LOVE

CONNECTCHOOSEWORK

BICENTENNIALTHRIVE AGENDA SERVE AGENDA AGENDA AGENDA Adopted by the Metropolitan Development Commission as an element of the Comprehensive Plan for Indianapolis and Marion County March 2, 2016.

2016-CPS-R-001 4 Forward 7 About the Greater Indianapolis Progress Committee 8 About Plan 2020 12 How We Got Here 20 A Look Back 22 Onward

28 Vision 30 Building Blocks 42 Places: Strengthening Neighborhoods 46 Complete Communities 50 Greenways & Waterways 54 Arts, Culture & Design 58 Social Gathering Places 62 Innovation & Entrepreneur Districts 66 Prosperity: Strengthening Community 68 Information Platforms 72 Business Retention & Expansion 76 Industrial Renewal 80 Downtown Central Business District AGENDA 84 Anchor Institution Strategy 88 Civic Responsibility 92 People: Strengthening Families 94 Workforce Development 98 Economic Mobility 102 Transportation Options 108 Neighborhood-based, Community Schools

114 Conclusion 116 Long-Term Outlook 116 Incremental Progress 117 Targeted & Layered Investments 117 Fail (and Learn) Quickly & Often 117 Cross the Finish Line

118 Credits

BICENTENNIAL AGENDA 1 2 PLAN 2020

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FORWARD

In the context of Indianapolis’ history and in the face of competing priorities, this is the community-held vision for how Indianapolis-Marion County transitions from great to greatest between 2016 and 2020 and beyond.

4 PLAN 2020 We are so excited to share with you the findings and recommendations of the Plan 2020 planning phase, specifically this Bicentennial Agenda, which is a statement of community- derived values that transcend politics and the public, private and philanthropic sectors. Plan 2020 has meant many things to many people. Plan 2020 created an opportunity to better connect people, plans, projects and initiatives aimed at strengthening Indianapolis neighborhoods, communities and families. For this and other reasons, Plan 2020 is fundamentally different from past planning efforts. It is one of the most disciplined approaches to achieving lasting large-scale community impact in recent history. But it is not FORWARD without its limitations. While this document describes certain areas of focus and some of the potential benefits to the larger Indianapolis community, it trusts that we will not lose sight of our history, the larger context surrounding each of the ideas that follow, and the impact that both have had on families and entire communities within Marion County. The focus of this document and the other deliverables under the larger Plan 2020 umbrella is one of progress. Through a common agenda, shared objectives, mutually reinforcing action steps and continuous communications, Indianapolis-Marion County is poised to enter its next century on strong footing.

BICENTENNIAL AGENDA 5 A

The Greater Indianapolis Progress Committee exists to provide a forum in which leaders of the public and private sectors of Indianapolis can work as partners to study, discuss, and make recommendations to address issues of concern and

6 PLAN 2020 areas of opportunity which affect the progress of the city. About the Greater Indianapolis Progress Committee

ASince 1965, the Greater Indianapolis Progress Committee (GIPC) has convened representatives from across all sectors of the community to address some of the most significant issues of concern and areas for opportunity related to the progress of the city of Indianapolis.

These include the development Trail at the corner of Blackford of Metropolitan Development to of Eagle Creek Park, creation and Michigan streets. GIPC also undertake the Plan 2020 initiative of Unigov (the consolidation of maintains the Race and Cultural ultimately led to the creation of city and county governments), Relations Leadership Network, a this document. The partnership completion of the local interstate standing committee that serves as redefines the community system and the peaceful a forum for discussing the racially planning process by placing the desegregation of local schools. and culturally charged issues in development of and advocacy for More recently, GIPC has worked the community. the identification of long-term, with community members on Driven by business and civic community-derived values outside the Community Crime Prevention leaders, GIPC is a bipartisan of city government. This document Grant program, consensus building alliance that mirrors the public- serves as a call to action for for the new Sidney & Lois Eskenazi private partnerships in Indianapolis. multiple public, private, philanthropic Hospital, Hoosier Legacy Awards Through task forces, such as those and academic partners. and the “Talking Wall” located recently focused on rapid transit along the Indianapolis Cultural and public safety, GIPC continues to help the city of Indianapolis improve its operations and explore issues and ideas. With many opportunities on the horizon — such as mass transit alternatives, abandoned housing remediation and the city’s cultural growth — GIPC will continue to be a vehicle for progress in Indianapolis. The partnership between the GIPC and the city’s Department

BICENTENNIAL AGENDA 7 About Plan 2020

Plan 2020, the partnership between city government and community partners, is purposefully different. It redefines the community planning Aprocess. The vision comes from the community, as does the ownership and responsibility for getting things done. An underlying purpose of Plan 2020 was and is to stitch as many The Bicentennial Plan, which The Indianapolis Regional existing plans, ideas and initiatives serves to inspire systemic changes Center Plan, an element of together into a broader, cohesive throughout local government, the Comprehensive Plan for storyline. Plan 2020 acknowledges businesses and not-for-profits and Indianapolis and Marion County, city government as a critical player move partners throughout the promotes the sustained growth of in shaping the future of Marion community to action. View the Indiana’s economic engine, the County, but it further acknowledges plan at plan2020.com Downtown central business district. that Marion County’s full planning capacity reaches well beyond The Marion County Land The Indianapolis HUD city government. Plan 2020 aims Use Plan, an element of Consolidated Plan outlines to leverage the full capacity of the Comprehensive Plan for community development Marion County’s diverse array of Indianapolis and Marion County, strategies that promote prosperous leaders, institutions, organizations, establishes local policies neighborhoods and lays out enterprises and movements. Plan regarding the use, preservation, how city government will invest the 2020 established a framework development and redevelopment community development funds it for an unprecedented degree of of all land in Marion County. receives from the federal government. coordination and collaboration required to realize the community’s The Marion County The Central Indiana collective vision. Thoroughfare Plan, an element Comprehensive Economic Through Plan 2020, the entire of the Comprehensive Plan for Development Strategy, led by Indianapolis community is better Indianapolis and Marion County, the Indy Chamber, is a road map able to achieve the community’s establishes policies regarding the to diversify and strengthen the collective vision, which starts with development of a multi-modal Central Indiana economy. It is a the update or creation of seven transportation network for all guide for establishing regional planning documents. For the major streets and corridors in economic development goals first time, the city is planning Marion County. and objectives, developing and for significant coordination and implementing a regional plan of reinforcement between these seven The Marion County Parks, action, and identifying investment key documents, which include: Recreation and Open priorities and funding sources to Space Plan, an element of enhance economic growth. the Comprehensive Plan for Indianapolis and Marion County, guides the development of the community’s park system.

8 PLAN 2020 The Bicentennial Plan is Bicentennial Agenda: The championed by the Greater communitywide, community- Indianapolis Progress Committee derived vision for our century (GIPC) and serves as the road ahead. Even the technical city plans map to the steps we must take respond by aligning local public to become the city we want to policy with these community- be in the future. It is purposefully derived vision and values. different from traditional city planning, both in process and Bicentennial Plan: Available in product. It is not a collection at Plan2020.com, the plan is of new ideas or original pieces comprised of shared strategies of work. It recognizes that the and individual action steps that Indianapolis-Marion County partners throughout Marion community has invested substantial County will work to complete time and resources in its existing before Indianapolis’ Bicentennial and ongoing plans, projects and celebration. The plan also serves as initiatives. The Bicentennial Plan an online resource illustrating the is a newly defined leadership progress of the plan’s numerous structure, community feedback strategies and action steps. process and road map for coordinated community action. IndyVitals: Accessible through The power of the Bicentennial Plan2020.com, IndyVitals is the Plan process is in its ability to online tool for measuring the articulate what WILL be done, impact of the Plan 2020 initiative rather than what should be done. at the neighborhood level. Each and every component outlined by the Bicentennial Plan Engagement Evaluation: will have a committed partner A review of the numerous capable of not only fulfilling an engagement vehicles used and action step but also routinely their effectiveness in terms of reporting on the progress through reaching and engaging Marion completion. The Bicentennial Plan County residents, business is comprised of several parts. owners, workers and visitors.

BICENTENNIAL AGENDA 9 10 PLAN 2020 This Bicentennial Agenda focuses rather than applying already limited accessible to anyone who lives, on the Indianapolis community’s resources to entirely new ideas or works and visits Marion County. collective ability to make life large (built) projects. Plan 2020 actively sought out better for residents and business Plan 2020 mobilized nearly numerous perspectives so as not to owners today and in the future. It 200 volunteers and engaged exclude insights from any individual describes what Indianapolis-Marion over 104,000 people from across or group of individuals. The team County can become. This Agenda Marion County to assist with the returned to the drawing board educates anyone who is interested development of the Bicentennial repeatedly, trying to reach out to in Indianapolis becoming a better Plan. But first, the Plan 2020 team groups and individuals with unique place – why cities, like Indianapolis, reached out to the community to needs and circumstances, including work the way they do. Not only is create, vet, and then ultimately substantial populations within our it intended to inspire execution of agree upon an engagement community that are historically the remaining elements of GIPC’s strategy designed to ensure that under-represented in planning Bicentennial Plan and technical we would have multiple ways to: processes such as this. city planning documents that fall under the larger Plan 2020 umbrella, · Raise awareness of challenges it answers the question, “Why and growth opportunities for should we implement the Plan Marion County 2020 initiative?” People from across Marion · Inform and educate target County have joined forces to stitch audiences about Plan 2020’s together numerous activities, plans, mission to create an actionable ideas and initiatives for the purpose vision for the city’s future of focusing on the nuts and bolts of what makes Indianapolis a great · Promote the unique planning city. In most instances, this has process of Plan 2020 meant focusing on changes to existing systems and structures · Engage the public in and excite the public about the planning and implementation of Plan 2020

The result was a public engagement process deeply committed to guaranteeing that the Bicentennial Plan’s development and final recommendations remain

BICENTENNIAL AGENDA 11 How We Got Here

HThe Bicentennial Plan and all of its component parts are the result of a planning process led by four respected, volunteer community leaders, who were further supported by the leadership of the Greater Indianapolis Progress Committee and the City of Indianapolis.

