are developed, the City should encourage
artists and cultural partners to draw inspiration from Buckeye's history,
landscapes and community stories while also celebrating the people and
experiences shaping the city's future. Collecting stories, photographs
and oral histories from residents could provide valuable inspiration for
public art, interpretive elements and cultural programming that reflects
the community's evolving identity.
Verrado well wall mural
Source: City of Buckeye
Strategic Priority 5. Clarify and strengthen City identity, branding and community pride through
arts and culture
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5-3. Clarify distinct sub-area identities while
maintaining a cohesive citywide brand
Buckeye's large geography and emerging growth areas create
opportunities to recognize distinct sub-area identities while maintaining
a shared citywide brand. The City can use arts and culture to highlight
unique neighborhood, downtown, gateway and activity center
characteristics within a cohesive Buckeye identity.
The City can develop simple identity frameworks for major districts or
activity centers that identify local themes, stories and design elements
to inform future public art, programming and placemaking investments.
For example, Historic Buckeye may emphasize its agricultural heritage
and downtown character, while areas near the White Tank Mountains
may highlight the Sonoran Desert and outdoor recreation, and newer
growth areas may emphasize family-friendly themes or innovation.
Similar approaches have been used in communities such as Goodyear,
where the HeART of Goodyear public art program creates a
recognizable citywide identity while allowing individual installations to
reflect the character of their surrounding locations. Maintaining shared
branding, design principles and messaging across all areas will reinforce
that each district contributes to Buckeye's broader community identity.
heARTS of Goodyear
Source: City of Goodyear Facebook
Objectives
Define and implement a clear organizational structure for arts and culture
Increase staffing and operational capacity
Conduct feasibility studies for additional cultural infrastructure
Invest in cultural infrastructure across the city based on findings from
feasibility studies
Strategic Priority 6:
Build organizational capacity and long-term
infrastructure
Strategic Priority 6. Build organizational capacity and long-term infrastructure
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What We Heard
Stakeholders recognized the City's commitment to arts and culture
while noting that limited staffing and organizational capacity constrain
the ability to expand programming, manage public art and support
community partnerships. Residents also consistently expressed interest
in additional cultural facilities, including theaters, galleries and creative
spaces.
What We Observed
Buckeye's rapid population growth is increasing demand for arts and
cultural amenities, while the current inventory of cultural facilities
remains limited. Benchmark communities demonstrate that sustained
investment in staffing, governance and infrastructure is essential for
supporting long-term program growth.
Why it Matters
Building organizational capacity and planning for future cultural
infrastructure will help ensure that arts and culture grow alongside
Buckeye's population rather than lag behind community needs.
How this Priority Responds to Findings
The following objectives establish a framework for expanding staffing,
strengthening organizational structure, evaluating future cultural
facilities and making phased investments in long-term infrastructure.
Supporting Information
Supporting information can be found in Section 2 (Executive Summary;
Arts and Cultural Assets; Resident and Community Desires for Arts and
Culture), Appendix A (Market Analysis), Appendix B (Peer Benchmark
Research), Appendix C (Community and Stakeholder Feedback), and
Appendix D (Literature Review of City Plans).
Buckeye Air Fair
Source: City of Buckeye
Strategic Priority 6. Build organizational capacity and long-term infrastructure
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
SECTION 3, PAGE 37
6-1. Define and implement a clear organizational
structure for arts and culture, including roles and
potential advisory bodies
A clear organizational structure will help define how arts and culture
decisions are made, implemented and evaluated. This may include
clarifying staff roles, formalizing advisory responsibilities and evaluating
the effectiveness of the subcommittee and Community Services
Advisory Board as the program grows.
Many peer communities support implementation through an arts
commission or advisory committee that provides input on public art,
cultural programming and long-term planning while staff remain
responsible for day-to-day operations. As Buckeye's program grows, the
City can evaluate whether creating or expanding an advisory body
would improve community representation, provide subject matter
expertise and support transparent decision-making.
Strategic Priority 6. Build organizational capacity and long-term infrastructure
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
SECTION 3, PAGE 38
6-2. Increase staffing and operational capacity to
support program growth, partnerships and
community engagement
Additional staffing and operational capacity will be needed to support
expanded programming, public art management, partnerships,
community engagement, grant administration and communications.
Technology systems may include basic tracking systems or software for
projects, grants and participation data. Capacity-building should be
phased with program growth so that new initiatives can be
implemented and sustained effectively.
The City should align future positions with demonstrated program
growth and implementation milestones. For example, a dedicated
Public Art Coordinator may become appropriate as the City's public art
collection expands to a certain point, while additional program or
administrative support can be added as partnerships, grant
opportunities and community programming increase. A phased
approach can allow staffing investments to keep pace with community
demand and available resources.
Strategic Priority 6. Build organizational capacity and long-term infrastructure
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
SECTION 3, PAGE 39
6-3. Conduct feasibility studies for additional
cultural infrastructure
Residents and stakeholders have consistently identified the need for
additional arts and cultural facilities that can support programming,
performances, education and community gathering. However, cultural
infrastructure investments require significant long-term commitments
of funding, staffing, operations and maintenance. Conducting feasibility
studies can help the City make informed decisions by evaluating market
demand, potential audiences, capital and operating costs, site
opportunities, governance structures and partnership models before
pursuing major investments.
Studies may examine several facility types that emerged through
community engagement efforts such as a community theater,
multipurpose creative space, outdoor performance venue and a larger
regional touring venue.
The City can begin by identifying the highest-priority facility needs
based on community demand, existing gaps and anticipated population
growth. From there, the City can develop a scope of work and procure a
qualified consultant to evaluate market demand, potential sites, capital
and operating costs, governance models and partnership opportunities.
Starting with one or two priority facility types can help focus resources
while building a long-term roadmap for future investments.
Strategic Priority 6. Build organizational capacity and long-term infrastructure
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
SECTION 3, PAGE 40
6-4. Invest in cultural infrastructure across the
city over time based on findings from
feasibility studies
Long-term cultural infrastructure investments should be phased based
on feasibility findings, population growth, funding availability and
geographic need. As Buckeye continues to expand, strategic
investments in arts and cultural facilities can help ensure that residents
throughout the city have access to spaces that support creativity,
learning, entertainment and community connection.
Over time, Buckeye can build a network of spaces that support
performances, exhibitions, classes, community gatherings and tourism.
By aligning cultural infrastructure development with broader
community planning and economic development efforts, Buckeye can
create lasting assets that enhance quality of life and support a vibrant
arts and culture ecosystem for future generations.
APPENDICES
Summary of Appendices
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
SECTION 4, PAGE 1
Keen Independent provides supporting appendices for more detailed
analysis. The appendices inform the summary report.
A. Market Analysis
Appendix A examines Buckeye’s current arts and culture market
conditions, including demographic trends, spending and market
potential, population and demand projections, and inventories of
cultural venues and public art assets. This analysis identifies existing
concentrations of arts and cultural resources and helps clarify where
future investments may respond to population growth, community
demand and gaps in access.
B. Peer Benchmark Research
Appendix B summarizes peer benchmark research from Goodyear,
Surprise, Avondale and Gilbert. These communities offer examples of
how fast-growing Arizona municipalities have built public art programs,
funded arts and culture initiatives, engaged residents, structured
governance and aligned arts investment with placemaking, tourism and
economic development.
C. Community Stakeholder Feedback
Appendix C presents results from community and stakeholder
engagement, including the public input questionnaire, interviews, focus
groups, in-person engagement activities, voting boards and study
hotline and email feedback. Findings describe community priorities for
arts and culture, including stronger public art, more events and
programming, expanded performance and creative spaces, youth and
family opportunities, local artist support and cultural representation.
D. Literature Review of City Plans
Appendix D reviews City plans and policies that relate to arts, culture,
placemaking, mobility, parks, libraries, downtown revitalization,
economic development and community identity. The review identifies
opportunities to integrate arts and culture into existing City priorities,
including activity centers, gateways, trails, downtown activation, public
spaces and future planning efforts.
E. Art in Public Places Recommended Practices
Appendix E provides recommended practices for art in public places,
with emphasis on policy structure, governance, funding, artist selection,
community engagement, maintenance and lifecycle planning. The
appendix outlines how Buckeye can formalize its emerging public art
program through clear procedures, sustainable funding tools, advisory
structures and stewardship practices that treat public art as a long-term
civic asset.
APPENDIX A. Market Analysis
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
APPENDIX A, PAGE 1
Keen Independent presents a market analysis examining the arts
and culture landscape in Buckeye, Arizona.
Introduction
For this market analysis, Keen Independent gathered demographic,
spending and market potential information about the population of
Buckeye. Combining this information with population projections from
the Arizona Office of Economic Opportunity and the U.S. Census Bureau,
as well as attendance data provided by the National Endowment for the
Arts (NEA), we projected potential demand for various types of arts and
culture activities through 2030.
Cultural asset inventory. For this study, we inventoried and mapped
the following assets in the Buckeye area:
Cultural and event venues. Relevant cultural and event
venues, including creative studios, community and event
centers, as well as museums and galleries; and
Public art assets. Buckeye’s public art assets, such as murals,
sculptures and functional art.
A-1. Definitions of assets identified in Figure A-2
Creative studio
Space where artists, performers or creative businesses
produce, rehearse, teach, photograph, record or
otherwise create artistic work
Event space
Venue or facility that can host gatherings such as
performances, festivals, classes, meetings, exhibits or
community events
Functional art
Artwork integrated into a usable object or public feature,
such as a bench, crosswalk, traffic box or trashcan, so it
serves both practical and aesthetic purposes
Mural
Large-scale artwork painted, applied or installed directly
on a wall, building surface or similar structure
Museum/gallery
Venue that collects, preserves, interprets or displays art,
artifacts, history or cultural materials for public viewing
Sculpture
Three-dimensional artwork, often made from materials
such as metal, stone, wood, glass or mixed media,
installed indoors or outdoors
APPENDIX A. Market Analysis
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
APPENDIX A, PAGE 2
A-2. City of Buckeye map
Source:
Esri, HERE, Garmin, SafeGraph, FAO, METI/NASA, USGS, EPA, NPS, ArcGIS, Keen Independent Research.
A. Market Analysis — Demographics
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
APPENDIX A, PAGE 3
Keen Independent analyzed the population of Buckeye and compared it
to national averages.
Population
Figure A-3 displays population, age, race/ethnicity and disability
demographics for Buckeye compared to the United States overall.
Median age. Buckeye’s median age of 36 is slightly lower than the
national average (39.6). However, in general, the proportion of
Buckeye’s population that is above 40 is higher than the national
average, especially the portion of the population that is 70 or older
(16.8% in Buckeye versus 12.4% nationally).
Race and ethnicity. Buckeye has a higher percentage of residents who
identify as other races (16.8%) or two or more races (16.5%) when
compared to the national average. The percentage of residents who
identify as white (55.7%) is slightly lower than the national average.
There are more residents who identify as Hispanic American (39.6%)
compared to the national average (19.7%).
Disability. The percentage of households with one or more
persons with a disability (25.5%) is aligned with the national
average (26.2%).
Considerations for arts and culture. Buckeye’s demographic profile
suggests the City may want to consider arts and cultural programs that
appeal to families, older adults and a racially and ethnically diverse
population. This could include accessible daytime or early evening
programs, intergenerational activities, bilingual outreach and events
that reflect local cultural traditions. Accessibility should also be
considered in program design, venue selection and communications so
residents can participate across ages and abilities.
A-3. Demographics of the City of Buckeye population compared to
national averages, 2025
Note:
Numbers may not add up to 100 due to rounding.
Source:
U.S. Census Bureau American Community Survey via Esri.
Total population
Age
Up to 10 years old
9.1 %
11.3 %
10 to 19 years old
9.9
12.5
20 to 29 years old
11.6
13.3
30 to 39 years old
13.2
13.7
40 to 54 years old
19.4
18.7
55 to 69 years old
20.1
18.0
70 or more years old
16.8
12.4
Total
100.0 %
100.0 %
Median Age
36.0
39.6
Race
African American
7.1 %
12.5 %
Asian American
1.8
6.4
Native American
1.8
1.1
Pacific Islander
0.3
0.2
Other race
16.8
8.8
Two or more races
16.5
10.8
White
55.7
60.0
Total
100.0 %
100.0 %
Ethnicity (of any race)
Hispanic American
39.6 %
19.7 %
Non-Hispanic
60.4
80.3
Total
100.0 %
100.0 %
Households with 1+ persons
with a disability
25.5 %
26.2 %
119,227
339,719,495
Buckeye
United
States
A. Market Analysis — Demographics
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
APPENDIX A, PAGE 4
Household income. The median annual household income in Buckeye,
at $106,531, is approximately $25,000 higher than the national average.
Just over 50 percent of Buckeye’s residents report an income of
$100,000 or higher, which is 13 percentage points higher than the
national average for categories in that range (Figure A-4).
Education. Figure A-4 shows that residents in Buckeye are more
likely to have completed some college (37.3%) than the
national average (27.0%) but are less likely to have bachelor’s and
graduate degrees. The remaining education categories align
with the national averages.
Considerations for arts and culture. Buckeye’s income and education
profile suggests the City may want to consider a mix of free, low-cost
and fee-based programs. Higher household incomes may support
demand for ticketed events, classes and recreation-based arts
activities, while varied education levels point to the value of
programs that are accessible, practical and welcoming to residents
with different interests and prior arts experiences. This could
include family programs, hands-on workshops, community festivals,
concerts and other low-barrier activities.
A-4. Household income and educational attainment of City of Buckeye
residents, 2025
Note:
Numbers may not add up to 100 due to rounding.
Source:
U.S. Census Bureau American Community Survey via Esri.
Total households
Household income
$24,999 or less
5.7 %
14.2 %
$25,000 to $49,999
9.1
16.1
$50,000 to $74,999
14.8
15.6
$75,000 to $99,999
15.5
12.5
$100,000 to $199,999
40.4
27.6
$200,000 or more
14.5
14.0
Total
100.0 %
100.0 %
Median household income
$
$
Education (population age 25+)
Less than high school
8.6 %
9.3 %
High school
27.8
26.5
Some college
37.3
27.0
Bachelor's degree
17.4
22.7
Graduate degree
8.9
14.5
Total
100.0 %
100.0 %
29,890
132,350,172
106,531
81,616
Buckeye
United
States
A. Market Analysis — Demographics
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
APPENDIX A, PAGE 5
Language. Figure A-5 shows additional languages spoken in Buckeye,
as well as English proficiency for non-native English speakers.
There are more non-native English speakers in Buckeye (26.2%)
compared to the national average (21.9%). Just under 25 percent of
non-native English speakers in Buckeye speak Spanish (23.3%), which is
above the national average of 13.4 percent.
Nearly all of the 26 percent of the population of Buckeye that are non-
native English speakers reported speaking English well (23.3%), which is
above the national average.
Considerations for arts and culture. Buckeye’s language profile
suggests the City may want to consider bilingual outreach and selected
bilingual programming, especially for Spanish-speaking residents. This
could include Spanish-language event information, translated materials
for major public programs and partnerships with local organizations that
can help reach residents who speak languages other than English at
home. Because most non-native English speakers in Buckeye report
speaking English well, these efforts may be most useful for expanding
access and making programs feel more welcoming, rather than
replacing English-language communications.
A-5. Languages spoken by City of Buckeye residents, 2025
Note:
*All percentages are a part of the total population.
Source:
U.S. Census Bureau American Community Survey via Esri.
Total population
Primary language, non-native English speakers
Spanish
23.3 %
13.4 %
Indo-European language
1.3
3.8
Asian language
1.0
3.5
Other language
0.6
1.2
Non-native English speakers total
26.2 %
21.9 %
English only
73.8 %
78.0 %
Total
100.0 %
100.0 %
Non-native English speakers proficiency*
Speaks English well
23.3 %
17.9 %
Speaks English not well
2.2
2.8
No English
0.7
1.2
Total
26.2 %
21.9 %
Buckeye
United
States
339,719,495
119,227
A. Market Analysis — Spending and behavior
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APPENDIX A, PAGE 6
Data on arts, enrichment, entertainment and recreation-related
consumer spending and behavior in Buckeye can help inform an
understanding of potential demand for different types of experiences.
Spending Potential
Figures A-6 and A-7 present selected spending potential for Buckeye
residents, including parks and museums, movies, theater performances
and entertainment. Spending potential indices compare local average
spending to national average spending. An index of 100 reflects the U.S.
average. All SPIs measure a 12-month period unless otherwise stated in
the chart.
The spending categories shown on the right differ in scope.
Entertainment/recreation reflects broad household spending on
entertainment and recreation-related goods, services and activities.
Entertainment/recreation fees/admissions captures spending on entry
fees, memberships or other participation fees, while fees/recreation
lessons reflects spending on classes or instruction. Most Buckeye SPIs in
these categories are higher than national averages, including
fees/admissions, tickets to parks or museums and recreation lessons.
Spending on live entertainment-catered affairs was 14 percent lower
than the national average.
Considerations for arts and culture. Buckeye’s spending potential
suggests residents may support arts, entertainment and recreation
activities that include admissions, participation fees or class-based
formats. The City may want to consider a mix of ticketed events,
recreation-based arts classes, festivals and family-oriented
entertainment, while testing demand for higher-cost live entertainment
or catered event formats before expansion.
A-6. Spending potential averages of the Buckeye population over a 12-month
period compared to national averages, 2025
Source:
Esri spending potential database based on U.S. Bureau of Labor Statistics Consumer
Expenditure Survey (2025).
A-7. Spending potential indices of the Buckeye population over a 12-month
period compared to national averages, 2025
Source:
Esri market potential database based on MRI Simmons Survey (2025).
Entertainment/recreation
$
4,535
$ 4,134
Entertainment/recreation fees/admissions
1,087
917
Tickets to theater/operas/concerts
120
111
Tickets to parks or museums
51
42
Tickets to movies
44
37
Live entertainment-catered affairs
18
21
Fees/recreation lessons
200
160
Buckeye
United
States
A. Market Analysis — Spending and behavior
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
APPENDIX A, PAGE 7
Market Potential
Market potential indices (MPIs) measure the relative likelihood of local
consumers in the specified areas to engage in selected activities or
demonstrate potentially relevant behaviors or purchasing patterns. An
MPI of 100 represents the national average.
Figures A-8 and A-9 present relevant market potential indicators for
Buckeye residents. The study team reviewed market potential for going
to museums, art galleries, live theater and dancing, as well as engaging
in painting/drawing/sculpting and contributing to an arts or cultural
organization. The study team also reviewed MPIs for attending
performances of classical/opera, country music, dance, movies and rock
music.
Market potential shown in Figure A-8 indicates the percentage of
residents who have engaged in an activity or behavior at least once in
the given time period. All MPIs measure a 12-month period unless
otherwise stated in the chart.
Figure A-8 suggests that Buckeye residents are most likely to participate
in broad, accessible entertainment and cultural activities, especially
movies, museums, live theater, art galleries, visual art activities and
selected live music performances. The City may want to consider
offerings that are familiar, easy to access and appropriate for a range of
ages and experience levels. More specialized activities, such as classical
music, opera, ballet and dance performances, may be more viable as
part of broader events, classes, demonstrations or partnerships rather
than stand-alone programs.
A-8. Market potential for Buckeye residents to participate in certain behaviors
over a 12-month period compared to national averages, 2025
Source:
Esri market potential database based on MRI Simmons Survey (2025).
Went to a museum
15 %
16 %
Went to an art gallery
10
11
Went to a live theater
12
12
Danced or went dancing
8
8
Did painting/drawing/sculpting
10
11
Contributed to an arts or cultural organization
4
4
Attended a…
Classical/opera performance
4
4
Country music performance
7
6
Dance performance
4
4
Movie (last 6 months)
53
53
Rock music performance
10
11
Music festival
6
6
State or county fair
13
14
Buckeye
United
States
A. Market Analysis — Spending and behavior
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APPENDIX A, PAGE 8
Buckeye residents are seven percent more likely than the national
average to have gone dancing within the last 12 months. They are also
11 percent more likely than the national average to have attended a
country music performance in the last 12 months. Residents are four
percent more likely than the national average to have attended a movie
within the last six months.
Buckeye residents are 16 percent below the national average for having
contributed to an arts or cultural organization and eight percent below
the national average for having attended a music festival or state or
county fair.
