FinalReport_BuckeyeArtsandCulturePlan_09182026.pdf

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BUCKEYE BUCKEYE BUCKEYE
ARTS ARTS ARTS & & & CULTURE CULTURE CULTURE PLAN PLAN PLAN
ARTS ARTS ARTS FOR FOR FOR ALL, ALL, ALL, BUILT BUILT BUILT TOGETHER TOGETHER TOGETHER

Table of
SECTION 1. INTRODUCTION
Contents
SECTION 2. KEY FINDINGS
Executive Summary........................................................................................................... 2-1
Methodology..................................................................................................................... 2-3
Culture in Buckeye............................................................................................................ 2-4
Arts and cultural assets..................................................................................................... 2-5
Resident and community desires for art and culture........................................................ 2-9
SECTION 3. STRATEGIC PRIORITIES
Introduction...................................................................................................................... 3-1
Strategic priority 1: Expand access to and communications about arts and culture........ 3-2
Strategic priority 2: Build a visible and cohesive public art program................................ 3-9
Strategic priority 3: Strengthen arts programming, events and cultural activation........ 3-17
Strategic priority 4: Enhance partnerships and funding models.................................... 3-24
Strategic priority 5: Clarify and strengthen City identity, branding and community
pride through arts and culture ...................................................... 3-30
Strategic priority 6: Build organizational capacity and long-term infrastructure........... 3-35
SECTION 4. APPENDICES
Summary of Appendices .................................................................................................. 4-1
Appendix A: Market Analysis........................................................................................... A-1
Appendix B: Peer Benchmarking Research....................................................................... B-1
Appendix C: Community and Stakeholder Feedback........................................................ C-1
Appendix D: Literature Review of City Plans.................................................................... D-1
Appendix E: Art in Public Places Recommended Practices.............................................. E-1
Cover photo credits: City of Buckeye

INTRODUCTION

Introduction
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 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. Buckeye Buckeye Days Days
Source: Source: City City of of Buckeye Buckeye
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.
Gila Monster on the Verrado Well Wall Mural
Source: City of Buckeye
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Introduction
This plan was made possible by City leaders and Buckeye residents. Community Services Advisory Board
Message from the Study Team  Terry Vrabec, Chair;
The Keen Independent study team thanks the following groups  Kathleen Rossetti, Vice Chair;
and individuals.  Joanna Brace;
 Caleb S Elms;
City Council, Community Services Advisory Board and City
leadership and staff.  John Lynch;
 Anastazia McMurray;
City Council  Riley Quinlan;
 Holly Roehl;
 Eric Orsborn, Mayor;
 Tony Youngker, District 1;  Jim Roth;
 Garnett Sailor; and
 Jamaine Berry, District 2;
 Sebastiano Trupiano.
 Curtis Beard, District 3;
 Patrick HagEstad, District 4; Buckeye residents, community members and local organizations.
 Craig Heustis, District 5; and This project would not have been possible without the participation of
 Clay Goodman, District 6. residents, community members and local organizations who
contributed ideas through interviews, focus groups, the public input
City leadership and staff. City leaders participated in interviews and questionnaire, the study email and hotline.
focus groups. The study team appreciates their valuable insight. We
especially thank City Manager, Doug Sandstrom, for his involvement in Study team. Keen Independent Research, www.keenindependent.com,
the planning process. We would also like to thank Deputy City Manager, conducted the study. Team members included
Miranda Gomez; Community Services Deputy Director, Robert Wisener;
and Arts & Culture Manager, Ilana Lydia Holden, for their guidance and  Alex Keen, Managing Principal and Co-owner; and
feedback through the planning process.  Jennifer Tuchband, General Manager and Senior Consultant
and Co-owner.
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Background
Incorporated in 1929, Buckeye has deep agricultural roots and is now 1-1. Sample of results from the Buckeye, AZ National Community Survey
one of the fastest-growing cities in the United States. As the City grows, (Polco) Report regarding arts, culture and education
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 Source: National Research Center, Polco, City of Buckeye.
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 (2018), 2023 Library
Master Plan (2023), Buckeye at Play: Parks and Recreation Master
Plan (2025) and the Downtown Specific Area Plan (2023).
This is Buckeye's first Citywide Arts & Culture Plan, providing a
framework to guide future arts and culture investment as the City Buckeye Spring Celebration
grows. For an analysis of how this Plan aligns with other City plans, see Source: City of Buckeye
Appendix D.
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KEY FINDINGS

Key Findings — Executive Summary
This plan establishes a long-term framework to guide the City’s role in investment in arts and culture through staffing, programming and
advancing arts and culture over the next decade. Developed through ongoing planning efforts.
community engagement, stakeholder input and market analysis, the
plan reflects a community that values arts and culture as an important Existing Challenges and Areas for Growth
part of civic life, economic vitality and Buckeye’s identity. As the City Stakeholder input also identified a need for expanded programming,
continues to grow, the Plan identifies opportunities to build on existing cultural spaces, public art and organizational capacity as Buckeye
cultural momentum while expanding participation and visibility continues to grow.
throughout Buckeye.
Rapid growth outpacing infrastructure. Stakeholders noted that
The following findings summarize the primary themes that emerged Buckeye’s population growth is occurring faster than the development
through the planning process and inform the Plan’s recommendations of arts, cultural and community amenities.
and long-term direction.
Large geography creates fragmentation between
Existing Arts and Cultural Strengths neighborhoods/regions. Community members described Buckeye’s
Stakeholder input highlighted strong community support for current size and dispersed development patterns as barriers to community
arts and culture investments and programming in Buckeye. cohesion and equitable access to arts and culture opportunities.
Strong public art momentum. Stakeholders frequently cited growing Limited staff capacity constrains the City's ability to support
excitement around public art. Existing efforts such as traffic box wraps, community-led events and activation. Stakeholders indicated that
murals and beautification projects were viewed as important first steps City staff are highly committed but face capacity constraints that limit
toward creating a more vibrant community. the ability to expand programming and support additional community-
led activities.
High-quality event programming. Stakeholders praised Buckeye’s
festivals and events, including Buckeye Days and Glow on Monroe, as Lack of performance and exhibition space. One of the most common
valuable opportunities for community gathering and connection. themes was the need for theaters, music venues, galleries and flexible
creative spaces.
Strong sense of community. Community members described Buckeye
as welcoming, family-oriented and community-focused, creating a Underdeveloped youth programming. Community members
strong foundation for future arts and culture initiatives. expressed strong interest in expanding arts opportunities for youth,
noting limited local access to performing and visual arts programming.
Clear commitment from the City through funding, staffing and
programming. Stakeholders acknowledged the City’s increasing
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Key Findings — Executive Summary
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.
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Key Findings — Methodology
The following methods were used to develop the findings and strategic
priorities in this Plan.
Buckeye residents, stakeholders and City leadership were engaged
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: Engagement activity at Buckeye Air Fair
Source: Keen Independent
 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
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Key Findings — Culture in Buckeye
Stakeholders described Buckeye as a welcoming, family-oriented The themes emerging from the word cloud provide a foundation for
community with deep agricultural and Western roots, expansive desert future arts and culture initiatives. This suggests that public art, festivals,
landscapes and a small-town feel that residents want to preserve even performances and cultural programming should draw inspiration from
as the City grows. Buckeye residents and community members provided Buckeye's agricultural heritage, desert landscape, history, family-
input on the City’s culture by describing what makes Buckeye unique. oriented character and growing diversity. Rather than requiring every
Figure 2-1 illustrates responses to this prompt. 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.
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.
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Key Findings — Arts and cultural assets
Keen Independent inventoried and mapped existing arts and cultural The City’s arts and cultural resources are mostly concentrated in
assets in Buckeye. We also studied Buckeye based on divided planning Historic Buckeye (downtown), due to the efforts of the Buckeye Main
areas established in past plans such as the City of Buckeye Library Street Coalition, and Central Buckeye, which mostly consists of traffic
Facilities Master Plan (2023) and Buckeye at Play: Parks and Recreation box art. For more information on the City’s existing arts and cultural
Master Plan (2025). Figure 2-2 is an asset area map showing these assets, see Appendix A.
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.
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Key Findings — Arts and cultural assets
Existing and Requested Creative Spaces and Existing spaces are most concentrated in Historic Buckeye, with
Event Locations additional locations across Central Buckeye and other planning areas.
Requested locations extend beyond these concentrations. Together, the
Keen Independent mapped the density of existing creative and event maps suggest opportunities to strengthen downtown as a cultural hub
spaces, including studios, museums and galleries, as shown in while expanding venues and programming to serve residents across
Figure 2-3. Community event attendees also participated in a mapping the City.
activity to identify where they would like additional arts and culture
venues and events. Figure 2-4 illustrates these requested locations.
2-3. Heat map of existing creative and event spaces in Buckeye, 2026 2-4. 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.
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 Source: Esri, TomTom, Garmin, FAO, NOAA, USGS, (c) OpenStreetMap contributors, the GIS User
the map. Community, City of Buckeye Library Master Plan Update 2023, Keen Independent.
Source: Esri, TomTom, Garmin, FAO, NOAA, USGS, (c) OpenStreetMap contributors, the GIS User
Community, City of Buckeye Library Master Plan Update 2023, Keen Independent.
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Key Findings — Arts and cultural assets
Requested Locations for Public Art Participants identified locations both within existing public art
concentrations and in areas with fewer installations, including Sun
Figure 2-5 shows the density of existing public art, which is
Valley Parkway and West Buckeye. These patterns suggest opportunities
concentrated in Historic and Central Buckeye, with some installations in
to build on established public art investments while extending their
East Buckeye. Figure 2-6 presents requested public art locations
identified through the same community mapping activity described on reach. The City can use this input to guide future site selection.
the previous page.
2-5. Heat map of existing public art in Buckeye, 2026 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.
Note: This heat map is a translation of the map in Figure 2-2 to show the density of public art Source: Esri, TomTom, Garmin, FAO, NOAA, USGS, (c) OpenStreetMap contributors, the GIS User
in specific locations in Buckeye. Some parks do not appear due to the scale of Community, City of Buckeye Library Master Plan Update 2023, Keen Independent.
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.
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Key Findings — Arts and cultural assets
Median Household Income by Planning Area 2-7. Median annual household income of Buckeye residents by planning area
This study 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.
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.
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Key Findings — Resident and community desires for arts and culture
Buckeye residents and community members were asked to rate their City Government Role in Supporting Arts and Culture
level of agreement to statements regarding arts and culture in the The study team also measured respondents’ perceptions of the City’s
public input questionnaire. These statements were presented using current arts and cultural efforts and asked whether they see private
Likert scales ranging from “strongly disagree” to “strongly agree.” businesses as playing a key role in supporting arts and culture. About
Overall, most of the 700 questionnaire participants expressed strong half of respondents agreed or somewhat agreed that the City is
support for arts and culture in Buckeye and identified a clear role for the supportive of local arts and cultural offerings and about 78 percent
City in supporting cultural activity. agreed or somewhat agreed that private businesses have a key role in
Interest in More Arts and Culture in Buckeye supporting arts and cultural offerings.
As shown in Figure 2-8, of the Buckeye residents who participated in the For more information about Buckeye residents’ perspective on arts and
public input questionnaire, 86 percent indicated that they support or culture investment in Buckeye, see Appendix C.
somewhat support the City of Buckeye allocating public funds for arts
and culture programs, festivals, amenities and venues.
2-8. Stakeholder perceptions of the City’s role in arts and culture
The City of Buckeye (government)
is supportive of local arts and 12% 25% 14% 30% 11%
cultural offerings.
Buckeye private businesses
have a key role in supporting 26% 39% 13% 14%
arts and culture offerings.
I am supportive of the City of Buckeye
allocating public funds for arts and 39% 36% 11% 8%
culture programs, festivals, amenities
and venues.
0% 20% 40% 60% 80% 100%
Strongly agree Agree Somewhat agree Somewhat disagree Disagree Strongly disagree Neutral I don't know/no opinion
Note: N=566–571.
Source: Keen Independent Research.
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Key Findings — Resident and community desires for arts and culture
Opportunities for Buckeye Clarify and strengthen City identity. Buckeye's identity is a major
Stakeholders and community members identified strengths and strength and an unresolved opportunity. Community members
weaknesses regarding arts and culture in Buckeye, which helped indicated that arts and culture can help make Buckeye's identity more
identify several opportunities that the City can address. visible, cohesive and authentic while still respecting distinct
neighborhood and sub-area identities.
Expand access and communication. Buckeye already has valued
events, public art projects and cultural assets, but awareness and access Build capacity. City staff and partners have demonstrated commitment
are uneven across the City's large geography. The City can build on to arts and culture, but current capacity limits the ability to expand
existing momentum by improving communications, using shared programming and support community-led efforts. Building
calendars and social media more strategically, and creating multiple organizational infrastructure and staffing capacity will be critical for
access points for arts and culture in neighborhoods and community growing a sustainable arts and culture system.
gathering places. Resident and stakeholder feedback:
Improve public art program. Stakeholders and community members
expressed enthusiasm for murals, traffic box art and other visible Some of the social media… has been more informational than
beautification efforts, but Buckeye's public art program is still emerging. something that’s going to attract someone
The City can strengthen this work by establishing clearer standards,
selection processes, maintenance expectations and opportunities for The art that is Instagram worthy that people want to go and take
community and local artist involvement. their selfie with it and post them on social media
Strengthen programming and activation. Buckeye's festivals and
special events are widely viewed as community strengths, but residents I would like to set up some level of a standard funding source … that
want more frequent programming, more youth and family arts we can say this is how much money gets set aside for [the arts]
opportunities and more spaces for performances, exhibitions and
classes. Regular activation, including downtown programming, pop-ups, I definitely see that [the arts] is growing a lot. It has a lot of potential
markets, performances and hands-on arts activities, can help create a
stronger year-round cultural presence. 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
Enhance partnership and funding models. Stakeholders recognized the future and make it special
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 I can’t see businesses making a contribution or investment in art or
and support structures could help sustain arts and culture over time. anything else in the downtown until they see that the City is willing
to invest
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STRATEGIC PRIORITIES

Strategic Priorities — Introduction
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.
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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
What We Heard Supporting Information
Residents consistently expressed a desire for more arts and cultural Supporting information for this strategic priority can be found in
opportunities while noting that many people are unaware of existing Section 2 (Arts and Cultural Assets; Resident and Community Desires for
programs, events and resources. Stakeholders emphasized that Arts and Culture), Appendix A (Market Analysis), Appendix C
Buckeye's large geographic footprint makes communication and (Community and Stakeholder Feedback) and Appendix D
equitable access challenging, particularly as new neighborhoods (Literature Review of City Plans).
continue to develop.
What We Observed
The cultural asset inventory found that many existing arts and cultural
resources are concentrated in Downtown 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 make it easier for residents across Buckeye to
find and participate in arts and cultural opportunities, regardless of
where they live in the community.
How this Priority Responds to Findings
The following objectives focus on improving communication tools,
expanding outreach partnerships, distributing programming throughout AACAAA dance rehearsal
Buckeye and measuring engagement to ensure that arts and culture are Source: City of Buckeye
accessible to all residents.
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Strategic Priority 1. Expand access to and communications about arts and culture across the city
1-1. Strengthen and promote integrated 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 (including third-parties) 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.
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Strategic Priority 1. Expand access to and communications about arts and culture across the city
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
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Strategic Priority 1. Expand access to and communications about arts and culture across the city
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
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Strategic Priority 1. Expand access to and communications about arts and culture across the city
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.
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Strategic Priority 1. Expand access to and communications about arts and culture across the city
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.
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN SECTION 3, PAGE 8

Strategic Priority 2:
Build a visible and cohesive public art program
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
What We Heard Supporting Information
Public art was one of the most frequently discussed opportunities Supporting information can be found in Section 2 (Arts and Cultural
throughout the planning process. Questionnaire participants expressed Assets; Opportunities for Buckeye), Appendix A (Market Analysis),
strong support for expanding public art, including 86 percent indicating Appendix C (Community and Stakeholder Feedback), Appendix D
at least some desire for more murals and sculptures, 88 percent (Literature Review of City Plans) and Appendix E (Art in Public Places
wanting or somewhat wanting public art integrated into functional Recommended Practices).
elements such as benches and crosswalks, and 87 percent wanting or
somewhat wanting public art that highlights Buckeye’s history and
heritage. 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. Traffic box art
Source: City of Buckeye
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.
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN SECTION 3, PAGE 10

Strategic Priority 2. Build a visible and cohesive public art program
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 (see Appendix B). 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
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN SECTION 3, PAGE 11

Strategic Priority 2. Build a visible and cohesive public art program
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. See Appendix B (Benchmarking) and Appendix E (Art in
Public Places) for examples.
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.
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN SECTION 3, PAGE 12

Strategic Priority 2. Build a visible and cohesive public art program
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
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN SECTION 3, PAGE 13

Strategic Priority 2. Build a visible and cohesive public art program
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
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN SECTION 3, PAGE 14

Strategic Priority 2. Build a visible and cohesive public art program
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
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN SECTION 3, PAGE 15

Strategic Priority 2. Build a visible and cohesive public art program
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
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN SECTION 3, PAGE 16