While aspirational in nature, 3. Community input, including tens of thousands of hours that the the identified action steps of that from nearly 200 volunteer Indianapolis community invested the Bicentennial Plan are not community leaders serving in engagement with this and simply aspirations. This level of on six Bicentennial Plan other planning initiatives. Past commitment requires a different committees or task forces, engagement efforts and outcomes type and increased level of and thousands more who have informed each component of community engagement. For contributed through events, the Plan 2020 initiative. real time information about the online feedback or via a host of various action steps that make up other engagement vehicles. The Plan 2020 initiative relied on the Bicentennial Plan, go to a number of public engagement Plan2020.com. 4. Key stakeholders who provided methods, including: expertise and strategic direction. This Bicentennial Agenda is Mass media comprised of input from four More than a dozen engagement Plan 2020 has and will continue primary sources: vehicles were used in the to work with mass media and development of the Bicentennial secondary media outlets, such as 1. Foundational elements, Plan. It was determined early blogs, to illustrate the impact that including past ideas, plans, on that the most efficient Plan 2020 is expected to have on initiatives and programs already steps to take to reach a stated Indianapolis – Marion County. Using being implemented in the goal would require engaging strategic outreach methods, Plan Indianapolis community. community stakeholders, topical 2020 seized opportunities to write experts, research and, in the op-eds and bylined articles and 2. Proof points from research, data, end, an implementing partner. blogs that highlighted and supported studies and surveys. This approach allowed us to the Plan 2020 mission. Targeting incorporate, rather than repeat, specific media outlets allowed dozens of other recent and ongoing planning processes and city planning and community development initiatives. We remain committed to leveraging the

12 PLAN 2020 Plan 2020 to broadcast overarching Social media over 228 followers. Plan 2020’s messages and themes to stay Plan 2020 has and will continue to social media presence gave rise relevant in the minds of Indianapolis- use social media channels, such to the #LoveIndy movement. Marion County residents and as Facebook, Twitter and YouTube, #LoveIndy sees 200 new posts per guests. The team occasionally to raise awareness about Plan day, which is an increase from 400 issued press releases, participated 2020’s mission, highlight events, posts in February 2014 to more than in interviews, and targeted other provide plan updates, promote 40,000 posts by November 2015. media opportunities to keep the thought leadership and share public aware of Plan 2020. newsworthy items related to Plan Plan2020.com 2020 and partnering efforts. The During the planning phase, E-newsletters Plan 2020 communications team Plan2020.com was the primary Thanks in large part to an regularly records and documents engagement vehicle to offer incredibly generous contribution traffic and audience patterns to complete access to and from our partners at Salesforce better understand how to appeal transparency for the processes (formerly Exact Target), Plan to and engage various audiences. and deliverables being produced 2020 used a targeted email The team uses Sprout Social to by the Plan 2020 project team. All system to send information and decipher demographic data about of Plan 2020’s collateral materials, updates about Plan 2020 to Plan 2020’s social media audience. meeting minutes, agendas, maps, numerous audiences, including This information helps inform the discussion topics, and other hundreds of neighborhood communication team on the type of information were posted to the organizations registered with the people who follow Plan 2020 and Plan 2020 website. The Plan city of Indianapolis. Subscribers The Hall. At the time of publication 2020 website provided anyone received monthly e-newsletters of this document, the Plan 2020 with access to the Internet the and special editions designed and The Hall Facebook pages opportunity to learn more about to keep subscribers up-to-date had over 500 likes, the Plan 2020 the plan: its genesis, process, on the planning process and on Twitter account had nearly 2,000 findings, leadership and partner important partnership projects, and followers, the Plan 2020 YouTube organizations. Users could find to offer opportunities to join the channel had over 1,600 views, and meeting dates and event times, conversation. The communications The Hall Instagram page had connect through social media, team analyzed and reported on sign up for the e-newsletter, learn open rates, click-through rates, about volunteer opportunities, link bounces, opt-outs and clicks for the to MindMixer and MySidewalk, purposes of refining our content participate in online surveys, and and ensuring that readers received more. The Plan 2020 website significant and relevant updates also served as a clearinghouse for for the duration of the Plan 2020 videos and content on community planning process. Throughout the planning initiatives that were two-year planning phase, Plan shared during the Friday Forum 2020 developed and maintained series. Going forward, Plan a highly engaged audience. Plan 2020.com will primarily serve 2020 sustained an open rate of to house the Bicentennial Plan over 40%, well above the industry and electronic copies of the average of 20%. At the time of the technical city plans. At the time publication of this document, the of publication of this document, Plan 2020 newsletter had over plan2020.com had received nearly 1,500 subscribers. 19,000 (unique) visits.

@indyplan, @TheHall_Indy, Facebook.com/IndyPlan plan2020.com/youtube @GIPC_Indy, #loveindy

BICENTENNIAL AGENDA 13 The Hall EVENTS From February 2014 through Between June 2014 and July 2015, November 2015, Old City Hall the Hall hosted community events served as the planning hub for and activities that increased Plan Plan 2020. It is where people, 2020 awareness and sparked armed with their ideas, came organic discussions on the to connect. The Hall hosted initiative. Such events included: exhibitions, public meetings, the 2014 5x5 Arts and Innovation forums, events, and activities to Competition; a Hip Hop Panel spur innovative thinking about the on violence, race, and music; a future of Indianapolis. The Hall Historic Bar Crawl; the launch of provided meeting and gathering the 2015 Civic Hackathon; a local spaces for the public and a gallery film festival; and public meetings of community-based initiatives as for the Indy Rezone initiative. a way to highlight current projects and happenings throughout Indianapolis. The Hall included a 5x5 Arts and Innovation Competition planning studio where members JUNE 27, 2014 of the project team worked to The Hall swelled to life as more than 180 people gathered to watch Indy’s stitch together disparate pieces of top five finalists compete in the “5x5: Re:Purpose.” The event (organized by Indianapolis-Marion County. People for Urban Progress) challenged finalists to incorporate principles of re-purposing and creative reuse. FRIDAY FORUMS Between June 2014 and Hip Hop Panel on Violence, Race & Music November 2014, the Friday noon AUGUST 13, 2014 hour meant a presentation at Over 100 Indy residents of various racial, cultural, and ethnic backgrounds the Hall highlighting community joined Plan 2020’s Malina Simone and Live Life Entertainment for the projects and initiatives taking place opportunity to hear from club promoters, radio personalities, and DJs on the around Indianapolis. Friday Forums intersection between race, violence, and music in an effort to be proactive after were an opportunity for Plan 2020 recent tensions in Broad Ripple. to reinforce and elevate what other plans and initiatives have already Creative Mornings: Indy studied and recommended. Topics MAY 19, 2015 featured included: 16 Tech, the The Hall doors opened with the sun to welcome nearly 170 Indy early birds library’s Strategic Plan and an seeking to learn more from a familiar face; our 2014 CityCorps Fellow, update on the city’s Consolidated Justin Garrett Moore, was the guest speaker, presenting the work he Plan. Each of the Friday Forum accomplished through his fellowship and how he had expanded it since. presentations was added to the Plan 2020 YouTube channel and Civic Hackathon Launch most were also broadcast on local MAY 19, 2015 government Channel 16. 77 of Indianapolis-Marion County’s most influential and innovative tech gurus lined the Mezzanine to hear Indy Chamber release teasers for the six Hackathon challenges. Each challenge was designed to address a technological gap limiting Indianapolis and its agencies from social, educational, and economic growth. Before the launch, a review of the alignment between Plan 2020 initiatives and Hackathon challenges was conducted; four of the six challenges were considered to be strongly to mostly correlated.

14 PLAN 2020 BICENTENNIAL AGENDA 15 Surveys Indianapolis that asked participants city. They sought out a variety of Plan 2020 conducted a survey to place stickers on the map locations to reach residents within to inform the planning process, indicating where they live, where the Indianapolis community who and it was specifically used in they work, and the specific places might not have access to the the development of the City of they love. The other side of the Internet or the ability to attend Indianapolis’ Consolidated Plan, exhibit asked participants “What a Plan 2020 event. Street teams which stipulates how community do you value?” and “What do you fanned out to neighborhoods, near development investments are wish Indy valued?” The responses businesses and social places, to made. The survey contained 10 to all of the values questions were engage people passing by in questions and took less than compared against all working discussions about the future of seven minutes to complete. The draft documents to ensure that the Circle City. This engagement survey was available in both Plan 2020 continued to accurately strategy had three objectives: 1) hardcopy and electronic format capture and articulate the values of raise awareness of Plan 2020’s at all road show destinations the Indianapolis community. overarching goals; 2) solicit during the time period. All paper responses to questions like, ”What surveys were entered into online ONE-ON-ONE BRIEFINGS underserved needs do you see platform QuestionPro so that the The Plan 2020 Team reached in your community?”; and 3) information provided could be out to over 100 organizations to connect people to Plan 2020 via aggregated and analyzed with the offer one-on-one briefings with e-newsletter and social media. The online submissions. In addition executives, staff members and team operated on a rotating, non- to the survey being available boards. At the time of publication, linear schedule in order to reach online and at different events and the team had completed over 220 the greatest diversity of people, presentations, the survey was also one-on-one sessions throughout thus ensuring opportunity for more distributed to the Marion County the community. voices to have a say in the plan. jury pool during the same period. Plan 2020’s street teams solicited PRESENTATIONS feedback at IndyGo bus stops, at Plan 2020 Roadshow Representatives of Plan 2020’s homeless and halfway shelters, Plan 2020 team members and Leadership Team presented Plan and in cultural districts. They volunteers often took Plan 2020 out 2020 during area events and went to libraries and gathering into the community. There were gatherings, tailoring the presentation spaces throughout the county and Plan 2020 exhibits, one-on-one to fit with the mission or purpose of appeared at several city events. briefings with interested parties, the group or gathering who invited and numerous presentations. the Plan 2020 team to speak. This option was provided on a case-by- PLAN 2020 EXHIBIT case basis, and every request that The Plan 2020 Exhibit was was received was honored! Over 40 displayed at a number of major .presentations were given, with over events and public gatherings. The 500 attendees. exhibit consisted of a two-sided display. One side had a map of STREET TEAMS The Plan 2020 Street Teams, formed in September 2014, consisted of a small group of volunteers invested in Indianapolis’ longevity as an authentic, thriving

