Case Statements: Arts Districts, Cultural Districts, Design Districts

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Case Statements, Technical Assistance, Workshops, White Papers & Project Listings for Destination Districts of All Sizes, Emphases and Configurations | New Case Statements Are Issued Every Quarter

Mini-case ||||| Arts & Cultural District Demand Forecasting

UACY sought to develop an interdisciplinary arts center to be used as a hub for an arts district in the historic downtown. The foundation assessed the conditions for planning, developing and managing a superblock-model arts district. A major objective was to review and assess the business, political and arts climate and to formulate suggestions concerning the most promising lines of development. During its research phase, the foundation built what was almost certainly the most complete data base for arts or cultural district demand forecasting. Preliminary work was underwritten by the Bon-Ton Foundation, which named Marshall Thomas its first Foundation Fellow. Underwritten by YorkArts, Inc.

Mini-case ||||| Historic Arts District SOS Campaign

A novel approach by a Scottsdale business development company required a grassroots opposition response, one which was bolstered by the planning, writing and execution skills of the 7 Arts Foundation. Save Old Scottsdale's grassroots efforts were aided by the staff with prepared article submissions, tactical advisories and meeting questions all designed to help the organizers save galleries, offices and shops in Old Scottsdale from being razed or moved from what was considered to be the highest-and-best use of downtown property before the development firm thought it could re-position property owners and tenants with a scheme fashioned to serve water park operators and high-end retailers. SOS supplementary materials succeeded, and the contents serve as part of a model as to how to combat such a scheme who's outcomes would have ruined the sense of place that had come with years of cultivating an arts and design mecca in a sophisticated Southwest city. Campaign has become a model for grass-roots organizers. Underwritten by SOS volunteer members.

Mini-Case Statement ||||| Twin Cities Arts District Association (TCADA)

TCADA sought to work with Texas A&M University to develop a hospitality management program suitable for supporting hotel and restaurant, retail and conference centre, destination real estate management and site interpretation operations in locales where no formal training, teaching or study centers served a region. The foundation provided underwriting, technical and consultative direction and assistance so TCADA could present a core curriculum program interlaced with a practitioner-focused intern training program suitable for undergraduate students. Dual objectives were served: The proposed arts district could be served by articulate students with a bent toward learning the hospitality business, and the arts district business operators could forge a business model which used trained interns in every phase of management, administration and support operations. Program hailed by developers, operators and academicians as an eminently useful and instructive way to partner university, cultural and business community assets. Underwritten by the Twin Cities Arts District Association.

Project Listing ||||| Rivergate Properties, L.L.C.

Business Plan & Summary with Extensive Appendix developed for the managers of a real estate development firm. Plans were developed for a two-phase commerical real estate development that incorporated a parallel arts district development plan designed to help re-ignite major efforts to revitalize an eight-square-block sector of the historic downtown. The focus was on property appreciation, city and federal-backed loans, recruitment of both retail and residential condominium buyers, a boutique hotel and an assortment of complementary retailers. The plan and summary are used to instruct planners and developers in the advantages and pitfalls of inventing an arts or cultural district around a hub downtown location. Underwritten by ADI as part of its parallel arts district development arrangements with the L.L.C.

Mini-Case ||||| Consultation, Aid & Assistance to City Beautiful Commission

The Managing Director was invited by the Mayor to serve on the commission of this original American city. He brought to the fore the resources of the foundation to raise funds, underwrite the invention of the city commission's web site, broker artist/designer services, conduct mini-charrettes, and serve on many task forces. An objective was to help an important, albeit emerging city-wide commission in a region where design and preservation considerations had long been overlooked. Businesses, institutions and public spaces all benefitted. Underwritten by a member of the City Beautiful Commission, Texarkana, AR

Mini-Case ||||| Westmont business leaders invite the foundation to Fashion Performance Measurement Tools

Westmont needed information on how to present and structure Performance Measurement reporting data to businesses, state, local and county agencies for what would eventually become a downtown Main Street project. One objective was to deliver a message that the emerging corridor operation was accomplishing its mission with a bare-bones budget while ramping up to meet the priorities set by the State Arts Agency and a number of  private foundations. The operating foundation identified 'best practices' and models the new Main Street organization could use to show how it was operating in a manner consistent with both the public's interest and that of its private funding sources. As this project was undertaken before the trend toward performance measurement was widely adopted, the foundation had to generate constituent-driven strategic plans, built-in measurement indicators  and ways to demonstrate accountability such that the reporting did not become burdensome to an all-volunteer program. Underwritten by Arts DuPage & a First Folio Shakespeare Company board member.