Strategic Priority 3:
Strengthen arts programming, events and
cultural activation
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
What We Heard Why it Matters
Residents consistently praised Buckeye's existing festivals while Providing more consistent programming will create regular
expressing interest in more year-round programming, performing arts opportunities for residents to connect with one another, support local
opportunities, family-friendly events and activities for youth. artists and businesses, and reduce the need for residents to travel
Eighty-eight percent of questionnaire participants expressed interest or elsewhere in the region for arts and cultural experiences.
some interest in events highlighting local artists, performers, musicians
and makers, while 86 percent indicated wanting or somewhat wanting How this Priority Responds to Findings
more theater and event spaces dedicated to arts and culture. The following objectives focus on expanding recurring programming,
diversifying events, activating downtown, increasing access to creative
What We Observed
spaces and supporting community-led initiatives.
Market analysis and community engagement indicate that Buckeye's
rapidly growing population will continue to increase demand for arts Supporting Information
programming. Benchmark communities demonstrate that recurring Supporting information can be found in Section 2 (Executive Summary;
cultural programming and activated public spaces contribute to Resident and Community Desires for Arts and Culture), Appendix A
community vitality, economic activity and resident engagement. (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
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN SECTION 3, PAGE 18

Strategic Priority 3. Strengthen arts programming, events and cultural activation
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
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN SECTION 3, PAGE 19

Strategic Priority 3. Strengthen arts programming, events and cultural activation
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.
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN SECTION 3, PAGE 20

Strategic Priority 3. Strengthen arts programming, events and cultural activation
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.
The Downtown Specific Area Plan also identifies an Arts and Creativity
area north of the Buckeye Canal between 1st Street and Apache Road.
This area could support a more permanent concentration of artists,
makers and art-adjacent businesses through studios, workshops,
galleries, shared workspaces, small-scale retail and other creative uses.
Supporting affordable, flexible spaces and adaptive reuse can help the
area develop a distinct cultural identity that complements activity in the
downtown core.
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.
The Churchill in Phoenix’s Roosevelt Row offers a model for
Buckeye’s Arts and Creativity area, combining adaptive
reuse, local businesses and shared gathering spaces
Source: City of Buckeye
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN SECTION 3, PAGE 21

Strategic Priority 3. Strengthen arts programming, events and cultural activation
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
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN SECTION 3, PAGE 22

Strategic Priority 3. Strengthen arts programming, events and cultural activation
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.
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN SECTION 3, PAGE 23

Strategic Priority 4:
Enhance partnerships and funding models
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
What We Heard Supporting Information
Stakeholders consistently emphasized that while the City should Supporting information can be found in Section 2 (Resident and
continue leading arts and culture investments, long-term success will Community Desires for Arts and Culture; Opportunities for Buckeye),
require stronger partnerships with businesses, developers, nonprofit Appendix B (Peer Benchmark Research), Appendix C (Community and
organizations, schools and regional arts organizations. Questionnaire Stakeholder Feedback), Appendix D (Literature Review of City Plans),
participants also expressed strong support for public investment in arts and Appendix F (Creative Economy Support Benchmarking).
and culture.
Questionnaire results 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. Buckeye Fire House No. 3
Source: Keen Independent
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.
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN SECTION 3, PAGE 25

Strategic Priority 4. Enhance partnerships and funding models
4-1. Implement 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
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN SECTION 3, PAGE 26

Strategic Priority 4. Enhance partnerships and funding models
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.
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN SECTION 3, PAGE 27

Strategic Priority 4. Enhance partnerships and funding models
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
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN SECTION 3, PAGE 28

Strategic Priority 4. Enhance partnerships and funding models
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 and partnerships while strengthening
Buckeye's identity and sense of place.
Traffic box art
Source: City of Buckeye
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN SECTION 3, PAGE 29

Strategic Priority 5:
Clarify and strengthen City identity, branding
and community pride through arts and culture
Objectives
Integrate arts and culture into City branding, gateways and
placemaking elements
Use public art and programming to tell Buckeye’s story
Recognize distinct district identities through public art while reinforcing a
cohesive citywide identity

Strategic Priority 5. Clarify and strengthen City identity, branding and community pride through
arts and culture
What We Heard Why it Matters
Residents described Buckeye as a welcoming, family-oriented As Buckeye continues to experience rapid growth, reinforcing a shared
community with deep agricultural roots, a distinctive desert landscape community identity can help strengthen civic pride, distinguish the City
and a strong small-town character they hope to preserve as the City within the region and ensure that future development reflects the
continues to grow. Stakeholders also viewed arts and culture as an values and character of existing residents.
opportunity to celebrate Buckeye's heritage while shaping its future
identity. How this Priority Responds to Findings
The following objectives integrate arts and culture into branding,
What We Observed
placemaking, storytelling and neighborhood identity to create a
Community engagement revealed recurring themes related to history, cohesive and authentic sense of place throughout Buckeye.
agriculture, the desert environment and community pride. Planning
documents also identify placemaking, gateways and community identity Supporting Information
as important City priorities that can be strengthened through arts and Supporting information can be found in Section 2 (Culture in Buckeye;
culture. 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
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN SECTION 3, PAGE 31

Strategic Priority 5. Clarify and strengthen City identity, branding and community pride through
arts and culture
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 by region or development
type 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
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN SECTION 3, PAGE 32

Strategic Priority 5. Clarify and strengthen City identity, branding and community pride through
arts and culture
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
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN SECTION 3, PAGE 33

Strategic Priority 5. Clarify and strengthen City identity, branding and community pride through
arts and culture
5-3. Recognize distinct district identities through
public art while reinforcing a cohesive
citywide identity
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
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN SECTION 3, PAGE 34

Strategic Priority 6:
Build organizational capacity and long-term
infrastructure
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
What We Heard Why it Matters
Stakeholders recognized the City's commitment to arts and culture Building organizational capacity and planning for future cultural
while noting that limited staffing and organizational capacity constrain infrastructure will help ensure that arts and culture grow alongside
the ability to expand programming, manage public art and support Buckeye's population rather than lag behind community needs.
community partnerships. Residents also consistently expressed interest
in additional cultural facilities, including theaters, galleries and creative How this Priority Responds to Findings
spaces. Demand for cultural infrastructure was also evident in the The following objectives establish a framework for expanding staffing,
questionnaire, with 86 percent of participants expressed an interest or strengthening organizational structure, evaluating future cultural
somewhat of an interest in more theater and event spaces dedicated to facilities and making phased investments in long-term infrastructure.
arts and culture.
Supporting Information
What We Observed
Supporting information can be found in Section 2 (Executive Summary;
Buckeye's rapid population growth is increasing demand for arts and Arts and Cultural Assets; Resident and Community Desires for Arts and
cultural amenities, while the current inventory of cultural facilities Culture), Appendix A (Market Analysis), Appendix B (Peer Benchmark
remains limited. Benchmark communities demonstrate that sustained Research), Appendix C (Community and Stakeholder Feedback), and
investment in staffing, governance and infrastructure is essential for Appendix D (Literature Review of City Plans).
supporting long-term program growth.
Buckeye Air Fair
Source: City of Buckeye
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN SECTION 3, PAGE 36

Strategic Priority 6. Build organizational capacity and long-term infrastructure
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 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 the efficacy of the existing board and subcommittee
and determine if modifications are needed to strengthen the public art
approval process.
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN SECTION 3, PAGE 37

Strategic Priority 6. Build organizational capacity and long-term infrastructure
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.
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN SECTION 3, PAGE 38

Strategic Priority 6. Build organizational capacity and long-term infrastructure
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.
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN SECTION 3, PAGE 39

Strategic Priority 6. Build organizational capacity and long-term infrastructure
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.
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN SECTION 3, PAGE 40

APPENDICES

Summary of Appendices
Keen Independent provides supporting appendices for more detailed D. Literature Review of City Plans
analysis. The appendices inform the summary report. Appendix D reviews City plans and policies that relate to arts, culture,
A. Market Analysis placemaking, mobility, parks, libraries, downtown revitalization,
economic development and community identity. The review identifies
Appendix A examines Buckeye’s current arts and culture market opportunities to integrate arts and culture into existing City priorities,
conditions, including demographic trends, spending and market including activity centers, gateways, trails, downtown activation, public
potential, population and demand projections, and inventories of spaces and future planning efforts.
cultural venues and public art assets. This analysis identifies existing
concentrations of arts and cultural resources and helps clarify where E. Art in Public Places Recommended Practices
future investments may respond to population growth, community Appendix E provides recommended practices for art in public places,
demand and gaps in access. with emphasis on policy structure, governance, funding, artist selection,
B. Peer Benchmark Research community engagement, maintenance and lifecycle planning. The
appendix outlines how Buckeye can formalize its emerging public art
Appendix B summarizes peer benchmark research from Goodyear, program through clear procedures, sustainable funding tools, advisory
Surprise, Avondale and Gilbert. These communities offer examples of structures and stewardship practices that treat public art as a long-term
how fast-growing Arizona municipalities have built public art programs, civic asset.
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.
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN SECTION 4, PAGE 1

APPENDIX A. Market Analysis
Keen Independent presents a market analysis examining the arts A-1. Definitions of assets identified in Figure A-2
and culture landscape in Buckeye, Arizona.
Introduction Space where artists, performers or creative businesses
For this market analysis, Keen Independent gathered demographic, Creative studio produce, rehearse, teach, photograph, record or
spending and market potential information about the population of otherwise create artistic work
Buckeye. Combining this information with population projections from Venue or facility that can host gatherings such as
the Arizona Office of Economic Opportunity and the U.S. Census Bureau, Event space performances, festivals, classes, meetings, exhibits or
as well as attendance data provided by the National Endowment for the community events
Arts (NEA), we projected potential demand for various types of arts and
culture activities through 2030. Artwork integrated into a usable object or public feature,
Functional art such as a bench, crosswalk, traffic box or trashcan, so it
Cultural asset inventory. For this study, we inventoried and mapped serves both practical and aesthetic purposes
the following assets in the Buckeye area:
Large-scale artwork painted, applied or installed directly
 Cultural and event venues. Relevant cultural and event Mural on a wall, building surface or similar structure
venues, including creative studios, community and event
centers, as well as museums and galleries; and
Venue that collects, preserves, interprets or displays art,
Museum/gallery
 Public art assets. Buckeye’s public art assets, such as murals, artifacts, history or cultural materials for public viewing
sculptures and functional art.
Three-dimensional artwork, often made from materials
Sculpture such as metal, stone, wood, glass or mixed media,
installed indoors or outdoors
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN APPENDIX A, PAGE 1

APPENDIX A. Market Analysis
A-2. City of Buckeye map
Source: Esri, HERE, Garmin, SafeGraph, FAO, METI/NASA, USGS, EPA, NPS, ArcGIS, Keen Independent Research.
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN APPENDIX A, PAGE 2

A. Market Analysis — Demographics
Keen Independent analyzed the population of Buckeye and compared it A-3. Demographics of the City of Buckeye population compared to
to national averages. national averages, 2025
Population United
Buckeye States
Figure A-3 displays population, age, race/ethnicity and disability
demographics for Buckeye compared to the United States overall. Total population 125,445 339,719,495
Age
Median age. Buckeye’s median age of 36 is slightly lower than the Up to 10 years old 14.1 % 11.3 %
national average (39.6). However, in general, the proportion of 10 to 19 years old 9.9 12.5
Buckeye’s population that is above 40 is higher than the national 20 to 29 years old 11.6 13.3
average, especially the portion of the population that is 70 or older 30 to 39 years old 13.2 13.7
(16.8% in Buckeye versus 12.4% nationally). 40 to 54 years old 19.4 18.7
55 to 69 years old 20.1 18.0
Race and ethnicity. Buckeye has a higher percentage of residents who 70 or more years old 16.8 12.4
identify as other races (16.8%) or two or more races (16.6%) when Total 100.0 % 100.0 %
compared to the national average. The percentage of residents who Median Age 36.0 39.6
identify as white (55.6%) is slightly lower than the national average. Race
There are more residents who identify as Hispanic American (39.6%) African American 7.1 % 12.5 %
compared to the national average (19.7%). Asian American 1.8 6.4
Native American 1.8 1.1
Disability. The percentage of households with one or more Pacific Islander 0.3 0.2
persons with a disability (25.5%) is aligned with the national Other race 16.8 8.8
average (26.2%). Two or more races 16.6 10.8
White 55.6 60.0
Considerations for arts and culture. Buckeye’s demographic profile Total 100.0 % 100.0 %
suggests the City may want to consider arts and cultural programs that Ethnicity (of any race)
appeal to families, older adults and a racially and ethnically diverse Hispanic American 39.6 % 19.7 %
population. This could include accessible daytime or early evening Non-Hispanic 60.4 80.3
programs, intergenerational activities, bilingual outreach and events Total 100.0 % 100.0 %
that reflect local cultural traditions. Accessibility should also be Households with 1+ persons
considered in program design, venue selection and communications so with a disability 25.5 % 26.2 %
residents can participate across ages and abilities.
Note: Numbers may not add up to 100 due to rounding.
Source: U.S. Census Bureau American Community Survey via Esri.
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN APPENDIX A, PAGE 3

A. Market Analysis — Demographics
Household income. The median annual household income in Buckeye, A-4. Household income and educational attainment of City of Buckeye
at $106,531, is approximately $25,000 higher than the national average. residents, 2025
Just over 50 percent of Buckeye’s residents report an income of
$100,000 or higher, which is 13 percentage points higher than the United
national average for categories in that range (Figure A-4). Buckeye States
Education. Figure A-4 shows that residents in Buckeye are more Total households 42,648 132,350,172
likely to have completed some college (37.4%) than the Household income
national average (27.0%) but are less likely to have bachelor’s and $24,999 or less 5.7 % 14.2 %
graduate degrees. The remaining education categories align $25,000 to $49,999 9.1 16.1
with the national averages. $50,000 to $74,999 14.8 15.6
$75,000 to $99,999 15.5 12.5
Considerations for arts and culture. Buckeye’s income and education $100,000 to $199,999 40.4 27.6
profile suggests the City may want to consider a mix of free, low-cost $200,000 or more 14.5 14.0
and fee-based programs. Higher household incomes may support Total 100.0 % 100.0 %
demand for ticketed events, classes and recreation-based arts
activities, while varied education levels point to the value of Median household income $ 99,486 $ 81,616
programs that are accessible, practical and welcoming to residents Education (population age 25+)
with different interests and prior arts experiences. This could Less than high school 8.7 % 9.3 %
include family programs, hands-on workshops, community festivals, High school 27.7 26.5
concerts and other low-barrier activities. Some college 37.4 27.0
Bachelor's degree 17.4 22.7
Graduate degree 8.8 14.5
Total 100.0 % 100.0 %
Note: Numbers may not add up to 100 due to rounding.
Source: U.S. Census Bureau American Community Survey via Esri.
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN APPENDIX A, PAGE 4

A. Market Analysis — Demographics
Language. Figure A-5 shows additional languages spoken in Buckeye, A-5. Languages spoken by City of Buckeye residents, 2025
as well as English proficiency for non-native English speakers.
United
There are more non-native English speakers in Buckeye (26.2%) Buckeye States
compared to the national average (21.9%). Just under 25 percent of
non-native English speakers in Buckeye speak Spanish (23.3%), which is Total population 125,445 339,719,495
above the national average of 13.4 percent. Primary language, non-native English speakers
Spanish 23.3 % 13.4 %
Indo-European language 1.3 3.8
Nearly all of the 26 percent of the population of Buckeye that are non- Asian language 1.0 3.5
native English speakers reported speaking English well (23.3%), which is Other language 0.6 1.2
above the national average. Non-native English speakers total 26.2 % 21.9 %
English only 73.8 % 78.0 %
Considerations for arts and culture. Buckeye’s language profile Total 100.0 % 100.0 %
suggests the City may want to consider bilingual outreach and selected Non-native English speakers proficiency*
bilingual programming, especially for Spanish-speaking residents. This Speaks English well 23.3 % 17.9 %
could include Spanish-language event information, translated materials Speaks English not well 2.2 2.8
for major public programs and partnerships with local organizations that No English 0.7 1.2
can help reach residents who speak languages other than English at Total 26.2 % 21.9 %
home. Because most non-native English speakers in Buckeye report
speaking English well, these efforts may be most useful for expanding Note: *All percentages are a part of the total population.
access and making programs feel more welcoming, rather than Source: U.S. Census Bureau American Community Survey via Esri.
replacing English-language communications.
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN APPENDIX A, PAGE 5

A. Market Analysis — Spending and behavior
Data on arts, enrichment, entertainment and recreation-related A-6. Spending potential averages of the Buckeye population over a 12-month
consumer spending and behavior in Buckeye can help inform an period compared to national averages, 2025
understanding of potential demand for different types of experiences.
United
Spending Potential Buckeye States
Figures A-6 and A-7 present selected spending potential for Buckeye Entertainment/recreation $ 4,535 $ 4,134
residents, including parks and museums, movies, theater performances Entertainment/recreation fees/admissions 1,087 917
and entertainment. Spending potential indices compare local average Tickets to theater/operas/concerts 120 111
spending to national average spending. An index of 100 reflects the U.S. Tickets to parks or museums 51 42
average. All SPIs measure a 12-month period unless otherwise stated in Tickets to movies 44 37
the chart. Live entertainment-catered affairs 18 21
Fees/recreation lessons 200 160
The spending categories shown on the right differ in scope.
Entertainment/recreation reflects broad household spending on Source: Esri spending potential database based on U.S. Bureau of Labor Statistics Consumer
entertainment and recreation-related goods, services and activities. Expenditure Survey (2025).
Entertainment/recreation fees/admissions captures spending on entry
fees, memberships or other participation fees, while fees/recreation A-7. Spending potential indices of the Buckeye population over a 12-month
period compared to national averages, 2025
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.
Source: Esri market potential database based on MRI Simmons Survey (2025).
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN APPENDIX A, PAGE 6