Considerations for arts and culture. Buckeye’s market potential
indicators suggest residents may be receptive to participatory, social
and popular entertainment formats, including dance, country music and
movies. The City may want to consider outdoor concerts, community
dance events, movie nights, family-oriented performances and
informal cultural gatherings. Lower MPIs for arts and cultural giving,
music festivals and fairs suggest that larger festival formats or
donor-supported programs may require targeted outreach or gradual
audience-building.
A-9. Market potential indices for Buckeye residents to participate in certain
behaviors over a 12-month period compared to national averages, 2025
Source:
Esri market potential database based on MRI Simmons Survey (2025).
A. Market Analysis — Population and demand projections
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
APPENDIX A, PAGE 9
Keen Independent studied the projected growth of the City of Buckeye
population to estimate potential future demand for various types of arts
and cultural activities.
Population Forecasts
Figure A-10 depicts the population projections for the City of Buckeye
based on data from the City of Buckeye via Esri. In 2025, the City
population was just under 120,000 and it is projected to increase to
nearly 135,000 people by year 2030. This is a total increase of about
13 percent, and an annual growth rate of just over two percent (2.4%).
This is a more conservative growth estimate. Other projections estimate
that the population of Buckeye will reach 193,600 by 2030 and nearly
300,000 by 2040.1
Population by Age in 2025
Figure A-11 on the following page illustrates the age distribution of the
City of Buckeye population. The graphs show the population grouped
according to widely recognized generations beginning with the Silent
Gen (born between 1926 and 1945) to Gen Z (born between 1996 and
2010) and the Alpha Gen (born in 2011 and later years). In 2025, most
generations hovered at or below 10,000 people per group, with the
exception of Gen Z, which ranged from 10,000 to 17,000 people per
group.
1 See https://www.growbuckeye.com/pages/choose-buckeye
Population by Age in 2030
Figure A-11 on the following page presents the projected age
distribution for the City of Buckeye population in 2030 based on the
City of Buckeye and Esri projections for the area. In 2030, it is projected
that all generations between ages 40 to 69 will grow in size, with Gen Z
and Alpha Gen making up the largest portion of the population.
A-10. City of Buckeye population projections, 2025–2030
Source:
Population projections, Esri and City of Buckeye, Keen Independent Research.
119,426
134,554
-
40,000
80,000
120,000
160,000
2025
2030
A. Market Analysis — Population and demand projections
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APPENDIX A, PAGE 10
A-11. City of Buckeye population by age in 2025 and 2030
Source:
Arizona Office of Economic Opportunity, U.S. Census Bureau, Keen Independent Research.
A. Market Analysis — Population and demand projections
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
APPENDIX A, PAGE 11
Demand Scenario
Keen Independent developed a demand scenario for Buckeye from the
age-specific population projections previously discussed and national
attendance data generated by the National Endowment for the Arts
(NEA) 2022 Survey of Public Participation in the Arts (SPPA).
Key assumptions. These demand projections assume that the
2022 rates for arts and culture participation do not change and that the
national trends of age-specific rates of attendance are consistent with
Buckeye’s population.
Demand projections. Displayed in Figure A-13 on the next page,
Keen Independent projects that unconstrained demand (not limited by
inventory and capacity) for most of Buckeye’s arts and cultural activities
will increase between 12 and 14 percent between 2025 and 2030. For
example, demand for plays is projected to increase by 13 percent over
the next five years. Please note the following:
Demand change is at zero percent for 2025, because that is
the starting year from which change is measured;
Projected demand is based on residents, not tourists; and
Demand changes are relative to current attendance. Relative
changes in categories with small numbers of current
participants can appear to be more substantial than they are.
For example, a small absolute change in the number of people
interested in opera can result in a large percentage change.
(See Figure A-13 for absolute demand).
A-12. Buckeye Public Library, Coyote Branch
Source:
Keen Independent Research.
A. Market Analysis — Population and demand projections
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
APPENDIX A, PAGE 12
Absolute demand. In Figure A-13, Keen Independent also presents
unconstrained absolute demand for arts and cultural activities in
Buckeye. Unconstrained demand is the estimated number of annual
attendances of each type of event from 2025 to 2030 ordered by overall
percent change. Please note that demand projections are based on
national attendance trends and are not necessarily reflective of local
consumption behaviors.
Visits to art museums and galleries are projected to increase by
approximately 7,000 between 2025 and 2030. Visits to see musical plays
and jazz music are projected to increase by around 3,000 by 2030.
Attendance of all other types of arts events listed in Figure A-13 are also
projected to increase over time. Opera is projected to show the largest
percentage increase (14%), but the smallest net increase in
attendees (137).
Considerations for arts and culture. Demand projections suggest
Buckeye may see gradual growth in participation across most arts and
cultural activities as the population grows. This supports planning for
scalable programs, flexible spaces and partnerships that can expand
over time rather than assuming immediate demand for large,
specialized facilities. Activities with larger projected attendance, such as
museums and galleries, musical plays, jazz music and classical music,
may offer useful starting points for programming, partnerships or
facility planning. Activities with smaller projected attendance, such as
opera and ballet, may be more appropriate as occasional offerings, part
of larger events or regional partnerships. Because the projections are
based on national participation rates and resident demand, they should
be used as one planning input alongside local engagement findings,
venue capacity, cost and implementation feasibility.
A-13. Arts demand projections for Buckeye relative to 2025 demand and
unconstrained number of attendances at arts events of the Buckeye population
Source:
National Endowment for the Arts (NEA) 2022 Survey of Public Participation in the Arts
(SPPA), Keen Independent Research.
2030
Net
Change
Art museums and galleries
58,714
66,096
13 %
7,381
Ballet
3,308
3,714
12
406
Classical music
15,007
16,816
12
1,810
Dance (other than ballet)
8,390
9,446
13
1,056
Jazz music
20,589
23,249
13
2,660
Latin, Spanish or salsa music
9,708
10,933
13
1,224
Musical plays
26,438
29,911
13
3,473
Non-musical plays
8,428
9,557
13
1,129
Opera
982
1,118
14
137
2025
2030
percent
change
A. Market Analysis — Inventories
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
APPENDIX A, PAGE 13
Arts and Culture Assets in Buckeye
Buckeye has 30 arts and culture businesses and venues within city
limits, as displayed in Figure A-14. Arts and culture businesses include
three creative studios, one museum and one art gallery. Twenty-five of
the cultural assets in Buckeye are event venues and spaces.
A-14. Arts and cultural businesses and venues in Buckeye
Source:
Keen Independent Research.
Cultural assets
Type
On-Site Photography
Creative studios
Visual Abstract Dance Academy
Creative studios
West Streets Studio
Creative studios
6th Street Plaza
Events venues and spaces
Aquatic Center
Events venues and spaces
Benbow Veteran's Memorial Park
Events venues and spaces
Buckeye Equestrian & Events Center (Arena)
Events venues and spaces
Buckeye Public Library - Coyote Library
Events venues and spaces
Buckeye Public Library - Downtown Library
Events venues and spaces
Buckeye Senior Center
Events venues and spaces
Buckeye Town Park
Events venues and spaces
Buckeye Valley Chamber of Commerce
Events venues and spaces
Cotton Blessings
Events venues and spaces
Days Inn by Wyndham Buckeye
Events venues and spaces
Dr. Saide Recreation Center
Events venues and spaces
Fairfield by Marriott Inn & Suites
Buckeye Verrado
Events venues and spaces
Holiday Inn Express & Suites Phoenix
West - Buckeye by IHG
Events venues and spaces
Home2 Suites by Hilton Buckeye Phoenix
Events venues and spaces
Kell Park
Events venues and spaces
Nardini Manor
Events venues and spaces
Rooftop on Miller
Events venues and spaces
Rustique Acres
Events venues and spaces
Skyline Regional Park
Events venues and spaces
Sundance Park
Events venues and spaces
Sundance Recreation Center
Events venues and spaces
Tartesso Sports Park
Events venues and spaces
The Jackrabbit House
Events venues and spaces
W.T. Gladden Family Event Center
Events venues and spaces
Buckeye Valley Museum
Museum
Torch & Kiln
Art Gallery
A. Market Analysis — Inventories
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
APPENDIX A, PAGE 14
Public Art
Keen Independent inventoried public art assets within Buckeye city
limits. Buckeye has 38 public art assets located in indoor and outdoor
spaces. These assets include mobiles, mosaics, murals, sculptures,
statues and functional art such as traffic boxes and trashcan art.
Inventory Map
Figure A-16 on the next page visualizes the location of inventory
offerings and public art assets in Buckeye. The type of offering or asset
is illustrated using symbols that correspond with the type of asset,
business or venue. This map shows areas of asset saturation or
potential gaps. Figure A-16 also shows an area of saturation in
downtown Buckeye.
A-15. Buckeye public art inventory
Source:
Keen Independent Research.
A. Market Analysis — Inventories
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
APPENDIX A, PAGE 15
A-16. Map of Buckeye inventory of arts and cultural assets
Source:
Esri, HERE, Garmin, SafeGraph, FAO, METI/NASA, USGS, EPA, NPS, ArcGIS, Keen Independent Research.
A. Market Analysis — Heat maps
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
APPENDIX A, PAGE 16
Keen Independent created heat maps to illustrate the density of existing
and requested locations for arts and culture events and venues, as well
as public art, in Buckeye. These heat maps divide Buckeye into a
number of planning areas that mirror established planning areas in
other City plans such as the City of Buckeye 2023 Library Facilities
Master Plan and Buckeye at Play: Parks and Recreation Master Plan
(2025). Requested locations for arts and culture events and venues and
public art were identified by local residents at community events
including Buckeye Days, Air Fair and Spring Celebration.
A-17. City of Buckeye heat map of current creative spaces, 2026
Source:
Esri, TomTom, Garmin, FAO, NOAA, USGS, (c) OpenStreetMap contributors, the GIS User
Community, City of Buckeye Library Master Plan Update 2023, Keen Independent.
The heat maps of existing arts and culture events and venues
(Figure A-17) and public art (Figure A-18) show that current assets are
most concentrated in Historic and Central Buckeye, with lower
concentrations across other areas of the city.
A-18. City of Buckeye heat map of current public art, 2026
Source:
Esri, TomTom, Garmin, FAO, NOAA, USGS, (c) OpenStreetMap contributors, the GIS User
Community, City of Buckeye Library Master Plan Update 2023, Keen Independent.
A. Market Analysis — Heat maps
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
APPENDIX A, PAGE 17
Methodology for Heat Map of Requested
Asset and Public Art Locations
Keen Independent created heat maps of desired locations for arts and
culture venues and events (Figure A-21) and public art (Figure A-22)
based on findings from the mapping exercise Keen Independent
facilitated at Buckeye community events. Members of the public were
invited to place stickers where they would like to see more arts and
culture and public art in Buckeye. Figure A-19 is a photograph of the
community engagement map of desired locations of arts and culture
events and venues that serves as the basis for the heat map in
Figure A-21. Figure A-20 is the photograph of the community
engagement map of desired locations of public art that serves as the
basis for the heat map in Figure A-22.
A-19. Community engagement map, desired arts and culture venues and
events, at various public outreach events for this planning project
Note:
N = 52. Participants could apply multiple stickers.
Source:
Keen Independent Research.
Findings
Comparing the heat maps of existing and desired locations for arts and
culture venues and events, as well as public art, shows that local
participants asked for more offerings and assets in Historic and Central
Buckeye. Participants also indicated interest in more arts and culture
venues and events, as well as public arts, in locations where these
assets are more sparse, such as East Buckeye, Sun Valley Parkway and
West Buckeye.
A-20. Community engagement map, desired public art locations, at various
public outreach events for this planning project
Note:
N = 97. Participants could apply multiple stickers.
Source:
Keen Independent Research.
A. Market Analysis — Heat maps
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
APPENDIX A, PAGE 18
A-21. City of Buckeye heat map of requested art and culture venues and events during public outreach, 2026
Source:
Esri, TomTom, Garmin, FAO, NOAA, USGS, (c) OpenStreetMap contributors, the GIS User Community, City of Buckeye Library Master Plan Update 2023, Keen Independent Research.
A. Market Analysis — Heat maps
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
APPENDIX A, PAGE 19
A-22. City of Buckeye heat map of requested public art locations during public outreach, 2026
Source:
Esri, TomTom, Garmin, FAO, NOAA, USGS, (c) OpenStreetMap contributors, the GIS User Community, City of Buckeye Library Master Plan Update 2023, Keen Independent Research.
APPENDIX B. Peer Benchmark Research
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
APPENDIX B, PAGE 1
Keen Independent conducted peer benchmark research to better
understand how comparable fast-growing communities have
developed, funded and sustained arts and culture initiatives over time.
The study team interviewed municipal staff and reviewed policies,
planning documents and implementation strategies from selected
Phoenix metro area communities that share characteristics relevant to
Buckeye’s growth trajectory, development patterns and evolving
community identity.
Peer Communities
Benchmarked communities include:
Goodyear;
Surprise;
Avondale; and
Gilbert.
Each community has navigated many of the same opportunities and
challenges currently facing Buckeye, including rapid population growth,
limited initial arts infrastructure, balancing community identity with
new development and building sustainable funding and organizational
models for arts and culture.
Purpose
The purpose of this appendix is not to identify a single model for
Buckeye to replicate, but rather to highlight a range of strategies,
lessons learned and implementation practices that may inform
Buckeye’s future decision-making.
Key Takeaways
Several recurring themes emerged across the benchmark communities.
Successful arts and culture programs were often characterized by:
Clear governance and policy frameworks;
Dedicated and sustainable funding mechanisms;
Integration of arts and culture into broader economic
development and placemaking efforts;
Strong community engagement and local partnerships; and
Incremental, scalable implementation strategies aligned with
community growth.
B. Peer Benchmark Research — Goodyear
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
APPENDIX B, PAGE 2
The City of Goodyear is one of the fastest-growing communities in the
Phoenix metropolitan area and provides a highly relevant peer
comparison for Buckeye. Over the past two decades, Goodyear has
experienced significant population growth and is continuing to expand
as development moves westward in the Valley. This rapid growth has
transformed Goodyear from a primarily suburban community into a
more complex and diverse city, with increasing demand for amenities
that support quality of life, including arts and culture.
Like Buckeye, Goodyear has had to build its arts and culture program
in tandem with this growth, balancing limited resources, evolving
community identity and the need to serve both long-time residents
and newcomers.
Public art planning process. The City of Goodyear has developed an
approach to arts and culture planning that differs from a traditional
long-range master plan. Instead, the City operates through an annual
public art planning process, required by ordinance since 2006, which is
presented to Council each year. This plan outlines priorities for the
upcoming fiscal year along with a five-year outlook.
Public art selection process. Goodyear’s public art program is guided
by a formal governance structure led by the Arts and Culture
Commission, a nine-member body appointed by City Council. The
Commission plays a central role in recommending project locations,
selecting artists and approving final designs, while Council retains
authority over funding decisions.
Once a project is identified, the City issues a call to artists, then
Commissioners meet to select a group of artists. Next, those artists
engage with the public and come back with designs to present to the
Commission for approval. City staff then implement the project.
B-1. Heart of Goodyear World Wide Web
Source:
Oliverio Balcells via the Public Art Archives,
https://publicartarchive.org/search/art/90b2c7e0
B. Peer Benchmark Research — Goodyear
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
APPENDIX B, PAGE 3
Funding sources. Funding for public art is primarily supported through
a percent-for-art policy that allows up to one percent of eligible CIP
project budgets to be allocated to public art.
Community engagement strategies. Community engagement is
embedded throughout Goodyear’s public art process. All projects
require artists to conduct outreach within the community, whether
through schools, neighborhood groups or other local stakeholders, to
inform the design and ensure it reflects local identity. This localized
approach has helped minimize controversy and build strong
community buy-in.
Event calendar criteria. The City hosts an event calendar that features
only City-organized events.1 Goodyear takes a “gap-filling” approach to
arts and culture programming. The City provides programs, classes and
events where there is a demonstrated need and where private or
nonprofit providers are not yet meeting demand.
Definitions of success/key performance indicators. Goodyear
evaluates its arts and culture efforts using a combination of quantitative
metrics and regular communication with elected officials. Key
performance indicators include attendance compared to prior-year
benchmarks and a target of at least 90 percent participant satisfaction,
measured through standardized surveys.
1 https://www.goodyearaz.gov/government/departments/parks-recreation/special-
events
B-2. Community, History & Future
Source:
Oliverio Balcells via the Public Art Archives,
https://publicartarchive.org/search/art/5102692e
Lessons learned. Goodyear arts and culture staff indicated that
establishing a strong policy foundation and aligning closely with Council
priorities are essential for long-term success. Building trust through
consistent, well-executed projects has enabled the City to expand its
program over time without generating controversy. Goodyear staff have
also learned the importance of being strategic, focusing on high-impact
investments and ensuring maintenance can be sustained.
B. Peer Benchmark Research — Surprise
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
APPENDIX B, PAGE 4
The City of Surprise is described as having a small-town feel with big-city
amenities. Similarly to Buckeye, it has a rich agricultural history and is
located along the White Tank Mountain range and other key outdoor
amenities within a 20-minute drive.
The City of Surprise has built a structured and steadily expanding arts
and culture program over the past several years, anchored by dedicated
staffing, formalized planning and strong operational systems. As a
fast-growing West Valley community, Surprise offers a useful model
for how cities can evolve from limited arts infrastructure into a more
coordinated, policy-driven program.
Public art planning process. Surprise’s public art program is guided
by a combination of a public art master plan and a strategic plan, both
of which are informed by community input and implemented with
Arts Commission collaboration. While an earlier master plan established
a foundation for arts and culture, the City’s strategic plan provides
more actionable direction and integrates broader arts and culture
goals for the Arts & Culture Division.
Public art planning is closely tied to capital improvement projects, which
serve as a funding source for projects. The Arts Commission plays a
central role in prioritizing projects based on visibility, accessibility and
alignment with community preferences, ensuring that investments are
both strategic and responsive.
B-3. Bloom Where You're Planted
Source:
City of Surprise via the Public Art Archives,
https://publicartarchive.org/search/art/5ea05620
Public art selection process. Surprise utilizes a formalized, multi-step
selection process that balances professional expertise with community
input. Projects typically begin with early community engagement to
inform themes and context, followed by an artist call and a structured
panel review process.
Selection panels include Arts Commission members, artists, community
representatives and relevant City staff, ensuring a diversity of
perspectives. Community members contribute input throughout the
process while final decisions remain panel-driven. In some cases, such
as traffic cabinet projects, the public is invited to vote on design
options, further enhancing engagement.
B. Peer Benchmark Research — Surprise
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
APPENDIX B, PAGE 5
Funding sources. The City’s public art program is primarily funded
through a percent-for-art model, which allocates approximately
1.33 percent of capital improvement project budgets to public art.
This funding supports permanent installations and is supplemented by:
General fund allocations for staffing and programming;
Grants for cultural initiatives and partnerships;
Private support, including sponsorships and fundraising
efforts; and
A partner 501(c)(3) foundation, which helps facilitate
philanthropic contributions.
Community engagement strategies. Community engagement is
embedded throughout Surprise’s public art process. The City gathers
input at multiple stages, including early concept development, artist
selection and design refinement. Engagement strategies include public
meetings, targeted outreach to nearby residents, artist-led community
interactions and opportunities for public voting on design options.
Surprise is also developing tools to deepen participation, such as a
database of community members interested in serving on panels and
geographically targeted outreach efforts.
Event calendar criteria. The City has several calendars, including one
for events and Surprise Stadium, one for local businesses and
community groups and a comprehensive city-wide calendar where you
can search events by category, department or district.
Criteria for an event to be included on the local business/organization
calendar includes the event needing to be tourism-related and is subject
to City staff approval.
B-4. Courage Walk
Source:
City of Surprise via the Public Art Archives,
https://publicartarchive.org/search/art/c10dd11f
Definitions of success/key performance indicators. Key metrics
include the number of public art installations, growth in event
attendance and the overall expansion of programming tied to increased
staffing capacity. Some community impact measures include survey
participant feedback on feelings of connection and belonging. The City
also frames performance in terms of progress over time, comparing
outcomes before and after the establishment of a dedicated arts and
culture department.
Lessons learned. Several key lessons have shaped Surprise’s approach
to arts and culture development. The City emphasizes the importance of
clear policies and procedures, which provide consistency, transparency
and support for decision-making across departments.
