NRN-Scranton-Engagement-Report-1.26-Final-2
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NRN-Scranton-Engagement-Report-1.26-Final-2
NATIONALresourceNETWORKNEW SOLUTIONS FOR CITIESDowntown Scranton RevitalizationStrategic Implementation PlanJanuary, 2017The National Resource Network NRN-Scranton-Engagement-Report-1.26-Final-2k is led by a consortium of five organizations: Enterprise Community Partners, HR&A Advisors, ICMA, NYU Wagner and The PFm Group This report was authored by HR&A Advisors and pursuant to a direct assistance plan between the Network and the City of Scranton. The findings and recommendations reflect t NRN-Scranton-Engagement-Report-1.26-Final-2heir work and the work of their firm and not necessarily those of other members of the Consortium that did not participate in the engagement.TABLE OFNRN-Scranton-Engagement-Report-1.26-Final-2
CONTENTS1. Executive Summary1II. Introduction3III. Assessment of Existing Conditions4IV. Stakeholder Interviews8V. Opportunities and Challenges10VI. BNATIONALresourceNETWORKNEW SOLUTIONS FOR CITIESDowntown Scranton RevitalizationStrategic Implementation PlanJanuary, 2017The National Resource Network NRN-Scranton-Engagement-Report-1.26-Final-2teps36NATIONALRESOURCENETWORKI.EXECUTIVE SUMMARYDowntown Scranton is the traditional economic center of Lackawanna County and a prominent asset for the City of Scranton. Multiple anchor institutions that have an important stake in the future of Scranton are located within or adjacent to the downtown NRN-Scranton-Engagement-Report-1.26-Final-2, including the University of Scranton, Lackawanna College, Geisinger Health Systems, and The Commonwealth Medical College. Recognizing the importanceNRN-Scranton-Engagement-Report-1.26-Final-2
of downtown to the region, the Greater Scranton Chamber of Commerce created the Downtown Plan with input from the City and downtown stakeholders to pNATIONALresourceNETWORKNEW SOLUTIONS FOR CITIESDowntown Scranton RevitalizationStrategic Implementation PlanJanuary, 2017The National Resource Network NRN-Scranton-Engagement-Report-1.26-Final-2idents living in downtown, fostering an Eds and Meds district through existing institutional anchors, and improving livability and quality of life for current downtown residents. Successful revitalization of the downtown will advance Scranton's ongoing efforts to improve its finances, attract educat NRN-Scranton-Engagement-Report-1.26-Final-2ed professionals to the community, and expand services for existing residents.Project PurposeThe purpose of the National Resource Network's {NRN) engaNRN-Scranton-Engagement-Report-1.26-Final-2
gement with the City of Scranton is to help rhe City and key stakeholders identify an appropriate organizational and partnership structure to implemenNATIONALresourceNETWORKNEW SOLUTIONS FOR CITIESDowntown Scranton RevitalizationStrategic Implementation PlanJanuary, 2017The National Resource Network NRN-Scranton-Engagement-Report-1.26-Final-2ton's city government, civic leaders, private sector, and anchor institutions. Revitalization of the downtown would benefit from an organization with dedicated funds to maintain the neighborhood, implement projects, secure outside grant funds for major capital improvements, bring together city leade NRN-Scranton-Engagement-Report-1.26-Final-2rs to update the plan, and coordinate investments.Key FindingsIn order to inform the City of Scranton of best practices for implementing downtown planNRN-Scranton-Engagement-Report-1.26-Final-2
s, the NRN engagement team developed four case studies of successful implementation efforts in comparable cities: Pittsburgh, PA; Chattanooga, TN; SyrNATIONALresourceNETWORKNEW SOLUTIONS FOR CITIESDowntown Scranton RevitalizationStrategic Implementation PlanJanuary, 2017The National Resource Network NRN-Scranton-Engagement-Report-1.26-Final-2ifferent approaches to downtown revitalization, including the formation of a BID, partnerships with public agencies, and private stakeholder engagement.The four case studies revealed a consistent set of ingredients for successful plan implementation and downtown revitalization efforts:•Leadenhip: Ac NRN-Scranton-Engagement-Report-1.26-Final-2tive and consistent engagement by individual leaders from both the City and stakeholder organizations was critical to advancing collaborative revitaliNRN-Scranton-Engagement-Report-1.26-Final-2
zation efforts. These downtown efforts are often spearheaded by key leaders who dedicate themselves to carrying out ambitious visions for downtown.•PaNATIONALresourceNETWORKNEW SOLUTIONS FOR CITIESDowntown Scranton RevitalizationStrategic Implementation PlanJanuary, 2017The National Resource Network NRN-Scranton-Engagement-Report-1.26-Final-2itutions, have larger impacts and tend to outlast the tenure of individual leaders. Private-sector investment in individual properties is often a necessary catalyst for public sector capital improvements.•Resources: Successful downtown plan implementation efforts secured a diverse set of stable reve NRN-Scranton-Engagement-Report-1.26-Final-2nue sources to support the process. Local funds typically supported operations, while grants and outside funding financed larger capital improvements.NRN-Scranton-Engagement-Report-1.26-Final-2
•Flexibility: Implementation organizations must be flexible and able to adjust their mission and focus to address changing conditions as implementatioNATIONALresourceNETWORKNEW SOLUTIONS FOR CITIESDowntown Scranton RevitalizationStrategic Implementation PlanJanuary, 2017The National Resource Network NRN-Scranton-Engagement-Report-1.26-Final-2d the importance of collaboration between municipalities and anchor institutions to revitalize communities. These findings reinforce the importance of collaboration between Scranton and its anchor institution stakeholders in order to prioritize and support implementation of the Downtown Plan. NRN-Scranton-Engagement-Report-1.26-Final-2NATIONALresourceNETWORKNEW SOLUTIONS FOR CITIESDowntown Scranton RevitalizationStrategic Implementation PlanJanuary, 2017The National Resource NetworkGọi ngay
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