A. Market Analysis — Spending and behavior
Market Potential A-8. Market potential for Buckeye residents to participate in certain behaviors
over a 12-month period compared to national averages, 2025
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 United
MPI of 100 represents the national average. Buckeye States
Went to a museum 15 % 16 %
Figures A-8 and A-9 present relevant market potential indicators for Went to an art gallery 10 11
Buckeye residents. The study team reviewed market potential for going Went to a live theater 12 12
to museums, art galleries, live theater and dancing, as well as engaging Danced or went dancing 8 8
in painting/drawing/sculpting and contributing to an arts or cultural Did painting/drawing/sculpting 10 11
organization. The study team also reviewed MPIs for attending Contributed to an arts or cultural organization 4 4
performances of classical/opera, country music, dance, movies and Attended a…
rock music. Classical/opera performance 4 4
Country music performance 7 6
Market potential shown in Figure A-8 indicates the percentage of Dance performance 4 4
residents who have engaged in an activity or behavior at least once in Movie (last 6 months) 53 53
the given time period. All MPIs measure a 12-month period unless Rock music performance 10 11
otherwise stated in the chart. Music festival 6 6
State or county fair 13 14
Figure A-8 suggests that Buckeye residents are most likely to participate
in broad, accessible entertainment and cultural activities, especially Source: Esri market potential database based on MRI Simmons Survey (2025).
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.
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN APPENDIX A, PAGE 7

A. Market Analysis — Spending and behavior
Buckeye residents are seven percent more likely than the national A-9. Market potential indices for Buckeye residents to participate in certain
average to have gone dancing within the last 12 months. They are also behaviors over a 12-month period compared to national averages, 2025
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.
Source: Esri market potential database based on MRI Simmons Survey (2025).
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN APPENDIX A, PAGE 8

A. Market Analysis — Population and demand projections
Keen Independent studied the projected growth of the City of Buckeye Population by Age in 2030
population to estimate potential future demand for various types of arts Figure A-11 on the following page presents the projected age
and cultural activities. distribution for the City of Buckeye population in 2030 based on the
Population Forecasts 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
Figure A-10 depicts the population projections for the City of Buckeye and Alpha Gen making up the largest portion of the population.
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 A-10. City of Buckeye population projections, 2025–2030
nearly 135,000 people by year 2030. This is a total increase of about 160,000
13 percent, and an annual growth rate of just over two percent (2.4%). 134,554
This is a more conservative growth estimate. Other projections estimate 125,445
that the population of Buckeye will reach 193,600 by 2030 and nearly 120,000
300,000 by 2040.1
Population by Age in 2025 80,000
Figure A-11 on the following page illustrates the age distribution of the
City of Buckeye population. The graphs show the population grouped 40,000
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 2025 2030
exception of Gen Z, which ranged from 10,000 to 17,000 people per Source: Population projections, Esri and City of Buckeye, Keen Independent Research.
group.
1 See https://www.growbuckeye.com/pages/choose-buckeye
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN APPENDIX A, PAGE 9

A. Market Analysis — Population and demand projections
A-11. City of Buckeye population by age in 2025 and 2030 Beta Gen (2026-2040)
Alpha Gen (2011-2025)
Gen Z (1996-2010)
Millennial (1981-1995)
Gen X (1966-1980)
Baby Boomer (1946-1965)
Silent Generation (1926-1945)
Source: Arizona Office of Economic Opportunity, U.S. Census Bureau, Keen Independent Research.
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN APPENDIX A, PAGE 10

A. Market Analysis — Population and demand projections
Demand Scenario A-12. Buckeye Public Library, Coyote Branch
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 Source: Keen Independent Research.
 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).
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN APPENDIX A, PAGE 11

A. Market Analysis — Population and demand projections
Absolute demand. In Figure A-13, Keen Independent presents A-13. Arts demand projections for Buckeye relative to 2025 demand and
unconstrained absolute demand for arts and cultural activities in unconstrained number of attendances at arts events of the Buckeye population
Buckeye. Unconstrained demand is the estimated number of annual
attendances of each type of event from 2025 to 2030 ordered by overall 2030
percent change. Please note that demand projections are based on percent Net
national attendance trends and are not necessarily reflective of local 2025 2030 change Change
consumption behaviors. Art museums and galleries 58,714 66,096 13 % 7,381
Ballet 3,308 3,714 12 406
Visits to art museums and galleries are projected to increase by Classical music 15,007 16,816 12 1,810
approximately 7,000 between 2025 and 2030. Visits to see musical plays Dance (other than ballet) 8,390 9,446 13 1,056
and jazz music are projected to increase by around 3,000 by 2030. Jazz music 20,589 23,249 13 2,660
Attendance of all other types of arts events listed in Figure A-13 are also Latin, Spanish or salsa music 9,708 10,933 13 1,224
projected to increase over time. Opera is projected to show the largest Musical plays 26,438 29,911 13 3,473
percentage increase (14%), but the smallest net increase in Non-musical plays 8,428 9,557 13 1,129
attendees (137). Opera 982 1,118 14 137
Considerations for arts and culture. Demand projections suggest Source: National Endowment for the Arts (NEA) 2022 Survey of Public Participation in the Arts
(SPPA), Keen Independent Research.
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.
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN APPENDIX A, PAGE 12

A. Market Analysis — Inventories
Arts and Culture Assets in Buckeye A-14. Arts and cultural businesses and venues in Buckeye
Buckeye has 30 arts and culture businesses and venues within City
Cultural assets Type
limits, as displayed in Figure A-14. Arts and culture businesses include
three creative studios, one museum and one art gallery. Twenty-five of Cotton Blessings Creative studio
the cultural assets in Buckeye are event venues and spaces. On-Site Photography Creative studio
Visual Abstract Dance Academy Creative studio
West Streets Studio Creative studio
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
Days Inn by Wyndham Buckeye Events venues and spaces
Dr. Saide Recreation Center Events venues and spaces
Fairfield by Marriott Inn & Suites
Events venues and spaces
Buckeye Verrado
Holiday Inn Express & Suites Phoenix
Events venues and spaces
West - Buckeye by IHG
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
Source: Keen Independent Research.
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN APPENDIX A, PAGE 13

A. Market Analysis — Inventories
Public Art A-15. Buckeye public art inventory
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.
Source: Keen Independent Research.
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN APPENDIX A, PAGE 14

A. Market Analysis — Inventories
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.
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN APPENDIX A, PAGE 15

A. Market Analysis — Heat maps
These heat maps illustrate the density of existing and requested The heat maps of existing arts and culture events and venues
locations for arts and culture events and venues, as well as public art, in (Figure A-17) and public art (Figure A-18) show that current assets are
Buckeye. These heat maps divide Buckeye into a number of planning most concentrated in Historic and Central Buckeye, with lower
areas that mirror established planning areas in other City plans such as concentrations across other areas of the City.
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 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 Source: Esri, TomTom, Garmin, FAO, NOAA, USGS, (c) OpenStreetMap contributors, the GIS User
Community, City of Buckeye Library Master Plan Update 2023, Keen Independent. Community, City of Buckeye Library Master Plan Update 2023, Keen Independent.
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN APPENDIX A, PAGE 16

A. Market Analysis — Heat maps
Methodology for Heat Map of Requested Findings
Asset and Public Art Locations
Comparing the heat maps of existing and desired locations for arts and
These heat maps of desired locations for arts and culture venues and culture venues and events, as well as public art, shows that local
events (Figure A-21) and public art (Figure A-22) are based on findings participants asked for more offerings and assets in Historic and Central
from the mapping exercise facilitated at Buckeye community events. Buckeye. Participants also indicated interest in more arts and culture
Members of the public were invited to place stickers where they would venues and events, as well as public arts, in locations where these
like to see more arts and culture and public art in Buckeye. Figure A-19 assets are more sparse, such as East Buckeye, Sun Valley Parkway and
is a photograph of the community engagement map of desired locations West Buckeye.
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 A-20. Community engagement map, desired public art locations, at various
events, at various public outreach events for this planning project public outreach events for this planning project
Note: N = 52. Participants could apply multiple stickers. Note: N = 97. Participants could apply multiple stickers.
Source: Keen Independent Research. Source: Keen Independent Research.
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN APPENDIX A, PAGE 17

A. Market Analysis — Heat maps
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.
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN APPENDIX A, PAGE 18

A. Market Analysis — Heat maps
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.
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN APPENDIX A, PAGE 19

APPENDIX B. Peer Benchmark Research
Peer benchmark research was conducted as part of this plan to better Key Takeaways
understand how comparable fast-growing communities have Several recurring themes emerged across the benchmark communities.
developed, funded and sustained arts and culture initiatives over time. Successful arts and culture programs were often characterized by:
The study team interviewed municipal staff and reviewed policies,
planning documents and implementation strategies from selected  Clear governance and policy frameworks;
Phoenix metro area communities that share characteristics relevant to
Buckeye’s growth trajectory, development patterns and evolving  Dedicated and sustainable funding mechanisms;
community identity.
 Integration of arts and culture into broader economic
Peer Communities development and placemaking efforts;
Benchmarked communities include:
 Strong community engagement and local partnerships; and
 Goodyear;
 Incremental, scalable implementation strategies aligned with
 Surprise; community growth.
 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.
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN APPENDIX B, PAGE 1

B. Peer Benchmark Research — Goodyear
The City of Goodyear is one of the fastest-growing communities in the B-1. Heart of Goodyear World Wide Web
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. Source: Oliverio Balcells via the Public Art Archives,
https://publicartarchive.org/search/art/90b2c7e0
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.
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B. Peer Benchmark Research — Goodyear
Funding sources. Funding for public art is primarily supported through B-2. Community, History & Future
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. Source: Oliverio Balcells via the Public Art Archives,
https://publicartarchive.org/search/art/5102692e
Definitions of success/key performance indicators. Goodyear Lessons learned. Goodyear arts and culture staff indicated that
evaluates its arts and culture efforts using a combination of quantitative establishing a strong policy foundation and aligning closely with Council
metrics and regular communication with elected officials. Key priorities are essential for long-term success. Building trust through
performance indicators include attendance compared to prior-year consistent, well-executed projects has enabled the City to expand its
benchmarks and a target of at least 90 percent participant satisfaction, program over time without generating controversy. Goodyear staff have
measured through standardized surveys. also learned the importance of being strategic, focusing on high-impact
investments and ensuring maintenance can be sustained.
1 https://www.goodyearaz.gov/government/departments/parks-recreation/special-
events
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B. Peer Benchmark Research — Surprise
The City of Surprise is described as having a small-town feel with big-city B-3. Bloom Where You're Planted
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
Source: City of Surprise via the Public Art Archives,
goals for the Arts & Culture Division. https://publicartarchive.org/search/art/5ea05620
Public art planning is closely tied to capital improvement projects, which Public art selection process. Surprise utilizes a formalized, multi-step
serve as a funding source for projects. The Arts Commission plays a selection process that balances professional expertise with community
central role in prioritizing projects based on visibility, accessibility and input. Projects typically begin with early community engagement to
alignment with community preferences, ensuring that investments are inform themes and context, followed by an artist call and a structured
both strategic and responsive. 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.
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B. Peer Benchmark Research — Surprise
Funding sources. The City’s public art program is primarily funded B-4. Courage Walk
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 Source: City of Surprise via the Public Art Archives,
embedded throughout Surprise’s public art process. The City gathers https://publicartarchive.org/search/art/c10dd11f
input at multiple stages, including early concept development, artist
Definitions of success/key performance indicators. Key metrics
selection and design refinement. Engagement strategies include public
include the number of public art installations, growth in event
meetings, targeted outreach to nearby residents, artist-led community
attendance and the overall expansion of programming tied to increased
interactions and opportunities for public voting on design options.
staffing capacity. Some community impact measures include survey
Surprise is also developing tools to deepen participation, such as a participant feedback on feelings of connection and belonging. The City
database of community members interested in serving on panels and also frames performance in terms of progress over time, comparing
geographically targeted outreach efforts. outcomes before and after the establishment of a dedicated arts and
culture department.
Event calendar criteria. The City has several calendars, including one
for events and Surprise Stadium, one for local businesses and Lessons learned. Several key lessons have shaped Surprise’s approach
community groups and a comprehensive city-wide calendar where you to arts and culture development. The City emphasizes the importance of
can search events by category, department or district. clear policies and procedures, which provide consistency, transparency
and support for decision-making across departments.
Criteria for an event to be included on the local business/organization
calendar includes the event needing to be tourism-related and is subject Investing time upfront in planning and process development has proven
to City staff approval. critical to long-term success. The City also identified the value of
proactive maintenance planning, using detailed assessments to quantify
needs and secure funding.
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B. Peer Benchmark Research — Avondale
Avondale is a family-oriented community with sports tournaments and B-5. “Bug's Eye View" at Festival Fields Park
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.
Source: City of Avondale Public Art Photo Gallery,
https://avondaleaz.photoshelter.com/galleries.
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B. Peer Benchmark Research — Avondale
Community engagement strategies. Community engagement in Lessons learned. Several lessons learned emerged from Avondale’s
Avondale is largely project-specific and participatory in nature. For experience, including:
major installations, artists may be required to incorporate community
input into their designs. For example, one project invited residents to  Cross-department coordination is essential but can be
submit drawings representing the city, which were then integrated into complex, particularly for capital projects requiring permitting
the final artwork. and engineering review;
Additional engagement efforts focus heavily on youth and education,  Prioritizing community representation in decision-making can
including bookmark design contests, high school art scholarships and help ensure that public art reflects local values;
partnerships with local schools and teachers. The City also supports
community access through gallery exhibitions curated in partnership  Establishing multiple funding streams for public art can create
with the West Valley Arts Council. long-term sustainability; and
Event calendar criteria. The City hosts an event calendar that includes  Engagement strategies that are tangible and participatory,
City meetings, community activities and large community-wide events particularly those involving youth and local schools, tend to be
organized by the City. Organizations can submit their event to be especially effective.
included on the calendar, but it is subject to City staff approval. B-6. "Family at Play" at City Hall
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.
Source: City of Avondale Public Art Photo Gallery, https://avondaleaz.photoshelter.com/galleries.
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B. Peer Benchmark Research — Gilbert
Gilbert offers a distinctive model for integrating arts and culture into B-7. Angel Wings
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.
Source: Gilbert Art Map.
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B. Peer Benchmark Research — Gilbert
Funding sources. While the general fund provides some funding, the B-8. O.H.S.O. Mural
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.
Source: Gilbert Art Map.
Definitions of success/key performance indicators. A key metric for
the Town is dwell time, based on the understanding that longer visits to Lessons learned. Gilbert’s experience highlights several important
the Heritage District correlate with increased spending. The Town also lessons such as:
tracks sales tax revenue, visitation patterns and event participation.  Incentives can be more effective than mandates, particularly
Community sentiment, captured through regular surveys, provides when working with private developers;
additional validation, while social media engagement offers insight into
public interest. While formal arts-specific KPIs are limited, these broader  Framing arts and culture as a driver of economic development
indicators are supported by arts and culture investments. 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.
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN APPENDIX B, PAGE 9