Investing time upfront in planning and process development has proven
critical to long-term success. The City also identified the value of
proactive maintenance planning, using detailed assessments to quantify
needs and secure funding.
B. Peer Benchmark Research — Avondale
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
APPENDIX B, PAGE 6
Avondale is a family-oriented community with sports tournaments and
festivals happening year-round. Avondale’s arts and culture efforts are
centered primarily on its public art program, which is housed within the
Parks, Recreation, and Libraries Department and managed alongside
library services.
Public art planning process. Avondale operates under a public art plan
that functions as an implementation guide. The plan is used primarily to
inform public art and artist procurement methods such as open calls,
limited invitations and direct selection.
Public art selection process. Avondale employs a structured,
multi-step selection process that balances staff coordination, leadership
oversight and community input. Staff issue a call to artists and compile
submissions, which are first reviewed by city leadership.
Approved concepts are then forwarded to the Municipal Art Committee,
a volunteer body that votes on final selections. The committee is
composed of residents from varied backgrounds, with an intentional
emphasis on representing community perspectives rather than
requiring professional arts expertise. Members apply through a formal
process, but the City has prioritized flexibility in membership criteria to
ensure quorum and broad participation.
Funding sources. The City allocates approximately $100,000 annually
to support the public art program. In addition, a developer requirement,
which is codified through an ordinance, requires new developments to
either provide public art or pay a fee-in-lieu based on project size. Public
art is also occasionally funded through capital improvement projects.
B-5. “Bug's Eye View" at Festival Fields Park
Source:
City of Avondale Public Art Photo Gallery,
https://avondaleaz.photoshelter.com/galleries.
B. Peer Benchmark Research — Avondale
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
APPENDIX B, PAGE 7
Community engagement strategies. Community engagement in
Avondale is largely project-specific and participatory in nature. For
major installations, artists may be required to incorporate community
input into their designs. For example, one project invited residents to
submit drawings representing the city, which were then integrated into
the final artwork.
Additional engagement efforts focus heavily on youth and education,
including bookmark design contests, high school art scholarships and
partnerships with local schools and teachers. The City also supports
community access through gallery exhibitions curated in partnership
with the West Valley Arts Council.
Event calendar criteria. The City hosts an event calendar that includes
City meetings, community activities and large community-wide events
organized by the City. Organizations can submit their event to be
included on the calendar, but it is subject to City staff approval.
Definitions of success/key performance indicators. Avondale does
not currently use formal key performance indicators (KPIs) for its public
art program. Success is generally measured through project completion
and progress reporting to City leadership and Council.
Lessons learned. Several lessons learned emerged from Avondale’s
experience, including:
Cross-department coordination is essential but can be
complex, particularly for capital projects requiring permitting
and engineering review;
Prioritizing community representation in decision-making can
help ensure that public art reflects local values;
Establishing multiple funding streams for public art can create
long-term sustainability; and
Engagement strategies that are tangible and participatory,
particularly those involving youth and local schools, tend to be
especially effective.
B-6. "Family at Play" at City Hall
Source:
City of Avondale Public Art Photo Gallery, https://avondaleaz.photoshelter.com/galleries.
B. Peer Benchmark Research — Gilbert
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
APPENDIX B, PAGE 8
Gilbert offers a distinctive model for integrating arts and culture into
community development by positioning public art as a core component
of placemaking, tourism and economic development strategies.
Through a largely incentive-based and partnership-driven approach,
Gilbert has cultivated a vibrant Heritage District where arts and culture
enhance identity, increase visitation and support local businesses.
Public art planning process. Gilbert’s approach to public art is rooted
in its Heritage District Redevelopment Plan, where placemaking (and by
extension, public art) is embedded directly into planning and design
frameworks. Rather than maintaining a separate arts master plan, the
Town integrates arts into broader strategies for redevelopment, tourism
and economic growth. Public art is reinforced through design guidelines
and development review processes, ensuring it is considered early in
project planning.
Public art selection process. For Town-led initiatives, staff issue calls
for artists for projects such as utility box wraps and alley activations. In
private development, however, art is largely developer-driven, with the
Town providing guidance rather than strict oversight. Design guidelines
establish baseline criteria (e.g., art must promote interaction, meet
community standards and avoid functioning as signage), but beyond
these parameters, artistic direction is left open. This approach
prioritizes creativity and developer buy-in over centralized curation.
Community engagement strategies. Engagement is often embedded
in programming, such as seasonal events, student art displays and
interactive installations. Partnerships with schools, cultural
organizations and tourism initiatives help ensure that arts experiences
are accessible and reflective of the community.
B-7. Angel Wings
Source:
Gilbert Art Map.
B. Peer Benchmark Research — Gilbert
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
APPENDIX B, PAGE 9
Funding sources. While the general fund provides some funding, the
Town has been particularly successful in leveraging developer
contributions through land disposition agreements, often negotiating
placemaking investments as part of larger development deals.
Additional support comes from tourism-related revenues, including bed
tax funds, as well as an annual redevelopment allocation for
placemaking projects.
Partnerships with schools, community organizations and local
programs further expand resources, allowing Gilbert to implement
both high-impact and low-cost initiatives.
Event calendar criteria. Gilbert’s event calendar focuses on
maximizing visitation and community participation. The Town
emphasizes family-friendly, experiential activities that encourage
exploration. These events are closely tied to tourism strategies.
Definitions of success/key performance indicators. A key metric for
the Town is dwell time, based on the understanding that longer visits to
the Heritage District correlate with increased spending. The Town also
tracks sales tax revenue, visitation patterns and event participation.
Community sentiment, captured through regular surveys, provides
additional validation, while social media engagement offers insight into
public interest. While formal arts-specific KPIs are limited, these broader
indicators are supported by arts and culture investments.
B-8. O.H.S.O. Mural
Source:
Gilbert Art Map.
Lessons learned. Gilbert’s experience highlights several important
lessons such as:
Incentives can be more effective than mandates, particularly
when working with private developers;
Framing arts and culture as a driver of economic development
and community vibrancy has been critical in building political
and public support; and
The Town demonstrates that arts initiatives are most
impactful when they are integrated into broader community
goals, reflect local identity and create meaningful, interactive
experiences for residents and visitors.
APPENDIX C. Community and Stakeholder Feedback — Introduction
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
APPENDIX C, PAGE 1
Keen Independent gathered input from a variety of stakeholders,
including City leaders and staff, local arts and cultural leaders, educators
and creatives, and Buckeye residents.
This appendix includes quantitative analysis from a public input
questionnaire and qualitative analysis that integrates results from:
A public input questionnaire;
In-depth interviews and focus groups;
In-person engagement at community events;
Interactive engagement materials at City facilities such as City
Hall, senior center, libraries and community centers; and
Study hotline and email feedback.
The analysis in this appendix reflects the perspectives of approximately
700 respondents. Analysis is organized by the following topics:
Methodology and participation;
Demographics;
City’s role regarding arts and culture;
Buckeye identity;
Perceptions of arts and culture in Buckeye;
Looking to the future; and
Preferences.
Throughout this appendix, sample quotes illustrate themes the
study team identified when analyzing stakeholder and
community input.
Community engagement at Buckeye Air Fair
Source: Keen Independent
APPENDIX C. Community and Stakeholder Feedback — Introduction
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
APPENDIX C, PAGE 2
Public Input Questionnaire
Keen Independent invited Buckeye residents and community members
to participate in a public input questionnaire related to arts and culture.
A questionnaire is an online, asynchronous instrument, similar to a
survey in format, but containing more open-ended questions which
encourage deep, thoughtful responses. The questionnaire was live for
two and a half months, from end of January 2026 to mid-April 2026.
Questions. Participants responded to three primary question types:
multiple choice, Likert scales (where respondents ranked their
agreement with different statements on a scale from 1 to 7) and
open-ended responses. The questions covered a range of topics
related to Buckeye arts and culture engagement, including:
Demographics;
The City’s role regarding the cultural arts;
Perceptions on existing and future cultural arts;
What makes Buckeye unique; and
Fostering the cultural arts in Buckeye.
Distribution. The City of Buckeye shared the public input
questionnaire digitally through its website, email lists, networks, social
media, press releases and other means. Figure C-1 shows the
questionnaire’s landing page.
Participation. The survey gathered about 650 partial and complete
responses used in this analysis.
C1. Buckeye public input questionnaire landing page
Source:
Keen Independent Research.
APPENDIX C. Community and Stakeholder Feedback — Introduction
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
APPENDIX C, PAGE 3
In-depth Interviews and Focus Groups
This appendix presents qualitative information that Keen Independent
collected and analyzed as part of its facilitation of in-depth interviews
and focus groups with community stakeholders including City leadership
and staff, representatives of local nonprofits, local arts and cultural
leaders, business owners, artists and educators.
Interviews and focus groups covered many topics including Buckeye’s
existing arts and culture ecosystem, the City’s role in supporting arts
and culture, and opportunities for increased collaboration.
Some comments are directly quoted, while others are summarized and
condensed. Comments have been intentionally anonymized to maintain
confidentiality and are organized by subject matter as detailed below.
Study team members used interview guides to facilitate
semi-structured conversations, meaning that predetermined questions
guided the discussion, but facilitators asked follow-up questions and
probed when necessary to deepen understanding or clarify comments.
Facilitators informed participants that their comments would be used in
aggregate and would not be attributed to individuals by name.
Topics explored. Interview guide questions included the following
topics in relation to arts and culture:
Strengths and areas for improvement;
Vision for long-term success; and
Most important future priorities.
Participation. In total, 42 stakeholders provided input to the
planning process through in-depth interviews or focus groups.
Public Communication Portals
The study team hosted a dedicated hotline and study email address to
invite comments and questions about the project. All stakeholders and
community members could use the hotline and study email to provide
anonymous feedback. Feedback received through those channels is
analyzed as part of this appendix.
Community engagement at Buckeye Air Fair
Source: Keen Independent
C. Community and Stakeholder Feedback — Demographics
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
APPENDIX C, PAGE 4
Keen Independent examined the demographics of questionnaire
participants, including their race, ethnicity, gender, age and residency in
Buckeye, in addition to analyzing respondents’ attitudes towards arts
and culture.
Race and Ethnicity
A majority of respondents (53%) identify as white. The race and
ethnicity of survey participants is proportionate to the demographics of
Buckeye residents, which Keen Independent discusses in Appendix A
“Market Analysis” in this document.
Of those that selected multiple races, 84 percent identified as white
and another race. The most common identity of those that selected
multiple races was white and Hispanic or Latino (64%).
Figure C-2 shows the race and ethnicity of questionnaire participants.
C-2. Race and ethnicity of public input questionnaire participants
Note:
Race, n = 527. For Race, participants could select more than one answer.
Source:
Keen Independent Research.
White
277
52.6 %
Hispanic or Latino
94
17.8
Two or more races
52
9.9
Black or African American
31
5.9
American Indian or Alaskan Native
7
1.3
Asian
9
1.7
Native Hawaiian or Pacific Islander
1
0.2
Middle Eastern or North African
0
0.0
Other race
5
0.9
Prefer not to answer
51
9.7
Total
527
100.0 %
Count
Percent
C. Community and Stakeholder Feedback — Demographics
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APPENDIX C, PAGE 5
Gender
Figure C-3 shows how questionnaire participants identified their gender.
The majority of questionnaire participants identified as female (72%),
followed by male (22%). Gender demographics of questionnaire
participation are consistent with what the study team sees
in responses across arts and culture planning research.
C-3. Gender of public input questionnaire participants
Note:
n = 527.
Source:
Keen Independent Research.
Female
72%
Male
22%
Prefer not to answer
5%
Other
<1%
C. Community and Stakeholder Feedback — Demographics
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APPENDIX C, PAGE 6
Ages of Household Members
Questionnaire respondents indicated the age ranges for members of
their households. Figure C-4 shows the distribution of household
members by age as indicated by survey participants.
Most participants reported that they have household members under
the age of 18 in the home. However, 15 percent of respondents are the
only member of their household.
C-4. Age of household members reported by survey participants
Note:
n = 473. Participants could select more than one answer.
Source:
Keen Independent Research.
205
359
155
72
71
89
90
112
184
148
95
32
0
50
100
150
200
250
300
350
400
C. Community and Stakeholder Feedback — Demographics
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APPENDIX C, PAGE 7
Relationship to Buckeye
Keen Independent also invited questionnaire participants to share their
relationship to Buckeye as residents, Phoenix metro area residents, arts
and culture professionals, government employees, business owners,
out-of-town visitors, other or none of the above. All survey participants
chose to answer this optional question. They could select more than
one answer.
Figure C-5 illustrates responses to this prompt. More than three fourths
of respondents identify as a Buckeye resident, while less than five
percent of participants who answered this question selected “none of
the above.”
C-5. Public input questionnaire respondents’ relationship to Buckeye
Note:
n = 644. Participants could select more than one answer.
Source:
Keen Independent Research.
26
4
12
39
47
52
62
544
0
100
200
300
400
500
600
Other
None of the above
Out-of-town visitor
Business owner
Government employee
Arts and culture professional,
artist or musician
Phoenix metro area resident
City of Buckeye resident
C. Community and Stakeholder Feedback — Demographics
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APPENDIX C, PAGE 8
Residency in Buckeye
Most questionnaire respondents (76%) indicated that they have lived in
Buckeye for four or more years, with 43 percent of participants living in
the City for 10 or more years. Figure C-6 shows the length of time that
participants have lived in Buckeye.
C-6. Length of residency of public input questionnaire participants
Note:
n = 383.
Source:
Keen Independent Research.
14
79
127
100
63
0
20
40
60
80
100
120
140
Less than one year
1 to 3 years
4 to 9 years
10 to 19 years
20+ years
C. Community and Stakeholder Feedback — City’s role regarding arts and culture
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APPENDIX C, PAGE 9
Residents’ Perceptions of the City’s Role
Questionnaire participants provided their perceptions of the
City’s role in arts and culture. Figure C-7 shows responses from City of
Buckeye residents along a seven-point agreement scale ranging from
“strongly disagree” to “strongly agree.”
C-7. Perceptions of the City’s role in arts and culture
Note:
n = 498-500. Results are filtered for those that indicated that they were
City of Buckeye residents.
Source:
Keen Independent Research.
Over three-quarters of Buckeye residents were “supportive of the City
of Buckeye allocating public funds for arts and culture.” Most
participants also agreed that “Buckeye private businesses have a key
role in supporting arts and culture offerings” (78%). A smaller portion of
participants agreed (slightly to strongly) that the “City is supportive of
local arts and cultural offerings,” but these respondents still made up a
majority (50%).
40%
26%
11%
35%
38%
24%
12%
14%
15%
3%
4%
7%
13%
31%
11%
0%
20%
40%
60%
80%
100%
I am supportive of the City of Buckeye
allocating public funds for arts and
culture programs, festivals, amenities
and venues.
Buckeye private businesses
have a key role in supporting
arts and culture offerings.
The City of Buckeye (government)
is supportive of local arts and
cultural offerings.
Strongly agree
Agree
Somewhat agree
Somewhat disagree
Disagree
Strongly disagree
Neutral
I don't know/no opinion
C. Community and Stakeholder Feedback — City’s role regarding arts and culture
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APPENDIX C, PAGE 10
Net rating. Net rating provides a simple representation of the overall
slant of participants toward agreement or disagreement. The net rating
is calculated by subtracting the sum of the “strongly disagree,”
“disagree,” and “slightly disagree” responses from the sum of the
participants who “strongly agree,” “agree,” and “slightly agree.” These
results can be seen below in Figure C-8.
Almost all respondents were supportive of the City “allocating funds for
arts and culture” (net rating of 83) and agreed that private businesses in
Buckeye have a key role in supporting arts and culture offerings (net
72). With a net rating of 41, respondents said that the City is somewhat
supportive of local arts and culture offerings. This gap suggests that
perhaps there is room for growth in support of local creatives.
C-8. Perceptions of the City’s role in arts and culture net rating
Note:
n = 498-500. The net rating is calculated by subtracting the sum of the “strongly disagree,” “disagree,” and “slightly disagree” responses from the sum of the participants who “strongly agree,”
“agree,” and “slightly agree.” Results are filtered for those that indicated that they were City of Buckeye residents.
Source:
Keen Independent Research.
-4%
-6%
-9%
87%
78%
50%
-20%
0%
20%
40%
60%
80%
100%
Disagree (somewhat to strongly)
Agree (somewhat to strongly)
The City of Buckeye (government)
is supportive of local
arts and culture offerings.
Buckeye private businesses
have a key role in supporting
arts and culture offerings.
I am supportive of the
City of Buckeye allocating funds
for arts and culture programs,
festivals, amenities and venues.
Net
41
72
83
C. Community and Stakeholder Feedback — Buckeye identity
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APPENDIX C, PAGE 11
This section discusses perceptions of Buckeye identity and what makes
Buckeye unique.
Uniqueness of Buckeye
Figure C-9 is a word cloud that illustrates the range and frequency of
phrases that survey respondents identified as unique to Buckeye.
C-9. What makes Buckeye unique
Note:
n = 390. Respondents were asked to share up to three words or short phrases.
Source:
Keen Independent Research.
The descriptors “community,” “small town,” “history,” “farming,” and
“diverse” appear largest in the image, indicating that these words and
phrases were mentioned most frequently. These words and phrases
were also echoed by interviewees and focus group participants.
C. Community and Stakeholder Feedback — Buckeye identity
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
APPENDIX C, PAGE 12
Keen Independent also collected input about what makes Buckeye
unique from community members at local events in Buckeye, including
Buckeye Days, Buckeye Air Fair and Spring Celebration. Community
members were able to “upvote” input from other community members
using stickers. An example of one of the boards used to collect
community input is shown in Figure C-10 to the right.
Many themes that emerged from these community input boards
mirrored those mentioned by questionnaire participants. Some of the
most mentioned themes included the people and the community,
Buckeye’s small town or hometown vibes and the environment or
landscape. A popular theme that emerged from these boards that
differed from the questionnaire was Buckeye’s Air Fair.
C-10. Public input regarding what makes Buckeye unique
Source:
Keen Independent Research
C. Community and Stakeholder Feedback — Buckeye identity
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
APPENDIX C, PAGE 13
Mural Signifying Buckeye’s Community Identity
As a part of the questionnaire, respondents were asked what a mural
signifying Buckeye’s community identity would look like. Figure C-11
highlights some of the commons themes mentioned by respondents.
C-11. Themes in a mural signifying Buckeye’s community identity
Note:
n = 320. Responses for this question were open-ended.
Source:
Keen Independent Research.
Some of the most common themes mentioned by respondents included
western or desert landscape, flora and fauna (116); farming and
agriculture (82); a blend of the past, present and future of
Buckeye (61); and diversity, inclusion and acceptance (51). Many of
these themes also appeared in the word cloud in Figure C-9, such as
“farming,” “history,” “western,” “desert,” “agriculture” and “diverse,”
suggesting that these themes are important to the identity of Buckeye
residents and therefore important to their art.
68
13
11
19
24
28
30
51
61
82
116
0
20
40
60
80
100
120
140
Other
Colorful images
The future of Buckeye
Sunrise or sunset
Buckeye history
People-focused
Cowboy culture and rodeos
Diversity, inclusion and acceptance
Blend of the past, present and future of Buckeye
Farming and agriculture
Western or desert landscape, flora and fauna
C. Community and Stakeholder Feedback — Buckeye identity
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
APPENDIX C, PAGE 14
Buckeye residents shared perspectives about what a mural signifying
Buckeye’s community identity would look like.
Agricultural and western themes. Many residents described Buckeye’s
identity through agricultural and western imagery that reflects the
community’s rural roots and long-standing connection to the land.
Respondents referenced farms, horses, cowboys and western heritage
as defining characteristics of Buckeye.
Desert landscape. Respondents often described Buckeye through
imagery connected to desert landscape. Common themes included
sunsets, mountain views, desert vegetation, cacti and wildlife native to
the region.
Cultural diversity. Respondents mentioned being welcoming to
newcomers and creating a community where people from different
backgrounds feel connected and represented. Many participants noted
that diversity is becoming a defining characteristic of the city.
Community and family. Respondents described Buckeye as a
family-oriented community with a strong small-town atmosphere where
neighbors support one another.
History and heritage. Participants highlighted Buckeye’s agricultural
roots and celebrating the stories that shaped the community. Several
respondents expressed interest in public art and cultural programming
that educates residents and visitors about Buckeye’s history while
reinforcing local pride.