16 PLAN 2020 MindMixer + MySidewalk In an era dominated by Fellowships In October 2014, the Plan 2020 public opinion, Plan 2020 The Plan 2020 team sought to communication team launched extend its reach and become the online engagement platform used MindMixer/mySidewalk more dynamic by introducing the MindMixer. MindMixer was to gauge the city’s values CityCorps Fellowship Program in originally developed as a tool June 2014. The program infused previously identified in for generating and vetting the planning process with ideas, ideas, and it provided Plan 2020 focus groups, assess insights and action through with a platform to solicit public public opinion on potential research, technical support and feedback on the vision and creativity. A request for proposals values within the Bicentennial implementing strategies, and was designed to generate new Agenda. A combination of adjust each corresponding ideas around Plan 2020’s already open-ended questions, polls defined themes — Choose, facet accordingly. Though and multiple-choice options Connect, Love, Serve and Work. regarding many aspects of this engagement platform The Plan 2020 Leadership Team Indianapolis-Marion County’s primarily acted as one of selected 10 of the 59 applications future livability and sustainability submitted. In 2015, the fellowship were posed. Of the 13 questions the planning initiative’s program was tasked with setting posted, approximately 5,500 barometer of relevance, the stage for implementing the people viewed each discussion, MindMixer/mySidewalk vision and strategy identified in of which nearly 300 chose to this document and corresponding interact with the team. In March also served as an effective city plans. Of the 37 applications 2015, MindMixer evolved into communication tool. submitted, the Plan 2020 team mySidewalk, which expanded narrowed it down to an additional Indianapolis-Marion County engagement by permitting users 10 fellows. to pose their own questions. This residents and community transition sparked an additional members could and did nine questions, drawing in over 25,000 viewers and over 250 openly converse with Plan active participants. 2020 team leaders and project managers about their questions, concerns and ideas. This allowed for a much more transparent and accessible exchange for the public to consider as well as more candid insights for the Plan 2020 team.

BICENTENNIAL AGENDA 17 18 PLAN 2020 Focus Groups and Interviews Focus Groups Committees The Plan 2020 team convened Led by professional facilitators Plan 2020 was guided by five over 100 people organized into 12 with Gentleman McCarty, over topical committees: Choose, focus groups. Participants were 100 people participating in 12 Connect, Love, Serve and Work first introduced to Plan 2020 and focus groups organized by the Indy, and one task force: Thrive then asked to concentrate on the following entities: Indy. Each committee was led one aspect of their identity that by a veteran community leader unified them within each group. Immigrant Welcome Center and an emerging community This request allowed participants Immigrants and Refugees leader, served by a lead resource to focus on each question through organization, and staffed with a that specific community lens. The CICOA full-time, paid project manager. questions were values-based and Elderly The Plan 2020 committees and the discussion framed in terms task force were made up of a of alignment or opposition to ICND very diverse group of committed the Bicentennial Agenda’s draft Neighborhoods thought leaders. The membership value propositions and preliminary of each was largely determined by recommendations. This exercise Business Ownership Initiative the Plan 2020 Leadership Team, helped Plan 2020 identify gaps Small Business project managers, and committee and critical flaws within the draft co-chairs; however, a public call and provided an opportunity to IMPD for nominations also took place in clarify any planning jargon. Each Public Safety late June/early July 2014. The Plan session lasted about 45 minutes 2020 committees identified the and concluded with a call to action Ten Point Coalition value propositions, strategies and for participants to stay involved in Faith-based potential action steps that became the plan and continue to contribute the basis for Bicentennial Agenda. to the conversation on its other Indianapolis Housing Agency engagement vehicles, such as Affordable Housing And it all started with a look back the e-newsletter. at how Indianapolis got where it Marion County Re-entry Coalition is today. Ex-offenders

Wayne Township Schools Youth

IUPUI Student Government Young Adults

United Way of Central Indiana Continuum of Care

Latino Affairs Latino Population

BICENTENNIAL AGENDA 19 A Look Back

When Indianapolis celebrated change dramatically. Marion County much of the growth in surrounding its Centennial in 1921, more has continued to de-industrialize. counties at an increasingly fast than half of the population of Between 2000 and 2010, Marion pace. These exurban communities Central Indiana lived within five County lost more than 19,000 are attracting both residents and Amiles of Monument Circle. As manufacturing jobs. Many businesses from Marion County, the region grew and population residents built entire careers out and Indianapolis has taken notice. dispersed, Center Township’s of factory work, and the families Residents give neighborhoods share of the population dropped that were once able to accumulate the spark they need to remain to under 20 percent by the late wealth without formal post- stable, and they also provide 1960s. In Indianapolis, and across secondary education have suffered. businesses with the means to the country, manufacturing was As a result, neighborhoods survive. With a thriving population, beginning to decentralize and dependent on factories for jobs governments are more effective globalize, stripping city centers have declined; people are moving in providing basic services and of their economic power and elsewhere. Many of Indianapolis’ desirable amenities. More people taking away the core purpose former industrial sites are hard to living in Marion County means of many traditional, factory- redevelop because there is either more income tax dollars generated, oriented neighborhoods. Federal a real or a perceived threat that the which increase the city’s capacity subsidies for new interstate site is contaminated. These sites to create and maintain high-quality highways, coupled with subsidies linger and detract from the quality community features, services for suburban housing, facilitated of the neighborhoods where they and schools. These factors will growth in undeveloped areas. are located. continue to affect our ability to By 1970, more than 70 percent The very interstate highways attract and keep high-quality of the regional population lived that make Indianapolis the employment opportunities so within Marion County, but Center Crossroads of America didn’t that families can build wealth and Township’s population was on the come without a cost. They neighborhoods can thrive. decline. In response, Indianapolis destroyed homes and cut off entire leaders did what few other neighborhoods, greatly impacting regions in the nation could. They the families that were displaced. consolidated city and county Today they continue to facilitate governments to capture the booming growth in the suburban townships that surrounded what Exurban are distant suburban communities. While it is was then the City of Indianapolis commonplace to refer to exurban communities simply as (essentially Center Township). suburbs, it is important to remember that because of city-county Growth in Marion County’s suburban townships provided consolidation, there are suburbs inside and part of Indianapolis- revenue to fuel reinvestment Marion County. To reach communities similar in distance to Downtown at a time when most Fishers, Carmel, or Greenwood in other metropolitan areas, one cities were struggling to remain solvent. The city had found a way would drive through one or two other independent suburbs to reverse its declining population before reaching them. One does not have to look only in the and falling tax base. Fast forward a little and one can surrounding counties to find residential subdivisions made up see that the local economy and of primarily single-family detached homes on larger lots. its related industries continue to

20 PLAN 2020 This Bicentennial Agenda identifies a path forward to resolve structural economic deficits in our local government.

BASS PHOTO CO. COLLECTION, INDIANA HISTORICAL SOCIETY

BICENTENNIAL AGENDA 21 Onward

Today, our fiscal challenges are, in Regionalism Urbanization many ways, a complete reversal of Regional population growth The demand for city living is strong those in the 1960s. Consolidating is concentrating in urbanized and growing. The U.S. urban Ocity and county governments areas across the globe. There population has had a 12.1 percent bought Indianapolis 40 years of is a re-emerging core, both in increase from 2000 to 2010, growth and prosperity unmatched terms of Downtown Indianapolis outpacing the nation’s overall by most of our peer cities; however, and Central Indiana as a whole. growth rate of 9.7 percent for the it did not change the subsequent Each year, Indianapolis absorbs same period. As of 2010, 80.7 development patterns, aging an increasing share of Central percent of the U.S. population infrastructure, shrinking household Indiana’s growth. In 2002, Marion lived in urban areas, defined as size, and aging population that County accounted for just 2.7 cities and towns. It is estimated cities like Indianapolis continue percent of Central Indiana’s that 70 percent of the world’s to face. And yet a great deal of population growth; by 2012, population will live in urban momentum is working to reverse or Marion County accounted for 41 areas by 2050. Architects, urban address some of these issues. percent of the region’s population planners and other designers Shifts in the U.S. population in growth.1 This trend will go a long will need to ensure that the terms of where people are deciding way in aiding Indianapolis’ efforts people-packed cities of the future to live, and the largest segments of to remain a strong regional partner are livable, prosperous, healthy our population (millennials and baby and retain and grow its population. places.2 This trend will go a long boomers), favor cities like ours. A way in further strengthening number of national trends are on Downtown Indianapolis and the our side. city’s numerous villages and neighborhood nodes.