APPENDIX C. Community and Stakeholder Feedback — Introduction
Input was gathered 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:
Community engagement at Buckeye Air Fair
 Methodology and participation; Source: Keen Independent
 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.
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APPENDIX C. Community and Stakeholder Feedback — Introduction
Public Input Questionnaire C1. Buckeye public input questionnaire landing page
Buckeye residents and community members were invited 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 Source: Keen Independent Research.
media, press releases and other means. Figure C-1 shows the
questionnaire’s landing page.
Participation. The survey gathered 538 complete and
105 partial responses.
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APPENDIX C. Community and Stakeholder Feedback — Introduction
In-depth Interviews and Focus Groups Participation. In total, 42 stakeholders provided input to the
This appendix presents qualitative information that was collected and planning process through in-depth interviews or focus groups.
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. Community engagement at Buckeye Air Fair
Source: Keen Independent
Facilitators informed participants that their comments would be used in
aggregate and would not be attributed to individuals by name.
Public Communication Portals
Topics explored. Interview guide questions included the following
topics in relation to arts and culture: The study team hosted a dedicated hotline and study email address to
invite comments and questions about the project. All stakeholders and
 Strengths and areas for improvement; community members could use the hotline and study email to provide
 Vision for long-term success; and anonymous feedback. Feedback received through those channels is
analyzed as part of this appendix.
 Most important future priorities.
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C. Community and Stakeholder Feedback — Demographics
The demographics of questionnaire participants were examined, C-2. Race and ethnicity of public input questionnaire participants
including their race, ethnicity, gender, age and residency in Buckeye, in
addition to analyzing respondents’ attitudes towards arts and culture. Count Percent
Race and Ethnicity White 277 52.6 %
A majority of respondents (53%) identify as white. The race and Hispanic or Latino 94 17.8
ethnicity of survey participants is proportionate to the demographics of Two or more races 52 9.9
Buckeye residents, which Keen Independent discusses in Appendix A Black or African American 31 5.9
“Market Analysis” in this document. American Indian or Alaskan Native 7 1.3
Asian 9 1.7
Of those that selected multiple races, 84 percent identified as white Native Hawaiian or Pacific Islander 1 0.2
and another race. The most common identity of those that selected Middle Eastern or North African 0 0.0
multiple races was white and Hispanic or Latino (64%).
Other race 5 0.9
Figure C-2 shows the race and ethnicity of questionnaire participants. Prefer not to answer 51 9.7
Total 527 100.0 %
Note: Race, n = 527. For Race, participants could select more than one answer.
Source: Keen Independent Research.
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C. Community and Stakeholder Feedback — Demographics
Gender C-3. Gender of public input questionnaire participants
Figure C-3 shows how questionnaire participants identified their gender. Other
The majority of questionnaire participants identified as female (72%), Prefer not to answer <1%
followed by male (22%). Gender demographics of questionnaire 5%
participation are consistent with what the study team sees
in responses across arts and culture planning research. Male
22% Female
72%
Note: n = 527.
Source: Keen Independent Research.
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C. Community and Stakeholder Feedback — Demographics
Ages of Household Members Most participants reported that they have household members under
Questionnaire respondents indicated the age ranges for members of the age of 18 in the home. However, 15 percent of respondents are the
their households. Figure C-4 shows the distribution of household only member of their household.
members by age as indicated by survey participants.
C-4. Age of household members reported by survey participants
400
359
350
300
250
205
200 184
155 148
150
112
100 89 90 95
72 71
50 32
0
Note: n = 473. Participants could select more than one answer.
Source: Keen Independent Research.
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C. Community and Stakeholder Feedback — Demographics
Relationship to Buckeye C-5. Public input questionnaire respondents’ relationship to Buckeye
Questionnaire participants were also invited to share their relationship
to Buckeye as residents, Phoenix metro area residents, arts and culture City of Buckeye resident 544
professionals, government employees, business owners, out-of-town
Phoenix metro area resident 62
visitors, other or none of the above. All survey participants chose to
answer this optional question. They could select more than one answer. Arts and culture professional, 52
artist or musician
Figure C-5 illustrates responses to this prompt. More than three fourths Government employee 47
of respondents identify as a Buckeye resident, while less than five
percent of participants who answered this question selected “none of Business owner 39
the above.”
Out-of-town visitor 12
None of the above 4
Other 26
0 100 200 300 400 500 600
Note: n = 644. Participants could select more than one answer.
Source: Keen Independent Research.
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C. Community and Stakeholder Feedback — Demographics
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
140
127
120
100
100
79
80
63
60
40
20 14
0
Less than one year 1 to 3 years 4 to 9 years 10 to 19 years 20+ years
Note: n = 383.
Source: Keen Independent Research.
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C. Community and Stakeholder Feedback — City’s role regarding arts and culture
Residents’ Perceptions of the City’s Role Over three-quarters of Buckeye residents agreed or somewhat agreed
Questionnaire participants provided their perceptions of the that they are “supportive of the City of Buckeye allocating public funds
City’s role in arts and culture. Figure C-7 shows responses from City of for arts and culture.” Most participants also agreed or somewhat agreed
Buckeye residents along a seven-point agreement scale ranging from that “Buckeye private businesses have a key role in supporting arts and
culture offerings” (78%). A smaller portion of participants agreed
“strongly disagree” to “strongly agree.”
(slightly to strongly) that the “City is supportive of local arts and cultural
offerings,” but these respondents still made up a majority (50%).
C-7. Perceptions of the City’s role in arts and culture
The City of Buckeye (government)
is supportive of local arts and 11% 24% 15% 4% 31% 11%
cultural offerings.
Buckeye private businesses
have a key role in supporting 26% 38% 14% 3% 13%
arts and culture offerings.
I am supportive of the City of Buckeye
allocating public funds for arts and
culture programs, festivals, amenities 40% 35% 12% 7%
and venues.
0% 20% 40% 60% 80% 100%
Strongly agree Agree Somewhat agree Somewhat disagree Disagree Strongly disagree Neutral I don't know/no opinion
Note: n = 498-500. Results are filtered for those that indicated that they were
City of Buckeye residents.
Source: Keen Independent Research.
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C. Community and Stakeholder Feedback — City’s role regarding arts and culture
Net rating. Net rating provides a simple representation of the overall Almost all respondents were supportive of the City “allocating funds for
slant of participants toward agreement or disagreement. The net rating arts and culture” (net rating of 83) and agreed that private businesses in
is calculated by subtracting the sum of the “strongly disagree,” Buckeye have a key role in supporting arts and culture offerings (net
“disagree,” and “slightly disagree” responses from the sum of the 72). With a net rating of 41, respondents said that the City is somewhat
participants who “strongly agree,” “agree,” and “slightly agree.” These supportive of local arts and culture offerings. This gap suggests that
results can be seen below in Figure C-8. 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
Net
The City of Buckeye (government) -9% 50% 41
is supportive of local
arts and culture offerings.
Buckeye private businesses
have a key role in supporting -6% 78% 72
arts and culture offerings.
I am supportive of the
City of Buckeye allocating funds -4% 87% 83
for arts and culture programs,
festivals, amenities and venues.
-20% 0% 20% 40% 60% 80% 100%
Disagree (somewhat to strongly) Agree (somewhat to strongly)
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.
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C. Community and Stakeholder Feedback — Buckeye identity
This section discusses perceptions of Buckeye identity and what makes The descriptors “community,” “small town,” “history,” “farming,” and
Buckeye unique. “diverse” appear largest in the image, indicating that these words and
phrases were mentioned most frequently. These words and phrases
Uniqueness of Buckeye were also echoed by interviewees and focus group participants.
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.
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C. Community and Stakeholder Feedback — Buckeye identity
Input was also collected about what makes Buckeye unique from C-10. Public input regarding what makes Buckeye unique
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.
Source: Keen Independent Research
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN APPENDIX C, PAGE 12

C. Community and Stakeholder Feedback — Buckeye identity
Mural Signifying Buckeye’s Community Identity Some of the most common themes mentioned by respondents included
As a part of the questionnaire, respondents were asked what a mural western or desert landscape, flora and fauna (116); farming and
signifying Buckeye’s community identity would look like. Figure C-11 agriculture (82); a blend of the past, present and future of
highlights some of the commons themes mentioned by respondents. 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.
C-11. Themes in a mural signifying Buckeye’s community identity
Western or desert landscape, flora and fauna 116
Farming and agriculture 82
Blend of the past, present and future of Buckeye 61
Diversity, inclusion and acceptance 51
Cowboy culture and rodeos 30
People-focused 28
Buckeye history 24
Sunrise or sunset 19
The future of Buckeye 11
Colorful images 13
Other 68
0 20 40 60 80 100 120 140
Note: n = 320. Responses for this question were open-ended.
Source: Keen Independent Research.
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN APPENDIX C, PAGE 13

C. Community and Stakeholder Feedback — Buckeye identity
Buckeye residents shared perspectives about what a mural signifying A green farm field with new small/medium sized buildings right
Buckeye’s community identity would look like. across the street
Agricultural and western themes. Many residents described Buckeye’s
identity through agricultural and western imagery that reflects the Western history with agricultural roots
community’s rural roots and long-standing connection to the land.
Respondents referenced farms, horses, cowboys and western heritage A beautiful sunset with a hummingbird in the scene, AZ native
as defining characteristics of Buckeye. wildflowers
Desert landscape. Respondents often described Buckeye through
imagery connected to desert landscape. Common themes included A sun with different gradients of color reflecting the sunsetting with
sunsets, mountain views, desert vegetation, cacti and wildlife native to plants and landscape!
the region.
A blend of people and cultures being welcomed
Cultural diversity. Respondents mentioned being welcoming to
newcomers and creating a community where people from different All cultures & races represented- enjoying desert together, colorful
backgrounds feel connected and represented. Many participants noted playful mural
that diversity is becoming a defining characteristic of the City.
Community and family. Respondents described Buckeye as a … highlight families at the center of the community- children playing,
family-oriented community with a strong small-town atmosphere where neighbors connecting, and multigenerational relationships
neighbors support one another.
… it could be cool to paint, a timeline of Buckeye history …
History and heritage. Participants highlighted Buckeye’s agricultural
roots and celebrating the stories that shaped the community. Several
A growing City with a backdrop of agriculture and the mountains
respondents expressed interest in public art and cultural programming
that educates residents and visitors about Buckeye’s history while
reinforcing local pride. A large desert sunset over the White Tank Mountains, transitioning
into a thriving community scene … and families of all ages. It would
Blending the past with the future. Respondents expressed interest in represent Buckeye’s wide-open spaces, family-centered lifestyle, and
balancing Buckeye’s historic identity with its rapid growth and future forward momentum while honoring its agricultural and
development. Participants described a desire for arts and culture efforts Western heritage.
that honor Buckeye’s agricultural and western heritage while also
reflecting its transformation into a growing and increasingly diverse city.
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN APPENDIX C, PAGE 14

C. Community and Stakeholder Feedback — Buckeye identity
Themes for Art for the Downtown Specific Area Plan C-12. Downtown Specific Area Plan (DSAP) art themes
The Downtown Specific Area Plan (DSAP) places a priority on creating
art that provides photo opportunities. Questionnaire respondents were Themes relating to 298
asked about themes or qualities that they envisioned for such sites. Buckeye's heritage
Respondents were able to choose as many options as they would like.
Results are presented in Figure C-12 to the right. Something fun 291
Some of the most popular themes among respondents include themes
relating to Buckeye’s heritage (298), something fun (291) and uplifting Uplifting themes 287
themes (287). Themes relating to Buckeye now or in the future (235)
and something whimsical (212) were also popular themes. Many of Themes relating to Buckeye 235
these themes also echo words or phrases commonly used by now or in the future
respondents to describe what makes Buckeye unique.
Something whimsical 212
Some themes mentioned by respondents in the “other” category
include Buckeye landscapes and nature, art specific to Buckeye culture
and inclusive or diverse art. Something grand or impressive 161
Other 27
0 50 100 150 200 250 300 350
Note: n = 535. Respondents could select all answers that applied.
Source: Keen Independent Research.
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN APPENDIX C, PAGE 15

C. Community and Stakeholder Feedback — Perceptions of arts and culture in Buckeye
Questionnaire participants provided their perceptions of the local arts Respondents overwhelmingly agreed that they “enjoy Buckeye’s special
and culture scene. This section presents these results. events and festivals,” with 35 percent strongly agreeing with this
statement and 82 percent agreeing or somewhat agreeing. Respondents
Arts and Culture in Buckeye also generally agree that arts and culture add to Buckeye’s appeal
(71%). However, respondents generally disagree that Buckeye has a
Figure C-13 shows all responses along a seven-point agreement scale dynamic arts scene (21% strongly agree to slightly agree) and that
ranging from “strongly disagree” to “strongly agree.” 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.
C-13. Public input questionnaire respondents’ perceptions of arts and culture
Buckeye has a dynamic arts scene. 9% 9% 19% 21% 8% 24% 6%
Buckeye is a destination for 7% 9% 7% 14% 28% 15% 15% 5%
arts and culture.
5%
Arts and culture add 29% 31% 11% 5% 14%
to Buckeye's appeal.
I enjoy Buckeye's special events 35% 37% 10% 12%
and festivals.
0% 20% 40% 60% 80% 100%
Strongly agree Agree Somewhat agree Somewhat disagree Disagree Strongly disagree Neutral I don't know/no opinion
Note: n = 576-585.
Source: Keen Independent Research.
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN APPENDIX C, PAGE 16

C. Community and Stakeholder Feedback — Perceptions of arts and culture in Buckeye
Public input questionnaire participants also provided preferences for Respondents also expressed preferences for more public art integrated
arts and culture in Buckeye, as shown in Figure C-14. into functional elements (88%), public art that highlights Buckeye’s
history and heritage (87%) and art exhibits in Buckeye (87%). Very few
In general, respondents expressed preferences for more public art in people expressed that more public art and art exhibits in Buckeye were
Buckeye. For example, about half of respondents expressed a strong not desirable to them (between 2% and 4%).
preference for more public art, such as murals and sculptures,
throughout the City. This preference was held by about 86 percent of
survey respondents.
C-14. Questionnaire respondents’ preferences for arts and culture in Buckeye
I would like to see more public art,
such as murals and sculptures, 50% 28% 8% 8%
in Buckeye.
I would like to see more public art
integrated into functional elements 49% 30% 9% 7%
(park benches, crosswalks, etc.)
I would like to see more public art
that highlights Buckeye's history 44% 32% 11% 9%
and heritage.
I would like to see more 43% 33% 11% 9%
art exhibits in Buckeye.
0% 20% 40% 60% 80% 100%
Strongly agree Agree Somewhat agree Somewhat disagree Disagree Strongly disagree Neutral I don't know/no opinion
Note: n = 618-624.
Source: Keen Independent Research.
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN APPENDIX C, PAGE 17

C. Community and Stakeholder Feedback — Perceptions of arts and culture in Buckeye
Perceptions of Arts and Culture Net Rating The net ratings reinforce that respondents strongly agree that they
Net rating provides a simple representation of the overall slant of enjoy special events and festivals in Buckeye (79 net score) and
participants toward agreement or disagreement. The net rating is somewhat agree that arts and culture add to the appeal of Buckeye
calculated by subtracting the sum of the “strongly disagree,” “disagree,” (59 net score). However, views are notably weaker on Buckeye as an
and “slightly disagree” responses from the sum of the participants who arts and culture destination with a net score of -34. Perceptions of
“strongly agree,” “agree” and “slightly agree.” Buckeye having a “dynamic arts and culture scene” are also weaker with
a net score of -27.
Figure C-15 highlights the net rating for the same perception of arts and
culture statements discussed in Figure C-13.
C-15. Public input questionnaire respondents’ perceptions of arts and culture net rating
Net
Buckeye has a dynamic arts -48% 21% -27
scene.
Buckeye is a destination for arts -57% 23% -34
and culture.
Arts and culture add to -12% 71% 59
Buckeye's appeal.
I enjoy Buckeye's special events -3% 82% 79
and festivals.
-60% -40% -20% 0% 20% 40% 60% 80% 100%
Disagree (somewhat to strongly) Agree (somewhat to strongly)
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
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN APPENDIX C, PAGE 18

C. Community and Stakeholder Feedback — Perceptions of arts and culture in Buckeye
Figure C-16 highlights the net rating for the same perception of arts and Survey respondents overwhelmingly supported:
culture statements discussed in Figure E-14. Survey respondents
generally expressed preferences for more arts and culture opportunities  More public art, such as murals and sculptures, in Buckeye
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
Net
I would like to see more public
art, such as murals and -4% 86% 82
sculptures, in Buckeye.
I would like to see more public art
integrated into functional elements -4% 89% 85
(park benches, crosswalks, etc.)
I would like to see more public art
that higlights Buckeye's history -3% 87% 84
and heritage.
I would like to see more
-3% 87% 84
art exhibits in Buckeye.
-20% 0% 20% 40% 60% 80% 100%
Disagree (somewhat to strongly) Agree (somewhat to strongly)
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.
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN APPENDIX C, PAGE 19

C. Community and Stakeholder Feedback — Perceptions of arts and culture in Buckeye
Arts and Culture Strengths in Buckeye
I think the traffic boxes were a good start to adding some color to this
Key themes that emerged from stakeholder input regarding arts and town. Adding more is a really great idea
culture strengths in Buckeye highlighted strong community support for
arts and culture investments and programming. 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
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 I definitely see that [Buckeye is] growing a lot. It has a lot
as important first steps toward creating a more vibrant community. of potential
Respondents frequently expressed excitement about expanding public
art throughout the City. Really love the current community events and would love to see
even more
High-quality event programming. Many stakeholders praised
Buckeye’s existing special events and festivals, noting that they already It gives you that families helping families, friends helping friends
provide meaningful opportunities for community gathering and feeling when you come [downtown]
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. I believe this City is doing a great job incorporating local artists in
their murals and artwork
Strong sense of community. Stakeholders repeatedly described
Buckeye as a welcoming, family-oriented community with a strong Downtown Buckeye is such an amazing place that needs to be
small-town feel. Stakeholders noted that this sense of community strengthened and highlighted
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.
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN APPENDIX C, PAGE 20