Blending the past with the future. Respondents expressed interest in
balancing Buckeye’s historic identity with its rapid growth and future
development. Participants described a desire for arts and culture efforts
that honor Buckeye’s agricultural and western heritage while also
reflecting its transformation into a growing and increasingly diverse city.
A green farm field with new small/medium sized buildings right
across the street
Western history with agricultural roots
A beautiful sunset with a hummingbird in the scene, AZ native
wildflowers
A sun with different gradients of color reflecting the sunsetting with
plants and landscape!
A blend of people and cultures being welcomed
All cultures & races represented- enjoying desert together, colorful
playful mural
… highlight families at the center of the community- children playing,
neighbors connecting, and multigenerational relationships
… it could be cool to paint, a timeline of Buckeye history …
A growing city with a backdrop of agriculture and the mountains
A large desert sunset over the White Tank Mountains, transitioning
into a thriving community scene … and families of all ages. It would
represent Buckeye’s wide-open spaces, family-centered lifestyle, and
forward momentum while honoring its agricultural and
Western heritage.
C. Community and Stakeholder Feedback — Buckeye identity
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
APPENDIX C, PAGE 15
Themes for Art for the Downtown Specific Area Plan
The Downtown Specific Area Plan (DSAP) places a priority on creating
art that provides photo opportunities. Questionnaire respondents were
asked about themes or qualities that they envisioned for such sites.
Respondents were able to choose as many options as they would like.
Results are presented in Figure C-12 to the right.
Some of the most popular themes among respondents include themes
relating to Buckeye’s heritage (298), something fun (291) and uplifting
themes (287). Themes relating to Buckeye now or in the future (235)
and something whimsical (212) were also popular themes. Many of
these themes also echo words or phrases commonly used by
respondents to describe what makes Buckeye unique.
Some themes mentioned by respondents in the “other” category
include Buckeye landscapes and nature, art specific to Buckeye culture
and inclusive or diverse art.
C-12. Downtown Specific Area Plan (DSAP) art themes
Note:
n = 535. Respondents could select all answers that applied.
Source:
Keen Independent Research.
27
161
212
235
287
291
298
0
50
100
150
200
250
300
350
Other
Something grand or impressive
Something whimsical
Themes relating to Buckeye
now or in the future
Uplifting themes
Something fun
Themes relating to
Buckeye's heritage
C. Community and Stakeholder Feedback — Perceptions of arts and culture in Buckeye
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APPENDIX C, PAGE 16
Questionnaire participants provided their perceptions of the local arts
and culture scene. This section presents these results.
Arts and Culture in Buckeye
Figure C-13 shows all responses along a seven-point agreement scale
ranging from “strongly disagree” to “strongly agree.”
C-13. Public input quesitonnaire respondents’ perceptions of arts and culture
Note:
n = 576-585.
Source:
Keen Independent Research.
Respondents overwhelmingly agreed that they “enjoy Buckeye’s special
events and festivals,” with 35 percent strongly agreeing with this
statement and 82 percent agreeing overall. Respondents also generally
agree that arts and culture add to Buckeye’s appeal (71%). However,
respondents generally disagree that Buckeye has a dynamic arts scene
(21% strongly agree to slightly agree) and that Buckeye is a destination
for arts and culture (23% strongly agree to slightly agree). This pattern
suggests that residents may see arts and culture as an important local
asset but are less confident about the city’s regional or external
reputation as a destination.
35%
29%
7%
37%
31%
9%
9%
10%
11%
7%
9%
5%
14%
19%
5%
28%
21%
15%
8%
12%
14%
15%
24%
5%
6%
0%
20%
40%
60%
80%
100%
I enjoy Buckeye's special events
and festivals.
Arts and culture add
to Buckeye's appeal.
Buckeye is a destination for
arts and culture.
Buckeye has a dynamic arts scene.
Strongly agree
Agree
Somewhat agree
Somewhat disagree
Disagree
Strongly disagree
Neutral
I don't know/no opinion
C. Community and Stakeholder Feedback — Perceptions of arts and culture in Buckeye
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
APPENDIX C, PAGE 17
Public input questionnaire participants also provided preferences for
arts and culture in Buckeye, as shown in Figure C-14.
In general, respondents expressed preferences for more public art in
Buckeye. For example, about half of respondents expressed a strong
preference for more public art, such as murals and sculptures,
throughout the city. This preference was held, somewhat to strongly, by
about 86 percent of survey respondents.
C-14. Questionnaire respondents’ preferences for arts and culture in Buckeye
Note:
n = 618-624.
Source:
Keen Independent Research.
Respondents also expressed preferences for more public art integrated
into functional elements (88%), public art that highlights Buckeye’s
history and heritage (87%) and art exhibits in Buckeye (87%). Very few
people expressed that more public art and art exhibits in Buckeye were
not desirable to them (between 2% and 4%).
43%
44%
49%
50%
33%
32%
30%
28%
11%
11%
9%
8%
9%
9%
7%
8%
0%
20%
40%
60%
80%
100%
I would like to see more
art exhibits in Buckeye.
I would like to see more public art
that highlights Buckeye's history
and heritage.
I would like to see more public art
integrated into functional elements
(park benches, crosswalks, etc.)
I would like to see more public art,
such as murals and sculptures,
in Buckeye.
Strongly agree
Agree
Somewhat agree
Somewhat disagree
Disagree
Strongly disagree
Neutral
I don't know/no opinion
C. Community and Stakeholder Feedback — Perceptions of arts and culture in Buckeye
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
APPENDIX C, PAGE 18
Perceptions of Arts and Culture Net Rating
Net rating provides a simple representation of the overall slant of
participants toward agreement or disagreement. The net rating is
calculated by subtracting the sum of the “strongly disagree,” “disagree,”
and “slightly disagree” responses from the sum of the participants who
“strongly agree,” “agree” and “slightly agree.”
Figure C-15 highlights the net rating for the same perception of arts and
culture statements discussed in Figure C-13.
The net ratings reinforce that respondents strongly agree that they
enjoy special events and festivals in Buckeye (79 net score) and
somewhat agree that arts and culture add to the appeal of Buckeye
(59 net score). However, views are notably weaker on Buckeye as an
arts and culture destination with a net score of -34. Perceptions of
Buckeye having a “dynamic arts and culture scene” are also weaker with
a net score of -27.
C-15. Public input questionnaire respondents’ perceptions of arts and culture net rating
Note:
n = 576-585. The net rating is calculated by subtracting the sum of the “strongly disagree,” “disagree,” and “slightly disagree” responses from the sum of the participants who “strongly agree,”
“agree,” and “slightly agree.”
Source:
Keen Independent Research
-3%
-12%
-57%
-48%
82%
71%
23%
21%
-60%
-40%
-20%
0%
20%
40%
60%
80%
100%
Disagree (somewhat to strongly)
Agree (somewhat to strongly)
Buckeye has a dynamic arts
scene.
Buckeye is a destination for arts
and culture.
Arts and culture add to
Buckeye's appeal.
I enjoy Buckeye's special events
and festivals.
Net
-27
-34
59
79
C. Community and Stakeholder Feedback — Perceptions of arts and culture in Buckeye
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
APPENDIX C, PAGE 19
Figure C-16 highlights the net rating for the same perception of arts and
culture statements discussed in Figure E-14. Survey respondents
generally expressed preferences for more arts and culture opportunities
in Buckeye.
Survey respondents overwhelmingly supported:
More public art, such as murals and sculptures, in Buckeye
(82 net score);
More public art integrated into functional elements
(85 net score);
More public art that highlights Buckeye’s history and heritage
(84 net score); and
More art exhibits in Buckeye (84 net score).
C-16. Public input questionnaire respondents’ preferences for arts and culture
in Buckeye net rating
Note:
N = 618-624. The net rating is calculated by subtracting the sum of the “strongly disagree,” “disagree,” and “slightly disagree” responses from the sum of the participants who “strongly agree,”
“agree,” and “slightly agree.”
Source:
Keen Independent Research.
-3%
-3%
-4%
-4%
87%
87%
89%
86%
-20%
0%
20%
40%
60%
80%
100%
Disagree (somewhat to strongly)
Agree (somewhat to strongly)
Net
82
85
84
84
I would like to see more public
art, such as murals and
sculptures, in Buckeye.
I would like to see more public art
integrated into functional elements
(park benches, crosswalks, etc.)
I would like to see more public art
that higlights Buckeye's history
and heritage.
I would like to see more
art exhibits in Buckeye.
C. Community and Stakeholder Feedback — Perceptions of arts and culture in Buckeye
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
APPENDIX C, PAGE 20
Arts and Culture Strengths in Buckeye
Key themes that emerged from stakeholder input regarding arts and
culture strengths in Buckeye highlighted strong community support for
arts and culture investments and programming.
Strong public art momentum. Stakeholders consistently identified
growing momentum around public art in Buckeye. Existing projects such
as traffic box wraps, murals and other beautification efforts were noted
as important first steps toward creating a more vibrant community.
Respondents frequently expressed excitement about expanding public
art throughout the city.
High-quality event programming. Many stakeholders praised
Buckeye’s existing special events and festivals, noting that they already
provide meaningful opportunities for community gathering and
connection. Events such as Buckeye Days, Glow on Monroe and other
City-sponsored programming were frequently mentioned as community
strengths that encourage residents to spend time in public spaces.
Strong sense of community. Stakeholders repeatedly described
Buckeye as a welcoming, family-oriented community with a strong
small-town feel. Stakeholders noted that this sense of community
creates a strong foundation for future arts and culture initiatives
because residents will be interested in gathering together and
participating in shared experiences.
Clear commitment from the City through funding, staffing and
programming. Stakeholders acknowledged the City’s increasing
commitment to arts and culture through staffing, programming and
ongoing planning efforts. Stakeholders also recognized the importance
of continued City leadership and investment in building future arts and
culture infrastructure.
I think the traffic boxes were a good start to adding some color to this
town. Adding more is a really great idea
We've created an environment that people want to be in but also they
want to let their friends know that this is a great space to be
I definitely see that [Buckeye is] growing a lot. It has a lot
of potential
Really love the current community events and would love to see
even more
It gives you that families helping families, friends helping friends
feeling when you come [downtown]
I believe this city is doing a great job incorporating local artists in
their murals and artwork
Downtown Buckeye is such an amazing place that needs to be
strengthened and highlighted
C. Community and Stakeholder Feedback — Perceptions of arts and culture in Buckeye
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
APPENDIX C, PAGE 21
Arts and Culture Weaknesses or Challenges in Buckeye
Key themes that emerged from input regarding arts and culture
weaknesses or challenges in Buckeye included a need for expanded
programming, cultural spaces, public art and organizational capacity as
Buckeye continues to grow.
Rapid growth outpacing infrastructure. Stakeholders expressed
concern that Buckeye’s population is growing faster than the
development of arts, cultural and community infrastructure.
Respondents noted that while the city is expanding quickly, cultural
amenities have not yet kept pace with resident demand.
Large geography creates fragmentation between
neighborhoods/regions. Stakeholders discussed Buckeye’s large
geographic size as a challenge for community cohesion and access to
arts and culture opportunities. Some noted that Buckeye’s dispersed
geography contributes to disconnected neighborhood identities.
Limited staff capacity limits ability to support community-led
events and activation. Stakeholders indicated that City staff are highly
committed but face capacity constraints that limit the ability to expand
programming and support additional community-led activities.
Lack of performance and exhibition space. One of the most common
themes throughout community input was the need for additional arts
and cultural spaces, particularly performance venues. Respondents
repeatedly referenced the lack of theaters, music venues, galleries and
flexible creative spaces within Buckeye.
Underdeveloped youth programming. Stakeholders expressed strong
interest in expanding arts opportunities for youth. Respondents
indicated that there are limited local opportunities for youth
participation in performing and visual arts.
We haven't been able to keep pace with the growth that we need to
Need more of everything!
[We need] something … to connect a lot of artists so they can meet
each other
I think our biggest challenge is our size
Festival is 33 miles away… when Buckeye’s built out … it’s going to be
like driving to Scottsdale
… budgets are getting tighter and tighter …
There’s nothing really for them to go to right now… but at the same
time the businesses won’t come [to downtown] until they know that
there’s people
I think that Buckeye is missing performance venues.
We love our traditions. But I wish there were more opportunities for
my kids to experience things outside our bubble ….
Our music community, particularly young people, do not have
enough quality access to music and lessons.
C. Stakeholder and Community Feedback — Perception of arts and culture in Buckeye
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
APPENDIX C, PAGE 22
Perceptions of Already-Existing Art in Buckeye
Public input questionnaire participants provided their perceptions of art
installed by the City in the past year, including Traffic Box Art wraps.
Responses are presented in Figure C-17 to the right.
Generally, respondents reported positive opinions about the wraps. Half
of respondents indicated that they believe that the wraps “add a lot of
character to the corridor” (51%) and about a fifth of respondents
indicated that the wraps are “interesting and fit reasonably well along
the corridor” (19%). About a quarter of respondents reported not
noticing the boxes or not noticing them much (27%). A majority of
respondents that selected “other” indicated that they do not live or
drive in the area where the wraps are located.
C-17. Perceptions of Traffic Box Art wraps in Buckeye
Note:
n = 536
Source:
Keen Independent Research.
51%
19%
16%
11%
4%
I really enjoy them since they add a
lot of character to the corridor.
They are interesting and fit
reasonably well along the corridor.
I have not noticed them.
I don't notice them much.
Other
C. Stakeholder and Community Feedback — Looking to the future
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
APPENDIX C, PAGE 23
Public input questionnaire participants were asked about their vision for
what the future of arts and culture in Buckeye might look like.
Responses are presented in Figure C-18 below. Responses are presented
separately for residents and non-residents.
C-18. Preferences regarding arts and culture priorities in Buckeye over the next
5-10 years
Note:
n = 521. Respondents were able to select up to two answers.
Source:
Keen Independent Research
Residents of Buckeye expressed preferences for more community
events (266), more public art (169) and the creation of cultural
landmarks and destinations (153). Residents also support more arts
programming (128) and more preservation of local history (126),
although to a lesser extent. Non-residents expressed similar preferences
to residents but expressed the greatest preference for creation of
cultural landmarks and destinations (30).
21
21
30
25
26
126
128
153
169
266
0
50
100
150
200
250
300
More preservation of local history
More arts programming
Creation of cultural landmarks & destinations
More public art
More community events
Residents
Non-residents
C. Stakeholder and Community Feedback — Looking to the future
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
APPENDIX C, PAGE 24
Looking ahead, stakeholders expressed a strong desire for Buckeye to
expand its arts and culture offerings as the city continues to grow.
Strong demand for performing arts and dedicated venues.
Community members expressed interest in expanding performing arts
opportunities in Buckeye. Respondents referenced the need for
theaters, concert venues and flexible indoor and outdoor performance
spaces. Residents noted that they currently travel to other parts of the
Valley for these experiences and would prefer to access them locally.
Need for more arts and cultural spaces overall. Stakeholders also
emphasized the need for additional spaces dedicated to arts and culture
activities more broadly. Participants described interest in galleries,
community arts centers, classrooms, maker spaces and multipurpose
venues that could support workshops, exhibitions and gatherings.
Interest in events, festivals and ongoing programming. Respondents
expressed support for additional community events and recurring arts
programming throughout Buckeye. Participants emphasized interest in
family-friendly events, seasonal programming and activities that create
regular opportunities for gathering and connection.
Desire for activation and placemaking downtown. Stakeholders
identified downtown Buckeye as a key opportunity area for future arts
and culture investment. Participants described a desire to see
downtown become a more active cultural destination. Some
respondents linked arts and culture with economic development, foot
traffic and increased activity for local businesses.
Desire for arts that engage youth and families. Residents emphasized
the importance of arts opportunities that are accessible and welcoming
for children, teens and families. Participants described interest in
programming for youth that can strengthen family engagement and
provide creative opportunities for younger residents.
Buckeye needs an actual theater. Without it, anyone that wants to
experience live theater will go to a different city
I would like more music & theater options out here. I hate driving
into Phoenix
There should be a space where creating art is fostered. Pottery,
painting, sculpture weaving, jewelry making etc. Get
people INVOLVED!
Really love the current community events and would love to see even
more …
Please bring more community events!!
Do pieces of art that people can interact with, take their photo with
and promote, create landmarks that become tourist attractions
It would be nice to have more venues downtown that feature music,
such as jazz clubs, piano bars, & chamber music spaces
The City could develop a centralized arts district in downtown to
serve as a permanent hub for artists and creators
As a parent of a teen who is passionate about theatre, having more
local stages, youth productions, and city-supported performances
would mean so much
C. Stakeholder and Community Feedback — Looking to the future
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
APPENDIX C, PAGE 25
Keen Independent also collected input about the future of art in
Buckeye from community members at local events in Buckeye, including
Buckeye Days, Buckeye Air Fair and Spring Celebration. The study team
asked what residents would like to see from Buckeye’s arts scene in
10 years. Community members were able to “upvote” input from other
community members using stickers. An example of one of the boards
used to collect community input is shown in Figure C-19 to the right.
Themes that emerged from these community input boards mirrored
those mentioned by questionnaire participants. Some of the most
mentioned themes included more events and classes (pottery classes,
hands on crafts), arts in active spaces (pickleball courts, walking trails,
skatepark), more galleries and museums (art museum, aviation
museum, fine and performing arts studio) and more public art (murals,
art in intersections).
C-19. Public input regarding Buckeye’s arts scene in 10 years
Source:
Keen Independent Research.
C. Stakeholder and Community Feedback — Looking to the future
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
APPENDIX C, PAGE 26
Keen Independent asked questionnaire participants to identify their
preferences regarding potential future arts and cultural priorities for
the City.
Direction of Arts and Culture
Public input questionnaire respondents were asked about what
direction Buckeye arts and culture should take. Results are presented in
Figure C-20 to the right. Results are presented separately for residents
and non-residents.
In general, both residents and non-residents expressed a preference for
arts and culture that both preserves Buckeye’s existing character and
reflects Buckeye’s future growth, although residents had a slightly
stronger preference for this blend of elements (67% for residents versus
59% for non-residents). Non-residents were more likely to prefer arts
and culture that preserves Buckeye’s existing character (24% for
non-residents versus 17% for residents).
C-20. Direction of arts and culture in Buckeye
Note:
n = 519
Source:
Keen Independent Research.
24%
17%
59%
67%
18%
16%
0%
20%
40%
60%
80%
100%
Non-residents
(n = 68)
Residents
(n = 451)
Preserve Buckeye's existing character
Both
Reflect Buckeye's future growth
C. Stakeholder and Community Feedback — Preferences
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
APPENDIX C, PAGE 27
City-organized Event Preferences
Figure C-21 shows questionnaire participants’ responses about types of
potential City-organized events. Respondents were allowed to select up
to two options for this question.
Overall, the most frequently selected preferences were for
City-organized events that feature local art and/or crafts (260) and
feature local professional live music (254), followed by events that
feature local pro theater performances or plays (213). Results suggest a
strong interest in programming featuring local artists, creators and
performers. Events that celebrate the diversity of Buckeye’s residents
(189) and highlight Buckeye’s history and heritage (181), further
suggesting that residents want art and cultural events that celebrate
their local culture.
C-21. Public input questionnaire participants responses to, “I would like the City to offer more events that…”
Note:
n = 541. Respondents could select up to four responses.
Source:
Keen Independent Research.
143
143
172
181
189
203
213
254
260
0
50
100
150
200
250
300
Feature school-aged performers and artists
Provide performing arts workshops
Feature cultural celebrations
Highlight Buckeye's history and heritage
Celebrate the diversity of Buckeye's residents
Provide spaces for artists to create
Feature local pro theater performances/plays
Feature local professional live music
Feature local art and/or crafts
C. Stakeholder and Community Feedback — Preferences
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
APPENDIX C, PAGE 28
Public Art and Placemaking
When asked about preferences regarding public art and placemaking
(Figure C-22), questionnaire respondents most often prioritized art that
focuses on Buckeye’s natural environment (291), highlights Buckeye’s
history and heritage (274) and features local or regional artists (274).
Many also emphasized public art that tells a story (170) and is created
collaboratively with the community (170), signaling interest in public art
that is created locally and incorporates aspects of Buckeye that make
it unique.
