CREATIVE CITY NEWSLETTER: JULY 2001

ISSUE 2: DEFINING THE NEW ECONOMY

Creative City Top Five Issue Areas
Topical Articles and Studies
COMMUNITY SPOTLIGHT: Rochester, NY
Meeting Notes from the First Creative City Meeting


MEETING NOTES FROM THE FIRST CREATIVE CITY MEETING

The following are notes taken during the first Creative City meeting by Partners staff. If you have any additions or corrections to suggest, please contact Laura Durham at (202) 887-5990, or email at ldurham@livable.com.

Creative City Meeting Notes - May 23, 2001

I) The goal of the Creative City project is to develop a definition/blueprint of the role quality of life plays in cities.

II) Participant Introductions

III) Presentation of Creative City Document: Leo Penne presented a brief review of past work and a current white paper on the Creative City. The central question here is "how do we direct change to improve the quality of life?" (Not only how the economy affects cities, but how the cities can affect the new economy). We need to better understand the importance of city assets and communicate these assets/impacts. Part of the goal of the Creative City Program is to complete this paper and definition process using participants as contributors. The intent of this process is to describe the characteristics and initiatives that act as demonstrative models - looking at how and which cities work.

Bob explained that this paper and the following work will be used as a frame of reference leading to a final publication, again, addressing "How does quality of life play into the success of cities in the new Economy?" We will closely examine what resources are needed by cities. The document will be used for future planning to move communities ahead and promote partners in Creative City as models of success, and we therefore must consider how and what is necessary to creative cities agenda that Partners can use as models.

Each partner will begin to answer the questions addressed, using the Creative City document as a basis, and then giving Partners for Livable Communities feedback. Partners will provide a resource list based on input from participants.

IV) Overview for the agenda of all meetings - what are the topics that Creative City will cover? (2001-2004)

• Fall 2001 meeting focusing on one issue
• Two 2002 meetings (one most likely in coastal Georgia), defining outline of the project and best practices. We will also begin to determine research and public policy plans/agenda and initiating Marshall Fund study trips to Europe through 2003.
• 2003 major forum focusing on the key/central issues participants have identified. We will also run smaller forums with different cities hosting working groups and conferences based on Partners guidelines.
• 2004 International Forum
• Spring 2004 release of report internally.
• Fall 2004 release public report.
• 2005 Recognition and Celebration of Creative Cities

V) First set of participant introductions:

Rochester, NY: Goal of figuring out what other mid-size cities, like Rochester, want. Rochester would like to be a model/demonstration for other mid-size cities facing similar issues.

Gateway CDC - Prince Georges County: They are focusing on three main projects; an African American Art Museum, expanding the community vision, and recruiting for community-based businesses (art related if possible) for district revitalization.

Louisville, KY: The new focus is on the younger generation in city revitalization. The theme is "Louisville - the place to work, live, and play". Another goal is to get more people to move back to the city through market rate housing programs. Finally, the representatives talked about a focus on strengthening the e-commerce efforts through consolidation.

The Wildwoods, NJ: What makes Wildwoods different from other shoreline communities, and what makes it strong? They are trying to discover how to build community (with in all four towns) that focuses on the culture/uniqueness, avoids national branding, and requires zoning.

VI) Amenity One - Design/Public Art (Fred Kent): We do not have good place-building systems in our cities, as we too often focus at the individual project level. To address this, Fred published "How to Turn this Place Around", a Project for Public Places. He discusses 11 keys to creating great public spaces (www.pps.org):

1. The community is the expert
2. Create a place not a design
3. Look for partners (especially unlikely ones)
4. You can see a lot by observing
5. Have a vision
6. Experiment
7. Triangulate
8. They always say "it can't be done"
9. For supports function (100 disciplines, not just 1)
10. Money is not the issue
11. You are never finished

VII) Participant Introductions Part 2

Charlotte, NC: Representatives are focusing on how a new outer beltway will impact the center city. Other key areas related to Creative City are transportation (light rail, beltway, and airport), brownfield redevelopment, and mixed use (inner city development).