C. Community and Stakeholder Feedback — Perceptions of arts and culture in Buckeye
Arts and Culture Weaknesses or Challenges in Buckeye
We haven't been able to keep pace with the growth that we need to
Key themes that emerged from input regarding arts and culture
weaknesses or challenges in Buckeye included a need for expanded Need more of everything!
programming, cultural spaces, public art and organizational capacity as
Buckeye continues to grow.
[We need] something … to connect a lot of artists so they can meet
Rapid growth outpacing infrastructure. Stakeholders expressed each other
concern that Buckeye’s population is growing faster than the
development of arts, cultural and community infrastructure. I think our biggest challenge is our size
Respondents noted that while the City is expanding quickly, cultural
amenities have not yet kept pace with resident demand. Festival is 33 miles away… when Buckeye’s built out … it’s going to be
like driving to Scottsdale
Large geography creates fragmentation between
neighborhoods/regions. Stakeholders discussed Buckeye’s large
geographic size as a challenge for community cohesion and access to … budgets are getting tighter and tighter …
arts and culture opportunities. Some noted that Buckeye’s dispersed
geography contributes to disconnected neighborhood identities. 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
Limited staff capacity limits ability to support community-led there’s people
events and activation. Stakeholders indicated that City staff are highly
committed but face capacity constraints that limit the ability to expand I think that Buckeye is missing performance venues.
programming and support additional community-led activities.
Lack of performance and exhibition space. One of the most common We love our traditions. But I wish there were more opportunities for
themes throughout community input was the need for additional arts my kids to experience things outside our bubble ….
and cultural spaces, particularly performance venues. Respondents
repeatedly referenced the lack of theaters, music venues, galleries and Our music community, particularly young people, do not have
flexible creative spaces within Buckeye. enough quality access to music and lessons.
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.
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN APPENDIX C, PAGE 21

C. Stakeholder and Community Feedback — Perception of arts and culture in Buckeye
Perceptions of Already-Existing Art in Buckeye C-17. Perceptions of Traffic Box Art wraps in Buckeye
Public input questionnaire participants provided their perceptions of art 4%
installed by the City in the past year, including Traffic Box Art wraps. I really enjoy them since they add a 11% 51%
Responses are presented in Figure C-17 to the right. lot of character to the corridor.
Generally, respondents reported positive opinions about the wraps. Half They are interesting and fit
reasonably well along the corridor.
of respondents indicated that they believe that the wraps “add a lot of 16%
character to the corridor” (51%) and about a fifth of respondents I have not noticed them.
indicated that the wraps are “interesting and fit reasonably well along
the corridor” (19%). About a quarter of respondents reported not I don't notice them much.
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. Other 19%
Note: n = 536
Source: Keen Independent Research.
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN APPENDIX C, PAGE 22

C. Stakeholder and Community Feedback — Looking to the future
Public input questionnaire participants were asked about their vision for Residents of Buckeye expressed preferences for more community
what the future of arts and culture in Buckeye might look like. events (266), more public art (169) and the creation of cultural
Responses are presented in Figure C-18 below. Responses are presented landmarks and destinations (153). Residents also support more arts
separately for residents and non-residents. 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).
C-18. Preferences regarding arts and culture priorities in Buckeye over the next
5-10 years
266
More community events
26
169
More public art
25
153
Creation of cultural landmarks & destinations
30
128
More arts programming
21
126
More preservation of local history
21
0 50 100 150 200 250 300
Residents Non-residents
Note: n = 521. Respondents were able to select up to two answers.
Source: Keen Independent Research
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN APPENDIX C, PAGE 23

C. Stakeholder and Community Feedback — Looking to the future
Looking ahead, stakeholders expressed a strong desire for Buckeye to Buckeye needs an actual theater. Without it, anyone that wants to
expand its arts and culture offerings as the City continues to grow. experience live theater will go to a different City
Strong demand for performing arts and dedicated venues.
Community members expressed interest in expanding performing arts I would like more music & theater options out here. I hate driving
opportunities in Buckeye. Respondents referenced the need for into Phoenix
theaters, concert venues and flexible indoor and outdoor performance
spaces. Residents noted that they currently travel to other parts of the There should be a space where creating art is fostered. Pottery,
Valley for these experiences and would prefer to access them locally. painting, sculpture weaving, jewelry making etc. Get
people INVOLVED!
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, Really love the current community events and would love to see even
community arts centers, classrooms, maker spaces and multipurpose more …
venues that could support workshops, exhibitions and gatherings.
Please bring more community events!!
Interest in events, festivals and ongoing programming. Respondents
expressed support for additional community events and recurring arts Do pieces of art that people can interact with, take their photo with
programming throughout Buckeye. Participants emphasized interest in and promote, create landmarks that become tourist attractions
family-friendly events, seasonal programming and activities that create
regular opportunities for gathering and connection.
It would be nice to have more venues downtown that feature music,
Desire for activation and placemaking downtown. Stakeholders such as jazz clubs, piano bars, & chamber music spaces
identified downtown Buckeye as a key opportunity area for future arts
and culture investment. Participants described a desire to see The City could develop a centralized arts district in downtown to
downtown become a more active cultural destination. Some serve as a permanent hub for artists and creators
respondents linked arts and culture with economic development, foot
traffic and increased activity for local businesses. As a parent of a teen who is passionate about theatre, having more
local stages, youth productions, and City-supported performances
Desire for arts that engage youth and families. Residents emphasized
would mean so much
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.
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN APPENDIX C, PAGE 24

C. Stakeholder and Community Feedback — Looking to the future
Keen Independent also collected input about the future of art in C-19. Public input regarding Buckeye’s arts scene in 10 years
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).
Source: Keen Independent Research.
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN APPENDIX C, PAGE 25

C. Stakeholder and Community Feedback — Looking to the future
Participants were asked to identify their preferences regarding potential C-20. Direction of arts and culture in Buckeye
future arts and cultural priorities for
the City.
Direction of Arts and Culture Residents
(n = 451) 17% 67% 16%
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 Non-residents
arts and culture that both preserves Buckeye’s existing character and (n = 68) 24% 59% 18%
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 0% 20% 40% 60% 80% 100%
non-residents versus 17% for residents). Preserve Buckeye's existing character
Both
Reflect Buckeye's future growth
Note: n = 519
Source: Keen Independent Research.
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN APPENDIX C, PAGE 26

C. Stakeholder and Community Feedback — Preferences
City-organized Event Preferences Overall, the most frequently selected preferences were for
Figure C-21 shows questionnaire participants’ responses about types of City-organized events that feature local art and/or crafts (260) and
potential City-organized events. Respondents were allowed to select up feature local professional live music (254), followed by events that
to two options for this question. 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…”
Feature local art and/or crafts 260
Feature local professional live music 254
Feature local pro theater performances/plays 213
Provide spaces for artists to create 203
Celebrate the diversity of Buckeye's residents 189
Highlight Buckeye's history and heritage 181
Feature cultural celebrations 172
Provide performing arts workshops 143
Feature school-aged performers and artists 143
0 50 100 150 200 250 300
Note: n = 541. Respondents could select up to four responses.
Source: Keen Independent Research.
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN APPENDIX C, PAGE 27

C. Stakeholder and Community Feedback — Preferences
Public Art and Placemaking As Buckeye is unique so too should be the art …
When asked about preferences regarding public art and placemaking
(Figure C-22), questionnaire respondents most often prioritized art that Art that is interactive and educational
focuses on Buckeye’s natural environment (291), highlights Buckeye’s
history and heritage (274) and features local or regional artists (274). …angel wings that you can pose in front of… a great place to get
Many also emphasized public art that tells a story (170) and is created social media attention
collaboratively with the community (170), signaling interest in public art
that is created locally and incorporates aspects of Buckeye that make
Desert scenes, Buckeye/Arizona history painted by artists on
it unique.
benches, electrical structures etc.
C-22. Questionnaire participant responses to, “I would like to see more public art and placemaking that are…”
Focusing on Buckeye's natural environment 291
Highlighting Buckeye's history and heritage 274
Featuring local or regional artists 274
Telling a story 170
Created collaboratively with the community 170
Interactive, such as kinetic sculpture 117
Abstract and/or innovative and surprising 106
Featuring national or international artists 58
Other 11
0 50 100 150 200 250 300
Note: n = 557. Respondents could select up to three answers.
Source: Keen Independent Research.
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN APPENDIX C, PAGE 28

C. Stakeholder and Community Feedback — Preferences
Keen Independent also collected input about preferences for themes in C-23. Public input regarding preferred themes of public art in Buckeye
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. Source: Keen Independent Research
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN APPENDIX C, PAGE 29

C. Stakeholder and Community Feedback — Preferences
Desired Locations for Public Art and Placemaking C-24. 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 Downtown 269
and trails” (268), as seen to the right in Figure C-24. Many participants
Parks and trails 268
also indicated “roads, such as decorative signs” or “City facilities.”
Roads, such as decorative signs 163
A portion of the questionnaire participants indicated that they would
like to see more arts and culture in specific neighborhoods. Some City facilities (city hall, 145
neighborhoods that respondents mentioned included Verrado (17), libraries, rec centers)
Tartesso (5), Watson (3), Festival Foothills (2) and Blue Horizons (2). On or next to local businesses 120
When asked about other specific locations, participants noted locations In a specific neighborhood 47
such as the Sun City Festival, senior center, downtown, the airport and
along the I-10 corridor. In new housing developments 34
Other: 17
0 50 100 150 200 250 300
Note: n = 566. Respondents could select up to two answers.
Source: Keen Independent Research.
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN APPENDIX C, PAGE 30

C. Stakeholder and Community Feedback — Preferences
Types of Public Art C-25. Types of public art enjoyed
Questionnaire respondents were asked which types of public art they
enjoy the most. Respondents were able to pick their top two choices. Murals 288
Responses are presented in Figure C-25 to the right.
The most popular types of public art among questionnaire participants Functional art on benches, 276
included murals (288) and functional art (276). Other popular options shade structures and signs
included interactive, hands-on art (158) and temporary and rotating arts
and exhibits (150). Interactive, hands on art 158
Temporary and rotating 150
art and exhibits
Sculptures 125
Other 23
0 50 100 150 200 250 300 350
Note: n = 555. Respondents could select up to two answers.
Source: Keen Independent Research.
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN APPENDIX C, PAGE 31

C. Stakeholder and Community Feedback — Preferences
Art-related Interests In general, respondents expressed that arts and culture are important
to them. Responses skew strongly positive for the other three
Public input questionnaire participants responded to four statements
statements as well. The strongest level of support is for interest in
about arts and culture interests and priorities in Buckeye. Figure C-26
attending live performances (89%). Majorities are also interested in
shows all responses along a seven-point agreement scale ranging from
varying degrees (somewhat to strongly) in art and culture events that
“strongly disagree” to “strongly agree.”
highlight local artists, performers, musicians and makers (88%) as well
as theatre and events spaces dedicated to art and culture (86%).
C-26. Public input questionnaire participant art-related interests
Arts and culture are important to me. 56% 27% 8% 6%
I am interested in attending live
performances in Buckeye. 47% 33% 9% 7%
I am interested in art and culture events
that highlight local artists, performers, 45% 36% 8% 7%
musicians and makers in Buckeye.
I would like to see more theatre and
events spaces dedicated to art and 47% 31% 8% 10%
culture in Buckeye.
0% 20% 40% 60% 80% 100%
Strongly agree Agree Somewhat agree Somewhat disagree Disagree Strongly disagree Neutral I don't know/no opinion
Note: n = 620-629.
Source: Keen Independent Research.
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN APPENDIX C, PAGE 32

C. Stakeholder and Community Feedback — Preferences
Net rating. Figure C-27 highlights the net rating for statements The results suggest residents see arts and culture as an area where
discussed in Figure C-26. All statements have a net score of Buckeye could expand infrastructure and opportunity. Net ratings of
82 or higher, indicating strong agreement across all four statements. 84 and 82 show strong agreement that the City should seek to increase
performing arts events, including theatre. The results also suggest that
Respondents strongly indicated that arts and culture are important respondents would like to see the City offer more events that highlight
to them. This statement has the highest net rating (87), which local artists. Results indicate that respondents value arts and culture
suggests that Buckeye may have a strong base of potential patrons and want to see more opportunities for attending events locally and
and audiences. showcasing fellow residents in these events.
C-27. Public input questionnaire participant art-related interests net rating
Net
Arts and culture are -4% 91% 87
important to me.
I am interested in attending -4% 88% 84
live performances in Buckeye.
I am interested in art and culture events
that highlight local arts, performers, -3% 88% 85
musicians and makers in Buckeye.
I would like to see more theatre and
events spaces dedicated to art and -4% 86% 82
culture in Buckeye.
-20% 0% 20% 40% 60% 80% 100%
Disagree (somewhat to strongly) Agree (somewhat to strongly)
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.
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN APPENDIX C, PAGE 33

C. Stakeholder and Community Feedback — Preferences
Favorite Types of Live Entertainment C-28. Favorite types of performances and live entertainment,
all and broken down by concert type
Public input questionnaire participants were asked to select up to four
types of performances or live entertainment that they enjoy. Figure C-
Types of performances Count
28 shows that respondents indicated an affinity for a broad range of
show types. Concerts received the greatest number of participant Concerts 439
responses with 439 total responses. Some of the most popular types of Family-friendly shows 266
concerts included country (158), rock (115) and jazz (101). Musicals and plays 242
Comedy shows 193
Other types of events that received large numbers of votes included Cultural performances 165
family-friendly shows (266), musicals and plays (242), comedy shows Education and teaching programs 126
(193), cultural performances (165) and education and teaching Film festivals 99
programs (126). Several respondents that selected “other” mentioned
Dance 91
that they would like the City to bring back the Buckeye Melodrama.
Ballet 45
Other 10
Concert type Count
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
Note: n = 554. Respondents could select up to four responses.
Source: Keen Independent Research.
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN APPENDIX C, PAGE 34

C. Stakeholder and Community Feedback — Preferences
Voting Boards C-29. Preferred public events and activities voting board at the Buckeye Air Fair
Voting boards were placed 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.
Source: Keen Independent Research
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN APPENDIX C, PAGE 35

C. Stakeholder and Community Feedback — Preferences
Figure C-30 shows that respondents expressed that a hands-on museum According to Figure C-31, respondents voted most widely for an
would be the most widely preferred event or activity for residents to innovative art installation (103) or a Western/historical installation (92)
have in Buckeye. Other common events and activities include family- as their preferred public art style. Other common votes included
friendly events (83), an art museum (72), a cultural festival (68) and a interactive art, functional art and cultural sculpture. Some less voted
food festival (65). Some less commonly voted for items include theater public art styles include Western/historical mural, agricultural mural and
(35), community events (33) and a small music venue (30). Western/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
Hands-on museum 118 Innovative art installation 103
Family-friendly event 83 Western/historical installation 92
Art museum 72 Interactive art 74
Cultural festival 68 Functional art 66
Food festival 65 Cultural sculpture 56
Music festival 54 Desert mural 44
Large music venue 48 Desert installation 35
Arts/crafts fair 44 Agricultural installation 33
Dance 40 Community mural 29
Theater 35 Western/historical mural 29
Community events 33 Agricultural mural 25
Small music venue 30 Western/historical sculpture 23
0 20 40 60 80 100 120 140 0 20 40 60 80 100 120
Note: n = 609-690.
Source: Keen Independent Research.
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN APPENDIX C, PAGE 36

C. Stakeholder and Community Feedback — Preferences
Residents and stakeholders shared broader perspectives about the role We’re selling quality of life, a sense of place
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 As a local resident and artist, I would love it if the City supported
Buckeye’s long-term identity and quality of life. us more
Purpose of arts and culture in Buckeye. Residents and stakeholders Have art festivals for local artists to sell their art. And buy from only
described arts and culture as important contributors to Buckeye’s Buckeye locals
quality of life, economic development and community identity.
Participants frequently connected arts and culture with placemaking, Family-friendly, culturally inclusive experiences … can bring people
tourism, community pride and business attraction. Respondents also together and reflect the values of the community while making
indicated that they viewed arts and culture as a way to create more
Buckeye a vibrant place to live
vibrant gathering spaces and strengthen Buckeye’s identity as it
continues to grow.
Please bring representation for ALL cultures!
Strong support for local artists. Many residents expressed interest in
supporting local artists and expanding opportunities for creatives within There is power in diversity and inclusion ...
Buckeye. Respondents discussed the importance of showcasing local
talent through festivals, exhibits, performances and public art. Public art will help bring a pop of much needed color to our City!
Need for cultural diversity and representation. Community members Making it more lively and inviting
consistently emphasized the importance of ensuring that Buckeye’s arts
and culture efforts reflect the diversity of its population. Respondents I think the traffic boxes were a good start to adding some color to
expressed support for multicultural programming, inclusive public art this town
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.
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN APPENDIX C, PAGE 37