As Buckeye is unique so too should be the art …
Art that is interactive and educational
…angel wings that you can pose in front of… a great place to get
social media attention
Desert scenes, Buckeye/Arizona history painted by artists on
benches, electrical structures etc.
C-22. Questionnaire participant responses to, “I would like to see more public art and placemaking that are…”
Note:
n = 557. Respondents could select up to three answers.
Source:
Keen Independent Research.
11
58
106
117
170
170
274
274
291
0
50
100
150
200
250
300
Other
Featuring national or international artists
Abstract and/or innovative and surprising
Interactive, such as kinetic sculpture
Created collaboratively with the community
Telling a story
Featuring local or regional artists
Highlighting Buckeye's history and heritage
Focusing on Buckeye's natural environment
C. Stakeholder and Community Feedback — Preferences
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
APPENDIX C, PAGE 29
Keen Independent also collected input about preferences for themes in
public art from community members at local events in Buckeye,
including Buckeye Days, Buckeye Air Fair and Spring Celebration. An
example of one of the boards used to collect community input is shown
in Figure C-23 to the right.
Themes that emerged from these community input boards mirrored
those mentioned by questionnaire participants. Some of the most
mentioned themes included:
Agriculture;
Desert scenery;
The past, present and future of Buckeye; and
Cultural representation.
Keen Independent also collected input from Buckeye middle schoolers
about what kind of art they want to see in Buckeye. Feedback
overwhelmingly showed that middle school students want to see more
public art, including murals and other public art at City Hall, their school,
public parks and other public spaces across the city.
C-23. Public input regarding preferred themes of public art in Buckeye
Source:
Keen Independent Research
C. Stakeholder and Community Feedback — Preferences
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
APPENDIX C, PAGE 30
Desired Locations for Public Art and Placemaking
When asked where they would like to see more arts and culture, a large
portion of questionnaire participants said “downtown” (269) and “parks
and trails” (268), as seen to the right in Figure C-24. Many participants
also indicated “roads, such as decorative signs” or
“City facilities.”
A portion of the questionnaire participants indicated that they would
like to see more arts in culture in specific neighborhoods. Some
neighborhoods that respondents mentioned included Verrado (17),
Tartesso (5), Watson (3), Festival Foothills (2) and Blue Horizons (2).
When asked about other specific locations, participants noted locations
such as the Sun City Festival, senior centers, downtown, the airport and
along the I-10 corridor.
C-24. Desired locations for public art and placemaking
Note:
n = 566. Respondents could select up to two answers.
Source:
Keen Independent Research.
17
34
47
120
145
163
268
269
0
50
100
150
200
250
300
Other:
In new housing developments
In a specific neighborhood
On or next to local businesses
City facilities (city hall,
libraries, rec centers)
Roads, such as decorative signs
Parks and trails
Downtown
C. Stakeholder and Community Feedback — Preferences
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
APPENDIX C, PAGE 31
Types of Public Art
Questionnaire respondents were asked which types of public art they
enjoy the most. Respondents were able to pick their top two choices.
Responses are presented in Figure C-25 to the right.
The most popular types of public art among questionnaire participants
included murals (288) and functional art (276). Other popular options
included interactive, hands-on art (158) and temporary and rotating arts
and exhibits (150).
C-25. Types of public art enjoyed
Note:
n = 555. Respondents could select up to two answers.
Source:
Keen Independent Research.
23
125
150
158
276
288
0
50
100
150
200
250
300
350
Other
Sculptures
Temporary and rotating
art and exhibits
Interactive, hands on art
Functional art on benches,
shade structures and signs
Murals
C. Stakeholder and Community Feedback — Preferences
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
APPENDIX C, PAGE 32
Art-related Interests
Public input questionnaire participants responded to four statements
about arts and culture interests and priorities in Buckeye. Figure C-26
shows all responses along a seven-point agreement scale ranging from
“strongly disagree” to “strongly agree.”
C-26. Public input questionnaire participant art-related interests
Note:
n = 620-629.
Source:
Keen Independent Research.
In general, respondents expressed that arts and culture are important
to them. Responses skew strongly positive for the other three
statements as well. The strongest level of support is for interest in
attending live performances (47%). Majorities are also interested in
varying degrees (somewhat to strongly) in art and culture events that
highlight local artists, performers, musicians and makers (88%) as well
as theatre and events spaces dedicated to art and culture (86%).
47%
45%
47%
56%
31%
36%
33%
27%
8%
8%
9%
8%
10%
7%
7%
6%
0%
20%
40%
60%
80%
100%
I would like to see more theatre and
events spaces dedicated to art and
culture in Buckeye.
I am interested in art and culture events
that highlight local artists, performers,
musicians and makers in Buckeye.
I am interested in attending live
performances in Buckeye.
Arts and culture are important to me.
Strongly agree
Agree
Somewhat agree
Somewhat disagree
Disagree
Strongly disagree
Neutral
I don't know/no opinion
C. Stakeholder and Community Feedback — Preferences
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
APPENDIX C, PAGE 33
Net rating. Figure C-27 highlights the net rating for statements
discussed in Figure C-26. All statements have a net score of
82 or higher, indicating strong agreement across all four statements.
Respondents strongly indicated that arts and culture are important
to them. This statement has the highest net rating (87), which
suggests that Buckeye may have a strong base of potential patrons
and audiences.
The results suggest residents see arts and culture as an area where
Buckeye could expand infrastructure and opportunity. Net ratings of
84 and 82 show strong agreement that the City should seek to increase
performing arts events, including theatre. The results also suggest that
respondents would like to see the City offer more events that highlight
local artists. Results indicate that respondents value arts and culture
and want to see more opportunities for attending events locally and
showcasing fellow residents in these events.
C-27. Public input questionnaire participant art-related interests net rating
Note:
n = 620-629. The net rating is calculated by subtracting the sum of the “strongly disagree,” “disagree,” and “slightly disagree” responses from the sum of the participants who “strongly agree,”
“agree,” and “slightly agree.”
Source:
Keen Independent Research.
-4%
-3%
-4%
-4%
86%
88%
88%
91%
-20%
0%
20%
40%
60%
80%
100%
Disagree (somewhat to strongly)
Agree (somewhat to strongly)
Net
87
84
85
82
Arts and culture are
important to me.
I am interested in attending
live performances in Buckeye.
I am interested in art and culture events
that highlight local arts, performers,
musicians and makers in Buckeye.
I would like to see more theatre and
events spaces dedicated to art and
culture in Buckeye.
C. Stakeholder and Community Feedback — Preferences
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
APPENDIX C, PAGE 34
Favorite Types of Live Entertainment
Public input questionnaire participants were asked to select up to four
types of performances or live entertainment that they enjoy. Figure C-
28 shows that respondents indicated an affinity for a broad range of
show types. Concerts received the greatest number of participant
responses with 439 total responses. Some of the most popular types of
concerts included country (158), rock (115) and jazz (101).
Other types of events that received large numbers of votes included
family-friendly shows (266), musicals and plays (242), comedy shows
(193), cultural performances (165) and education and teaching
programs (126). Several respondents that selected “other” mentioned
that they would like the City to bring back the Buckeye Melodrama.
C-28. Favorite types of performances and live entertainment,
all and broken down by concert type
Note:
n = 554. Respondents could select up to four responses.
Source:
Keen Independent Research.
Types of performances
Concerts
439
Family-friendly shows
266
Musicals and plays
242
Comedy shows
193
Cultural performances
165
Education and teaching programs
126
Film festivals
99
Dance
91
Ballet
45
Other
10
Count
Concert type
Country concerts
158
Rock concerts
115
Jazz concerts
101
Faith-based and gospel concerts
90
Pop concerts
87
Orchestral concerts
85
R&B/Hip-hop concerts
58
Rap concerts
9
Count
C. Stakeholder and Community Feedback — Preferences
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
APPENDIX C, PAGE 35
Voting Boards
Keen Independent and City staff posted voting boards throughout the
city and at community events for residents to vote on preferred events
and activities as well as a preferred public art style in Buckeye. Each
“upvote” sticker counted as one endorsement.
The preferred events boards generated 690 endorsements (387 from
the event board and 303 from the board in town), and the preferred art
style boards generated 609 endorsements (361 from the event board
and 248 from the board in town). An example of one of the voting
boards is shown in Figure C-29 on the right.
Voting board results are shown in Figures C-30 and C-31 on the
following page.
C-29. Preferred public events and activities voting board at the Buckeye Air Fair
Source:
Keen Independent Research
C. Stakeholder and Community Feedback — Preferences
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
APPENDIX C, PAGE 36
Figure C-30 shows that respondents expressed that a hands-on museum
would be the most widely preferred event or activity for residents to
have in Buckeye. Other common events and activities include family-
friendly events (83), an art museum (72), a cultural festival (68) and a
food festival (65). Some less commonly voted for items include theater
(35), community events (33) and a small music venue (30).
According to Figure C-31, respondents voted most widely for an
innovative art installation (103) or a Western/historical installation (92)
as their preferred public art style. Other common votes included
interactive art, functional art and cultural sculpture. Some less voted
public art styles include Western/historical mural, agricultural mural and
Wester/historical sculpture. This does not match with the results from
the questionnaire, where some of the most suggested themes for a
mural representing Buckeye included Western and agricultural themes.
C-30. Voting board results for preferred events and activities
C-31. Voting board results for preferred public art style
Note:
n = 609-690.
Source:
Keen Independent Research.
30
33
35
40
44
48
54
65
68
72
83
118
0
20
40
60
80
100
120
140
Small music venue
Community events
Theater
Dance
Arts/crafts fair
Large music venue
Music festival
Food festival
Cultural festival
Art museum
Family-friendly event
Hands-on museum
23
25
29
29
33
35
44
56
66
74
92
103
0
20
40
60
80
100
120
Western/historical sculpture
Agricultural mural
Western/historical mural
Community mural
Agricultural installation
Desert installation
Desert mural
Cultural sculpture
Functional art
Interactive art
Western/historical installation
Innovative art installation
C. Stakeholder and Community Feedback — Preferences
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
APPENDIX C, PAGE 37
Residents and stakeholders shared broader perspectives about the role
arts and culture should play in the community moving forward. These
themes reflect community priorities related to public art, local artists,
cultural representation and the ways arts and culture can contribute to
Buckeye’s long-term identity and quality of life.
Purpose of arts and culture in Buckeye. Residents and stakeholders
described arts and culture as important contributors to Buckeye’s
quality of life, economic development and community identity.
Participants frequently connected arts and culture with placemaking,
tourism, community pride and business attraction. Respondents also
indicated that they viewed arts and culture as a way to create more
vibrant gathering spaces and strengthen Buckeye’s identity as it
continues to grow.
Strong support for local artists. Many residents expressed interest in
supporting local artists and expanding opportunities for creatives within
Buckeye. Respondents discussed the importance of showcasing local
talent through festivals, exhibits, performances and public art.
Need for cultural diversity and representation. Community members
consistently emphasized the importance of ensuring that Buckeye’s arts
and culture efforts reflect the diversity of its population. Respondents
expressed support for multicultural programming, inclusive public art
and events that celebrate a range of cultural traditions and experiences.
Public art as a visible expression of identity. Public art emerged as
one of the most visible and widely supported tools for expressing
Buckeye’s identity. Residents frequently referenced murals, sculptures,
creative streetscapes and interactive installations as ways to beautify
the city, create landmarks and foster community pride.
We’re selling quality of life, a sense of place
As a local resident and artist, I would love it if the city supported
us more
Have art festivals for local artists to sell their art. And buy from only
Buckeye locals
Family-friendly, culturally inclusive experiences … can bring people
together and reflect the values of the community while making
Buckeye a vibrant place to live
Please bring representation for ALL cultures!
There is power in diversity and inclusion ...
Public art will help bring a pop of much needed color to our city!
Making it more lively and inviting
I think the traffic boxes were a good start to adding some color to
this town
APPENDIX D. Literature Review of City Plans — Introduction
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
APPENDIX D, PAGE 1
This appendix includes a summary of current plans and ordinances for
the City of Buckeye (“City”) with specific consideration given to
initiatives that include or impact arts and culture. Information for each
document is represented as it was written at the time it was adopted.
Introduction
Keen Independent assessed the following plans in the development of
the Arts and Culture Plan, presented in chronological order:
Connect Buckeye: Bicycle and Pedestrian Master Plan (2019);1
El Rio District Area Plan (2021);2
Imagine Buckeye 2040 General Plan (amended July 2022);3
City of Buckeye Library Facilities Master Plan (2023);4
City of Buckeye Arterial Gateway Guide (2023);5
1 Connect Buckeye Bicycle and Pedestrian Master Plan (2019). Retrieved on January 7,
2026, from
https://www.buckeyeaz.gov/home/showpublisheddocument/7884/6370873589820700
00
2 Reclaim the River; Enliven the Banks: El Rio District Area Plan (2021). Retrieved on
January 7, 2026, from
https://www.buckeyeaz.gov/home/showpublisheddocument/12485/638132637524500
000
3 Imagine Buckeye 2040 General Plan (2022). Retrieved on January 7, 2026, from
https://www.buckeyeaz.gov/home/showpublisheddocument/15143/638948395281930
000
4 City of Buckeye Library Master Plan (2023). Retrieved on January 22, 2026, from
https://www.buckeyeaz.gov/community/library/library-master-plan
5 City of Buckeye Arterial Gateway Master Plan (2023). Retrieved on January 28, 2026,
from
https://www.buckeyeaz.gov/home/showpublisheddocument/12983/638641683081730
000
Downtown Buckeye Specific Area Plan (amended May 2024);6
Buckeye City Council Strategic Plan 2025-2028 (2025);7
Buckeye at Play: Parks and Recreation Master Plan (2025);8,9
and
City of Buckeye Transportation Master Plan Update (2025).10
While the recommendations in this Arts and Culture Plan are informed
by research and conversations with stakeholders from most major arts
and cultural players in Buckeye’s greater ecosystem, this appendix
focuses on City documents because the City will be the driver of its arts
and cultural planning efforts.
6 Downtown Buckeye Specific Area Plan (2024). Retrieved on January 7, 2026, from
https://www.buckeyeaz.gov/home/showpublisheddocument/13073/638590759081930
000
7 Buckeye, AZ Council Strategic Plan (March 2025). Retrieved on January 7, 2026, from
https://www.buckeyeaz.gov/home/showdocument?id=13135&t=638374493117411338
8 Buckeye at Play: Parks and Recreation Master Plan (June 2025). Retrieved on January
7, 2026, from
https://www.buckeyeaz.gov/home/showpublisheddocument/14971/638888699553830
000
9 Buckeye at Play: Parks and Recreation Master Plan Executive Summary (June 2025).
Retrieved on January 7, 2026, from
https://www.buckeyeaz.gov/home/showpublisheddocument/14973/638888699564770
000
10 City of Buckeye Transportation Master Plan Update (December 2025). Retrieved on
January 7, 2026, from
https://www.buckeyeaz.gov/home/showpublisheddocument/7882/6370873555809000
00
D. Literature Review of City Plans — Connect Buckeye Bicycle and Pedestrian Master Plan
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
APPENDIX D, PAGE 2
We begin with a discussion of the Connect Buckeye Bicycle and
Pedestrian Master Plan (“Connect Buckeye,” “BPMP”). The BPMP plan
lays key planning groundwork to address Buckeye’s need for “a safe,
convenient, and connected bicycle and pedestrian network.”11
Public workshops – connectivity prioritization. The BPMP
development process included three public workshops to help guide the
visioning process and develop practical goals for the plan. Through the
public engagement process, participants were asked the key factors that
keep them from bicycling or walking in Buckeye. The top answer to both
questions was lack of connectivity to destinations, with more than
one-fifth of respondents providing this answer for both bicycling and
walking.12 When asked what kind of connectivity should be prioritized,
workshop participants indicated that connections to recreation
including parks, open spaces and trailheads should be key priorities for
bicycle and pedestrian infrastructure.13
Trip generators. The BPMP also emphasized connectivity through the
theme of Trip Generators, including six Activity Centers (discussed
further below), community facilities such as libraries, recreation centers,
parks and trailheads.14 These ideas all contribute to the building of a
Buckeye cultural identity around outdoor recreation and mobility.
Goals. The goals of the Connect Buckeye plan provide connection to the
City’s arts and cultural goals through ideas of connectivity, engagement
and the theme of outdoor recreation. Key culture-related goals are
presented on the right.
11 Connect Buckeye Bicycle and Pedestrian Master Plan (2019), 1.1.
12 Connect Buckeye, 1.14.
13 Connect Buckeye, 1.10–14.
Goals of Connect Buckeye
Goal 2. Improve connectivity within the community by linking
residents and visitors with activity centers, employment areas,
recreational facilities, corridors and opportunities for transit.
Goal 3. Improve convenience of the bicycle and pedestrian
network to connect people with transit corridor hubs
and stops.
Goal 4. Improve awareness and use of the bicycle and
pedestrian network through awareness programs, events and
other public engagement activities.15
14 Connect Buckeye, 3.14–3.15.
15 Connect Buckeye, 1.4.
Source: Connect Buckeye
D. Literature Review of City Plans — El Rio District Area Plan
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APPENDIX D, PAGE 3
Released in 2021, the City of Buckeye’s Reclaim the River; Enliven the
Banks: El Rio District Area Plan, A Vision for Buckeye’s El Rio District and
the Gila River (El Rio District Area Plan; El Rio Plan) was developed as
“one of the first attempts to support the implementation of the original
‘El Rio Vision’ from 1999.”16 Plan development kicked off in 2014 and
included a community workshop and open house meeting.
The El Rio District area. A 3.5 square mile area including several open
bodies of water,17 the El Rio District is outlined in blue in the image on
the right alongside the downtown and extended downtown areas. Main
objectives of the plan are presented on the lower right.
Detailed approach for the district. The El Rio District Plan provides an
outline to achieve the vision of redeveloping the area in accordance
with Plan objectives.
Claim. The idea of claiming the El Rio District includes
construction of a levee to protect floodway fringe property
as well as other preparations for further development.
Integrate. Increased connectivity, both vehicular and non-
vehicular, could open the space to visitors and
future growth.
Activate. This portion of the approach notes that enhanced
programming will make use of the newly claimed and
integrated land. Programming and infrastructure
improvements should all work together to highlight the
unique character of the El Rio District.18
16 Reclaim the River; Enliven the Backs: El Rio District Area Plan (2021), 2.
17 El Rio District Area Plan, 4.
Objectives of El Rio District Area Plan
Goal 1. Preserve and restore existing pristine natural habitat
areas in the Gila River in Buckeye.
Goal 2. Complement those preservation efforts with
appropriately designed recreational opportunities that take
advantage of open water bodies and an interconnected
trail system.
Goal 3. Establish a vision for supporting land uses along the
north bank of the Gila River that celebrate the river to become
a premier destination place in Buckeye.19
It will take an integrated network of urban and natural systems
to create a new waterfront legacy for Buckeye.
El Rio District Area Plan
18 El Rio District Area Plan,
19 El Rio District Area Plan, 2.
Image: El Rio District Area Plan study area
Source: El Rio District Area Plan
D. Literature Review of City Plans — Imagine Buckeye: 2040 General Plan
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN, DRAFT/CONFIDENTIAL/TRADE SECRETS/NOT FOR PUBLIC DISTRIBUTION
APPENDIX D, PAGE 4
The City of Buckeye, along with all other Arizona cities and counties, is
required to update its general plan every 10 years. The Imagine Buckeye
2040 General Plan (Imagine Buckeye, General Plan) was approved and
ratified by the City and amended in 2022.20 To create the plan, the City
performed over 75 public outreach efforts and engaged more than
3,900 community members through meetings, the project webpage and
surveys or other comments.21
The General Plan is organized into the following three themes, each of
which pertain in numerous ways to arts and culture planning. The figure
on the righthand side of this page presents each of these themes,
followed by the theme elements that relate to arts and culture.
20 Imagine Buckeye 2040 General Plan (2022), 1-1.
Growth
Land Use
Economic Development
Growth Areas
Services
Public Services, Facilities, Buildings and Safety
Education
Transportation/Circulation and Bicycling
Recreation and Open Space
Stewardship
Environmental Planning and Urban Design
Neighborhood Preservation, Rehabilitation and
Healthy Communities
Arts and Culture
Buckeye in 2040 is an innovative, healthy, resilient, and forward-
thinking community that is safe and secure with diverse employment,
housing, education and business opportunities. Buckeye offers rural
to urban lifestyles with a genuine sense of heritage while being good
stewards of our natural resources, open spaces, and overall quality
of life.