Mini-Case ||||| Illinois Downtown Redevelopment Leaders Seek Advice about Meeting Financing Requirements

A Northern Illinois city recognized they must make available a wide range of financing tools to attract the kind of developers that can transform entire Superblocks into condo conversion spaces, permanent commercial sites, assisted living sites, healthcare provider sites along with an expected demand for small balance and bridge loan programs. A division of the operating foundation located and vetted real estate investment service professionals capable of working with the unique requirements of arts and cultural corridor development to solve the following capital-intensive issues: Construction; acquisition financing; and, cash out financing. Referrals are being made to the following capital providers: Investment banks; real estate investment trusts; mortgage bankers; life insurance companies; local and national banks; and, private equity groups. Underwritten by the founders of Colossal Concepts Design Consultancy, a consortium

Mini-Case ||||| Technical Assistance: Texas Downtown Revitalization Leaders and Their Convention/Visitors Bureau Seek Ways to Plan and Evaluate Impact of a Cultural District

An East Texas city sought to co-develop a cultural district with private developers in a downtown that had long served as a market hub for a four-county-wide farming community; the distribution and marketplace model had changed,  the dowtown had subsequently greyed and, in their terms, 'gone to seed.'. The local development team had been struggling to overcome objections from a handful of town scions who had always had their way, that is, the scions had always conducted the city's business to suit their business needs and resisted any major change in land-use. CIty offices collected little visitor or meeting data. The convention/visitors bureau had always considered itself as agents of change, offering what they thought of as a clear, direct, no-nonsense agency touting the virtues of visiting and meeting in county venues. When the private developers asked for critically important demographic and psychographic data and trend  information that would shed light on the  directional  tendencies for cultural facilities and sites, arts destinations and tourist magnets, the reports they generated were filled with generalities, vague notions about the economic impact of gatherings, scant or otherwise unreliable estimates as to attendances, money spent per visitor, the scope of visitation activity, and nearly zero concrete estimates as to lengths of stays, plans for returning, known reasons for visits, etc... These agents of change needed to contribute the clear, direct, no-nonsense data and information that reflected the values of their constituents. A division of the operating foundation worked with GMSolutions and area college students to count visitor data and developed a useful profile for the co-developers; a reliable, straightforward appraoch was generated so the city and the visitor/convention bureau could assess the needs of meeting planners, party planners and tour operators. The data and information package led to plans for a sustainable arts and design superblock destination with 14% annual growth; and, a similar package now serves as a way to lure professional firms to the region in terms that bespeak the plain-spoken values of the community. Underwritten, in part, by GM Solutions

Mini-Case ||||| Technical Assistance: Pennsylvania University Seeks to Train Students to Become Arts Administrators, with a Focus on Arts, Design and Cultural Districts

A Central Pennsylvania University entered into an agreement with the operating foundation to present senior staff workshops and to have senior staff work with two university seniors to train them in the ways of arts administration. We trained the students at The Arts Discovery Center and conducted seminars, field work and on-the-job training in the following three areas for intern-grade participants: 1) Studying how clusters of arts and cultural facilities help change their surounding environment; specifically, determining how linked superblock and corridor arrangements of destination sites and attractions empirically complement and support a sustainable downtown design; 2) Studying how sustainable district identities transcend the features of any one or two components of a district; specifically, how destination sites often become products of marketing campaigns in contrast with those which reveal cherished community values, and how districts offer a sense of unity, concentration, communicativeness and knowledge of  itself. to regional visitors and participants; and, how the convergence of commercial and arts-design-cultural elements combine to portray a revitalized downtown area whose leaders recognize that it is part of something larger than itself; and 3) Studying how downtown locations allow arts-design-cultural studios and organizations to participate in re-making the fabric of  a  city, and how the city locale helps change the artists, designers and other cultural purveyors who are working together to establish a functional, viable and acclaimable live-work environment. Copyright 2007, by Z Publishing

Mini-Case ||||| Leadership Roundtable: WITF-FM, Cable-4 and 27 Others

A Harrisburg, PA public radio station and Central PA arts district participants participated in a Leadership Roundtable hosted by the foundation to develop a leadership checklist. The outcome: A short  list of questions and an all-defining assessment of the pivotal roles leaders can assume to meet complex and ever-changing needs. Roundtable participants concluded that the absence of any one or more roles going unfulfilled in their organizations would result in a measureable organizational weakness. A one-page synopsis document has served as a definitive checklist which remains in effective use by over two dozen nonprofits and non-governmental organizations - a leadership checklist serving both governance and administrative needs of member-driven and broad constituency groups for over 20 years.   Copyright 2006, by Arts Answers