APPENDIX D. Literature Review of City Plans — Introduction
This appendix includes a summary of current plans and ordinances for  Downtown Buckeye Specific Area Plan (amended May 2024);6
the City of Buckeye (“City”) with specific consideration given to  Buckeye City Council Strategic Plan 2025-2028 (2025);7
initiatives that include or impact arts and culture. Information for each
 Buckeye at Play: Parks and Recreation Master Plan (2025);8,9
document is represented as it was written at the time it was adopted.
and
Introduction  City of Buckeye Transportation Master Plan Update (2025).10
Keen Independent assessed the following plans in the development of While the recommendations in this Arts and Culture Plan are informed
the Arts and Culture Plan, presented in chronological order: by research and conversations with stakeholders from most major arts
and cultural players in Buckeye’s greater ecosystem, this appendix
 Connect Buckeye: Bicycle and Pedestrian Master Plan (2019);1 focuses on City documents because the City will be the driver of its arts
 El Rio District Area Plan (2021);2 and cultural planning efforts.
 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, 6 Downtown Buckeye Specific Area Plan (2024). Retrieved on January 7, 2026, from
2026, from https://www.buckeyeaz.gov/home/showpublisheddocument/13073/638590759081930
https://www.buckeyeaz.gov/home/showpublisheddocument/7884/6370873589820700 000
00 7 Buckeye, AZ Council Strategic Plan (March 2025). Retrieved on January 7, 2026, from
2 Reclaim the River; Enliven the Banks: El Rio District Area Plan (2021). Retrieved on https://www.buckeyeaz.gov/home/showdocument?id=13135&t=638374493117411338
January 7, 2026, from 8 Buckeye at Play: Parks and Recreation Master Plan (June 2025). Retrieved on January
https://www.buckeyeaz.gov/home/showpublisheddocument/12485/638132637524500
7, 2026, from
000 https://www.buckeyeaz.gov/home/showpublisheddocument/14971/638888699553830
3 Imagine Buckeye 2040 General Plan (2022). Retrieved on January 7, 2026, from 000
https://www.buckeyeaz.gov/home/showpublisheddocument/15143/638948395281930 9 Buckeye at Play: Parks and Recreation Master Plan Executive Summary (June 2025).
000 Retrieved on January 7, 2026, from
4 City of Buckeye Library Master Plan (2023). Retrieved on January 22, 2026, from https://www.buckeyeaz.gov/home/showpublisheddocument/14973/638888699564770
https://www.buckeyeaz.gov/community/library/library-master-plan 000
5 City of Buckeye Arterial Gateway Master Plan (2023). Retrieved on January 28, 2026, 10 City of Buckeye Transportation Master Plan Update (December 2025). Retrieved on
from January 7, 2026, from
https://www.buckeyeaz.gov/home/showpublisheddocument/12983/638641683081730 https://www.buckeyeaz.gov/home/showpublisheddocument/7882/6370873555809000
000 00
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN APPENDIX D, PAGE 1

D. Literature Review of City Plans — Connect Buckeye Bicycle and Pedestrian Master Plan
We begin with a discussion of the Connect Buckeye Bicycle and Goals of Connect Buckeye
Pedestrian Master Plan (“Connect Buckeye,” “BPMP”). The BPMP plan  Goal 2. Improve connectivity within the community by linking
lays key planning groundwork to address Buckeye’s need for “a safe, residents and visitors with activity centers, employment areas,
convenient, and connected bicycle and pedestrian network.”11 recreational facilities, corridors and opportunities for transit.
Public workshops – connectivity prioritization. The BPMP  Goal 3. Improve convenience of the bicycle and pedestrian
development process included three public workshops to help guide the network to connect people with transit corridor hubs
visioning process and develop practical goals for the plan. Through the and stops.
public engagement process, participants were asked the key factors that  Goal 4. Improve awareness and use of the bicycle and
keep them from bicycling or walking in Buckeye. The top answer to both pedestrian network through awareness programs, events and
questions was lack of connectivity to destinations, with more than other public engagement activities.15
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.
Source: Connect Buckeye
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. 14 Connect Buckeye, 3.14–3.15.
12 Connect Buckeye, 1.14. 15 Connect Buckeye, 1.4.
13 Connect Buckeye, 1.10–14.
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D. Literature Review of City Plans — El Rio District Area Plan
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 El Rio District Area Plan study area
Source: El Rio District Area Plan
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.
Objectives of El Rio District Area Plan
Detailed approach for the district. The El Rio District Plan provides an
outline to achieve the vision of redeveloping the area in accordance  Goal 1. Preserve and restore existing pristine natural habitat
with Plan objectives. areas in the Gila River in Buckeye.
 Claim. The idea of claiming the El Rio District includes  Goal 2. Complement those preservation efforts with
construction of a levee to protect floodway fringe property appropriately designed recreational opportunities that take
as well as other preparations for further development. advantage of open water bodies and an interconnected
trail system.
 Integrate. Increased connectivity, both vehicular and non-
vehicular, could open the space to visitors and  Goal 3. Establish a vision for supporting land uses along the
future growth. north bank of the Gila River that celebrate the river to become
a premier destination place in Buckeye.19
 Activate. This portion of the approach notes that enhanced
programming will make use of the newly claimed and
integrated land. Programming and infrastructure It will take an integrated network of urban and natural systems
improvements should all work together to highlight the to create a new waterfront legacy for Buckeye.
unique character of the El Rio District.18 El Rio District Area Plan
16 Reclaim the River; Enliven the Backs: El Rio District Area Plan (2021), 2. 18 El Rio District Area Plan,
17 El Rio District Area Plan, 4. 19 El Rio District Area Plan, 2.
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D. Literature Review of City Plans — Imagine Buckeye: 2040 General Plan
The City of Buckeye, along with all other Arizona cities and counties, is  Growth
required to update its general plan every 10 years. The Imagine Buckeye  Land Use
2040 General Plan (Imagine Buckeye, General Plan) was approved and  Economic Development
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  Growth Areas
3,900 community members through meetings, the project webpage and
surveys or other comments.21  Services
 Public Services, Facilities, Buildings and Safety
The General Plan is organized into the following three themes, each of  Education
which pertain in numerous ways to arts and culture planning. The figure  Transportation/Circulation and Bicycling
on the righthand side of this page presents each of these themes,
 Recreation and Open Space
followed by the theme elements that relate to arts and culture.
 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
20 Imagine Buckeye 2040 General Plan (2022), 1-1. 21 Imagine Buckeye 2040 General Plan (2022), 1-8.
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D. Literature Review of City Plans — Imagine Buckeye: 2040 General Plan
Growth Activity Centers. Defined Activity Centers require additional oversight
Imagine Buckeye presents growth as “essential for a healthy and vibrant and direction by the City of Buckeye. Activity Centers “denote live,
community.” The Growth section of the General Plan provides further work, play areas that are vibrant mixed-use areas providing destination
details regarding how growth should be managed and directed to locations” which must be developed following a “theme,” according to
improve the overall Buckeye landscape over time. Land use, economic the General Plan. The Plan identifies six Activity Centers (see below)23
development and growth areas are all key elements of this and relate to which can help Buckeye develop and maintain cohesive placemaking
placemaking in Buckeye. and create focal points for arts and culture efforts.
Land use. Certain types of land use, described below, are particularly Open Space. This land use is described in the General Plan as “both
relevant to arts and culture planning in the City of Buckeye. active parks and passive natural areas that are intended for public
recreation” and which “contribute to the overall natural character and
Neighborhoods, master planned communities (MPCs) and Area scenic beauty of Buckeye.”24 Further information regarding Buckeye’s
Plans. The General Plan notes that neighborhoods and master planned open space planning is provided in the Parks and Recreation Master
communities typically have their own distinct characters and that Plan, described later in this appendix.
residents sometimes relate more to that identity than to a City-wide
identity. The Plan also indicates that the character of future master Economic development. The General Plan indicates that the City must
planned communities should be considered as the City evaluates maintain economic stability as it grows. Buckeye has experienced strong
development plans for new MPCs. Specific Area Plans such as the El Rio residential growth and has a resultant lower jobs-to-population ratio
District Area Plan (see above) are also mentioned as key to developing a than Maricopa County overall. In order to keep up with population
distinctive Buckeye character.22 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.
22 Imagine Buckeye 2040 General Plan (2022), 2.5–2.18. 24 Imagine Buckeye, 2.17.
23 Imagine Buckeye, 2.15–2.17. 25 Imagine Buckeye, 2.19–2.20.
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D. Literature Review of City Plans — Imagine Buckeye: 2040 General Plan
Growth areas. Imagine Buckeye outlines both general and specific The General Plan identifies the following six existing or future
areas where the City anticipates future growth. Activity Centers in Buckeye:
 Buckeye Highlands Activity Center;
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  White Tank Mountain Resort Activity Center;
existing development into areas that can be served by reasonably  Buckeye Airport Employment Activity Center;
extending infrastructure.26 This pattern of growth will help ensure that  Buckeye Gateway Activity Center;
Buckeye can continue to provide exemplary services, including arts and  Historic Downtown Buckeye Activity Center; and
culture infrastructure and programming, as new areas develop.  Buckeye Hills Activity Center.27
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.
Hobo Joe statue and Buckeye Valley Museum
26 Imagine Buckeye, 2.21. 27 Imagine Buckeye, 2.21–2.22.
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D. Literature Review of City Plans — Imagine Buckeye: 2040 General Plan
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. Buckeye City Air Fair
 Goal G-14. Buckeye has low unemployment, is economically Source: Buckeye, AZ City Government Facebook
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.
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D. Literature Review of City Plans — Imagine Buckeye: 2040 General Plan
Services Services goals. As with the growth section of the plan, the services
Some of the services in the City of Buckeye’s General Plan relate to arts section presents numerous goals supported by related policy. Goals
and culture goals. which relate to arts and culture are presented below.
Libraries and education. Imagine Buckeye notes the City’s two libraries  Goal S-1. Growth in Buckeye is supported by first‐rate public
and bookmobile but also reports a need for additional library services in facilities and services.
underserved areas of the community.29 This could improve access to  Goal S-3. Buckeye has a reputation of being a safe community
culture as well as improve overall Buckeye quality of life. with strong law enforcement services.
 Goal S-6. Growth in Buckeye is supported by a high-quality
Comprehensive transportation network. The General Plan educational system.
emphasizes transportation as means for connection and cohesiveness,  Goal S-7. Post‐secondary schools in Buckeye are regarded as
providing “the central nervous system of the City.”30 Further details on regional places of educational excellence.
Buckeye transportation planning are provided in the “Buckeye in
Motion” Transportation Master Plan section later in this appendix.  Goal S-8. Buckeye’s educational institutions meet the needs
of a growing and diverse community.
Parks, recreation and open space. The City of Buckeye identifies four  Goal S-9. Buckeye is a connected community with an efficient
different types of parks: pocket parks, neighborhood parks, community multimodal transportation network
parks and municipal sports complex. Recreation opportunities provided  Goal S-12. Buckeye’s multimodal system provides
in the various spaces “offer residents numerous benefits to their social, alternatives for modes of travel.
physical, economic, and mental health.” The General Plan also notes  Goal S-14. The bicycle and pedestrian circulation system is a
that Buckeye focuses on “providing a wealth of opportunities for well‐connected and maintained network, enabling access to
children, particularly children from low‐income families, to get the all parts of the City.32
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. 31 Imagine Buckeye, 3.14–3.15.
30 Imagine Buckeye, 3.6–3.7. 32 Imagine Buckeye, 3.16–3.26.
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D. Literature Review of City Plans — Imagine Buckeye: 2040 General Plan
Stewardship transportation.35 The document also emphasizes the need for
The General Plan indicates that stewardship extends to the natural preservation and rehabilitation in case of neighborhood deterioration.36
Buckeye environment as well as built structures, including historic Healthy communities. This portion of the stewardship section
buildings. The plan notes that both the built and natural environments reiterates the need for community access to recreation and open space
can provide many community benefits.33 as well as healthy community design. Additionally, it reports public
Environmental planning and urban design. This portion of the plan engagement as a key factor when identifying City priorities related to
indicates that City planning must emphasize sensitivity to the “unique programing and placemaking.37
desert environment” of the Buckeye area. This consideration of Arts and culture. Existing arts and cultural offerings in Buckeye reflect
placemaking includes natural areas such as river corridors and desert the “rich” history of the area. Various resources provide this connection.
monuments; it also extends to urban development, including walkability
and connectivity: “the aesthetics of the vertical built environment, but Historic resources. Buckeye’s historic buildings include two properties
also the horizontal public spaces such as streets, parks, plazas, and on the National Register of Historic Places: the Buckeye Union High
other gathering spaces.” Paths and trails, a network which the City School A‐Wing and the Hassayampa Bridge, both of which were built
intends to expand in coming years, are also considered under this around 100 years ago and have been restored or repaired since then.
planning umbrella.34 Paths and trails are further discussed in Buckeye at Additional historic places are joined by the Buckeye Valley Museum,
Play: Parks and Recreation Master Plan. which has been operated by the City since 2007.38
Neighborhood preservation, rehabilitation and redevelopment. The Arts in Buckeye. The General Plan reports that the Community Services
General Plan reports that many residents identify as much or more with Department, located in downtown Buckeye, “is a great resource for arts
the “unique and distinctive character” of their respective and culture activities” but may be hard to access for those living farther
neighborhoods as with the greater identity of Buckeye. The plan notes north in Buckeye.39
that central planning efforts must respect the characters of individual
neighborhoods as the City seeks to connect and streamline
33 Imagine Buckeye, 4.1. 37 Imagine Buckeye, 4.10–4.13.
34 Imagine Buckeye, 4.2–4.3. 38 Imagine Buckeye, 4.13.
35 Imagine Buckeye, 4.2–4.3. 39 Imagine Buckeye, 4.13–4.14.
36 Imagine Buckeye, 4.9–4.10.
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D. Literature Review of City Plans — Imagine Buckeye: 2040 General Plan
Stewardship goals. As with the other two sections of the plan (growth  Goal ST-1. Buckeye is dedicated to preserving the aesthetic
and services), stewardship goals are supported by policies and other and environmental qualities of the desert.
planning, much of which is detailed further in separate planning  Goal ST-2. Important natural assets are protected from the
documents. The stewardship goals which relate to arts and culture man‐made environment.
planning are presented in the righthand column.  Goal ST-3. Landscaping and architecture are compatible with
In sum, this portion of the General Plan is particularly relevant to arts the desert character.
and culture in Buckeye. It emphasizes the need to highlight the  Goal ST-4. Buckeye upholds a standard of high‐quality design
aesthetics of the Buckeye desert character and guard natural assets as in the built environment.
well as preserve existing historical character and expand arts and  Goal ST-5. Buckeye has a network of paths and trails that
culture services to reach the whole community. 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
40 Imagine Buckeye, 4.14–4.24.
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D. Literature Review of City Plans — City of Buckeye Library Facilities Master Plan
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
Buckeye Public Library Downtown Branch, Coyote Branch
and Bookmobile
Source: Buckeye Library Master Plan
41 Buckeye Library Master Plan, 1.7. 42 Buckeye Library Master Plan, 3.2.
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN APPENDIX D, PAGE 11

