Good News on the Horizon: Research from other sectors

A big part of what I do is bring trend information to the table for clients. I look beyond the arts to other sectors that can guide us. Today’s good news comes from Commercial Property News, a publication I regularly comb for trends regarding cultural center development, arts facilities in mixed use development, and even the trends witnessed by retailers who are the prime tenants in commercial properties.

This week’s issue focuses on a new study by RREEF Research, which is a highly regarded property research company, in this case through a study they did for Deutche Bank, on trends in US commercial real estate.

1. They see that the decline in sales of commercial properties will halt by mid summer, and that we will start seeing upturn by the last quarter this year.

2. Vacancies will decline by the start of 2010.

3. Neighborhood and community centers will be the first to start doing better.

What does this mean for our field?

1. Be ready. Those projects that you may think won’t be forthcoming may be just timed right for investment. Construction costs are lower by far than they were, and good deals can be found. Timing is great.

2. If yours is a community center mixed use venture, you should be working now to line things up. Developers will be ready to move by the last quarter of this year.

There’s one other interesting finding here. CPN reports that the “luxury goods” retailers will be among the first to see the uptick by the end of this year. I look at that and think that your subscription ticket sales next fall may be better than we could anticipate right now. A week ago, when I read that the Chicago Art Institute was increasing its admission prices to $18 come May, I thought it was not such good timing. But they seem to be right in line with this report of pent up demand meshed with a bit more expendible money. All in all, a good read of tea leaves that gives new energy to us all as we look to next season! Let’s banish fear, and get to work.

The Real Power of a Cultural Plan is Who Uses It

One of the biggest problems in cultural planning is figuring out who is supposed to use the completed plan. Who is the steward who moves it forward? Who leads the charge? Who monitors its accomplishment? Who keeps all the competing interests aligned?

We’d all like to believe that a cultural plan is implemented by all those organizations and interest groups that care about arts and cultural development in their communities. An arts council takes one role, a foundation another, a government entity yet another, and so on. Sometimes this indeed happens, and the outcomes can be fabulous. More often, it doesn’t happen. The steering committee members go back to their own organizations and priorities, and all those good ideas become a wish list rather than an action plan.

A great way to make sure this doesn’t happen is to call the document “a plan for cultural development” and note from the get-go that the plan is a policy document to guide a particular agency or funder in achieving key outcomes. There has to be an entity that fully implements the plan, that takes it and runs with it, and that has the full support of the power-brokers (funder/s) in making the plan happen.

As a policy document, the plan has to guide the actions of the implementing agency. I believe that internal agency planning has to be an integral component, to fully align the arts council or economic development agency or foundation – whatever entity is going to do the plan – to get the plan done. That agency plan, in turn, has to be supported in full by the agency hierarchy – the mayor, the county executive, the economic development agency – all those whose support is essential to turn policy into action. There has to be an infrastructure behind it.

Within the plan, there have to be policy priorities. Basically, what will the lead implementing agency focus on for the next two or three years that will have a specific outcome, responding to specific findings from the cultural development planning work? As a client once told me, if there are so many goals that you can’t remember them all, the plan will not get done. If yours is the lead agency, you want a plan with outcomes you can deliver. Keep your eyes on the priorities and know that you can accomplish the most important developmental work.

Cultural Districts: Creating A String of Pearls

I’ve had the pleasure of counseling cities throughout the US and Canada on creating vibrant cultural districts that go on to become exciting and economically successful hubs. Here’s my list of elements of success.

Authentic to Location. Simply put, a cultural district is the antithesis of a “town centre development” that looks like every other urban shopping area in America.
Identity, known for “something unique.”
Cultural Inclusive and culturally diverse. Don’t limit definition of art, entertainment, or culture.
Started Small. Made a density difference, and grew organically as the market demand expanded.
Right-sized. Not too big. 14 blocks.
Critical mass of activity, 24/7.
Diverse offerings.
Connective Tissue: Space-making sculpture, beacon-lights, outdoor vendors,
murals, small touches. Make the grand intimate. Human scale.
Branded and marketed as a cultural destination.
Visible art.
Economic incentives. Loans. Investment strategies.
Strengthened arts organizations to operate
successful venues.
Artists at the center. Work space. Live space.
Vibrant role for arts education within the district. All ages.
Great partnerships. Civic. Cultural. Educational. Philanthropic. Business and entrepreneurial.
Fun.
Programmed.
Mixed Use.
Box Office.
Green Spaces.
Planned.
Managed.
Funded.

Looking for good examples of this approach? I’m proudest of the City of Indianapolis’ strategies and programs for cultural district development. Through a true bottom-up process, six distinctive and unique districts were shaped, supported, and thrive. Go to culturalindy.org
Check them out.