Imagine Buckeye Vision Statement
21 Imagine Buckeye 2040 General Plan (2022), 1-8.
D. Literature Review of City Plans — Imagine Buckeye: 2040 General Plan
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APPENDIX D, PAGE 5
Growth
Imagine Buckeye presents growth as “essential for a healthy and vibrant
community.” The Growth section of the General Plan provides further
details regarding how growth should be managed and directed to
improve the overall Buckeye landscape over time. Land use, economic
development and growth areas are all key elements of this and relate to
placemaking in Buckeye.
Land use. Certain types of land use, described below, are particularly
relevant to arts and culture planning in the City of Buckeye.
Neighborhoods, master planned communities (MPCs) and Area
Plans. The General Plan notes that neighborhoods and master planned
communities typically have their own distinct characters and that
residents sometimes relate more to that identity than to a City-wide
identity. The Plan also indicates that the character of future master
planned communities should be considered as the City evaluates
development plans for new MPCs. Specific Area Plans such as the El Rio
District Area Plan (see above) are also mentioned as key to developing a
distinctive Buckeye character.22
22 Imagine Buckeye 2040 General Plan (2022), 2.5–2.18.
23 Imagine Buckeye, 2.15–2.17.
Activity Centers. Defined Activity Centers require additional oversight
and direction by the City of Buckeye. Activity Centers “denote live,
work, play areas that are vibrant mixed-use areas providing destination
locations” which must be developed following a “theme,” according to
the General Plan. The Plan identifies six Activity Centers (see below)23
which can help Buckeye develop and maintain cohesive placemaking
and create focal points for arts and culture efforts.
Open Space. This land use is described in the General Plan as “both
active parks and passive natural areas that are intended for public
recreation” and which “contribute to the overall natural character and
scenic beauty of Buckeye.”24 Further information regarding Buckeye’s
open space planning is provided in the Parks and Recreation Master
Plan, described later in this appendix.
Economic development. The General Plan indicates that the City must
maintain economic stability as it grows. Buckeye has experienced strong
residential growth and has a resultant lower jobs-to-population ratio
than Maricopa County overall. In order to keep up with population
growth, the plan notes that the City must “diversify its local economy”
and encourage industry growth.25 This diversification could help
Buckeye continue to develop its local culture through both financial
means and the development of its non-residential infrastructure.
24 Imagine Buckeye, 2.17.
25 Imagine Buckeye, 2.19–2.20.
D. Literature Review of City Plans — Imagine Buckeye: 2040 General Plan
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APPENDIX D, PAGE 6
Growth areas. Imagine Buckeye outlines both general and specific
areas where the City anticipates future growth.
Generalized areas for growth. The Plan indicates an intention to focus
growth in infill areas south of I-10 and north of the Gila River, expanding
existing development into areas that can be served by reasonably
extending infrastructure.26 This pattern of growth will help ensure that
Buckeye can continue to provide exemplary services, including arts and
culture infrastructure and programming, as new areas develop.
Activity Centers. As mentioned above in the land use section, Activity
Centers are a key land use category for driving art and culture in the City
of Buckeye. The General Plan notes that Activity Centers should be
characterized by the following:
Ease of access using multimodal transportation;
Proximity to existing infrastructure in order to reduce costs
and promote efficiency;
Attractiveness to private development because of nearness to
existing resources and amenities; and
Positioned as growth drivers in western Maricopa County.
26 Imagine Buckeye, 2.21.
The General Plan identifies the following six existing or future
Activity Centers in Buckeye:
Buckeye Highlands Activity Center;
White Tank Mountain Resort Activity Center;
Buckeye Airport Employment Activity Center;
Buckeye Gateway Activity Center;
Historic Downtown Buckeye Activity Center; and
Buckeye Hills Activity Center.27
27 Imagine Buckeye, 2.21–2.22.
Images: Hobo Joe statue and Buckeye Valley Museum
in Downtown Buckeye
Source: Buckeye Main Street Coalition Facebook
D. Literature Review of City Plans — Imagine Buckeye: 2040 General Plan
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APPENDIX D, PAGE 7
Growth goals. The General Plan also establishes growth goals as
well as associated policies. Goals related to arts and culture are
presented below.
Goal G-1. To guide a pattern of land use that provides
opportunities for diverse, active lifestyles and excellent quality
of life.
Goal G-4. Mixed-use land patterns are developed in
appropriate areas throughout the community.
Goal G-8. Buckeye Activity Centers are regional destinations
that are developed with a concentrated mix of uses promoting
a vibrant, dynamic, synergistic energy, and appropriate
transitions.
Goal G-9. Buckeye has an expansive and diverse economy.
Goal G-10. Buckeye fosters local entrepreneurship, and its
economy is supported by small firms.
Goal G-14. Buckeye has low unemployment, is economically
stable and has a high standard of living.
Goal G-15. Buckeye is a thriving city that is an attractive
destination for new growth.
Goal G-16. Buckeye’s Generalized Areas for Growth are
developed in a manner that promotes the most efficient use
of resources and maintains or improves the quality of life
for residents.
Goal G-19. Buckeye has attractive, high-quality, healthy
neighborhoods.28
28 Imagine Buckeye, 2.25–2.38.
Buckeye City Air Fair
Source: Buckeye, AZ City Government Facebook
D. Literature Review of City Plans — Imagine Buckeye: 2040 General Plan
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APPENDIX D, PAGE 8
Services
Some of the services in the City of Buckeye’s General Plan relate to arts
and culture goals.
Libraries and education. Imagine Buckeye notes the City’s two libraries
and bookmobile but also reports a need for additional library services in
underserved areas of the community.29 This could improve access to
culture as well as improve overall Buckeye quality of life.
Comprehensive transportation network. The General Plan
emphasizes transportation as means for connection and cohesiveness,
providing “the central nervous system of the City.”30 Further details on
Buckeye transportation planning are provided in the “Buckeye in
Motion” Transportation Master Plan section later in this appendix.
Parks, recreation and open space. The City of Buckeye identifies four
different types of parks: pocket parks, neighborhood parks, community
parks and municipal sports complex. Recreation opportunities provided
in the various spaces “offer residents numerous benefits to their social,
physical, economic, and mental health.” The General Plan also notes
that Buckeye focuses on “providing a wealth of opportunities for
children, particularly children from low‐income families, to get the
balanced and active play opportunities they need.” The plan also
remarks that open space increases property values and provides natural
resources and scenic views,31 which would provide benefits for both
visitors and all residents. These priorities indicate the City’s emphasis on
providing enrichment for the whole Buckeye community, regardless of
socioeconomic status.
29 Imagine Buckeye, 3.5–3.6.
30 Imagine Buckeye, 3.6–3.7.
Services goals. As with the growth section of the plan, the services
section presents numerous goals supported by related policy. Goals
which relate to arts and culture are presented below.
Goal S-1. Growth in Buckeye is supported by first‐rate public
facilities and services.
Goal S-3. Buckeye has a reputation of being a safe community
with strong law enforcement services.
Goal S-6. Growth in Buckeye is supported by a high-quality
educational system.
Goal S-7. Post‐secondary schools in Buckeye are regarded as
regional places of educational excellence.
Goal S-8. Buckeye’s educational institutions meet the needs
of a growing and diverse community.
Goal S-9. Buckeye is a connected community with an efficient
multimodal transportation network
Goal S-12. Buckeye’s multimodal system provides
alternatives for modes of travel.
Goal S-14. The bicycle and pedestrian circulation system is a
well‐connected and maintained network, enabling access to
all parts of the City.32
31 Imagine Buckeye, 3.14–3.15.
32 Imagine Buckeye, 3.16–3.26.
D. Literature Review of City Plans — Imagine Buckeye: 2040 General Plan
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APPENDIX D, PAGE 9
Stewardship
The General Plan indicates that stewardship extends to the natural
Buckeye environment as well as built structures, including historic
buildings. The plan notes that both the built and natural environments
can provide many community benefits.33
Environmental planning and urban design. This portion of the plan
indicates that City planning must emphasize sensitivity to the “unique
desert environment” of the Buckeye area. This consideration of
placemaking includes natural areas such as river corridors and desert
monuments; it also extends to urban development, including walkability
and connectivity: “the aesthetics of the vertical built environment, but
also the horizontal public spaces such as streets, parks, plazas, and
other gathering spaces.” Paths and trails, a network which the City
intends to expand in coming years, are also considered under this
planning umbrella.34 Paths and trails are further discussed in Buckeye at
Play: Parks and Recreation Master Plan.
Neighborhood preservation, rehabilitation and redevelopment. The
General Plan reports that many residents identify as much or more with
the “unique and distinctive character” of their respective
neighborhoods as with the greater identity of Buckeye. The plan notes
that central planning efforts must respect the characters of individual
neighborhoods as the City seeks to connect and streamline
33 Imagine Buckeye, 4.1.
34 Imagine Buckeye, 4.2–4.3.
35 Imagine Buckeye, 4.2–4.3.
36 Imagine Buckeye, 4.9–4.10.
transportation.35 The document also emphasizes the need for
preservation and rehabilitation in case of neighborhood deterioration.36
Healthy communities. This portion of the stewardship section
reiterates the need for community access to recreation and open space
as well as healthy community design. Additionally, it reports public
engagement as a key factor when identifying City priorities related to
programing and placemaking.37
Arts and culture. Existing arts and cultural offerings in Buckeye reflect
the “rich” history of the area. Various resources provide this connection.
Historic resources. Buckeye’s historic buildings include two properties
on the National Register of Historic Places: the Buckeye Union High
School A‐Wing and the Hassayampa Bridge, both of which were built
around 100 years ago and have been restored or repaired since then.
Additional historic places are joined by the Buckeye Valley Museum,
which has been operated by the City since 2007.38
Arts in Buckeye. The General Plan reports that the Community Services
Department, located in downtown Buckeye, “is a great resource for arts
and culture activities” but may be hard to access for those living farther
north in Buckeye.39
37 Imagine Buckeye, 4.10–4.13.
38 Imagine Buckeye, 4.13.
39 Imagine Buckeye, 4.13–4.14.
D. Literature Review of City Plans — Imagine Buckeye: 2040 General Plan
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APPENDIX D, PAGE 10
Stewardship goals. As with the other two sections of the plan (growth
and services), stewardship goals are supported by policies and other
planning, much of which is detailed further in separate planning
documents. The stewardship goals which relate to arts and culture
planning are presented in the righthand column.
In sum, this portion of the General Plan is particularly relevant to arts
and culture in Buckeye. It emphasizes the need to highlight the
aesthetics of the Buckeye desert character and guard natural assets as
well as preserve existing historical character and expand arts and
culture services to reach the whole community.
40 Imagine Buckeye, 4.14–4.24.
Goal ST-1. Buckeye is dedicated to preserving the aesthetic
and environmental qualities of the desert.
Goal ST-2. Important natural assets are protected from the
man‐made environment.
Goal ST-3. Landscaping and architecture are compatible with
the desert character.
Goal ST-4. Buckeye upholds a standard of high‐quality design
in the built environment.
Goal ST-5. Buckeye has a network of paths and trails that
provide local and regional links.
Goal ST-11. Neighborhoods in Buckeye are unified while
maintaining their own unique character.
Goal ST-12. Neighborhoods that are in need of rehabilitation
or redevelopment are revitalized, creating vibrant places
in Buckeye.
Goal ST-14. Buckeye is an active city with programs and
facilities that enable healthy lifestyles.
Goal ST-18. The Buckeye community is celebrated through
the arts, events, and programs.
Goal ST-19. Buckeye’s history is well preserved.
Goal ST-20. Buckeye’s art and culture promotes the City of
Buckeye as a desirable destination for visitors and residents.
Goal ST-22. Buckeye is a regional tourist destination.40
D. Literature Review of City Plans — City of Buckeye Library Facilities Master Plan
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APPENDIX D, PAGE 11
The City of Buckeye Library Facilities Master Plan (Buckeye Library
Master Plan, Library Plan), adopted in 2023, engaged the public with
outreach including six public workshops and two online surveys.41
Guiding principles. Several of the guiding principles identified in the
Buckeye Library Master Plan align with the development of arts and
culture goals:
1. All residents of Buckeye are Library Patrons, to be conveyed
via broad messaging at every opportunity.
2. One size does not fit all - success arrives via awareness plus
delivery for evolving community needs.
3. The 21st Century Library contains broad based learning
opportunities in addition to books. Libraries to prepare for a
dynamic approach with flexibility and contingency as new
modalities arise.
4. The library is often the gateway and information hub for
community services, public amenities, and civic history.
7. A key ingredient for a timeless, and impactful library is
participation by a variety of residents from all walks of life.
8. The library is a catalyst for social, economic, cultural, and
community well-being.42
41 Buckeye Library Master Plan, 1.7.
42 Buckeye Library Master Plan, 3.2.
Images: Buckeye Public Library Downtown Branch, Coyote Branch and Bookmobile
Source: Buckeye Library Master Plan
D. Literature Review of City Plans — City of Buckeye Library Facilities Master Plan
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APPENDIX D, PAGE 12
Toolkit for expansion. The Library Plan considers tools for expansion of
library footprint and services under three broad themes.
Places. In addition to library branches and satellite branches, the
Library Plan suggests the concept of co-location, or “a permanent or
semi-permanent physical space for the library that is located in or
adjacent to a partner’s physical facility.” Potential co-locating
opportunities could include recreation centers, City Hall or
community colleges.
Activities. As “curated moments in time,” activities provide a way for
existing library resources to foster learning, creativity, assistance and
more. They activate places, build community and provide a catalyst for
meaningful cultural connections.
43 Buckeye Library Master Plan, 3.9–3.14.
Opportunities. This portion of the plan suggests future partnering
opportunities, including potential partnerships with the Community
Services Department, cultural institutions, local businesses, senior
centers, schools and others. It also notes the possibility for expanded
mobile options in Buckeye, such as a Mobile Outpost at a major
trailhead or a Parks and Recreation Equipment Lending Library. The plan
also suggests pop-ups, such as a temporary storefront on Main Street in
collaboration with local artist installation.43
Native wildlife naming structure. The plan recommends that the
Buckeye library system continue to name library facilities in
accordance with Sonoran Desert native wildlife. The existing Coyote
Branch Library, Roadrunner Bookmobile and Falcon Digital Library
follow this naming convention, and the plan suggest that naming
efforts should connect to Buckeye culture through native wildlife and
particularly avoid incorporating the names of living people or
residential developments.44
44 Buckeye Library Master Plan, 3.29.
Image: Existing BPL Library characters
Source: Buckeye Library Master Plan
Source: Buckeye Library Master Plan
D. Literature Review of City Plans — City of Buckeye Arterial Gateway Guide
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APPENDIX D, PAGE 13
One of the key ideas to address when creating an arts and culture plan
is establishing a sense of place that is visible to both residents and
visitors. The City of Buckeye Arterial Gateway Guide (Gateway Guide)
was developed in 2023 to help the city create “an iconic sense of place
at prime locations entering the community ….” The guide presents
practical ways in which Buckeye can achieve “consistent identity”
through the use of a “brand recognizable streetscape median.”45
Project strategy. Two key placemaking ideas are addressed in this
guide’s project strategy:
Theming. The guide used “local culture, history and the
natural environment” to identify “inspirational regional
materials” and worked with stakeholders to narrow down
Buckeye placemaking themes to include:
Natural assets (river/mountain);
Heritage; and
Urban-Aviation.
Identity materials. The guide recommends expanded
placemaking by utilizing architectural materials already used
in Buckeye facilities. These include materials that could have
been historically collected early in the area’s city’s history,
such as items found in natural assets like mountains and
rivers, as well as early manufactured products in the area.46
45 City of Buckeye Arterial Gateway Guide (2023), 5.
46 Gateway Guide, 5.
Gateway signage. The guide presents different tiers of gateway signage
for the city. The left image below presents a prototype for a
higher-dollar Tier 1 gateway. This gateway signage option is intended
for freeway and highway arrival locations into the city, leading to
arterial and parkway corridors. 47 The right image demonstrates what
this option might look like in a potential gateway space, welcoming all
to the city.
47 Gateway Guide, F1.0.
Images: Proposed Buckeye Tier 1 gateway signage
Sources: City of Buckeye Arterial Gateway Guide
and Arterial Gateway Guide Prototype
D. Literature Review of City Plans — Buckeye Downtown Specific Area Plan
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APPENDIX D, PAGE 14
On May 21, 2024, the City of Buckeye amended its Downtown Buckeye
Specific Area Plan (Downtown Plan), originally created in 2023. The
Historic Downtown Buckeye Activity Center48 (Downtown Buckeye) is
one of the General Plan’s six proposed Activity Centers. The Downtown
Plan considers Downtown Buckeye through a lens of tourism, land use,
entertainment and economic development, noting that “downtowns
often can function as an economic powerhouse of a community.”49
Community engagement. Public participation for the Downtown Plan
indicated that many residents see the downtown area as “unsafe,
vacant, and lifeless after hours - a ghost-town after the workday ends.”
However, respondents expressed hope for the future of Downtown,
with one participant commenting, “What I see … are businesses and
buildings being restored and revitalized … I see vacant buildings with
potential.”50 About 98 percent of survey respondents reported that they
would like more community space in downtown Buckeye.51
According to the Downtown Plan, community members and leaders
want Downtown Buckeye to be the “soul of the city,” its “identity” and
its “culture.” The Downtown Plan examines how arts and culture can be
integrated into the Downtown area through values (presented on the
right) which are expanded upon through practical approaches:
Land use and development framework;
Public realm and street life framework; and
Economic development and vibrancy framework.52
48 Downtown Buckeye Specific Area Plan (2024), 2.
49 Downtown Plan, 4.
50 Downtown Plan, B6.
Downtown Buckeye Specific Area Plan values
Value 1: Community-focused. Foster a community-focused
downtown by creating opportunities for organic and organized
community gathering and grassroots economic activity to take place.
Value 2: Day and night. Create a regionally recognized and safe day-
and-night destination that has attractions and activities all throughout
the day focusing on play, entertainment, and nightlife.
Value 3: Active. Curate an active downtown environment that has
regular foot traffic, programmed events and recreational activities.
Value 4: Mixed-use. Establish mixed-use and quality public and private
downtown spaces that provide inherent flexibility for multiple purposes
and changing market demands.
Value 5: Feels like home. Make downtown feel like home by
celebrating the culture and heritage of Buckeye and fostering a strong
sense of place through physical design and cultural events.
Value 6: Downtown for all. Build a downtown for all through
accessible infrastructure, connectivity enhancements, and attractions
that make Buckeye appealing to anyone and everyone.53
51 Downtown Plan, B15.
52 Downtown Plan, vii.
53 Downtown Plan, 19.
D. Literature Review of City Plans — Buckeye Downtown Specific Area Plan
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APPENDIX D, PAGE 15
Land Use and Development Framework
The Downtown Plan divides the downtown area into “Downtown
West,” also known as the Downtown Core, and “Downtown East,” a
proposed development to the east of Apache Road along Monroe
Avenue. The land use framework emphasizes the value of different
development areas with specific purpose, placement and character,
some of which are strongly related to arts and culture. (The following
page presents projected locations for each land use type.)
Parks and recreation. In this land use, “flexible and dynamic space”
allows for “active and passive recreational activities and programming.”
These areas, exemplified by Downtown Mesa’s Pioneer Park (below),
would be integrated into many other use areas.
Downtown residential. This land use encourages the development of
front porches and patios as well as “planting strips and shade trees to
create a comfortable walking environment.” This concept can allow
residents to feel comfortable and visitors to feel welcomed even in
residential areas of Downtown Buckeye.
Mixed-use core. The Downtown Specific Area Plan indicates that this
type of land use would make up the majority of the Downtown East
area and be “centered around a community anchor.”
Downtown core. This land use “focuses on dining, nightlife,
entertainment, boutique hotels, civic uses (e.g., libraries and museums,
though new civic uses should be concentrated in the [Downtown East]
area of downtown), retail, and destinations.”
Education. In addition to schools, this land use can include libraries,
auditoriums and recreational spaces, including sports facilities. Such
areas present an opportunity to engage in intellectual and active
pursuits key to developing and encouraging the culture of Buckeye.
