Final Progress Advisory Panel Report - Knight Program in ...

• The temporary formation of a group of leaders to identify the
top three to five initiatives they consider critically important
and examine how to best organize the various stakeholders for
quick and effective implementation. That coordinating group
may be established under the auspices of the city, GDC, or
another nonprofit. If it exists separately, care must be taken
to provide adequate resources to help it accomplish important
coordination and tracking roles.
• The strengthening of coordinated planning efforts between the
city, nonprofit groups (the A. H. Zeppa Family Foundation,
Duluth LISC, DSACF, GDC, and institutional campus planners,
for example), transportation agencies such as the Duluth
Transit Authority and Minnesota Department of Transportation,
and economic development and cultural organizations.
• The creation of a new matrix that shows the metrics, funding
sources, assignments, and timelines for each implementation
action item. That is particularly important for actions related
to market-rate housing, institutional partnerships, and real and
perceived safety.
Stimulate Excitement and Innovative Thinking
Regular market studies are key to attracting new investments.
The Lexington, Kentucky, Downtown Development Authority
recently completed a downtown market inventory. It also offers
a web-based wayfinding display and 3-D interactive downtown
map and features successful mixed-use and residential
developments.
Use an ongoing speaker series as part of the process to explore new thinking, gain insights into success stories
beyond the region, and generate excitement and support. Use as many private developers and investors as
possible, including foundation representatives and other private civic investors, as a way to establish credibility
with skeptics. Don’t just have speakers speak. While they are in town, pair them up with individuals or local
groups who would benefit from their in-depth knowledge and one-on-one time (that could lead to implementation
of something related to the speaker’s topic). Providing media time with a speaker also helps seed new
ideas and innovative approaches. (See Appendix E for a sample list of speakers to consider.)
Tell the Story
Whether attracting private investments, going after grants, or retaining public and political support, telling (and
retelling) the story is essential. That means regularly tracking, quantifying, and reporting on progress and communicating
that progress as part of a cohesive and continuing narrative about the Duluth Creative Corridor.
The vision, and the strategies and plans associated with it, become extremely valuable tools that can be used to
visually communicate the story and market the corridor. While various groups clearly track aspects of the story
and organizational efforts, there needs to be a more coordinated and strategic compilation of information to
help communicate progress in clear terms that are relevant to developers, investors, and new businesses and
residents.
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