Capturing Data Streams

  •    We solved the 'Productivity Paradox' for Rivergate Properties, LLC.: We noted that making aesthetic quality improvements  in business and mission settings without big price tags often meant that observers who do not have the tools to accurately track the rising standard of living could find no effect on measured productivity - this is a paradox that effectively stopped the redevelopment of downtown Texarkana...
  •    We solved the 'political-economic' statistical reporting errors cthat helped to lessen the gap between the government and NGO agencies which relied upon statistics issued by economists and nonprofit communities which saw the variable real-life gap between a rising qualityof life and unadjusted prices
  •    We helped our client overcome the public policy distortions caused by political leaders who often ignored previously hard-to-measure quality of life improvements
  •    We aided our client to overcome the effects of public data distortions, and we helped co-participants perceive the rise in their real standard of living whenever personal incomes looked stagnant or business profits looked flat 



Trying to decide on an action plan for an emerging arts or cultural corridor program? THE ARTS DISTRICT ACTION PLAN can help you sift through the four planning stages before embarking on the road to development and management. Document anf Instruction Brief available only via fax transmission to Founding Members.

Copyright 2000, 2001, by ARTS ANSWERS


If you are ever not satisfactorily served by a requested 7 Arts Foundation program or project, for any reason, you will receive a full and prompt refund on all remaining days of your Membership or the term of your service covenant, no questions asked.


FAX - 309.343.7574 Attn: GM Solutions or CALL - the 7AF new all points number in Washington, DC: 202-241-0778 | M-Th 10-4 EST; Sa. 10-12N EST.


ABCO - TX  Abernathy Company - AR  Apollo Arts - MA  Arcadia Music Academy - AZ  Arts Answers - USA  Arts Districts International - USA  Association of Lutheran Church Musicians - USA  B-Dazzled Studios - PA  Badlands Waterfront Project - TX  Bon-Ton Foundation - PA  Boston College - MA  Celebrity Chamber Players - USA  Choristers Guild - PA & IL  Chorlton Studios - AZ  ELCA - IL  Christ Lutheran Church - TX  City Beautiful Commission - AR  Colossal Concepts Design - USA  Father Ambrose Press - USA  First Folio Shakespeare Company - IL  First Night York - PA  First Presbyterian Church - AR  Galesburg Symphony Society, Galesburg, IL  GM Solutions -TX  Greenwood Muse - PA  Habitat for Humanity - AZ, IL, PA, TX  Harrell Building/Twin Cities Arts District Association - TX  ICC Resource Center - AZ  iMAGIQ Works, IL  Inter-Church Center - AZ  Itasca Historical Center - IL  James & Jennifer Harrell Center - FL Johansen Collection - IL  Lutheran Arts Coalitioni - PA  Main Street York - PA  Main Street Westmont - IL  Main Street Texarkana - AR/TX  Marshall Downtown Redevelopment - TX  Millersville University - PA  M.I.S.T., Knox County, IL  Music At The Gallery Series - PA  Music Merchants Clearninghouse - MA  Nelly's - AR  Newberry Library: International Arbeitsgemeinschaft Fur Theologische Bachforschung - IL  Northern Arizona University - AZ  Prince of Peace Foundation - AZ  Quality Hill Neighborhood Association - AR  Randy Sams Shelter - TX  Rivergate Properties, L.L.C. - TX  Riverwalk Arts Festival - PA  Rothschild Recording Society - PA  S. Grumbacher Foundation - PA  St. James Episcopal Church - TX  St. James School - TX  Shepherd of the Hills Congregation/UCC - AZ  St. James Nursing Cabinet - TX  Signature Recording Industries - PA  10,000 Villages - AZ  Texarkana Middle Schools - AR  The ADI Directory of Arts Districts & Mixed-Use Spaces - USA  The Liturgical Arts Guide - USA/CN  The Roszell Studio - DC  The 7 Arts Forum - AZ  The Stocker Studio - IL  The Junior Arts Center - PA  Tuesday Evening Concert Series - MA  United Arts Council of York - PA  Urban Design Center/ Scottsdale - AZ  Valley Chamber Chorale - AZ  Worship Works/Chicago - IL  York College - PA  Yorkarts/The Arts Discovery Centre - PA  West Valley Arts Council - AZ  WHEAT - USA  Z Publishing Society - USA

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Additional Case Statements for Business and Personal management and Special event production and direction are available upon request for Members.