Arts and creativity. This land use is intended primarily for “activity that
supports local arts and cultural uses” including entertainment
destinations, food truck courts, art workshops and classes, galleries,
breweries and other community gathering spaces, marked by “unique
and artistic building designs and integration of walkable infrastructure
and public spaces.”54
Left to right: Examples of land uses including Parks and Recreation – Downtown Mesa, AZ, Pioneer Park; Downtown Residential – Tucson, AZ; Mixed-Use Core –
Verrado, Buckeye; Downtown Core – Gilbert, AZ; Education – Fresno, CA; and Arts and Creativity – Flagstaff, AZ (Downtown Buckeye Specific Area Plan).
54 Downtown Plan, 47–68.
D. Literature Review of City Plans — Buckeye Downtown Specific Area Plan
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APPENDIX D, PAGE 16
Source: City of Buckeye Downtown Specific Area Plan, p. 49
D. Literature Review of City Plans — Buckeye Downtown Specific Area Plan
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APPENDIX D, PAGE 17
Public Realm and Street Life Framework
This section of the Downtown Plan “explores ideas and principles of
urban design, aesthetics, and street life” with an eye toward “creating
better spaces for all.” Key issues discussed in this section include the
need for additional shade throughout Downtown, the need to enhance
a feeling of safety and encourage gathering at all times of day as well as
develop consistency of “aesthetic elements throughout the entire
area.”55 These concepts all contribute to placemaking, and community
development which can enhance a sense of identity in Buckeye.
Conceptual landscape and hardscape. This portion of the plan
examines likely landscape elements such as trees, succulents and
other flora which both embody elements of the Buckeye natural
landscape and create impactful visuals and color in the Arizona heat. It
also considers hardscape elements appropriate to Buckeye’s sense of
character. This includes items such as benches and other outdoor
furniture that mimic regional landscape forms, as well as surfaces
made of decomposed granite and integral-color concrete that would
incorporate well into Buckeye’s sense of place.56
Gateways. The Downtown Buckeye Specific Area Plan identifies the
need for thematic gateway entrances as “bookends that frame key
corridors, locations or destinations.” These landmarks denote key
points of change between land use types while also helping create a
distinctive identity for the City.57 Gateway example drawings are
presented on the following page.
55 Downtown Plan, 119–120.
56 Downtown Plan, 125–126.
57 Downtown Plan, 127–128.
Festival streets. The Downtown Plan presents two different ideas for
festival streets which could be closed to traffic temporarily to allow for
markets, shows, outdoor dining and other gathering opportunities.58
Public space development and redevelopment. Specific areas of
Downtown were noted as possibilities for development and
redevelopment to create an improved Downtown experience. These
all suggest opportunities for an improved pedestrian experience and
community development through site furnishings, wayfinding and
landscaping and include Benbow Park, 6th Street Plaza and Buckeye
Town Park.59
The Plan also notes possible alleyway enhancement along the south
side of Monroe Avenue. This would include modifying the spaces for
activation using pedestrian-scale lamps or festoon lighting, movable
street furnishings and possible bollards to cut off the alleys from
vehicle traffic.60 Entrances to these alleyways could also be an ideal
location to include creative, community-specific wayfinding signage,
as it will be a place where pedestrians can pause and regroup in a
safe environment.
58 Downtown Plan, 129.
59 Downtown Plan, 130–134.
60 Downtown Plan, 76.
Rendering of 6th Street Plaza Redevelopment
Source: City of Buckeye Downtown Specific Area Plan, p. 132
D. Literature Review of City Plans — Buckeye Downtown Specific Area Plan
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Source: City of Buckeye Downtown Specific Area Plan
Source: City of Buckeye Downtown Specific Area Plan
D. Literature Review of City Plans — Buckeye Downtown Specific Area Plan
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Economic Development and Vibrancy Framework
This portion of the Buckeye Downtown Specific Area Plan indicates that
vibrancy is a key goal of downtown planning and that this contributes to
economic viability and development. Key issues are identified related to
this goal, including lack of identity and programming within the
Downtown area. The plan recommends the following ideas to address
these issues.
Solidify a market niche and brand. The Downtown Plan indicates the
need to develop “identifiable branding and a market niche.” The Plan
suggests that the core of the market niche celebrate the intersection of
heritage, culture, entertainment and recreation in the city.
Ensure ample entertainment and community spaces. To develop and
strengthen the market niche mentioned above, the plan notes that
Downtown Buckeye, like many other urban centers, must serve
numerous functions, including recreation and leisure space. The
Downtown Plan suggests that entertainment venues could create
vibrancy as well as economic activity related to event attendance.
Enhanced marketing, promotion and events. In order to bring in the
volume of foot traffic needed to sustain Downtown, marketing and
promotion of events and the Downtown’s brand must increase to bring
awareness to improved options and opportunities.61 Programming must
increase to match the new and enhanced spaces mentioned in the
Downtown Plan, which will allow for activation and could increase
demand for and visibility of Downtown Buckeye’s offerings.
61 Downtown Plan, 137–141.
Glow on Monroe – Downtown Buckeye parade
Source: buckeyeaz.gov
Buckeye Days
Source: The Arizona Republic, via
Buckeye Downtown Specific Area Plan, p. A6
D. Literature Review of City Plans — Buckeye City Council Strategic Plan
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The Buckeye City Council Strategic Plan 2025–2028 (Council Plan) is
based on an original plan which was adopted in 2022 and amended
each year thereafter.62 The plan includes goal areas, guiding principles
and activities which relate to arts and culture efforts in the city.
Economic growth. This portion of the Council Plan outlines Buckeye’s
aspiration to build the city economically in part through creating
ongoing business partnerships and other relationships. Planned
activities to further this aim include:
Drafting Gateway Activity Center (aka “The Landing”) Special
Area Plan (currently underway as of this writing); and
Develop timeline and funding source for downtown
streetscape enhancement.63
Safe and sustainable quality of life. The Council Plan emphasizes the
City’s desire to continue providing programming, gathering places and
events to strengthen the Buckeye community. Specific arts- and culture-
related activities discussed in this section of the plan include:
Updating the Recreation, Parks, and Trails Master Plan
(completed in 2025);
Completing an Arts and Culture Master Plan (this plan,
currently underway); and
Conducting a right-of-way landscape beautification
assessment (intended for 2027 as of the writing of the
Council Plan).64
62 Buckeye City Council Strategic Plan 2025–2028 (March 2025), 2.
63 Council Plan, 7.
64 Council Plan, 11.
Economic growth guiding principles
Guiding Principle 2. Continually update and refine a long-
range planning that incorporates resident and stakeholder
input to provide a road map for community design, strategic
economic development, infrastructure and budget planning.
Guiding Principle 5. Employ economic development
strategies, including development agreements that invest in
public amenities and infrastructure to enhance our quality of
life and thereby drive economic growth.65
Safe and sustainable quality of life guiding principles
Guiding Principle 1. Preserve and enhance the historic and
cultural identity/resources that reflect the values and
traditions of our community. We support and promote
cultural activities that reflect our historic legacy.
Guiding Principle 5. Foster and support initiatives and
evaluate community policies, programs, gathering places, and
events that promote healthy and quality lifestyles for our
diverse community.
Guiding Principle 6. Foster citywide “open space” initiatives,
policies and city codes that support a clean, well-maintained,
and sustainable community.66
65 Council Plan, 6.
66 Council Plan, 10.
D. Literature Review of City Plans — Buckeye At Play: 2025 Parks and Recreation Master Plan
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Buckeye at Play: 2025 Parks and Recreation Master Plan (Buckeye at
Play) engaged extensively with the public, incorporating a total of 4,305
inputs from a combination of statistically valid surveys, website surveys,
public meetings, pop-up events and other sources.67 Key goals of the
plan include creating vision and direction for the Buckeye Community
Services department, identifying service and programming gaps and
prioritizing corresponding future goals, and understanding potential
partnership opportunities and funding options.68
Parks and Recreation overall arts- and culture-related goals. The
Parks and Recreation Master Plan notes the following goals:
Offer comprehensive programs that satisfy varying age levels,
physical abilities and special interests;
Protect and preserve Buckeye’s parks, facilities and open
space for long-term sustainability; and
Provide a variety of health and wellness programs that
promote and support personal health.69
Growth, recreation trends and community needs. Rapid population
growth and evolving recreation trends shape Buckeye’s needs.70
Community input identified participants’ top amenity and program
needs (presented on the right), highlighting local demand for flexible
recreation options with a strong connection to nature and fitness both
on an individual level and through City-facilitated programming
and education.71
67 Buckeye at Play: 2025 Parks and Recreation Master Plan (June 2025), 55-56.
68 Buckeye at Play, 2.
69 Buckeye at Play, 362.
70 Buckeye at Play, 246.
71 Buckeye at Play, 131–134.
Image: Top 12 amenity needs based on statistically valid survey
Source: Buckeye at Play
Image: Top 12 program needs based on statistically valid survey
Source: Buckeye at Play
D. Literature Review of City Plans — Buckeye At Play: 2025 Parks and Recreation Master Plan
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Connectivity through pathways, trails and open space. A major
theme of Buckeye at Play is the ability to connect to local destinations
and the natural environment. As Arizona’s largest city by land area,
Buckeye prioritizes preserving and enhancing open space and improving
access to natural beauty amid growth.72 An expanding system of
pathways and trails aims to improve safety, accessibility and economic
vitality while enhancing quality of life in Buckeye. Public participation
indicated that the following open space and trail recommendations
received the most public support:
Create a trail connection between Skyline Regional Park and
White Tank Mountains Regional Park.
Add a trailhead to the west side of Skyline Regional Park.
Connect “rivers to ridges” throughout the City, using
greenways to connect the White Tank Mountains, Buckeye
Hills, Maricopa Mountains, and the Gila and
Hassayampa Rivers .73
Explore partnerships opportunities for a nature center with
organizations like the Audubon Society.
Conduct grant study on land purchase opportunities.
Continue investment in the Rio Reimagined regional vision
planning process. 74,75
72 Buckeye at Play, 246–247.
73 Buckeye at Play, 244.
74 Buckeye at Play, 273.
75 See https://rioreimagined.org/rio-reimagined-regional-vision-planning-process-
archive/
Source: Buckeye at Play
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Cultural, historic and community identity. Buckeye at Play frames
cultural and historic resources as essential to fostering community
belonging and pride.76 The plan emphasizes preserving architectural
heritage, celebrating Buckeye’s diverse cultural history, expanding
education and awareness, and leveraging partnerships with
organizations such as the Buckeye Main Street Coalition, Buckeye Valley
Historical Society and the Buckeye Valley Museum. Historic preservation
is also positioned as a tool for economic revitalization and tourism,
reinforcing Buckeye’s unique character as it urbanizes.77
Service levels and future parks. The plan recommends strategic
service expansion through partnerships and coordinated land planning.
Land acquisition and programming strategies emphasize flexibility,
long-term sustainability, and meeting evolving recreation needs across
Buckeye’s growing population. Actions with the most community
support include the following:
Partner and co-locate future schools with land for a
community park, recreation center and aquatics facility.
Work with developers on opportunities to construct parks in
master planned communities.
Create a shared use performing arts space78
76 Buckeye at Play, 276.
77 Buckeye at Play, 287–289.
78 Buckeye at Play, 314.
Source: Buckeye at Play
D. Literature Review of City Plans — Buckeye in Motion: Transportation Master Plan Update
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The 2025 Buckeye in Motion: Transportation Master Plan Update
(Buckeye in Motion, Transportation Master Plan) provides updates to
the City’s 2019 Transportation Master Plan. The updated document
provides transportation planning support for development indicated in
the Imagine Buckeye 2040 General Plan.79 The public involvement
process for this project included an online survey evaluating public
transportation perceptions that was open for two weeks in December
2023 and garnered perspectives from over 592 respondents, not
including those who sent in responses by mail.80
Transportation goals as drivers of Buckeye culture and economy.
Buckeye in Motion’s transportation goals provide further information
on the goals identified in Imagine Buckeye and relate to arts- and
culture-related themes including connectedness, placemaking,
community development and City identity and walkability. Specific
transportation goals related to these subjects are presented on the right
and key concepts of the plan are outlined below.
Connected, multimodal transportation network. The transportation
vision presented in the Transportation Master Plan emphasizes a
connected community supported by an efficient multimodal system
(see Goals 1 and 4), where residents can travel using multiple options
beyond driving. The plan seeks to include transit, bicycles and
pedestrians, while connectivity between neighborhoods is identified as
a key factor for encouraging these types of transportation choices.81
79 Buckeye in Motion: Transportation Master Plan Update (December 2025), 1.
80 Buckeye in Motion (2025), 17.
81 Buckeye in Motion (2025), 51.
Activity Centers and mode prioritization. As discussed earlier in this
appendix, the City has identified six Activity Centers where mixed-use
development will enable a variety of commerce and recreation to occur
side by side. Buckeye in Motion indicates that while main arterials and
parkways should prioritize bringing vehicular traffic to those Activity
Centers, once inside the centers, streets should shift toward bicycle and
pedestrian priority. These areas can also function as transfer hubs for
transit and should be positioned to support associated ridership.82
Varied transportation modes to Activity Centers will also support
economic development.
Active transportation. The Transportation Master Plan emphasizes
walking and biking and frames these and other active modes of
transportation as a strategy to encourage community gathering and
improve quality of life in Buckeye.83
Transportation Goal 1. Buckeye is a connected community with an
efficient multimodal transportation network.
Transportation Goal 4. Buckeye’s multimodal system provides
alternatives for modes of travel.
Transportation Goal 6. The bicycle and pedestrian circulation system is
a well-connected and maintained network, enabling access to all parts
of the City.84
82 Buckeye in Motion (2025), 80.
83 Buckeye in Motion (2025), 96.
84 Buckeye in Motion (2025), 14–16.
D. Literature Review of City Plans — Key opportunities for arts and culture
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Through this review of City plans and related documents,
Keen Independent identified key opportunities for existing and
potential initiatives that relate to this Arts and Culture Plan.
Thoughtful integration of arts and culture initiatives can help support
existing and future City planning efforts. Opportunities can be
grouped by the following themes:
Connectivity;
Linking arts and culture with economic impact;
Branding;
Integrating the arts into future planning efforts;
Building arts and culture into daily life and movement; and
Identifying spaces for more arts and cultural resources.
Connectivity. The theme of connectivity is woven through all City
planning documents. The City of Buckeye thoughtfully emphasizes
connection through active transportation planning, shared activities
and natural gathering spaces, and cultural and historical exchange.
Leaning into the theme of connectivity could help in curating
placemaking and identity for Buckeye.
Linking arts and culture with economic development. Based on
this literature review, the City might be interested in leveraging
arts and culture to foster economic development in Buckeye.
Branding and placemaking. The City is invested in presenting a
clear identity to residents and others. Based on review of the
planning documents, interest in branding expands beyond the
City’s logo to include placemaking, or planned design and
interventions that highlight, or cultivate, a sense of place. For
Buckeye this could include:
Expanding nature-focused branding centered around Sonoran
Desert plants, wildlife and scenery;
Thoughtful wayfinding and placemaking, including signage,
lighting and design elements; and
Ease of access, shade and resting places and other
infrastructure for bicyclists and pedestrians as Buckeye
enhances its identity as an active city.
Integrating art into future planning. The Downtown Specific
Area Plan is the only Activity Center planning document
completed as of this writing. As other documents are written,
specific, cohesive arts and culture planning measures could be
woven through each of them. These could include public art
planning as well as methods for partnering with cultural
institutions, a future arts district or other nonprofit organizations.
Building arts and culture into daily life and movement.
Buckeye has a considerable inventory of arts and culture offerings
but can continue to integrate the arts more thoroughly through the
following strategies:
Building on the idea of festival streets in Downtown to
encourage cultural activities throughout the area.
Developing interpretive signage to highlight the
natural environment.
Expansion of branded interpretive signage to integrate
outdoor experiences with bicycle and pedestrian activities.
Locations for arts and culture. While there are many areas of
Buckeye that may benefit from more arts and cultural resources,
upcoming efforts should focus on the six Activity Centers as well as the
Gateways identified in planning documents.
APPENDIX E. Art in Public Places Recommended Practices — Introduction
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This appendix presents best practices and policies for art in
public places that are tailored to municipalities in Arizona, with
relevance to fast-growing communities such as Buckeye.
The City of Buckeye (City) can use this appendix to:
Introduce ordinance-level public art policy informed by
recommended practices;
Scale public art policy and implementation to support rapid
population growth and new development patterns;
Activate its governance and decision-making process;
Develop a public art program implementation manual;
Plan for dedicated funding sources for public art; and
Treat public art as a civic asset that requires:
Inventory;
Condition assessments;
Conservation planning; and
Lifecycle funding.
Keen Independent reviewed public art policies and procedures for the
following municipalities in Arizona to inform this summary:
Apache Junction;
Avondale;
Gilbert;
Goodyear;
Phoenix;
Surprise; and
Tempe.
E-1. Example of City of Buckeye’s Traffic Box Program
Source:
City of Buckeye.
E. Art in Public Places Recommended Practices — Definition of public art
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We begin this introduction to art in public places recommended
practices by defining “public art.”
Scope of Public Art
Much like art itself, the term “public art” has many definitions. The
right-hand column highlights a few characterizations of “public art,”
ranging from those that emphasize the value of public art for a
community to those that focus on a more technical definition
of the term. Generally speaking, “public art” is defined as an original
artwork created by an artist, or a group of artists, that is accessible to
members of the public. The category of public art most often evokes
sculptures and murals, which are artworks painted or directly applied to
a wall or other permanent structure, but it also encompasses
performances and can feature any material or media. Most public art is
site specific, meaning that the artist and/or curator considers the
location as important context to the artwork.
Public art can be permanent, or permanently installed in a location, or
temporary, which includes ephemeral art and artworks that are
installed in a specific location for a limited period. While public art can
be owned and maintained by museums, artists, collectors or artist
estates, this appendix focuses on art managed by municipalities.
Public art in Arizona. In Arizona municipalities, public art is frequently
integrated into transportation corridors, utility infrastructure and
rapidly developing commercial areas, reflecting both environmental
conditions and growth patterns.
1 What is public art? Association for Public Art. Adapted from Public Art in Philadelphia
(1992) by Penny Balkin Bach. Retrieved on March 17, 2026 from
https://www.associationforpublicart.org/what-is-public-art/
Art is a part of our public history, part of our evolving culture and our
collective history. It reflects and reveals our society and adds meaning
to our cities. As artists respond to our times, they reflect their inner
vision to the outside world and they create a chronicle of our
public experience.
Association for Public Art1
Public art is art in any media whose form, function and meaning are
created for the general public through a public process.
Patricia Phillips in Art Journal2
Simply put, public art is art in public spaces. The term “public art”
may conjure images of historic bronze statues of a soldier on
horseback in a park. Today, public art can take a wide range of
forms, sizes and scales—and can be temporary or permanent. It often
interprets the history of the place, its people and perhaps addresses a
social or environmental issue. Public art can include murals,
sculpture, memorials, integrated architectural or landscape
architectural work, community art, digital new media and even
performances and festivals.
Americans for the Arts3
2 Patricia Phillips (Winter 1989). Temporality and Public Art in Art Journal. Retrieved on
March 17, 2026 from https://www.jstor.org/stable/777018
3 Public Art (2026). Americans for the Arts. Retrieved on March 17, 2026 from
https://www.americansforthearts.org/by-topic/public-art
E. Art in Public Places Recommended Practices — Public art program overview
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When a City acquires one or more examples of public art through a
commission, donation or bequest, it becomes the steward of the
artwork. The City, therefore, becomes responsible for its care and
conservation. It also becomes accountable to ensure that the collection
is both accessible to the public and that its residents are informed of,
and involved in, collections development, which includes installation of
the artwork in a public place and potential deaccessioning, or
removal of the artwork from the collection.
Value of a Public Art Program
In fast-growing Arizona communities, public art programs play a critical
role in establishing civic identity, enhancing new development, and
creating a sense of place in areas experiencing rapid population growth.
Value of an ordinance-level policy. A clear art in public places policy
(AIPPP) empowers and protects both the municipality and residents by
offering transparency and accountability.
Benefits to the City. An AIPPP protects the municipal entity because:
The policy ensures that the City has a transparent and
consistent process for managing all facets of public art; and
In instances of public dispute regarding a commission,
accession or deaccession, a municipality can point to its policy
to identify how residents were invited to provide feedback on
the process and decision making.