22 PLAN 2020 Demand for mixed- A household, as defined use development by the U.S. Census Bureau, Likewise, the demand for mixed- use developments is strong and consists of all the people growing. Nationally, there are clear who occupy a housing unit. trends, with Millennials (who are A house, an apartment or increasingly dominating the market) and Gen Xers preferring walkable other group of rooms or a mixed-use neighborhoods that have single room is regarded as access to public transit and shorter commutes much more than older a housing unit when it is generations. While most people occupied or intended for identify as currently living in their occupancy as separate living ideal neighborhood, a full 25% of families currently live in a single- quarters; that is, when the family home but would prefer to live occupants do not live with in a multi-family home in a walkable neighborhood—and the higher the any other persons in the household income is for the family, structure and there is direct 3 the greater this disparity gets. In access from the outside or Central Indiana, these preference trends and disparities also exist. A through a common hall. full 52% of people live in housing- A household includes only neighborhoods today, but related family members only half of those households (24% of all households) want to and all unrelated people, be in that type of neighborhood. if any, such as lodgers, Half of residents want to live in a mixed-use area, whether it be a foster children, wards, or small town, suburban mixed-use employees who share the village, or downtown, but only 31% housing unit. of them do currently.4 As consumer preferences for neighborhoods change, we must consider how to sustain and adapt many existing neighborhoods so they continue to remain competitive and retain their property values.

BICENTENNIAL AGENDA 23 Job market and One’s “first place” is often Retirement of the baby marketplace changes boom generation The millennial generation - those the home. The “second Baby boomers are downsizing born between 1980 and the mid- place” is often the workplace. and relocating to areas that 2000s - is changing the job market “Third places” are areas are walkable and offer greater and marketplace. Millennials are amenities close to their homes. currently the largest generation in outside of home and They want better transportation the U.S. population, making up one- work that have the ability options and housing that will allow third of the U.S. population in 2013. them to age in place.7 For the to facilitate interactions This generation will increasingly purposes of this document, aging dominate the market, which means between people and foster in place means “living in one’s own that the market will soon respond a broader, more creative home as long as possible – safely, to its preferences. Millennials independently and comfortably.”8 are choosing to live in cities that interaction. The hallmarks Key to the notion of independence offer a much broader range of of a true “third place” often includes the ability to get to housing types. Their preferences and from a friend’s house, the include: free or inexpensive, for third places and the shared store, the bank, the library, or economy heighten the importance offer food and drink; are the doctor without a car: one’s of providing amenities that make highly accessible and within own car or someone else’s. This cities great places to live, which trend indicates that the demand include walkable neighborhoods, walking distance for many and support for mass transit and good schools and parks, and people; involve regulars who a range of housing types will 5 transportation options. This trend is habitually gather there; are continue to grow. likely to result in more residents for Marion County now and in the future, welcoming and comfortable and an even greater need to provide environments to pass time in; a more diverse range of housing and where one finds old and and employment options than Indianapolis has experienced to date. new friends alike.6

24 PLAN 2020 In addition to national trends that Tax climate Civic engagement favor cities like the Circle City, Tax rates for businesses are Indianapolis is a city that realizes Indianapolis has a number of key relatively low, as is the relatively that government cannot do it defining characteristics that also put low cost of doing business. Our all. Our robust community of the community on a clear trajectory region ranked 26 out of 74 regions civic organizations has learned to to becoming an increasingly vibrant nationally for business tax rates in work together outside of, but in and healthy community. 2014, ahead of such peer cities as partnership with, city government. Nashville (37) and Denver (52).13 Each organization, interfaith Stable workforce collaboration, program and initiative In terms of sheer numbers, Housing has the ability to be made even Indianapolis’ workforce is stable.9 Generally speaking, our homes are stronger when partnered with Many jobs in some sectors may relatively affordable and plentiful. another, and they broaden the reach have left, but the workers have In 2013, Indianapolis ranked fifth of those who are doing much of not. Marion County’s workforce out of 100 metro areas in the the work that is described on the challenge lies squarely in our ability nation for affordability, with 83 following pages. to: 1) provide reliable and affordable percent of homes for sale in the transportation options so that region affordable to middle-class #LoveIndy movement people can get to work, and 2) families.14 Marion County has more People don’t just like Indianapolis a better match skilled workers with than 418,000 homes that are very lot, they love this city. Plan 2020’s the jobs that become available. diverse in terms of age, size and #LoveIndy movement, among Regarding the latter, there is value.15 Housing challenges that others, is fueling a highly emotional, some good news. The majority persist include the ability to offer fair newfound admiration for of the nation’s fastest-growing housing, quality housing units and Indianapolis. Many residents are occupations do not require a a need for more subsidized housing proud to live in Indy, and they’re four-year college degree, and the units for very low-income residents. showing it. demand for workers to fill these jobs is projected to stay strong for Leadership networks the next decade.10 There is growing Indianapolis civic and business commitment at national11 and leaders are very accessible.16 state leadership levels to support Indianapolis is a national model workforce development initiatives of public-private partnerships. that equip adults who are already When combined, these and other in the workforce with the skills to factors make Indianapolis a strong fill middle-skill jobs, defined as jobs environment for personal and requiring a high school education professional development. Efforts but not a four-year college degree.12 are already underway to use the infrastructure that exists and cultivate it for younger generations and more residents.

BICENTENNIAL AGENDA 25 26 PLAN 2020

After examining the practices and systems VISION that allowed our city to thrive for decades, this Bicentennial Agenda positions Indianapolis- Marion County for a new era focused on our collective ability to become a healthier, more resilient, more inclusive, more competitive city.

28 PLAN 2020 Indianapolis-Marion County represents 200 years of progress – people and places transformed,

over time, by culture, design, innovation, community involvement and diversification. The

places that make up Marion County – our Downtown core, our traditional neighborhoods, the

small villages and neighborhood nodes that anchor our suburban townships – developed over

time. They are home to a rich array of history, experiences, lifestyles and people that weave

together to offer an authentic city life different and distinct from that offered by our exurban

communities. Our residents come together on front porches and in community parks, places

of worship, and school gymnasiums to celebrate what makes their community special and to

forge a stronger future.

VISION The following pages describe the vision for a thriving Marion County – its places, prosperity

and people. This vision requires a renewed focus on the relationship between these three

elements. It stresses the need to focus on adequately addressing the root causes of some of

the community’s problems rather than treating the symptoms that they produce. An example of

such a paradigm shift would mean, among other things: seeing racial and cultural diversity as

an asset rather than an obstacle to overcome; recognizing poverty and other socio-economic

challenges as opportunities for positive, socially just transformative action rather than

problems to be deferred; and prioritizing early childhood education and care for the mentally ill

ahead of only increasing the number of jail cells or police officers on the streets.

The values expressed throughout this document span moral, economic and health imperatives

for each of the areas addressed. This vision aligns the missions and agendas of many so

that we might all work to achieve a number of shared outcomes. It places accountability and

commitment ahead of built projects. It commits to measuring both the progress made by the

Bicentennial Plan implementing partners and the impact of their efforts.

BICENTENNIAL AGENDA 29 Building Blocks

Cities with stable populations are often comprised of safe neighborhoods Bwith more opportunities for businesses and a strong tax base capable of supporting high-quality public services. Four defining qualities describe not what the Indianapolis community is, but what it wants to become, which is to make Indianapolis a HEALTHIER, more RESILIENT, more INCLUSIVE, more COMPETITIVE city. These defining qualities are mutually reinforcing. In many ways, they are dependent on one another.

A More Resilient City disruptions in the local, national choices and the ability to exercise A community’s resilience can be or global economy. When public one’s choices, especially in one’s measured by how it functions when infrastructure, such as roads, political representation, housing it encounters change or controversy. sewers, or emergency response and transportation. Resiliency Change can be sudden, as in the facilities and systems are stressed further requires an economy that case of a flood, or gradual, as in or shocked, resilient cities recover can weather market downturns and public health challenges like the rise from the resulting business other global disruptions. in obesity. disruptions and property damages We must build a city that is more Resilience is determination swiftly, enabling residents to return sustainable, that values human and – the ability of our residents, to their normal lives more quickly. environmental health and invests neighborhoods, businesses and The added community benefit is accordingly. We must ensure that government to tackle any challenge that when these systems are not Marion County residents are better that is put in front of them. being stressed or shocked, they insulated from chronic stressors Resilience enables individuals, simply operate more effectively and shocks to the physical, social communities, institutions, and efficiently. and economic systems of the city. businesses and systems within Resiliency stretches beyond We must create an environment a city to adapt and grow in the environmental changes and that fosters voting, and removes face of chronic stresses such as challenges, and it depends on more barriers for the same. We must unemployment, hunger, systemic than just physical assets. Resiliency decrease the number of situations inequalities, violence, disease and is a combination of policies, social that must be mitigated, increase public transportation challenges.17 cohesion and institutional and our ability to prepare and respond, Resilience also prepares a civic participation. A resilient city and improve our ability to adapt and community to “bounce-forward” has numerous social interactions, change quickly. in the face of unpredictable strong personal relationships and threats or shocks such as natural measurable civic engagement. A disasters, seasonal weather resilient city’s residents attend conditions, disease outbreaks and community meetings, volunteer and vote. Resiliency requires

30 PLAN 2020 The Bicentennial Plan seeks to lay the foundation for additional work, locally and regionally, to answer the following questions:

DEFINE RESILIENCE LOCALLY What does the term mean in Marion County? In Central Indiana? Can the definition transcend all sectors: public, private, not-for-profit? How do we account for multiple jurisdictions and levels of government? What data and analytical techniques should we use? Can physical, economic and social systems be connected?