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Service-Line Synopsis: ADI - Helping create opportunities for artists, arts organizations and developers by fostering sustainable destination site development in terms of the cherished values of each community.

Inventing an arts, design or cultural district is a rare opportunity and usually carries with it the weight of historical importance . Think about it: Defining a district can clearly re-shape a graying downtown into a significant destination place, a project surely destined to offer lasting change. In truth, few nonprofits and only a few government agencies or departments have the extra staff needed to help with the planning, organizing, developing and auditing tasks plus the expertise to perform the myriad details involved in managing an arts, design or cultural district.

Arts Districts International, an advisory service of the 7 Arts Foundation, can help dedicated planning and development teams create a destination district or a multi-acre arts or cultural corridor that will run smoothly, efficiently and acclaimably. Arts Districts International can help you establish or re-invent a neighborhood or community group to develop an exciting revitalization program with a realistic budget. All advisory services are designed to help ensure that studies, reports and services are provided as you planned. Why burden your staff with extra work and run the risk of problems already anticipated and readily overcome by an advisory staff with over 48 combined years of experience?

Expert advisory work with an ironclad Unconditional Guarantee for Members can help assure the success of all phases where deploying your staff without a safety net could prove a risk --   Arts Districts International advisory services include a full-service or an a la carte program to help you when and where your group needs help most: Planning, Developing, Managing, Governing, Auditing and a host of detailed steps along the way to help your new or re-newed arts, design or cultural district succeed. Contact the Arts Districts International Desk,, or via fax: 309.343.7574. All proceeds, discounted for Members, support the work of the operating foundation's instruction and training division.

ADI advocates for facility, superblock and neighborhood redevelopments. ADI can work with progressive cities and towns that either provide loans, grants and tangible forms of economic and technical assistance for downtown revitalization efforts. ADI also can work closely with cities and towns that need specific guidance in finding and defining the right ways to make it possible for arts, design, cultural and educational mixed-use developments to work in their community. ADI  focuses solely upon advising revitalization teams to identify revenue-generating vehicles and site-appropriate projects which result in local or regional destinations where arts, cultural and/or educational expressions are folded strategically into one or more mixed-use developments. Advisory fee arrangements available, depending upon the size and scope of the project..

Advisory & Consultative Materials Designed to Help Instruct Urban Planners, Economic Development Professionals, Arts, Design & Cultural Leaders, & Hospitality Experts In Their Efforts To Pursue Arts & Design-Based Community Developments

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The foundation serves as a catalyst for lasting change; and, we are always of four minds about our work: what is best for the artists and designers; what is profitable for the developers; what serves the manageable tourism trade; and what is prudent, sustainable and just for those who govern.


The Basic 50 Questions:

  1. Is there an issue or a concept that cannot be successfully folded into an arts, design or culture-based corridor?
  2. Why do district boundaries and gateways matter?
  3. Is it enough to present a pretty and clean picture of our downtown spaces?
  4. Can you make it 'safe' for general audiences and make it acclaimable?
  5. Who fits?
  6. When the medium is not the whole message, then what do we do?
  7. Can we think of something else besides a carefully crafted 'house of cards' in our overall design for a district?
  8. How is it the poetics of art is always the spine of every arts district story? and the poetics of design is the spine of every design district story?
  9. Acclaimable arts presentations and productions draw people into the district; so, which part of the district story allows visitors and residents to participate?
  10. Can we successfully cultivate a sense of touching, hearing and seeing within the district?
  11. What are the most potent patterns for memory and desire?
  12. Why do metrics and business modelling need 'real world' testing before we use one or another method to track outcomes and results in our district?
  13. When personal anecdotes are not enough 'trunk' for our proverbial story tree, can we use traditions and cultural history to supply deep, penetrating 'roots?'
  14. Aren't most timelines a form, shape and content 'trap' for district planners?
  15. What do people, paper and tale have in common?
  16. How do the tools of intellect help district planners make it possible for reviewers, critics and reporters to 'get' the story right?
  17. Can we please avoid the next metaphor?
  18. What is short, yet long on impact in district presentations/productions?
  19. Why would anyone want to live and/or work in an arts, design or culture-based district?
  20. Which 'trigger words' allow others to tell the district's story for you?
  21. If nearly every government, business and foundation's participation can be reduced to efforts by groups of objectified bureaucrats or technocrats, why must we write a tailored proposal? And, whose fault is it that we have such a perception problem?
  22. Did we get it 'wrong,' or did we send our district proposal to the wrong people, or is timing really everything?
  23. Why do we need so many drawings and sketches, maps and diagrams, studies and briefs?
  24. After our district's outline is completed, when do we stop issuing drafts?
  25. Can our district really "transform, transfix and transport others to their reality forever changed?" (with apologies to Sister Wendy)
  26. Who is really qualified to plan/develop/manage an arts, design or culture-based district?
  27. Has pedantry and its companionable notions any place in an acclaimable view from an arts or cultural district?
  28. Is there a master checklist of what planners must determine before writing drafts for the destination district development?
  29. How does our district become a linked/connected, if not unified, destination site?
  30. How important are clusters, corridors, and control points?
  31. Is it ever enough to give political leaders talking points on our district?
  32. Can wealthy, powerful and sometimes 'sensitive' people be convinced to invest or give away their riches, standing and influence to help develop and maintain an acclaimable district?
  33. Why doesn't the planning team write all the grant proposals?
  34. When is one our pictures worth those 'thousand words?'
  35. When is a letter to the editor contribution really a pitch to current and prospective district participants?
  36. If I can paint/compose/choreograph/direct/sculpt/photograph......., I can accept an invitation to be interviewed, can't I?
  37. Is there anything more impressive to a City Editor than an elegant vision stated alongside solid drawings, tied up with the bow of a human interest story?
  38. Is there room for expressing feelings and institutional cant about our district in an angry, confused and uncertain world?
  39. How can a district plan address the impacts of intimacy, memory and truth?
  40. Are district-sized arts and design expressions enough in a world that has long been taught to look at art works without a cipher or a memory?
  41. Can we seriously talk about rooftop art and verti-scapes?
  42. Why must district rules be shared and not simply taught or dictated?
  43. How do we think through the implications of sharing our vision for a district?
  44. Where does the plan end and the development begin?
  45. Which groups of participants and audiences should be the foci of our district plan?
  46. Why must the planning team have the essential vision and development strategy translated into a story?
  47. Can 'best practices' be successfully captured in photographs, videos and film?
  48. Why do so few plans materialize 'intact?'
  49. Who decided that 'brick and mortar' issues were enough to establish a satisfying, viable and sustainable district?
  50. Can consultants and advisors be tasked to solve any part of our district planning puzzle?

Copyright 2005, by ARTS ANSWERS | Excerpted from FIRST & BEST, Edition 1, Volume 3 ||||| Where arts and cultural corridor leaders get their answers. Note: Many of the bases for answers can be found in the First Principles section of this website.


  1. How is it that arts, design and culture-based districts provide such a high economic multiplier effect, as reported in NEA and other findings?
  2. If our downtown redevelopment group has successfully developed buildings and spaces in one region of our state, why does ADI advise us not to develop in another part of the state without a great deal of local input and assistance?
  3. How does our small group of artist/designer- district developers avoid the pitfalls of neighborhood gentrification? Our provincial laws don't seem to offer any relief; what do we do?
  4. What attracts equity and debt capital to arts and cultural corridor developments? And, are grants, tax credits and discounted loans available for such projects?

Copyright 2005, ARTS ANSWERS | Excerpted from FIRST & BEST, Edition 1, Volume 4 ||||| Where arts and cultural corridor leaders get their answers. Revised Copyright 2008, Z Publishing


This web site contains links to other web sites not under the control of the 7 Arts Foundation or its agencies, and we are not responsible for the contents of any linked site. ARTS ANSWERS provides these links merely as a courtesy. The data contained in this web site is for informational purposes only and is not represented to be error free.

Questions? Contributions? | Call Us: 7AF new all points number: 903.831.9219| M-Th 11-4 CST; Sa. 11-12N CST.


The Necessity of Drafting and Implementing a Succession Plan for Arts & Cultural Corridor Leaders

Marketing Precepts for Small and Emerging Arts & Cultural Corridors

The Arts Around Us, a Main Street Perspective

Arts District Economic Multipliers, 26 ways to satisfy financial and aethetic needs

The Ultimate Redevelopment Firm, a Response to the Trend Back to Urban North America

All titles published by ARTS ANSWERS


Without a comprehensive series of checks and balances in all areas of oversight and accountability, an arts... nonprofit will often spiral into a decline of leader-centered or board-centered management, thereby losing its credibility as a vision-based, mission-oriented organization at the expense of the public trust. --- Excerpt, MISSION MANIFESTO, co-published with the 7 Arts Foundation, copyright 1995, by Marshall A. Thomas III

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If you are ever not satisfactorily served by a requested 7 Arts Foundation training program or advisory project, for any reason, you will receive a full and prompt refund on all remaining days of your Membership or the term of your service covenant, no questions asked.