Kansas City, MO: The city's focus is on revitalizing the urban core. (300+ organized neighborhoods, biotech, other private and public organizations, and government are involved). A primary goal is to make the government more outcome based.

St. Louis, MO: Representatives want to determine how they can generate economic development based on regional collaboration. They are also interested in pinpointing quality of life indicators that will lead to high tech/scientific industry - How can amenities reinforce an industrial focus/development?

Marquette, MI: Marquette is trying to establish a partnership with the community foundation and the Lake Region Partnership to address development issues. Representatives would like Marquette to be a model of a successful smaller community - preserving existing qualities and involving stakeholders in the process of development.

VIII) Amenity Two - Cultural Planning (Anne Corbit): This presentation focused on the role of culture as an amenity to communities. Anne's work with the Cultural Development Corporation is similar to that of the work of a CDC, but without a specified region. Her nonprofit looks at art as a tool in community revitalization and development. Her three key points were:

1. A creative environment begets business
2. Know your assets and invest in those assets
3. Marketing and infrastructure (current) must be used - investment must be multi dimensional

A key question here is, "How do you recycle the benefits generated through arts back into arts?" Recapturing the capital/resources is sometimes seen as a weakness to cultural planning, so we need a market strategy.

IX) Participant Introductions Part 3:

Ventura, CA: The goal of Ventura is to preserve its assets and avoid many of the urban problems related to its popularity and growth. Much time has been spent defining what they don't want to be. Ventura currently has a vision, but no "theme".

St. Paul, MN: The City is establishing a development framework to determine what St. Paul will undertake. A key question for the city is how they can turn this framework into activities that will help them reach their goals?

San Jose, CA: San Jose created the Strong Neighborhoods Initiative (SNI) to develop equal opportunity, build capacity, and change government views of service delivery. San Jose wants to insure that all projects have an impact on positive community connections (community building).
Oakland, CA: They are in the process of determining "what they want", and their goal in the Creative City project is to learn from their colleagues. The city's four goals are: to be the safest city in the nation, to bring 10,000 new residents downtown, to increase arts and cultural amenities, and finally to build a charter school system.

Orlando, FL: The city has developed a comprehensive plan that will have a cultural element. Its largest investments are in parks and arts development/education. Trends in the city are geared towards technology and the movie industry, especially related to computer graphics. The overall goal is achieving a balance between "high tech and high fun".

X) Amenity Three - The Natural Environment (Peter Harnik): This presentation focused on the role of city parks in livable communities, as well as on learning and spreading the word about parks and their impacts. It is known that parks create value (economically) for cities, as well as providing many other assets. Very little is known about the city park system, however, so they are currently collecting data.

Harnick also discussed six essential lessons from his research on the role of city parks.

1. Must have a vision
2. To move from vision to success, there must be a plan
3. Must have leadership
4. Realize and account for the value ($) of parks
5. Plan must be broader than the Parks Department
6. Strong Parks Dept., however, is necessary for success

XI) Final Participant Introductions:

Memphis, TN - Shelby County: The city would like to focus on indigenous assets/amenities. The Mayor's Office is working in conjunction with the Arts Council on a broad culture/arts focus. The city is also focusing on visitors/tourism, building a cluster of business and education around the developing biotech industry, retaining the current population of workers in the area, and insuring that stakeholders are involved in the development process.

Roanoke, VA: In the past the city has looked internally for answers to problems, and now that is changing - they would like to learn from other cities. The city's main goals are to keep people in the area from leaving and to achieve maximum citizen participation in planning and in getting results.

XII) Amenity Four - Image and Marketing Communities:
How do we tell people what we have? How do we avoid mixed messages/unclear identities? To respond to these questions, cities need a marketing plan. The people in the city need to know about, believe in, and promote the city's assets. We discussed the image perception of each city - how do you perceive your city, and how do you want it to be perceived? Each city listed the top three assets, what they are saying about their communities - who they are and why people should care, and then why should they (tourists, residents, businesses) want to be there? Cities should consider who the "target(s)" of their marketing plan are. It is important to follow this process, develop an integrated message, and then do periodic check-ins on how the city is doing with the plan.