IDENTIFY THE PROBLEMS How will the local and regional economies be impacted by natural disasters and a changing climate, beyond business disruptions and property damage?

DETERMINE VULNERABILITIES What are the interdependencies between people and places? How do our economic strengths or weaknesses directly impact our quality of life?

EVALUATE THE RISKS & COSTS How dependent are residents and businesses on the local and regional infrastructure? Where and in what ways are we most vulnerable?

INVESTIGATE OPTIONS What are the opportunities that might come from being a more resilient community? How can a focus on resilience become an attraction strategy?

INNOVATE & TAKE ACTION What assets exist that we can leverage to become a more resilient and self-sustaining community? What are our capabilities in energy and food production? How do we learn to live both with and without water for extended periods of time? What resources provide a public benefit every day but can be tapped especially hard in times of disaster? Is there an entirely new economic sector to be developed, locally or regionally, for this type of work?

BICENTENNIAL AGENDA 31 Connections

The following are examples of some MAPLETON-FALL CREEK STAR COMMUNITIES of the connections that were made COMMUNITY DEVELOPMENT The STAR Community Rating throughout the planning process. CORPORATION’S 20/21 System (STAR) is the first national TARGET AREA certification program to recognize MARION COUNTY MULTI- Mapleton-Fall Creek’s LEED for sustainable communities. STAR HAZARD MITIGATION PLAN Neighborhood Development represents a milestone in creating Through a cross-agency, cross- certification process provides more livable communities for department collaboration in 2006 independent, third-party verification everyone. Local leaders, including (with an update in 2014), the Marion that a development’s location some in Indianapolis, use STAR County Multi-Hazard Mitigation and design utilize environmentally to assess their sustainability, set Plan was created to identify natural responsible, green building practices targets for moving forward, and hazards that impact the county and and look beyond the immediate site measure progress along the way. its residents, to identify actions and to inspire and help create better, The rating system’s evaluation activities that would minimize losses more sustainable communities. measures define community- from these hazards, and to establish Mapleton-Fall Creek Community level sustainability and present a an implementation process for the Development Corporation is the vision for how communities can creation and execution of the plan. first neighborhood in the state to become more healthy, inclusive receive conditional approval from and prosperous across seven goal INDY HUNGER NETWORK the U.S. Green Building Council. It areas. The system’s objectives The Indy Hunger Network is a has uplifted the neighborhood with provide a much-needed vocabulary coalition of representatives from a deliberate, people-first approach that local governments and their leading anti-hunger organizations, that incorporates green measures communities can use to more both public and private, as well as in all developments, from buildings effectively strategize and define community volunteers who work to infrastructure to neighborhood their sustainability planning to create a system that ensures gardens. Mapleton-Fall Creek has efforts.18 nutritious food and beverages for a rich history, and the 20/21 Target everyone in need. Area has recently seen significant public and private investment to remediate brownfields, rehabilitate and build homes, provide infrastructure improvements, improve the facades of local businesses and promote a collective identity that highlights community assets, natural resources and amenities.

Brownfields are former industrial or commercial sites where future use is affected by real or perceived environmental contamination.

32 PLAN 2020 KEEP INDIANAPOLIS BEAUTIFUL (KIB) COMMUNITY FORESTRY PROGRAM KIB’s Community Forestry program is part of NeighborWoods, a national effort to revegetate entire communities through partnerships to plant and tend to trees in populated areas through the Alliance of Community Trees. In partnership with the City of Indianapolis, KIB will plant 100,000 trees in strategic locations throughout Indianapolis. Trees improve the natural environment with their aesthetics and ability to produce clean air and water. Research also shows that trees help to reduce crime and foster more sociable neighborhoods.19

BICENTENNIAL AGENDA 33 A Healthier City The Bicentennial Plan joins efforts The environments in which people to make Indianapolis a healthier live, work, learn and play have a community. The Bicentennial Plan tremendous impact on their health. seeks to lay the foundation for The quality of the local environment, additional work, locally and regionally, meaning the condition of our to answer the following questions: land, air and water, is paramount to the health of Marion County’s NEIGHBORHOODS residents. Increases in air quality- How do we begin to reconnect related illnesses, health care costs work and public health with or environmental degradation that neighborhood and community future generations will pay for development? down the road only exacerbate some of the problems that exist DISPARITIES today. And while the health of our What policy and structural changes natural resources, air and water are are needed to eliminate disparities crucial to our region’s resiliency, in health, education, employment, nothing is more vital to the long- income, housing, and the justice term prosperity of our city and system? the security of its people than the physical and mental health of FOOD SECURITY our population. What does it take to ensure that Human health stretches far every resident has reliable access beyond what medical service to a sufficient quantity of affordable, nutritious food and beverages, if providers can offer. Human health employment and criminal justice and when the (for profit) market is determined by a number of systems – the policies that they is not able or no longer able to societal factors. Social determinants create and uphold – impact one’s make the math work in a particular of health are the economic and health more than the health care neighborhood? social conditions – and their industry. Making Indianapolis a distribution among the population more healthy community will SAFETY – that influence individual and require that we collectively How does a healthier community group differences in health status. address these social determinants contribute to a safer community? They are conditions outside of our by incorporating health as a genetics and medical care that consideration in all policy decisions. NATURAL RESOURCES influence our health. Housing, A healthy city is one that equitably How can we better protect, transportation, education, meets the needs and recognizes enhance and leverage our natural the human rights of all its residents. resources to support clean air, We must build a city that water and soil, which dramatically promotes access to nutritious food contribute to the health of our and active living. We must embrace community? a new attitude and accompanying policies that value the health and well-being of our residents and invests accordingly. We must decrease the burden of chronic disease, increase the number of children and adults at healthy weights, and improve the overall health of Marion County’s residents.

34 PLAN 2020 CONNECTIONS

The following are examples of some COAL PLANT CONVERSION JUMPIN FOR HEALTHY KIDS of the connections that were made TO NATURAL GAS JumpIN for Healthy Kids is a throughout the planning process. In 2012, the EPA estimated that 88 community-wide initiative led percent of Marion County’s toxic by a broad group of business, MARION COUNTY COMMUNITY industrial pollution resulted from civic, government and academic HEALTH ASSESSMENT Indianapolis Power and Light’s executives. Its goal is to reduce and Marion County Public Health Harding Street electrical generating prevent childhood obesity in Central Department (MCPHD) convened facility. In 2016, IPL will convert its Indiana by ensuring that children and a steering committee of providers, Harding Street power plant from their families have real opportunities consumers and experts in the public coal to natural gas. This conversion to make healthy choices in healthy health field to guide creation of a will have a dramatic and positive environments. Its target is to reduce Community Health Assessment. effect on human health, especially the childhood obesity rate 12 The assessment compares the for those who suffer from chronic percent by 2025. Its strategy is to community health status of Marion lung diseases, asthma and other stimulate new or existing initiatives County to urban peers and national respiratory illnesses. throughout the community that standards, identifies important strive to tackle the complex causes health trends and disparities, TOP 10 of childhood obesity and empower identifies significant causes of poor Led by the YMCA of Greater children and their families to access health, and prioritizes the identified Indianapolis, Top 10 is a coalition of and eat healthier foods, increase issues by age group and for Marion community stakeholders working physical activity and embrace other County as a whole. together to help metropolitan healthy habits. Indianapolis become one of the INDY FOOD COUNCIL Top 10 healthiest communities in SAFE ROUTES TO SCHOOLS The Indy Food Council is working to the U.S. by 2025. The plan has The Indiana Safe Routes to School create a food system that provides four areas of focus: increasing (SRTS) Program is based on the everyone with access to healthy physical activity, improving nutrition, federal program designed to make and nutritious food and beverages, decreasing smoking and improving walking and bicycling to school enhances ecology, and creates the built environment. safe and routine. SRTS seeks to meaningful economic and civic establish healthy, active lifestyles opportunities. The Indy Food Council at early ages and a stronger connects food system stakeholders, sense of community identity. It catalyzes ideas and advances also recognizes that walking and initiatives to grow a sustainable food bicycling are viable transportation system that improves health and the alternatives for travel to and from overall quality of life for all. school with significant benefits. Indiana’s SRTS program aims to reduce motor vehicle traffic, decrease fuel consumption for school trips, improve air quality and improve the health and social skills of students.