D. Literature Review of City Plans — City of Buckeye Library Facilities Master Plan
Toolkit for expansion. The Library Plan considers tools for expansion of Opportunities. This portion of the plan suggests future partnering
library footprint and services under three broad themes. opportunities, including potential partnerships with the Community
Services Department, cultural institutions, local businesses, senior
Places. In addition to library branches and satellite branches, the centers, schools and others. It also notes the possibility for expanded
Library Plan suggests the concept of co-location, or “a permanent or mobile options in Buckeye, such as a Mobile Outpost at a major
semi-permanent physical space for the library that is located in or trailhead or a Parks and Recreation Equipment Lending Library. The plan
adjacent to a partner’s physical facility.” Potential co-locating also suggests pop-ups, such as a temporary storefront on Main Street in
opportunities could include recreation centers, City Hall or collaboration with local artist installation.43
community colleges.
Native wildlife naming structure. The plan recommends that the
Activities. As “curated moments in time,” activities provide a way for Buckeye library system continue to name library facilities in accordance
existing library resources to foster learning, creativity, assistance and with Sonoran Desert native wildlife. The existing Coyote Branch Library,
more. They activate places, build community and provide a catalyst for Roadrunner Bookmobile and Falcon Digital Library follow this naming
meaningful cultural connections. 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
Buckeye Public Library events Existing BPL Library characters
Source: Buckeye Library Master Plan Source: Buckeye Library Master Plan
43 Buckeye Library Master Plan, 3.9–3.14. 44 Buckeye Library Master Plan, 3.29.
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D. Literature Review of City Plans — City of Buckeye Arterial Gateway Guide
One of the key ideas to address when creating an arts and culture plan Gateway signage. The guide presents different tiers of gateway signage
is establishing a sense of place that is visible to both residents and for the city. The left image below presents a prototype for a
visitors. The City of Buckeye Arterial Gateway Guide (Gateway Guide) higher-dollar Tier 1 gateway. This gateway signage option is intended
was developed in 2023 to help the City create “an iconic sense of for freeway and highway arrival locations into the city, leading to
place at prime locations entering the community ….” The guide arterial and parkway corridors. 47 The right image demonstrates what
presents practical ways in which Buckeye can achieve “consistent this option might look like in a potential gateway space, welcoming all
identity” through the use of a “brand recognizable streetscape to the City.
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 Proposed Buckeye Tier 1 gateway signage
been historically collected early in the area’s City’s history, Sources: City of Buckeye Arterial Gateway Guide and Arterial
such as items found in natural assets like mountains and Gateway Guide Prototype
rivers, as well as early manufactured products in the area.46
45 City of Buckeye Arterial Gateway Guide (2023), 5. 47 Gateway Guide, F1.0.
46 Gateway Guide, 5.
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D. Literature Review of City Plans — Buckeye Downtown Specific Area Plan
On May 21, 2024, the City of Buckeye amended its Downtown Buckeye Downtown Buckeye Specific Area Plan values
Specific Area Plan (Downtown Plan), originally created in 2023. The
Historic Downtown Buckeye Activity Center48 (Downtown Buckeye) is Value 1: Community-focused. Foster a community-focused
one of the General Plan’s six proposed Activity Centers. The Downtown downtown by creating opportunities for organic and organized
Plan considers Downtown Buckeye through a lens of tourism, land use, community gathering and grassroots economic activity to take place.
entertainment and economic development, noting that “downtowns
often can function as an economic powerhouse of a community.”49 Value 2: Day and night. Create a regionally recognized and safe day-
and-night destination that has attractions and activities all throughout
Community engagement. Public participation for the Downtown Plan the day focusing on play, entertainment, and nightlife.
indicated that many residents see the downtown area as “unsafe,
vacant, and lifeless after hours - a ghost-town after the workday ends.” Value 3: Active. Curate an active downtown environment that has
However, respondents expressed hope for the future of Downtown, regular foot traffic, programmed events and recreational activities.
with one participant commenting, “What I see … are businesses and
buildings being restored and revitalized … I see vacant buildings with Value 4: Mixed-use. Establish mixed-use and quality public and private
potential.”50 About 98 percent of survey respondents reported that they downtown spaces that provide inherent flexibility for multiple purposes
would like more community space in downtown Buckeye.51 and changing market demands.
According to the Downtown Plan, community members and leaders Value 5: Feels like home. Make downtown feel like home by
want Downtown Buckeye to be the “soul of the City,” its “identity” and celebrating the culture and heritage of Buckeye and fostering a strong
its “culture.” The Downtown Plan examines how arts and culture can be sense of place through physical design and cultural events.
integrated into the Downtown area through values (presented on the Value 6: Downtown for all. Build a downtown for all through
right) which are expanded upon thorough practical approaches: accessible infrastructure, connectivity enhancements, and attractions
 Land use and development framework; that make Buckeye appealing to anyone and everyone.53
 Public realm and street life framework; and
 Economic development and vibrancy framework.52
48 Downtown Buckeye Specific Area Plan (2024), 2. 51 Downtown Plan, B15.
49 Downtown Plan, 4. 52 Downtown Plan, vii.
50 Downtown Plan, B6. 53 Downtown Plan, 19.
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D. Literature Review of City Plans — Buckeye Downtown Specific Area Plan
Land Use and Development Framework Mixed-use core. The Downtown Specific Area Plan indicates that this
The Downtown Plan divides the downtown area into “Downtown type of land use would make up the majority of the Downtown East
West,” also known as the Downtown Core, and “Downtown East,” a area and be “centered around a community anchor.”
proposed development to the east of Apache Road along Monroe Downtown core. This land use “focuses on dining, nightlife,
Avenue. The land use framework emphasizes the value of different entertainment, boutique hotels, civic uses (e.g., libraries and museums,
development areas with specific purpose, placement and character, though new civic uses should be concentrated in the [Downtown East]
some of which are strongly related to arts and culture. (The following area of downtown), retail, and destinations.”
page presents projected locations for each land use type.)
Education. In addition to schools, this land use can include libraries,
Parks and recreation. In this land use, “flexible and dynamic space” auditoriums and recreational spaces, including sports facilities. Such
allows for “active and passive recreational activities and programming.” areas present an opportunity to engage in intellectual and active
These areas, exemplified by Downtown Mesa’s Pioneer Park (below), pursuits key to developing and encouraging the culture of Buckeye.
would be integrated into many other use areas.
Arts and creativity. This land use is intended primarily for “activity that
Downtown residential. This land use encourages the development of supports local arts and cultural uses” including entertainment
front porches and patios as well as “planting strips and shade trees to destinations, food truck courts, art workshops and classes, galleries,
create a comfortable walking environment.” This concept can allow breweries and other community gathering spaces, marked by “unique
residents to feel comfortable and visitors to feel welcomed even in and artistic building designs and integration of walkable infrastructure
residential areas of Downtown Buckeye. 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.
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D. Literature Review of City Plans — Buckeye Downtown Specific Area Plan
Source: City of Buckeye Downtown Specific Area Plan, p. 49
KEEN INDEPENDENT RESEARCH — CITY OF BUCKEYE ARTS & CULTURE PLAN APPENDIX D, PAGE 16

