Collinwood Rising - March

In our ongoing monthly series, ArtPlace asked Northeast Shores Executive Director, Brian A. Friedman, what will our work around placemaking look like after the grant period expires in the middle of 2013. Here are excerpts from that conversation.

Will this work live beyond the grant period?

We definitely see this work continuing on after the initial grant period as a ten-year effort to showcase how vacant space is not in and of itself a liability for an urban neighborhood. Rather, these spaces are an opportunity to work with neighborhood stakeholders in reimagining the community we would like it to be. Already, we are seeing this work changing the way people perceive our neighborhood, and we anticipate that it will remain one of our top priorities after our ArtPlace grant period ends.

How will the work you've begun be sustained after your ArtPlace grant?

Our ArtPlace work has been based on a community plan that lays out strategies for how to transform vacant parcels, houses and storefronts into new arts-based community assets. ArtPlace funding is providing us with the opportunity to demonstrate how we can implement this plan. By having several completed projects, we will have a portfolio of work that we can share with foundations, civic leaders and individual donors. This significantly strengthens our ability to sustain funding for the initiative over the coming decade.  ArtPlace funding also is giving us validation and a specific reason to circle back with elected officials and to share with them our revitalization model. As city, county and state development dollars become available, we will have government officials who are better informed not just of our ArtPlace portfolio but of our larger success in neighborhood transformation.

How has this work affected the work you will do beyond the grant period?

ArtPlace funding came at a pivotal time in the neighborhood’s revitalization. The funding has helped catalyze a lot of activity all at once, creating a momentum that will likely result in more private investment. That means that our organization will be able to target its dollars toward particular properties (that would be most difficult for the private market to take on) and particular programming that will have the greatest benefit for our neighborhood rather than having to sustain all ArtPlace activities. 

ArtPlace funding has allowed Northeast Shores to take a more holistic approach to serving artists and helping to rebuild our community. Through listening to the desires of artists, community residents and partners who have a stake in the neighborhood, we were able to broaden our approach to making neighborhood improvements. These improvements have included home and storefront rehabilitation, community gardens, street art projects, and community events. More residents have taken a more active lead in helping design a thriving and inviting community. Such local engagement and leadership are critical to supporting long-term community development. 

Collinwood Rising - January

The ongoing series of ArtPlace-related interviews with our Executive Director, Brian A. Friedman, continues with the following summary from January.

ARTPLACE:  WHAT IS THE BIGGEST RISK YOU’VE TAKEN IN YOUR EFFORTS?  HOW DID YOU GET BURNED, OR HOW DID YOU PREVAIL?

I believe that one of the riskiest parts of the job is partnering with organizations or artists on projects that may fall through the cracks or will not come to fruition.

For example, we were contacted by an artist who was interested in renting property from Northeast Shores to develop a mixed-use artist complex. Northeast Shores worked diligently with the artist to make that a reality and felt that it would be an exciting opportunity and a welcomed addition to the Waterloo Arts and Entertainment District. A considerable amount of resources were used and time was spent on correspondence, touring the property, creating work specifications and drafting paperwork concerning development and preparations to the property.  In addition, the artist actively advertised the impending project.  Midway through the planning process, the artist decided to withdraw due to an unrelated career opportunity. Unfortunately, the artist complex project did not come to fruition. Investing time and resources on a failed project can be a tremendous disappointment to both sides.

However, the void was quickly filled when Cindy Barber, owner of the Beachland Ballroom, came to us with an idea for a different project. This project would involve a newly formed nonprofit organization called Cleveland Rocks: Past, Present and Future. The mission would involve supporting and preserving Cleveland’s popular music.  In addition, Cleveland Rocks would also promote and grow Cleveland’s music economy by building on the presence of the Rock and Roll Hall of Fame Museum. Of course, the most important part is the planning process.  We have met with Ms. Barber to discuss her plans and efforts have been made to obtain and develop property for Cleveland Rocks.  This new project will bring about an invigorating rebirth of the Waterloo area.

There is always going to be some element of risk when working in community development. No matter what you’re doing, no matter how stable, there’s always a chance that something will go wrong. Taking risks can help you expand your horizons and learn new things. Ultimately, how much risk you’re willing to take depends on you. I believe that persistence and resiliency leads to success.  Projects will fall through and you may have to take a few detours, but if you believe in the power of ideas and maintain faith in the neighborhood, the business owners and its residents, situations will eventually work out.