BICENTENNIAL AGENDA 35 36 PLAN 2020 More Inclusive City no city or society can guarantee Cities are collections of buildings, the success of every person, an people, places, statistics and inclusive city offers the resources systems. Cities, by their very and opportunities for people and nature, are not homogenous. As a families to be self-sufficient. community, we must acknowledge We must ensure a sense of diversity in all facets and areas belonging, inclusion, participation as a defining element of who and recognition while simultaneously we are. Indianapolis is a place of working to reduce incidences of opportunity that should provide isolation, exclusion, obstruction hope to residents old and new. and rejection. We must continue to Innovation, entrepreneurship and strive to be a world-class, humane new ideas flow from and build city where the daily experience of upon the diversity that already every resident matters. We must exists in Indianapolis. continue to not only welcome all, Cities hold collections of but engage everyone. experiences that are often very intimate and personal. An important element of fostering an authentic The Indianapolis metropolitan region is defined as including city life is the presence of people the following 11 counties: Marion, Boone, Brown, Hamilton, from all walks of life, which Indianapolis has. Indianapolis is Hancock, Hendricks, Johnson, Madison, Morgan, Putnam and home to people from over 30 Shelby. The Indianapolis metropolitan area is the 33rd most countries representing over 120 populous metropolitan area in the United States. As of 2014, nationalities. Ninety languages are spoken here. Indianapolis has the population was just under 2 million people.21 historically had a significant African American population. Demographic changes have been rapid. Between The Bicentennial Plan asks that all 2000 and 2010, the 11- county ongoing and future planning efforts Indianapolis metro population of consider the following: Asian descent grew by 20,179 (101 percent). During the same period HARM of time, the Latino population Will the approach or project increased by approximately 65,000, disadvantage anyone who is or 162 percent, making it the already vulnerable? fastest growing segment of the population.20 EQUITY An inclusive city recognizes that Will the approach or project produce what residents experience on a daily equitable opportunities and benefits basis, and the neighborhoods they for everyone, particularly for those call home, vary widely across the whom the approach or project is city. Because there are disparities and intended to benefit? barriers present throughout society, we must recognize that what is PARTICIPATION available and what is accessible are Does the approach or project include sometimes two very different things all, particularly those whom the depending on who you are and from approach or project is likely to impact? where you come. And, while

BICENTENNIAL AGENDA 37 CONNECTIONS

The following are examples of some and revitalization of neighborhoods. GIPC’S RACE & CULTURAL of the connections that were made INHP is the homeownership RELATIONS LEADERSHIP throughout the planning process. resource in Marion County NETWORK (RCRLN) dedicated to serving homeowners The RCRLN is a standing INDIANAPOLIS NEIGHBORHOOD and homebuyers with low, committee of the Greater RESOURCE CENTER (INRC) moderate and middle incomes. Indianapolis Progress Committee. INRC’s mission is to increase As an unbiased and trusted Established in 1995 as a forum neighbor engagement throughout nonprofit, INHP has empowered to address the racially charged Indianapolis neighborhoods, to thousands of working families issues of the Indianapolis increase leadership skills in for over 25 years to become community, the RCRLN is unique neighborhood leaders, and to and remain homeowners. This in that it represents business, increase community building is accomplished through an civic and community leaders who activities in our neighborhoods. effective blend of homeownership volunteer their time and services INRC provides training, support education, financial and mortgage in seeking to improve race and and a variety of programs to advising and a variety of affordable cultural relations in the city and help grassroots neighborhood mortgage and loan options to buy its institutions. The RCRLN works organizations and neighbors a home or make improvements. Its to improve the quality of life of address issues that affect the comprehensive homeowner and all our residents and guests by quality of life in their neighborhoods. homebuyer services are designed coordinating a comprehensive By building upon their talents, to create and support homeowners and thoughtful response to issues working with neighbors and who can sustain their investment and situations that have racial or partners, and assuming a leadership in their homes – ultimately helping cultural implications locally. role in their own community, INRC to strengthen and encourage the helps residents transform the city growth of vibrant Indianapolis IMMIGRANT WELCOME CENTER of Indianapolis, block by block. neighborhoods. The Immigrant Welcome Center empowers immigrants by INDIANAPOLIS NEIGHBORHOOD connecting them to the people, HOUSING PARTNERSHIP (INHP) places and resources that enable INHP’s vision is that every person in them to build successful lives and Indianapolis has the opportunity to enrich our community. Through the live in a safe, decent and affordable center’s immigrant services and home in a vibrant neighborhood. Its mission is to increase affordable and sustainable housing opportunities for individuals and families and serve as a catalyst for the development

38 PLAN 2020 community initiatives, it equips in 1994 to celebrate religious members of the immigrant freedom and to challenge the community to help one another, bigotry and hatred arising from broadens awareness of immigrant religious and political extremism contributions to our community, infiltrating American politics. Today, and serves as a catalyst to enable Interfaith Alliance has members neighborhood and community across the country from 75 faith partners to reach the immigrant traditions as well as those of no population. Why? Because faith tradition. Interfaith Alliance diversity means new businesses works to ensure that faith and stabilizing our local economy, a freedom flourish so that individuals flourishing arts community, new can worship freely or not worship at voices and leadership at community all, so they can embrace matters of meetings, and creative approaches personal conscience without fear of to addressing our city’s challenges. government intrusion, and so that all can live in a vibrant, healthy society. INTERFAITH ALLIANCE Interfaith Alliance celebrates religious freedom by championing individual rights, promoting policies that protect both religion and democracy, and uniting diverse voices to challenge extremism. Interfaith Alliance was created

BICENTENNIAL AGENDA 39 A More Competitive City traditional neighborhoods in and Every day, local residents consider around Downtown, established the economic opportunities suburbs throughout Marion County’s available to them in Indianapolis townships, and emerging and long- and elsewhere. Every day, local established commercial and industrial businesses balance their desire to sites. We must invest in our existing grow in Marion County with their industrial sites to stabilize Marion ability to grow elsewhere. Many of County’s tax base. And we need to Marion County’s neighborhoods do all of this in such a way that we do not compete against one raise the bar in terms of aesthetic another. Instead, they often find design and quality construction. themselves in direct competition with neighborhoods outside of Marion County. Our city as a whole The Bicentennial Plan calls for the creation of places that support the people is competing against other similarly and businesses we already have, that draw new residents and businesses to sized cities. Communities next the city, and that fuel a globally competitive economic system. Areas of door and around the world are focus include: competing to attract our residents and our businesses. WORKFORCE DEVELOPMENT Marion County needs to adopt How do we strengthen the connection between employers and our educational a new attitude about its role in the resources so that more residents gain the post-secondary education and Central Indiana region. We must training – in technology, math, science and engineering – needed to strengthen better understand and communicate the local workforce? our roles and responsibilities to the larger region. As the largest city, ACCESS TO INFORMATION the economic powerhouse, the How could making more data available to more people – including elected and postcard, the cultural hub and the appointed officials, emergency responders, researchers, innovators, educators capital city, Indianapolis must be a and service providers – make Marion County an even more attractive place to strong regional partner. Neither the do business? Central Indiana region nor the state of Indiana can remain viable in a BEAUTY dynamic global economy without a What are the economic and societal benefits to a community in which the built thriving center. environment is well-designed and artistic? We must continue to foster and project a strong desire to be ENTERTAINMENT & CULTURE the best city we can be. We must How do we ensure that we continue to offer a wide range of cultural and create a city that current residents entertainment offerings to residents and visitors? and businesses do not want to leave and that new residents and HOUSING DIVERSIFICATION businesses want to move to. This How do we continue to ensure that the homes and neighborhoods throughout will require a thoughtful strategy; it Marion County continue to cater to all lifestyles, all incomes and stages of life? will require change. We must invest in the full range of neighborhoods that exist in Marion County as Post-secondary education includes: vocational schools; consumer preferences move away from single-use (housing only) community colleges; independent colleges, such as technical subdivisions. We must promote institutes; and universities. and develop a full range of places, including the distinct and vibrant

40 PLAN 2020 CONNECTIONS

The following are examples of some effectiveness, enhance prospects logistics, and technology, with an of the connections that were made for quality growth, and increase overall focus on entrepreneurship throughout the planning process. the well-being of businesses and to diversify Central Indiana’s workers throughout Indianapolis. economy. In the years that followed, CENTRAL INDIANA CICP launched several branded COMPREHENSIVE ECONOMIC CENTRAL INDIANA CORPORATE sector initiatives like Conexus, DEVELOPMENT STRATEGY PARTNERSHIP (CICP) BioCrossroads and Techpoint that As part of the Indy Chamber’s CICP was formed in 1999 to bring have been largely successful in ongoing efforts to make the together the chief executives generating awareness, investment, metropolitan area as attractive of Central Indiana’s prominent collaboration and identifiable and supportive as possible for corporations, foundations and progress for their industry sectors. small business growth, existing universities in a strategic and business expansion and new collaborative effort dedicated to the VISIT INDY TOURISM business relocations, it is leading region’s continued prosperity and MASTER PLAN the charge on a Comprehensive growth. In 2001, CICP released an Tourism is a key driver for the Economic Development Strategy, ambitious blueprint for economic region’s overall economic or CEDS. This element of Plan development in Central Indiana development, quality of life and 2020 is a coordinated, aggressive, in partnership with the Battelle livability. Tourism generates multifaceted, multiyear effort to Memorial Institute, focusing on key $4.4 billion in regional economic advance economic opportunity industry clusters – life sciences, impact annually, supports 75,000 throughout the nine-county advanced manufacturing and full-time-equivalent jobs, and Indianapolis region. Through honest generates $265 million in state and well-informed assessments of sales tax annually. Two key the region’s competitive position projects are the re-energizing of and economic growth, this process social gathering places such as the will result in a new, ongoing Indiana Avenue Cultural District holistic strategy that focuses and greater access to information economic development resources on cultural offerings in Indy. to maximize efficiency and

BICENTENNIAL AGENDA 41 PLACES: STRENGTHENING NEIGHBORHOODS

One purpose of any city is to facilitate exchanges of goods, ideas and values between and among people; strangers really. These exchanges Pare born out of the proximity of people and places, often expressed in terms of community or neighborhoods. The strength of any given neighborhood is largely determined by how stable and competitive it is relative to other neighborhoods. Indianapolis benefits from its wide range of neighborhoods.