We do for a mission what we would otherwise do for the sake of creativity were it not that we must make a living.


The purpose of 7 Arts Foundation content and message boards is to both provide data and information and to facilitate general dialogue about arts and cultural corridor-related topics. No legal advice is being given and no attorney-client relationship is being invented.


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When Not To Form An Arts, Design or Culture-Based District

In the briefest general terms, the majority of planners and developers agreed that the following conditions were, by and large, unworkable...

  • When the aesthetic benefits do not resonate with a community's view of its identity; this is true, no matter the projected image a community may want to adopt for itself.
  • When a 'bottom-feeder' development group or developer is clearly using  the idea of an arts or cultural corridor simply to garner grants and other benefits from government, foundation and other philanthropic sources without many inputs from artists, arts administrators, and others working in the seven arts.
  • When, in the absence of state or federal guarantees, community debt service incentive guarantees exceed 30% of  the total corridor development debt, or, with or without state or federal guarantees, whenever community debt obligations (including debt underwriting) for a corridor development project and its programs is tied to novelty or entertainment features which cannot be reasonably expected to remain economically viable attractions for a period of longer than 5-7 years.
More outcomes available in the case statement entitled, When Not to Build an Arts District ...  an ARTS ANSWERS title.

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The most frequently asked planning questions received from Members over the past season (edited by volunteer training and advisory staff):

  • Many arts district proponents say they have the will to plan a sustainable, workable destination. What keeps getting in the way of including a useful, compelling vision?
  • Contemplation generates; action propogates... or, so the old saw goes. So why are many leaders prone to action loathe to plan their arts districts?
  • How is it the essential aspects of arts district plans are rarely the same for any two destinations?
  • When does envisioning 'stop?'
  • Collaborate, or collide? Which is the appropriate planning course to follow?
  • Do we know enough in order to successfully plan our cultural district?
  • What trade-offs must an arts district make in order to survive from the planning stage to the development stage?
  • Is planning an arts district really a process? Are people an important ingredient in a development plan?
  • How do we invent a team to design an arts and sciences district when our combined money, talent and brains don't appear to provide enough juice to get things going?
  • Can we name it, "The Arts, Cultural, Science, Behavior & Humanities District?" How do we address all our constituents without making it look like we're leaving someone out?
  • When did the use of words become supplanted by the 'stat' life? Is everything going to be about statistics and accountancy from here on out?
  • If our planners don't want imputs from artists, what kind of arts district do we want to develop and manage?
  • Is six years too long to wait for the business hub side of our development to come to fruition so we can plant our arts district around their buildings and open spaces?
  • Which are more authentic expressions of our culture, invesnted arts corridors or arts agglomerations?

What is Your Downtown Redevelopment Objective for the Next Three Years?

Does it include the following on a very manageable, modest budget?

  • Attract high profile employers of highly skilled, talented employees?
  • Fill empty spaces with dynamic destination sites?
  • Celebrate the creative heritage of your community?
  • Make your downtown clusters increasingly more liveable, more attractive?
  • Increase the tax base through sustainable gentrification?
  • Improve pride of place?
  • Involve young people in the work of preserving and improving your downtown?
  • Satisfy older constituents with both highly visible beautification and safety projects?
  • Keep businesses open past 5:01 PM?
  • Compete successfully with the spectre of urban sprawl?
  • Get home owners and small venue operators to improve their adjacent properties?

Perhaps, a big part of you answer can be found in an arts, cultural or design district. Literally hundreds of communities around the country are turning to these destination district initiatives to help differentiate themselves from their neighboring communities, to turn comparatively low-cost re-developments into a package of high-value economic and social advantages - all within 1-4 square block corridors, clusters and superblocks. The 7 Arts Foundation, a U.S. operation foundation helping train community-minded artists, designers and administrators since 1979, wil show you how... We train you how to establish two, three and four-year high-return programs. Contact Dr. Marshall A. Thomas :

Copyright 2008, by 7 Arts Foundation


Become the mission... Covenant together... Do the work... Achieve lasting change... Reflect the vision. --- Excerpt, MISSION MANIFESTO, co-published with the 7 Arts Foundation, copyright 1995, by Marshall A. Thomas III

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