Benefits to the public. An AIPPP protects the public by:
Identifying how the public can get involved in the
management of public art; and
Ensuring that the City will care for an artwork that an artist,
resident or community member gifts, or entrusts, to
the municipality.
E-2. Joe Pagac 2026 Well Wall Mural along Verrado Way
Source:
City of Buckeye.
E. Art in Public Places Recommended Practices — Public art program overview
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A Two-Part Structure: Public Art Ordinance and
Operational Procedures
Many emerging public art programs in Arizona begin with administrative
procedures and project-based approvals, as is currently the case in the
City of Buckeye. As programs mature, municipalities typically formalize
these practices through adoption of an ordinance and supporting
procedures. A two-part structure of an authorization policy, or
ordinance, and operational procedures offers legal clarity and
administrative flexibility.
Ordinance. An effective ordinance establishes the purpose of the City’s
public art program, as well as its scope, governance, where the program
lives within City organization, funding authority and review bodies.
Ordinance updates are approved by the City Council.
Operational procedures. Public art procedures, which can be
organized into a handbook or a procedures manual, often cover
submission requirements, selection methods, contracts,
maintenance plans and review timelines. Depending on the community,
an Arts Commission or the City Manager approve revisions and updates
to operational procedures.
4 Sec. 2-363.Ordinance 2016-13. Surprise Municipal Code (August 2, 2016). City of
Surprise. Retrieved on April 22, 2026 from
https://library.municode.com/az/surprise/codes/municipal_code?nodeId=PTIGEOR_CH
2AD_ARTXONOIRPEPUARPR
Surprise, AZ. The City of Surprise offers an example of this
two-part structure because it has:
The Surprise Municipal Code Ordinance 2016-13, which
outlines the “One and One-Third Percent for Art” on
capital projects;4 and
A Percent for Art Policies and Procedures Guide that
“establishes a process for the City of Surprise’s selection,
placement, maintenance, contracting and funding allocations
of works of art.”5
Clarity of purpose
Effective municipal public art handbooks, or operational procedures,
bolster the public art program ordinance and feature a clear statement
of purpose, as exemplified below.
The purpose of the Percent for Art Policies and Procedures Guide is to
establish a process for the City of Surprise’s selection, placement,
maintenance, contracting and funding allocations of works of art.
This guide includes policies for public engagement, art project
management, artist calls, maintenance and conservation, temporary
and traveling artworks, deaccession procedures, donations,
administration and other aspects of Percent for Art Programs.
City of Surprise, AZ, Percent for Art Policies and Procedures Guide (2023)
5 Percent for Art Policies and Procedures Guide (July 31, 2023). City of Surprise. Provided
by the City of Surprise in April 2026.
E. Art in Public Places Recommended Practices — Arts Commission or Advisory Board
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Most established public art programs are supported by an
Arts Commission or similar advisory body. In Buckeye, this role is
currently performed by the Community Services Advisory Board. As
Buckeye’s program evolves, the City may consider formalizing this
structure into a dedicated Arts Commission or strengthening the
public art authority of its existing advisory board.
Arts Commission Roles
An effective Arts Commission operates as an advisory, advocacy and
stewardship body that:
Shapes the public art program’s direction by setting vision
and priorities;
Safeguarding public trust by encouraging transparency
and equity; and
Supporting, without duplicating, staff efforts regarding
program implementation.
Municipalities can design their Arts Commission to serve in the way that
is best suited to that community. It is important for the AIPPP to clearly
outline the Art Commission’s scope. The municipality can decide
between the titles of an “Arts and Culture Board,” “Arts Commission” or
“Advisory Board” based on precedent to keep the naming and purpose
of the appointed group consistent with others. Keen Independent
understands that Buckey operates on an “Advisory Board” model and
therefore uses “Advisory Board” in place of “Commission.”
Advisory responsibility. In some cities, arts and culture advisory
boards or commissions develop policies and procedures regarding arts
and culture. It is more common, however, for the Advisory Board or
Commission to serve in an advisory role for the City Council, who
ultimately make final decisions regarding policy.
E-3. Additional panels of Joe Pagac 2026 Well Wall Mural
Source:
City of Buckeye.
E. Art in Public Places Recommended Practices — Arts Commission or Advisory Board
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Arts & Culture Commission or
Advisory Board Development
Commission or Advisory Board members are appointed by the Council
and represent the interests of their district or neighborhood. When a
Council appoints members from across the municipality, the Advisory
Board members represent the perspectives of diverse residents.
Expertise. Some cities select Advisory Board members based on their
arts and cultural expertise, such as in public art, arts administration, the
performing arts, arts education, urban design, design, creative
entrepreneurship and community organizing. As a group, Advisory
Board members should reflect a broad range of expertise and
experience. City leadership can identify an area of need, such as public
art maintenance, and recruit members with subject-matter expertise to
advise on policy recommendations or focus on ensuring that
Advisory Board members represent the community as a whole.
Goodyear, AZ. The City of Goodyear’s Arts and Culture Commission is
comprised of nine Goodyear residents, one alternate and one Ex-Officio
member. Appointed by City Council, the Goodyear’s Arts and Culture
Commission membership at the time of this study features several
artists, one licensed architect, multiple arts educators, a non-profit
leader and several business leaders.”6
Support for local creatives. Naming a commitment to
local artists in an AIPPP or the Advisory Board’s mission offers clarity
regarding public benefit and the municipality’s focus.
6 Arts and Culture Commission (2026). City of Goodyear. Retrieved on April 21, 2026
from https://www.goodyearaz.gov/government/departments/parks-recreation/arts-
culture/arts-culture-commission
Example mission and scope of an Arts Commission or
Advisory Board
The Goodyear Arts & Culture Commission provides leadership in
developing a community identity through the arts that embraces,
celebrates and unites all of our diverse histories, beliefs, cultures
and aspirations.
City of Goodyear Arts and Culture Mission 7
“The [City of Goodyear Arts and Culture] Commission makes
recommendations to Council with the goal of creating public dialogue,
advancing education, and inspiring civic pride with the arts. These goals
are accomplished by developing and promoting artistic
excellence through:
Public art that reflects our community’s identity and values;
Creating exciting and economically viable arts events;
Providing advocacy for the arts in the private and
public sector;
Developing opportunities for local and emerging artists; and
Ensuring our children attain greater academic achievement
through arts education.”8
7 Ibid.
8 Ibid.
E. Art in Public Places Recommended Practices — Arts Commission or Advisory Board
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APPENDIX E, PAGE 7
As stated in the “Scope of Public Art” section, a municipal public art
program may encompass many genres of creative expression including
the city’s art collection, performance series and cultural events. While
an Arts and Culture Advisory Board is responsible for high-level vision,
strategy and advocacy, a subcommittee focused on public art can
ensure that City staff are supported in managing a municipal arts
collection. Buckeye’s current projects, including murals and traffic box
installations, already demonstrate this approach through artist-led
surveys, stakeholder outreach and community engagement processes.
Subcommittees
To facilitate the Advisory Board’s efficacy and impact, City Councils
grant the governing body the ability to form subcommittees. These
subcommittees may feature an Advisory Board member as a Chair and
several members of the public to reflect relevant and diverse
perspectives. Having an option to include a representative of the
neighborhood in which the artwork is placed may help ensure that the
artwork accurately reflects the values of the community that it would
impact most directly.
Goodyear, AZ. The City of Goodyear’s Arts and Culture Commission
utilizes a Public Art Subcommittee to support implementation of its
public art program. The subcommittee evaluates project-specific
initiatives, such as the City’s traffic signal cabinet art program, and
develops recommendations for the annual Public Art Plan before
forwarding them to the full Commission and City Council. This structure
enables focused, project-level expertise while maintaining broader
governance oversight.9
9 Public Art Subcommittee (2026). City of Goodyear. Retrieved on April 27, 2026 from
https://www.goodyearaz.gov/Home/Components/Calendar/Event/10458/34?curdate=3
-3-2026&curm=10&cury=2025
Role of Community Feedback
Many AIPPPs also state that the Arts Commission or Advisory Board is
responsible for working with the municipality to gather resident input
on collections management, including curation, accessioning and
deaccessioning. Without the crucial step of gathering resident feedback,
public art installations and deaccessions can appear to be the decisions
of individual City staff members rather than reflecting the City’s role as
a steward of resident property and values.
Community review process for select projects. Public art often
inspires passionate reactions as residents adjust to their changing
landscape. Cities are more likely to encounter criticism after unveiling
a new public art initiative if there is a lack of transparency in the
selection process. Community involvement can build consensus for
specific projects, as well as enthusiasm for arts and culture in
Buckeye more broadly. Budgeting time and resources to involve and
inform the community through a Public Art Committee, for instance,
often saves municipalities resources in the long term. This community
review process may include:
Requesting that commissioned artists create and/or
implement a community outreach plan;
Notifying neighboring communities or business associations
that may be affected by the artwork; and
Updating the public on progress on project milestones
through digital, print and social media.
E. Art in Public Places Recommended Practices — Sustainable public art funding
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An important strategic shift is to manage the collection as part of the
city’s long-term infrastructure, placemaking and beautification efforts
rather than approach art in public places as a one-time expense, such as
the cost of a conservation treatment on one artwork.
Sources of Funding
The most resilient art in public places programs feature
diverse funding sources.
Public capital projects. Arizona municipalities commonly fund public
art through percent-for-art allocations tied to CIP, providing a
predictable and scalable funding mechanism aligned with
infrastructure investment. Examples include:
Phoenix, AZ. The City of Phoenix established its program
through a one percent allocation of eligible CIP funds,
embedding public art into streets, parks, libraries and civic
facilities as part of long-term capital planning.10
Surprise, AZ. The City of Surprise has a Municipal Art Fund
sustained through a “One and One-Third Percent” on
capital projects in addition to the City’s Arts and Culture
Division’s Operating Budget.11
10 About Public Art and the Program (2026). City of Phoenix. Retrieved on April 22, 2026
from https://www.phoenix.gov/administration/departments/arts/public-
art/faq.html#About_Public_Art_and_the_Program
E-4. Example of City of Buckeye’s Traffic Box Program
Source:
City of Buckeye
11 Percent for Art Policies and Procedures Guide (July 31, 2023). City of Surprise.
Provided by the City of Surprise in April 2026.
E. Art in Public Places Recommended Practices — Public art maintenance
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Once a municipality owns public art, it is responsible for managing its
collection as a steward for the artwork entrusted to its care.
Maintenance, Conservation and Lifecycle Planning
Municipalities that include maintenance, conservation and
lifecycle planning in their AIPPP, as well as conservation requirements in
their contracts for commissions and accessions, are less likely to pursue
deaccessioning an artwork later due to disrepair.
Visual Artists Rights Act. Under the Visual Artists Rights Act (VARA),
artists retain the right to be recognized as the creator of their work, as
well as “demand that his or her name be removed from a work in the
event of a distortion, mutilation or other modification of the work that
the artist has not consented.”15 Having a maintenance plan reduces risk
that an artwork falls a condition where the artist considers removing
their name, which may be cause for a City to pursue deaccessioning, or
permanently removing the artwork from its collection.
Arizona-specific concerns. In Arizona, artwork lifecycle planning must
account for extreme environmental conditions, including
high ultraviolet exposure, heat and dust. These factors accelerate wear
on materials, particularly painted surfaces such as murals and traffic box
installations, requiring more frequent maintenance cycles and
careful material selection. For Buckeye, artists provide a maintenance
plan to City staff.
15 Percent for Art Policies and Procedures Guide (July 31, 2023). City of Surprise.
Provided by the City of Surprise in April 2026.
16 Ibid.
17 Public Artist Handbook (2017). City of Dallas Office of Cultural Affairs. Retrieved
August 20, 2024 from
Fund allocations for maintenance. The City of Surprise, AZ, allocates
10 percent of newly contributed funds to its Municipal Arts Fund for
maintenance.16 Routine maintenance, such as annual cleaning, can
prevent the need for a one-time conservation cost, which often requires
contracting a licensed professional or team.
Contract requirements for conservation. When contracting an artist
to produce artwork that will enter the City’s collection, the municipality
can require that the artist is responsible for the artwork’s maintenance
for a period of time. Any fees accrued for maintenance are the
responsibility of the artist. This contractual obligation allows a City to
see if the artwork has durability, which is crucial for outdoor art
maintained through public funds.
Examples. The City of Dallas, Texas, has guidelines for public art to last
without significant maintenance for around 20 years.17 While many
municipal contracts state that an artist is responsible for conservation
for the first year of installation, communities like Fort Collins, Colorado,
require three years of commitment from artists.18 Given Arizona’s
extreme climate, Buckeye can look to proactive communities like Dallas
and Fort Collins to set conservation requirements in artist contracts.
https://webfiles.clarkcountynv.gov/Public%20Art/Public%20Art%20Professional%20Edu
cation/Public-Artist-Handbook.pdf
18 Keen Independent interview with City of Fort Collins staff on April 6, 2026.
E. Art in Public Places Recommended Practices — Art in private development
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Art in private development occupies a unique policy space because it
sits at the intersection of land use regulation, zoning authority,
development review, property rights and community design objectives.
Planning for Art in Private Development in Arizona
As a state, Arizona has historically maintained strong protections for
private property rights, which influence how municipalities structure
land-use regulations and development requirements. Arizona's Private
Property Rights Protection Act (Proposition 207), which passed in 2006,
created additional scrutiny around regulations that may reduce
property value, encouraging municipalities to carefully design
development requirements and incentives.19 As a result, Arizona cities
have generally favored approaches that integrate public art through
zoning, development review, negotiated development agreements or
flexible compliance options rather than prescriptive mandates.
Models common in Arizona. Buckeye may look to the following
examples of Arizona art-in-private-development models.
Gilbert, AZ. The Town of Gilbert's Community Canvas
program relies on partnerships among the Town, artists,
businesses and property owners to install public art
throughout the Heritage District. Project funding and
stewardship are addressed through individual partnerships
and agreements rather than an ordinance or requirement.20
19 Jeffrey L. Sparks (2009). 51 Arizona Law Review. 211. Retrieved on June 18, 2026 from
https://journals.librarypublishing.arizona.edu/arizlrev/article/id/7298/
20 Community Canvas (2026). Town of Gilbert. Retrieved on April 22, 2026 from
https://www.gilbertaz.gov/departments/economic-development/heritage-
district/heritage-district-public-art
Avondale, AZ. The City of Avondale's Public Art in Planned
Area Development (PAD) ordinance applies to commercial and
mixed-use developments containing 50,000 square feet or
more of net floor area. Rather than imposing a fixed
percentage contribution, the ordinance integrates public art
into the development design review process and requires
qualifying developments to provide for the installation and
maintenance of public art.21
Tempe, AZ. The City of Tempe's Art in Private Development
Ordinance applies to projects containing more than 50,000
square feet of commercial or office floor area. Qualifying
developments must either install City-approved public art
on-site or contribute an equivalent amount to the Tempe
Municipal Arts Fund.22 Offering developers multiple
compliance pathways, Tempe treats public art as part of
citywide community development and placemaking. Artworks
installed to satisfy ordinance requirements remain privately
owned and maintained unless specifically transferred to
the City.
These examples demonstrate that Arizona municipalities may pursue
partnership-based approaches, design-review-based approaches or
ordinance-based requirements depending on community priorities,
development activity, administrative capacity and legal considerations.
21 Public Art Ordinance (January 2, 2018). City of Avondale. Retrieved on April 22, 2026
from https://www.avondaleaz.gov/our-city/public-art
22 City of Tempe Art in Private Development Ordinance (1991). City of Tempe. Retrieved
on April 22, 2026 from https://www.tempe.gov/government/community-services/arts-
culture-history/tempe-public-art/art-in-private-development
E. Art in Public Places Recommended Practices — Art in private development
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Maintenance of Art in Private Development
Approaches to maintaining art in private development largely vary by
state. Many California municipalities, for instance, have art in private
development ordinances that require in-lieu fee structures and
municipal public art review criteria that support long-term ownership
and maintenance.23 Arizona municipalities generally do not assume
long-term conservation responsibility for art on private property. As
seen across the examples of Avondale, Gilbert and Tempe, the private
property owner is responsible for artwork maintenance, conservation
insurance and possible removal. As federal law, the already discussed
Visual Artists Rights Act (VARA) applies to art in private development.
Buckeye should be cautious about accepting conservation obligations
for art located on private property. Otherwise, the City may
inadvertently create a long-term maintenance liability for assets it
neither owns nor controls.
Apache Junction, AZ. The City of Apache Junction has adopted
one of Arizona's most comprehensive public art ordinances,
applying to both public projects and qualifying private
development, that includes maintenance, conservation and
replacement requirements
23 In San Francisco, CA, developers are subject to the Privately-Owned Public Open
Space and Public Art requirements (Section 429 of the City’s Planning Code) to preserve
and maintain on-site public art for the lifespan of the building on top of a 1% Art
Program that requires all projects involving new building, or the addition of 25,000
square feet or more in the Downtown and nearby neighborhoods to provide public art
equal to at least 1% of the total construction cost. San Francisco Planning (2026)
Retrieved on June 18, 2026 from https://sfplanning.org/privately-owned-public-open-
space-and-public-art
Overview of ordinance. Under the ordinance, new commercial,
mixed-use and multifamily developments are generally required
to either install publicly accessible art on-site or contribute an
equivalent amount to the City's Art in Public Places Fund (APPF) of
about one percent building construction costs.24
Maintenance requirements. The City of Apache Junction
requires owners of privately developed public art to maintain the
artwork, carry insurance, replace artwork if it is removed or
destroyed and comply with the Visual Artists Rights Act (VARA)
when modifying or removing art. The ordinance also authorizes
replacement artwork or payment into a public art fund if artwork
is removed.25
For Buckeye, Apache Junction offers a particularly useful model because
it demonstrates how a municipality can integrate public art into
private development while avoiding long-term maintenance liabilities
for privately owned artwork. At the same time, it establishes clear
expectations regarding maintenance planning, public accessibility,
conservation review and possible transfer of ownership should the
artwork enter the municipal collection.
24 Ordinance 1477 Art in Public and Private Developments (2019). City of Apache
Junction. Retrieved on June 18, 2026 from
https://apachejunctionaz.gov/DocumentCenter/View/29819/1-13-4-Art-in-Public-and-
Private-Developments
25 Ibid.
E. Art in Public Places Recommended Practices — Summary
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In summary, the strongest public art programs are built upon:
Clear policy and implementation procedures;
Alignment with growth and development patterns;
Reliable funding; and
Proactive and sustainable asset management.
Recommended Actions
The following policy revisions, procedures and mindset shifts can
support the City of Buckeye in managing its public art program.
Policy. Keen Independent recommends developing a formal
public art ordinance to formalize existing procedures. This
ordinance is an opportunity to introduce a percent for art tied to
the Capital Improvement Program (CIP) and establish a public art
fund where a percentage of contributions is allocated towards
maintenance at an as needed basis.
Governance. The City currently has a Community Services Advisory
Board and an Arts and Culture Subcommittee. In addition to activating
Subcommittee membership to highlight subject matter expertise and
perspectives of neighborhoods particularly affected by planned public
art initiatives, the City can explore developing the Subcommittee into an
Advisory Board as arts and culture become more integral to Buckeye’s
identity and City planning.
Funding. Keen Independent recommends approaching public art
funding as integral to developing and sustaining the City’s long-term
infrastructure. This recommendation includes:
Exploring a percent for art tied to CIP;
Adopting an annual arts and culture workplan, which includes
public art, that is tied to the CIP;
Evaluate opportunities to integrate public art requirements
into private development; and
Consider establishing a dedicated public art fund and
maintenance reserve.
For Buckeye, which is experiencing rapid population growth and
expanding infrastructure investment, a percent-for-art model tied to
Capital Improvement Program (CIP) would align cultural investment
with physical development.
Management. Effective public art programs have clear administration.
Keen Independent recommends that the City:
Formalize existing procedures into a comprehensive
implementation manual;
Establish a centralized inventory, tracking system and
maintenance standards for public art assets; and
Clearly define ownership and maintenance responsibility, such
as in instances of art in private development. If art is installed
within Homeowners Association (HOA) common areas, the
City can require that the HOA accepts maintenance
responsibility through recorded covenants or
governing documents before project approval.