Our neighborhoods are no center. The strongest communities income development increasingly longer competing solely with grow up around social places demanded by the marketplace. neighborhoods in other parts of like parks, greenways and small We must ensure that our existing the city. While Downtown may be neighborhood nodes that reflect villages retain their authenticity, unrivaled in the region, our existing the area in which they are located. which is their competitive villages, such as Broad Ripple, And while Indianapolis is in a strong advantage over other parts of the Mass Ave, Fountain Square and position to increase density across Central Indiana region. We must Irvington, are now competing the county, not every neighborhood identify locations for more villages with rapidly urbanizing exurban has to become a densely populated and smaller neighborhood nodes. centers in Carmel and Fishers. village. Yet, to remain competitive, To more efficiently serve Our authentically urban every neighborhood should continue neighborhoods of all types, we neighborhoods are competing to be responsive and flexible in must coordinate and organize with traditionally designed terms of offering a wider range of government services and agencies contemporary neighborhoods. housing options, social gathering by shared neighborhood boundaries Our housing-dominated suburbs places and neighborhood amenities rather than from otherwise are competing with similar such as parks, playgrounds, arbitrary political or administrative neighborhoods in our exurbs. greenways and nearby businesses. boundaries. We must coordinate A prosperous city requires We must continue to strengthen programs and services across city a dense and diverse network Indianapolis’ neighborhoods in agencies and make better use of of connective tissue that links such a way that they can meet those offered by Indianapolis’ many economically, culturally diverse the needs of today and tomorrow. community partners. neighborhoods, cultural destinations We must diversify the offerings of and amenities, social gathering our neighborhoods, districts and Village Tier 1: Existing hubs and economic opportunities. housing types to survive changing Village Tier 2: Emerging Some of the most desirable consumer preference trends. We Village Tier 2: Neighborhood Centers neighborhoods are vibrant mixed- must ensure neighborhoods Planned Rapid Transit use, mixed-income villages or stable can grow to offer the types Planned and Existing Greenways neighborhoods with a distinct of denser, mixed-use, mixed- Waterways

42 PLAN 2020 BICENTENNIAL AGENDA 43 As it relates to the Bicentennial Plan MARION COUNTY SUBURBS VILLAGES AND and the larger Plan 2020 initiative, Generally speaking, Marion County NEIGHBORHOOD NODES neighborhoods are generally suburbs developed after 1950. Villages and neighborhood nodes are described in terms of the following: Marion County’s suburban the social, cultural, and retail centers neighborhoods are unique in that anchor adjacent neighborhoods. TRADITIONAL NEIGHBORHOODS their offerings and are a great The future is demanding more Generally speaking, traditional complement to the older, more mixed-use, mixed-income villages neighborhoods developed prior established parts of the city. and smaller neighborhood nodes to WWII. With their spacious yards, newer that provide for the daily social Marion County offers an array homes, convenient locations and and economic needs of residents. of traditional neighborhoods that natural amenities, Marion County’s Research projects demand for up to include single-family homes, suburbs provide residents with 18,000 additional housing units duplexes, townhomes, and smaller room to stretch out and grow. They in mixed-use, walkable neighborhoods apartment or condominium offer the conveniences that only in Marion County – neighborhoods buildings. Their tree-lined streets city living can provide as well as that include a full range of are generally walkable and a special set of social offerings. housing types.22 Villages and connected by transit, and they Outside of Indianapolis’ central neighborhood nodes should offer offer a wide variety of architectural core, you can find access to such a variety of housing types, sizes styles and a greater mix of uses amenities as beaches, boating and affordability that maximize the than is present in other types and gardens at affordable prices. range of residents and families who of communities. Traditional Retrofitting Marion County’s can live in them and provide for the neighborhoods vary dramatically suburban townships will likely needs of daily life. in their market health. Some have require increased densities in select remained remarkably stable, and areas, mixed housing types and efforts to retain and enhance housing prices, improved mass In Indianapolis-Marion value are necessary to keep them transit and more neighborhood- competitive. Some have seen serving businesses. County, mixed-use means significant disinvestment and suffer residential and retail, from systemic poverty, crime, and office, or industry, or some other social challenges that will require strategies that invest in both combination thereof. people and place. Still others have seen significant revitalization, and efforts to keep the momentum According to the U.S. Census going are required. Bureau, Marion County has a homeownership rate of 55.8% compared to an Indiana average of 70%. Almost a third of Marion County’s housing units (31%) are in multi-unit structures such as apartment buildings, while Indiana’s average is only 18.5%.23

44 PLAN 2020 EXCLUDED TOWNS & CITIES DOWNTOWN NEIGHBORHOOD Each excluded city and town was Downtown is defined as is defined established much like the City of by the areas inside the I-65/70 Indianapolis was, and have unique interstate highways (north, south assets and opportunities and east) and White River to The “excluded” towns and the west. cities of Beech Grove, Lawrence, Downtown is an increasingly Southport and Speedway, as well attractive place to live, and its as the largest “included” town population has grown more rapidly of Cumberland, have unique than any other neighborhood in roles in Marion County. With the city over the last few decades. separate legislative bodies, mayors Investing in Downtown as a distinct or managers, redevelopment residential neighborhood is critical, commissions and, for some, school as it offers a type of neighborhood systems, Indianapolis’ excluded and lifestyle found nowhere else towns and cities can focus attention in Indiana. The growth it attracts and resources on their specific benefits all of Marion County. geography – something much Downtown’s challenge as a harder to do politically in the rest residential neighborhood lies in its of Indianapolis. Having already traditional, sometimes competing, existed prior to the consolidation purposes as the central business of city and county government, district, a convention and tourism these communities have the hub, and the heart of the region’s opportunity to capitalize on this social services delivery system. unique arrangement to reinvest in The rapid growth in residential their sense of place and serve as property values (a 35 percent anchors for their parts of the city. increase in median home value and 11 percent increase in rents since 2000) illustrates the need for continued investment in Downtown as a neighborhood, complete with a wider array of housing sizes and types affordable to a greater number of residents. It also needs to invest in playgrounds, grocery stores and other places that provide for the day-to-day needs of residents and their visitors.

BICENTENNIAL AGENDA 45 Complete Communities Living an authentic city life means living in a complete community. Complete communities result in neighborhoods of lasting value near most everything you need on a daily basis, and require relatively higher densities of people (residents and employees), and places (residences, businesses, social gathering places).

People buy houses, but they shop to healthy food. They offer that are increasingly demanded for neighborhoods. This makes opportunities to be inspired by by long-term demographic market sense, because neighborhoods are artistic, spiritual and cultural preferences. We must further the building blocks of cities. Marion amenities along with access to recognize that a city’s land uses County offers a full spectrum of recreation, parks and natural beauty. and transportation network are neighborhood choices, from the They benefit from meaningful mutually dependent. This is densest city blocks to traditional civic engagement. especially true when the land tree-lined enclaves to contemporary We must diversify our land use is comprised of mixed-use, suburban developments and even uses, especially housing. We mixed-income villages and the rural and small-town communities. must continue to invest in our transportation system includes And yet some of Indianapolis’ stable neighborhoods so that they mass transit. We simply cannot neighborhoods are incomplete. remain regionally competitive, build one without the other. Complete communities have the attractive places to live. We basic elements to support daily life, must develop preservation including economic opportunity and strategies for neighborhoods that health services for everyone. are showing signs of decay or They include; access to quality that have suffered – sometimes education; good jobs; quality disproportionately so – from housing that is affordable; high- decades of disinvestment. We quality choices in reliable and must focus neighborhood affordable transportation; and access revitalization efforts in and near places that are already succeeding to extend that success into

adjacent neighborhoods. We must BASS PHOTO CO. COLLECTION make sure each neighborhood INDIANA HISTORICAL SOCIETY is complete by appropriately identifying and adequately addressing their individual needs, as expressed by neighborhood residents and business owners. We must build more villages and smaller-scale neighborhood nodes

46 PLAN 2020 BICENTENNIAL AGENDA 47 Why?

The following paragraphs offer a levels of obesity and other diet- many Indianapolis communities are handful of reasons why complete related illnesses such as diabetes incomplete. A complete community communities are central to the and heart disease. The current offers the mix of houses, shops and vision of becoming a healthier, rate of diabetes among adults businesses for a variety of residents, more inclusive, more resilient, is 14 percent in Marion County shoppers, workers and customers. more competitive city. compared to 9.3 percent nationally A competitive city plans for built and 10.1 percent in Indiana. The environments and development Places built around a single 2013 rate of death from heart patterns that are mixed-use, which type of development have an disease in Marion County was is becoming increasingly important increased risk of failing when 191.5 per 100,000, compared given the need to grow our market preferences change on to 185.5 in Indiana and 169.8 in (income) tax base. Marion County’s a large scale. Investments in the U.S.24 Here and elsewhere, fastest-growing neighborhood is and attitudes toward preserving public awareness of the disturbing Downtown, which has the greatest one single land use type leave problems posed by food deserts mix of uses. Nearly 40 percent of residents, neighborhoods and is growing, thanks largely to the all residents moving into Downtown our city vulnerable to chronic efforts of community activists, come from outside of Indiana.27 But stresses, such as the growing entrepreneurs and government Downtown isn’t the only desirable number of vacant and abandoned officials committed to increasing place to live. Mixed-use areas homes, and shocks, such as people’s access to healthy food such as Broad Ripple and Fountain those resulting from flooding options. Because food deserts Square are also seeing an increase or the foreclosure crisis. Places have a hard time attracting and in the number of residents. A that are entirely dependent on a keeping commercial grocery recent study revealed that only 15 single mode of transportation are retailers, Indianapolis needs a percent of existing Central Indiana even more vulnerable. A resilient varied and innovative approach to residents consider a “housing-only city diversifies its land uses and eliminating food deserts locally. neighborhood” to be an ideal place ensures that each neighborhood is Other communities have closed the to live. More people (approximately a complete community. gap with: private investors selling twice as many) indicated that they Neighborhoods where residents’ stock directly to the public in order would like to live in a mixed-use access to affordable, healthy food to fund a new grocery store; public- suburban area.28 options – specifically fresh fruits private partnerships that provide A separate survey found that and vegetables – is restricted or loans and grants to grocers wanting a growing number of people (61 nonexistent due to the absence of to build or expand in underserved percent of those surveyed) prefer grocery stores within convenient neighborhoods; community garden a smaller home with a shorter traveling distances (1 mile in urban initiatives; requirements for all commute over a larger home with a areas or 10 miles in rural areas) corner and convenience stores to longer commute. Fifty-three percent are considered food deserts. The stock a certain amount of fresh of respondents wanted to live close lack of access contributes to a fruit on their shelves; and mobile to shopping, and 51 percent wanted poor diet and can lead to higher markets and produce trucks that go access to public transportation.29 into underserved areas.25 Marion County has all of these Given the choice, surveys places, but we must do more to indicate most Marion County sustain and fuel this demand in residents would prefer to live in a order to remain competitive in the suburban neighborhood with a mix Central Indiana region. of houses, shops and businesses, and yet only 18 percent of Marion County residents surveyed reported that they currently live in such a neighborhood.26 In other words,