D. Literature Review of City Plans — Buckeye Downtown Specific Area Plan
Public Realm and Street Life Framework Festival streets. The Downtown Plan presents two different ideas for
This section of the Downtown Plan “explores ideas and principles of festival streets which could be closed to traffic temporarily to allow for
urban design, aesthetics, and street life” with an eye toward “creating markets, shows, outdoor dining and other gathering opportunities.58
better spaces for all.” Key issues discussed in this section include the Public space development and redevelopment. Specific areas of
need for additional shade throughout Downtown, the need to enhance Downtown were noted as possibilities for development and
a feeling of safety and encourage gathering at all times of day as well as redevelopment to create an improved Downtown experience. These
develop consistency of “aesthetic elements throughout the entire all suggest opportunities for an improved pedestrian experience and
area.”55 These concepts all contribute to placemaking, and community community development through site furnishings, wayfinding and
development which can enhance a sense of identity in Buckeye. landscaping and include Benbow Park, 6th Street Plaza and Buckeye
Conceptual landscape and hardscape. This portion of the plan Town Park.59
examines likely landscape elements such as trees, succulents and The Plan also notes possible alleyway enhancement along the south
other flora which both embody elements of the Buckeye natural side of Monroe Avenue. This would include modifying the spaces for
landscape and create impactful visuals and color in the Arizona heat. It activation using pedestrian-scale lamps or festoon lighting, movable
also considers hardscape elements appropriate to Buckeye’s sense of street furnishings and possible bollards to cut off the alleys from
character. This includes items such as benches and other outdoor vehicle traffic.60 Entrances to these alleyways could also be an ideal
furniture that mimic regional landscape forms, as well as surfaces location to include creative, community-specific wayfinding signage,
made of decomposed granite and integral-color concrete that would as it will be a place where pedestrians can pause and regroup in a
incorporate well into Buckeye’s sense of place.56 safe environment.
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.
Rendering of 6th Street Plaza Redevelopment
Source: City of Buckeye Downtown Specific Area Plan, p. 132
55 Downtown Plan, 119–120. 58 Downtown Plan, 129.
56 Downtown Plan, 125–126. 59 Downtown Plan, 130–134.
57 Downtown Plan, 127–128. 60 Downtown Plan, 76.
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D. Literature Review of City Plans — Buckeye Downtown Specific Area Plan
Source: City of Buckeye Downtown Specific Area Plan
Source: City of Buckeye Downtown Specific
Area Plan
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D. Literature Review of City Plans — Buckeye Downtown Specific Area Plan
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.
Buckeye Days
Ensure ample entertainment and community spaces. To develop and Source: The Arizona Republic, via
strengthen the market niche mentioned above, the plan notes that Buckeye Downtown Specific Area
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.
Glow on Monroe – Downtown Buckeye parade
Source: buckeyeaz.gov
61 Downtown Plan, 137–141.
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D. Literature Review of City Plans — Buckeye City Council Strategic Plan
The Buckeye City Council Strategic Plan 2025–2028 (Council Plan) is Economic growth guiding principles
based on an original plan which was adopted in 2022 and amended
each year thereafter.62 The plan includes goal areas, guiding principles  Guiding Principle 2. Continually update and refine a long-
and activities which relate to arts and culture efforts in the City. range planning that incorporates resident and stakeholder
input to provide a road map for community design, strategic
Economic growth. This portion of the Council Plan outlines Buckeye’s economic development, infrastructure and budget planning.
aspiration to build the City economically in part through creating  Guiding Principle 5. Employ economic development
ongoing business partnerships and other relationships. Planned strategies, including development agreements that invest in
activities to further this aim include: public amenities and infrastructure to enhance our quality of
life and thereby drive economic growth.65
 Drafting Gateway Activity Center (aka “The Landing”) Special
Area Plan (currently underway as of this writing); and Safe and sustainable quality of life guiding principles
 Develop timeline and funding source for downtown
streetscape enhancement.63  Guiding Principle 1. Preserve and enhance the historic and
cultural identity/resources that reflect the values and
Safe and sustainable quality of life. The Council Plan emphasizes the traditions of our community. We support and promote
City’s desire to continue providing programming, gathering places and cultural activities that reflect our historic legacy.
events to strengthen the Buckeye community. Specific arts- and culture-  Guiding Principle 5. Foster and support initiatives and
related activities discussed in this section of the plan include: evaluate community policies, programs, gathering places, and
events that promote healthy and quality lifestyles for our
 Updating the Recreation, Parks, and Trails Master Plan diverse community.
(completed in 2025);
 Guiding Principle 6. Foster citywide “open space” initiatives,
 Completing an Arts and Culture Master Plan (this plan, policies and City codes that support a clean, well-maintained,
currently underway); and and sustainable community.66
 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. 65 Council Plan, 6.
63 Council Plan, 7. 66 Council Plan, 10.
64 Council Plan, 11.
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D. Literature Review of City Plans — Buckeye At Play: 2025 Parks and Recreation Master Plan
Buckeye at Play: 2025 Parks and Recreation Master Plan (Buckeye at
Top 12 amenity needs based on statistically valid survey
Play) engaged extensively with the public, incorporating inputs from a Source: Buckeye at Play
combination of surveys, public meetings, pop-up events and other
sources.67 A key goal of the plan is to create a vision and direction for
the Buckeye Community Services department.68 Arts performances
ranked among residents’ highest-priority facility needs, while arts
programs, arts performances, special events and festivals and
family- programming were among the highest-priority
programming needs. The Arts and Culture Plan can help advance these
interests by:
 Expanding arts classes, performances, festivals and pop-up
programming within parks, recreation centers and other
Community Services facilities;
 Identifying opportunities to incorporate public art, Image: Top 12 program needs based on statistically valid survey
functional art and culturally relevant design into new and Source: Buckeye at Play
renovated parks;
 Developing interpretive art and signage that communicate
Buckeye’s history, natural environment and community
identity along trails and within parks;
 Coordinating the geographic distribution of cultural programs
so residents can access activities closer to home;
 Pursuing shared-use cultural spaces and performing arts
facilities through partnerships with schools and other
community organizations; and
 Coordinating cultural facility feasibility studies with
long-term planning for community centers, parks and
recreation facilities.
67 Buckeye at Play: 2025 Parks and Recreation Master Plan (June 2025), 55-56. 68 Buckeye at Play, 2.
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D. Literature Review of City Plans — Buckeye At Play: 2025 Parks and Recreation Master Plan
Cultural, historic and community identity. Buckeye at Play frames
cultural and historic resources as essential to fostering community
belonging and pride.69 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.70
Service levels and future parks. The plan recommends strategic Arial view of Buckeye
service expansion through partnerships and coordinated land planning. Source: Buckeye at Play
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 space71
69 Buckeye at Play, 276. 71 Buckeye at Play, 314.
70 Buckeye at Play, 287–289.
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D. Literature Review of City Plans — Buckeye in Motion: Transportation Master Plan Update
The 2025 Buckeye in Motion: Transportation Master Plan Update Transportation goals as drivers of Buckeye culture and economy.
(Buckeye in Motion, Transportation Master Plan) provides updates to Buckeye in Motion’s transportation goals provide further information
the City’s 2019 Transportation Master Plan. The updated document on the goals identified in Imagine Buckeye and relate to arts- and
provides transportation planning support for development indicated in culture-related themes including connectedness, placemaking,
the Imagine Buckeye 2040 General Plan.72 The public involvement community development and City identity and walkability.
process for this project included an online survey evaluating public
transportation perceptions that was open for two weeks in December Activity Centers and mode prioritization. As discussed earlier in this
2023 and garnered perspectives from over 592 respondents, not appendix, the City has identified six Activity Centers where mixed-use
including those who sent in responses by mail.73 development will enable a variety of commerce and recreation to occur
side by side. Buckeye in Motion indicates that while main arterials and
Although the Transportation Master Plan is primarily focused on parkways should prioritize bringing vehicular traffic to those Activity
mobility, transportation investments also shape how residents and Centers, once inside the centers, streets should shift toward bicycle and
visitors experience Buckeye. The Arts and Culture Plan can help further pedestrian priority. These areas can also function as transfer hubs for
transportation objectives by: transit and should be positioned to support associated ridership.74
Varied transportation modes to Activity Centers will also support
 Incorporating public art, functional art and distinctive design economic development.
into transportation projects, including gateways, streetscapes,
pedestrian areas, transit facilities and multi-use paths; Transportation Goal 1. Buckeye is a connected community with an
 Coordinating public art planning with capital improvement efficient multimodal transportation network.
programs so arts opportunities can be identified early in the
design of major corridors and transportation facilities; Transportation Goal 4. Buckeye’s multimodal system provides
alternatives for modes of travel.
 Using gateway art, corridor treatments and creative
wayfinding to reinforce Buckeye’s citywide identity while Transportation Goal 6. The bicycle and pedestrian circulation system is
recognizing the character of individual sub-areas; and a well-connected and maintained network, enabling access to all parts
 Engaging artists in the design of elements such as shade of the City.75
structures, seating, retaining walls, fencing, bicycle facilities
and other visible infrastructure.
72 Buckeye in Motion: Transportation Master Plan Update (December 2025), 1. 74 Buckeye in Motion (2025), 80.
73 Buckeye in Motion (2025), 17. 75 Buckeye in Motion (2025), 14–16.
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D. Literature Review of City Plans — Key opportunities for arts and culture
Through this review of City plans and related documents,  Expanding nature-focused branding centered around Sonoran
Keen Independent identified key opportunities for existing and Desert plants, wildlife and scenery;
potential initiatives that relate to this Arts and Culture Plan.  Thoughtful wayfinding and placemaking, including signage,
Thoughtful integration of arts and culture initiatives can help support lighting and design elements; and
existing and future City planning efforts. Opportunities can be  Ease of access, shade and resting places and other
grouped by the following themes: infrastructure for bicyclists and pedestrians as Buckeye
 Connectivity; enhances its identity as an active city.
 Linking arts and culture with economic impact; Integrating art into future planning. The Downtown Specific
 Branding; Area Plan is the only Activity Center planning document
 Integrating the arts into future planning efforts; completed as of this writing. As other documents are written,
 Building arts and culture into daily life and movement; and specific, cohesive arts and culture planning measures could be
woven through each of them. These could include public art
 Identifying spaces for more arts and cultural resources. planning as well as methods for partnering with cultural
institutions, a future arts district or other nonprofit organizations.
Connectivity. The theme of connectivity is woven through all City
planning documents. The City of Buckeye thoughtfully emphasizes Building arts and culture into daily life and movement.
connection through active transportation planning, shared activities Buckeye has a considerable inventory of arts and culture offerings
and natural gathering spaces, and cultural and historical exchange. but can continue to integrate the arts more thoroughly through the
Leaning into the theme of connectivity could help in curating following strategies:
placemaking and identity for Buckeye.
 Building on the idea of festival streets in Downtown to
Linking arts and culture with economic development. Based on encourage cultural activities throughout the area.
this literature review, the City might be interested in leveraging
arts and culture to foster economic development in Buckeye.  Developing interpretive signage to highlight the
natural environment.
Branding and placemaking. The City is invested in presenting a  Expansion of branded interpretive signage to integrate
clear identity to residents and others. Based on review of the outdoor experiences with bicycle and pedestrian activities.
planning documents, interest in branding expands beyond the
City’s logo to include placemaking, or planned design and Locations for arts and culture. While there are many areas of
interventions that highlight, or cultivate, a sense of place. For Buckeye that may benefit from more arts and cultural resources,
Buckeye this could include: upcoming efforts should focus on the six Activity Centers as well as the
Gateways identified in planning documents.
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APPENDIX E. Art in Public Places Recommended Practices — Introduction
This appendix presents best practices and policies for art in Keen Independent reviewed public art policies and procedures for the
public places that are tailored to municipalities in Arizona, with following municipalities in Arizona to inform this summary:
relevance to fast-growing communities such as Buckeye.
 Apache Junction;
The City of Buckeye can use this appendix to:  Avondale;
 Introduce ordinance-level public art policy informed by  Gilbert;
recommended practices;  Goodyear;
 Phoenix;
 Scale public art policy and implementation to support rapid  Surprise; and
population growth and new development patterns;
 Tempe.
 Activate its governance and decision-making process; E-1. Example of City of Buckeye’s Traffic Box Program
 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.
Source: City of Buckeye.
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E. Art in Public Places Recommended Practices — Definition of public art
We begin this introduction to art in public places recommended Art is a part of our public history, part of our evolving culture and our
practices by defining “public art.” collective history. It reflects and reveals our society and adds meaning
to our cities. As artists respond to our times, they reflect their inner
Scope of Public Art vision to the outside world and they create a chronicle of our
Much like art itself, the term “public art” has many definitions. The public experience.
right-hand column highlights a few characterizations of “public art,”
Association for Public Art1
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 Public art is art in any media whose form, function and meaning are
artwork created by an artist, or a group of artists, that is accessible to created for the general public through a public process.
members of the public. The category of public art most often evokes Patricia Phillips in Art Journal2
sculptures and murals, which are artworks painted or directly applied to
a wall or other permanent structure, but it also encompasses Simply put, public art is art in public spaces. The term “public art”
performances and can feature any material or media. Most public art is may conjure images of historic bronze statues of a soldier on
site specific, meaning that the artist and/or curator considers the horseback in a park. Today, public art can take a wide range of
location as important context to the artwork. forms, sizes and scales—and can be temporary or permanent. It often
interprets the history of the place, its people and perhaps addresses a
Public art can be permanent, or permanently installed in a location, or
social or environmental issue. Public art can include murals,
temporary, which includes ephemeral art and artworks that are
sculpture, memorials, integrated architectural or landscape
installed in a specific location for a limited period. While public art can
architectural work, community art, digital new media and even
be owned and maintained by museums, artists, collectors or artist
performances and festivals.
estates, this appendix focuses on art managed by municipalities.
Americans for the Arts3
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 2 Patricia Phillips (Winter 1989). Temporality and Public Art in Art Journal. Retrieved on
(1992) by Penny Balkin Bach. Retrieved on March 17, 2026 from March 17, 2026 from https://www.jstor.org/stable/777018
https://www.associationforpublicart.org/what-is-public-art/ 3 Public Art (2026). Americans for the Arts. Retrieved on March 17, 2026 from
https://www.americansforthearts.org/by-topic/public-art
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E. Art in Public Places Recommended Practices — Public art program overview
When a City acquires one or more examples of public art through a Benefits to the public. An AIPPP protects the public by:
commission, donation or bequest, it becomes the steward of the
artwork. The City, therefore, becomes responsible for its care and  Identifying how the public can get involved in the
conservation. It also becomes accountable to ensure that the collection management of public art; and
is both accessible to the public and that its residents are informed of,  Ensuring that the City will care for an artwork that an artist,
and involved in, collections development, which includes installation of resident or community member gifts, or entrusts, to
the artwork in a public place and potential deaccessioning, or the municipality.
removal of the artwork from the collection.
E-2. Joe Pagac 2026 Well Wall Mural along Verrado Way
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 Source: City of Buckeye.
the process and decision making.
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E. Art in Public Places Recommended Practices — Public art program overview
A Two-Part Structure: Public Art Ordinance and Surprise, AZ. The City of Surprise offers an example of this
Operational Procedures two-part structure because it has:
Many emerging public art programs in Arizona begin with administrative  The Surprise Municipal Code Ordinance 2016-13, which
procedures and project-based approvals, as is currently the case in the outlines the “One and One-Third Percent for Art” on
City of Buckeye. As programs mature, municipalities typically formalize capital projects;4 and
these practices through adoption of an ordinance and supporting
procedures. A two-part structure of an authorization policy, or  A Percent for Art Policies and Procedures Guide that
ordinance, and operational procedures offers legal clarity and “establishes a process for the City of Surprise’s selection,
administrative flexibility. placement, maintenance, contracting and funding allocations
of works of art.”5
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.
Clarity of purpose
Ordinance updates are approved by the City Council.
Effective municipal public art handbooks, or operational procedures,
Operational procedures. Public art procedures, which can be
bolster the public art program ordinance and feature a clear statement
organized into a handbook or a procedures manual, often cover
of purpose, as exemplified below.
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 The purpose of the Percent for Art Policies and Procedures Guide is to
to operational procedures. 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)
4 Sec. 2-363.Ordinance 2016-13. Surprise Municipal Code (August 2, 2016). City of 5 Percent for Art Policies and Procedures Guide (July 31, 2023). City of Surprise. Provided
Surprise. Retrieved on April 22, 2026 from by the City of Surprise in April 2026.
https://library.municode.com/az/surprise/codes/municipal_code?nodeId=PTIGEOR_CH
2AD_ARTXONOIRPEPUARPR
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E. Art in Public Places Recommended Practices — Arts Commission or Advisory Board
Most established public art programs are supported by an E-3. Additional panels of Joe Pagac 2026 Well Wall Mural
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.
Source: City of Buckeye.
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.
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E. Art in Public Places Recommended Practices — Arts Commission or Advisory Board
Arts & Culture Commission or Example mission and scope of an Arts Commission or
Advisory Board Development Advisory Board
Commission or Advisory Board members are appointed by the Council
and represent the interests of their district or neighborhood. When a The Goodyear Arts & Culture Commission provides leadership in
Council appoints members from across the municipality, the Advisory developing a community identity through the arts that embraces,
Board members represent the perspectives of diverse residents. celebrates and unites all of our diverse histories, beliefs, cultures
and aspirations.
Expertise. Some cities select Advisory Board members based on their City of Goodyear Arts and Culture Mission 7
arts and cultural expertise, such as in public art, arts administration, the
performing arts, arts education, urban design, design, creative “The [City of Goodyear Arts and Culture] Commission makes
entrepreneurship and community organizing. As a group, Advisory recommendations to Council with the goal of creating public dialogue,
Board members should reflect a broad range of expertise and advancing education, and inspiring civic pride with the arts. These goals
experience. City leadership can identify an area of need, such as public are accomplished by developing and promoting artistic
art maintenance, and recruit members with subject-matter expertise to excellence through:
advise on policy recommendations or focus on ensuring that
Advisory Board members represent the community as a whole.  Public art that reflects our community’s identity and values;
 Creating exciting and economically viable arts events;
Goodyear, AZ. The City of Goodyear’s Arts and Culture Commission is  Providing advocacy for the arts in the private and
comprised of nine Goodyear residents, one alternate and one Ex-Officio public sector;
member. Appointed by City Council, the Goodyear’s Arts and Culture
Commission membership at the time of this study features several  Developing opportunities for local and emerging artists; and
artists, one licensed architect, multiple arts educators, a non-profit  Ensuring our children attain greater academic achievement
leader and several business leaders.”6 through arts education.”8
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 7 Ibid.
from https://www.goodyearaz.gov/government/departments/parks-recreation/arts- 8 Ibid.
culture/arts-culture-commission
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E. Art in Public Places Recommended Practices — Arts Commission or Advisory Board
As stated in the “Scope of Public Art” section, a municipal public art Role of Community Feedback
program may encompass many genres of creative expression including
the city’s art collection, performance series and cultural events. While Many AIPPPs also state that the Arts Commission or Advisory Board is
an Arts and Culture Advisory Board is responsible for high-level vision, responsible for working with the municipality to gather resident input
strategy and advocacy, a subcommittee focused on public art can on collections management, including curation, accessioning and
ensure that City staff are supported in managing a municipal arts deaccessioning. Without the crucial step of gathering resident feedback,
collection. Buckeye’s current projects, including murals and traffic box public art installations and deaccessions can appear to be the decisions
installations, already demonstrate this approach through artist-led of individual City staff members rather than reflecting the City’s role as
surveys, stakeholder outreach and community engagement processes. a steward of resident property and values.
Subcommittees Community review process for select projects. Public art often
inspires passionate reactions as residents adjust to their changing
To facilitate the Advisory Board’s efficacy and impact, City Councils landscape. Cities are more likely to encounter criticism after unveiling
grant the governing body the ability to form subcommittees. These a new public art initiative if there is a lack of transparency in the
subcommittees may feature an Advisory Board member as a Chair and selection process. Community involvement can build consensus for
several members of the public to reflect relevant and diverse specific projects, as well as enthusiasm for arts and culture in
perspectives. Having an option to include a representative of the Buckeye more broadly. Budgeting time and resources to involve and
neighborhood in which the artwork is placed may help ensure that the inform the community through a Public Art Committee, for instance,
artwork accurately reflects the values of the community that it would often saves municipalities resources in the long term. This community
impact most directly. review process may include:
Goodyear, AZ. The City of Goodyear’s Arts and Culture Commission  Requesting that commissioned artists create and/or
utilizes a Public Art Subcommittee to support implementation of its implement a community outreach plan;
public art program. The subcommittee evaluates project-specific
initiatives, such as the City’s traffic signal cabinet art program, and  Notifying neighboring communities or business associations
develops recommendations for the annual Public Art Plan before that may be affected by the artwork; and
forwarding them to the full Commission and City Council. This structure  Updating the public on progress on project milestones
enables focused, project-level expertise while maintaining broader through digital, print and social media.
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
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E. Art in Public Places Recommended Practices — Sustainable public art funding
An important strategic shift is to manage the collection as part of the E-4. Example of City of Buckeye’s Traffic Box Program
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
Source: City of Buckeye
10 About Public Art and the Program (2026). City of Phoenix. Retrieved on April 22, 2026 11 Percent for Art Policies and Procedures Guide (July 31, 2023). City of Surprise.
from https://www.phoenix.gov/administration/departments/arts/public- Provided by the City of Surprise in April 2026.
art/faq.html#About_Public_Art_and_the_Program
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E. Art in Public Places Recommended Practices — Public art maintenance
Once a municipality owns public art, it is responsible for managing its Fund allocations for maintenance. The City of Surprise, AZ, allocates
collection as a steward for the artwork entrusted to its care. 10 percent of newly contributed funds to its Municipal Arts Fund for
maintenance.13 Routine maintenance, such as annual cleaning, can
Maintenance, Conservation and Lifecycle Planning prevent the need for a one-time conservation cost, which often requires
contracting a licensed professional or team.
Municipalities that include maintenance, conservation and
lifecycle planning in their AIPPP, as well as conservation requirements in Contract requirements for conservation. When contracting an artist
their contracts for commissions and accessions, are less likely to pursue to produce artwork that will enter the City’s collection, the municipality
deaccessioning an artwork later due to disrepair. can require that the artist is responsible for the artwork’s maintenance
for a period of time. Any fees accrued for maintenance are the
Visual Artists Rights Act. Under the Visual Artists Rights Act (VARA), responsibility of the artist. This contractual obligation allows a City to
artists retain the right to be recognized as the creator of their work, as see if the artwork has durability, which is crucial for outdoor art
well as “demand that his or her name be removed from a work in the maintained through public funds.
event of a distortion, mutilation or other modification of the work that
the artist has not consented.”12 Having a maintenance plan reduces risk Examples. The City of Dallas, Texas, has guidelines for public art to last
that an artwork falls a condition where the artist considers removing without significant maintenance for around 20 years.14 While many
their name, which may be cause for a City to pursue deaccessioning, or municipal contracts state that an artist is responsible for conservation
permanently removing the artwork from its collection. for the first year of installation, communities like Fort Collins, Colorado,
require three years of commitment from artists.15 Given Arizona’s
Arizona-specific concerns. In Arizona, artwork lifecycle planning must extreme climate, Buckeye can look to proactive communities like Dallas
account for extreme environmental conditions, including and Fort Collins to set conservation requirements in artist contracts.
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.
12 Percent for Art Policies and Procedures Guide (July 31, 2023). City of Surprise. https://webfiles.clarkcountynv.gov/Public%20Art/Public%20Art%20Professional%20Edu
Provided by the City of Surprise in April 2026. cation/Public-Artist-Handbook.pdf
13 Ibid. 15 Keen Independent interview with City of Fort Collins staff on April 6, 2026.
14 Public Artist Handbook (2017). City of Dallas Office of Cultural Affairs. Retrieved
August 20, 2024 from
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E. Art in Public Places Recommended Practices — Art in private development
Art in private development occupies a unique policy space because it  Avondale, AZ. The City of Avondale's Public Art in Planned
sits at the intersection of land use regulation, zoning authority, Area Development (PAD) ordinance applies to commercial and
development review, property rights and community design objectives. mixed-use developments containing 50,000 square feet or
more of net floor area. Rather than imposing a fixed
Planning for Art in Private Development in Arizona percentage contribution, the ordinance integrates public art
As a state, Arizona has historically maintained strong protections for into the development design review process and requires
private property rights, which influence how municipalities structure qualifying developments to provide for the installation and
land-use regulations and development requirements. Arizona's Private maintenance of public art.18
Property Rights Protection Act (Proposition 207), which passed in 2006,
created additional scrutiny around regulations that may reduce  Tempe, AZ. The City of Tempe's Art in Private Development
property value, encouraging municipalities to carefully design Ordinance applies to projects containing more than 50,000
development requirements and incentives.16 As a result, Arizona cities square feet of commercial or office floor area. Qualifying
have generally favored approaches that integrate public art through developments must either install City-approved public art
zoning, development review, negotiated development agreements or on-site or contribute an equivalent amount to the Tempe
flexible compliance options rather than prescriptive mandates. Municipal Arts Fund.19 Offering developers multiple
compliance pathways, Tempe treats public art as part of
Models common in Arizona. Buckeye may look to the following citywide community development and placemaking. Artworks
examples of Arizona art-in-private-development models. installed to satisfy ordinance requirements remain privately
owned and maintained unless specifically transferred to
 Gilbert, AZ. The Town of Gilbert's Community Canvas the City.
program relies on partnerships among the Town, artists,
businesses and property owners to install public art These examples demonstrate that Arizona municipalities may pursue
throughout the Heritage District. Project funding and partnership-based approaches, design-review-based approaches or
stewardship are addressed through individual partnerships ordinance-based requirements depending on community priorities,
and agreements rather than an ordinance or requirement.17 development activity, administrative capacity and legal considerations.
16 Jeffrey L. Sparks (2009). 51 Arizona Law Review. 211. Retrieved on June 18, 2026 from 18 Public Art Ordinance (January 2, 2018). City of Avondale. Retrieved on April 22, 2026
https://journals.librarypublishing.arizona.edu/arizlrev/article/id/7298/ from https://www.avondaleaz.gov/our-city/public-art
17 Community Canvas (2026). Town of Gilbert. Retrieved on April 22, 2026 from 19 City of Tempe Art in Private Development Ordinance (1991). City of Tempe. Retrieved
https://www.gilbertaz.gov/departments/economic-development/heritage- on April 22, 2026 from https://www.tempe.gov/government/community-services/arts-
district/heritage-district-public-art culture-history/tempe-public-art/art-in-private-development
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E. Art in Public Places Recommended Practices — Art in private development
Maintenance of Art in Private Development Overview of ordinance. Under the ordinance, new commercial,
Approaches to maintaining art in private development largely vary by mixed-use and multifamily developments are generally required
state. Many California municipalities, for instance, have art in private to either install publicly accessible art on-site or contribute an
development ordinances that require in-lieu fee structures and equivalent amount to the City's Art in Public Places Fund (APPF) of
municipal public art review criteria that support long-term ownership about one percent building construction costs.21
and maintenance.20 Arizona municipalities generally do not assume Maintenance requirements. The City of Apache Junction
long-term conservation responsibility for art on private property. As requires owners of privately developed public art to maintain the
seen across the examples of Avondale, Gilbert and Tempe, the private artwork, carry insurance, replace artwork if it is removed or
property owner is responsible for artwork maintenance, conservation destroyed and comply with the Visual Artists Rights Act (VARA)
insurance and possible removal. As federal law, the already discussed when modifying or removing art. The ordinance also authorizes
Visual Artists Rights Act (VARA) applies to art in private development. replacement artwork or payment into a public art fund if artwork
Buckeye should be cautious about accepting conservation obligations is removed.22
for art located on private property. Otherwise, the City may For Buckeye, Apache Junction offers a particularly useful model because
inadvertently create a long-term maintenance liability for assets it it demonstrates how a municipality can integrate public art into
neither owns nor controls. private development while avoiding long-term maintenance liabilities
Apache Junction, AZ. The City of Apache Junction has adopted for privately owned artwork. At the same time, it establishes clear
one of Arizona's most comprehensive public art ordinances, expectations regarding maintenance planning, public accessibility,
applying to both public projects and qualifying private conservation review and possible transfer of ownership should the
development, that includes maintenance, conservation and artwork enter the municipal collection.
replacement requirements
20 In San Francisco, CA, developers are subject to the Privately-Owned Public Open 21 Ordinance 1477 Art in Public and Private Developments (2019). City of Apache
Space and Public Art requirements (Section 429 of the City’s Planning Code) to preserve Junction. Retrieved on June 18, 2026 from
and maintain on-site public art for the lifespan of the building on top of a 1% Art https://apachejunctionaz.gov/DocumentCenter/View/29819/1-13-4-Art-in-Public-and-
Program that requires all projects involving new building, or the addition of 25,000 Private-Developments
square feet or more in the Downtown and nearby neighborhoods to provide public art 22 Ibid.
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
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E. Art in Public Places Recommended Practices — Summary
In summary, the strongest public art programs are built upon: Funding. Keen Independent recommends approaching public art
funding as integral to developing and sustaining the City’s long-term
 Clear policy and implementation procedures; infrastructure. This recommendation includes:
 Alignment with growth and development patterns;
 Reliable funding; and  Exploring a percent for art tied to CIP;
 Proactive and sustainable asset management.  Adopting an annual arts and culture workplan, which includes
public art, that is tied to the CIP;
Recommended Actions  Evaluate opportunities to integrate public art requirements
into private development; and
The following policy revisions, procedures and mindset shifts can
support the City of Buckeye in managing its public art program.  Consider establishing a dedicated public art fund and
maintenance reserve.
Policy. Keen Independent recommends developing a formal
public art ordinance to formalize existing procedures. This For Buckeye, which is experiencing rapid population growth and
ordinance is an opportunity to introduce a percent for art tied to expanding infrastructure investment, a percent-for-art model tied to
the Capital Improvement Program (CIP) and establish a public art Capital Improvement Program (CIP) would align cultural investment
fund where a percentage of contributions is allocated towards with physical development.
maintenance at an as needed basis.
Management. Effective public art programs have clear administration.
Governance. The City currently has a Community Services Advisory Keen Independent recommends that the City:
Board and an Arts and Culture Subcommittee. In addition to activating
Subcommittee membership to highlight subject matter expertise and  Formalize existing procedures into a comprehensive
perspectives of neighborhoods particularly affected by planned public implementation manual;
art initiatives, the City can explore developing the Subcommittee into an  Establish a centralized inventory, tracking system and
Advisory Board as arts and culture become more integral to Buckeye’s maintenance standards for public art assets; and
identity and City planning.  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.
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