48 PLAN 2020 Connections

The following are examples of some INDY REZONE MARION COUNTY LAND of the connections that were made A county-wide rewrite of the USE PLAN throughout the planning process. text of the city’s land use The Marion County Land Use Plan, regulations, Indy Rezone includes an element of the Comprehensive LIVE INDY a number of mixed-use base Plan for Indianapolis and Marion Live Indy is a multiyear effort by zoning classifications, two of County as well as a component key stakeholders in Indianapolis which support transit-oriented of the Plan 2020 initiative, to make the perception and development. Indy Rezone expands establishes policy for the use product of the city match. The the local classifications for housing and redevelopment of all land goal of this initiative is to attract by defining and regulating single- in the county. In response to and retain residents within the family detached, single-family the Bicentennial Agenda’s call boundaries of Marion County. attached (townhomes and flats), for greater flexibility in how Resident ambassadors for the city multi-family (duplexes, triplexes, neighborhoods develop, the of Indianapolis will be cultivated quads), apartment buildings and new Land Use Plan will change and prepared to share their passion high-rises. Indy Rezone also its approach from a “paint-by- and knowledge of the city in a introduces a new category of number” method that prescribed consistent and compelling way. building uses, known as the “V” very specific land uses on very Live Indy will help those desiring category, in an effort to help the specific pieces of land to one an authentic living experience to city address long-term vacancies. that is focused more on overall identify the many options available A “V” designation broadens the neighborhood planning. Instead to them in Marion County. types of permitted uses when an of recommending specific existing building has been vacant uses for specific properties, GREAT PLACES 2020 for five consecutive years or more. recommendations will connect Great Places 2020 is a visionary For example, self-service laundries uses to neighborhood qualities community development initiative are allowed in certain commercial such as adequate street capacity, to strategically transform places districts, but they would also be traffic volumes and existing in Marion County neighborhoods permitted in some industrial zones nearby development. By changing into dynamic centers of culture, under the “V” option. the focus of planning from the commerce and community. As individual parcel to the complete philanthropic, civic and private neighborhood, the plan hopes partners look toward Indianapolis’ to articulate a vision for more Bicentennial, they are engaging complete communities. neighborhoods to make significant social and capital investments to enhance their quality of life and spur private investment. The goal is comprehensive community development that addresses housing, economic opportunity, retail and services, education and more to create complete communities.

BICENTENNIAL AGENDA 49 Greenways & Waterways Living an authentic city life means enjoying access to centuries of investment in public places and parks linked by trails, greenways and waterways.

By the time Indianapolis Indianapolis’ greenway system celebrated its first 100 years is one of the most distinguished A greenway is a strip of as a city, a system of streams greenway systems in the country. and boulevard corridors To this day, these corridors dedicated space, set aside connected parks and emerging weave our city together as they for recreational use, non- neighborhoods, establishing wind through both vibrant and Indianapolis waterways as the challenged neighborhoods. They motorized transportation or connective tissue that supported connect major cultural institutions environmental protection. the development of the city. This and universities, and they link legacy remains with us today. regional destinations with Waterways are more than simple neighborhood nodes. They are the along them, and craft them into recreation or transportation paths, backbone of a larger bicycle and a defining element of the daily however. They are the framework pedestrian network. They connect experience of all residents. We upon which our city will continue to Indianapolis’ neighborhoods and must foster pride by bringing grow. They are the lungs by which social gathering places. Like awareness to our waterways. our city takes a collective breath, waterways, greenways provide We must invest in Indianapolis both literally and metaphorically. more than simply a place to greenways and waterways not only They are resources for the exercise or a means by which to for the health of our environment, production of clean air just as they commute to work. They are also but for the mental and social are the places where we seek a more dynamic type of public well-being of our citizens. We escape and inspiration. infrastructure in that they support must continue investing in the stormwater management, wildlife connections that allow us to habitats, economic development access employment, cultural A waterway is a river, canal, or and mental and physical health. and entertainment destinations. In a city that is crisscrossed by We must enhance the variety of other route for travel by water. a more formal street grid, and experiences one has along them. absent notable natural features like mountains or oceanside beaches, Planned and Existing Greenways our waterways and greenways Waterways offer something special. We must intentionally create and sustain active places, amenities and experiences that become the brand by which we are known. We must continue investment in waterways and greenways, focus revitalization efforts on the neighborhoods they connect, concentrate and bridge cultural amenities and institutions

50 PLAN 2020 BICENTENNIAL AGENDA 51 Why?

The following paragraphs offer a can shape how well, or even how within ¼ mile of the homes in handful of reasons why greenways long, they will live. People are more the area. A more inclusive city and waterways are central to the likely to walk 30 minutes five times ensures that its non-automotive vision of becoming a healthier, a week if they live near walkable transportation infrastructure more inclusive, more resilient, more destinations.32 Adults living within performs at least as well as competitive city. a half mile of a park visit them infrastructure for automobile travel. and are roughly 15 percent more All cities are competing to Waterways help manage likely to exercise more often.33 develop, retain and attract talent. stormwater, provide habitats Greenways and parks provide Trends within the millennial for wildlife and absorb and opportunities for active living by generation point to a growing dissipate heat. By their very providing places to walk and bike. disinterest in driving and stronger nature, Indianapolis’ waterway and Our waterways and greenways preference for other modes of greenway corridors offer some produce a healthier city. transportation. Millennials and of the most dense tree growth. There are many reasons why baby boomers are driving changes Trees help improve air and water some people are more reliant on in housing and lifestyle choices. quality. They create shaded areas walking, cycling or riding transit to According to a recent national that can be anywhere between get around, such as increases in household travel survey, annual 20°F to 45°F cooler than areas the cost of driving, the inability to miles traveled by car among all that are not shaded.30 Studies obtain or maintain a driver’s license, 16- to 34-year-olds dropped 23 have also shown that trees can or even technological advances percent from 2001 to 2009, and reduce crime rates (provided they that make getting around without that does not count three years of are pruned up to six feet above a car easier and more convenient. recession and $4 per gallon gas.34 ground level and do not interfere But whatever the reason, an In response, the Federal Highway with the distribution of lighting in inclusive city offers transportation Administration has recently the area), cut energy costs, slow infrastructure that accommodates released new forecasts for annual traffic, increase property values and non-automobile travel. Trails growth in the number of vehicle improve civic pride.31 By capturing within a greenway provide access miles traveled (VMT); a statistic carbon, buffering waterways and between neighborhoods and long associated with economic moderating temperatures, trees destination points as well as measures and one that has steadily and other green infrastructure help opportunity to travel without an risen since the 1980s. Over the communities respond to changing automobile. Industry standards last 30 years, VMT has grown 2.08 weather conditions. suggest that a greenway is percent annually, but in early 2015 Where you live can have a lot considered to be accessible if it is FHWA forecasted 1.04 percent to do with how healthy you are. In growth over the next 30 years.35 Indianapolis, neighborhoods just These shifts in transportation a few miles apart can vary greatly preference can also translate to in the social and environmental economic benefits to businesses factors that influence the health of and employees. Demand for trails the people living in them. Health is has translated to enhanced property more than health care. And good values and increased development health is not always a matter of adjacent to trails in other cities.36 personal choice. Where people live

52 PLAN 2020 Connections

The following are examples of some INDIANAPOLIS BICYCLE of the connections that were made MASTER PLAN throughout the planning process. The purpose of the Indianapolis Bicycle Master Plan is to establish GREENWAYS MASTER PLAN goals, objectives and benchmarks The Greenways Master Plan to improve safety, expand mobility outlines a strategy to create a options and increase the number network of greenways that connect of trips taken by bicycle within all nine townships to the Indy Marion County through 2020. As Connect transit plan and Cultural the city’s first dedicated bicycle Trail. The greenways also will master plan, it incorporates the extend into neighboring counties, relevant findings of previously requiring coordination with their completed planning efforts and respective governments. In addition, complements the Metropolitan the plan hopes to fit in with the Planning Organization’s Regional Regional Bikeways Master Plan, Bicycle Plan (2012). which would connect many county residents to robust pedestrian and bicycle transportation networks. When complete, neighborhoods across all of Marion County will be connected by more than 250 miles of greenways.

RECONNECTING TO OUR WATERWAYS Reconnecting to Our Waterways, or ROW, is a grassroots initiative designed to reclaim the benefits of Indianapolis’ waterways through opportunities for physical activity, cultural amenities and social gathering places, and neighborhood and economic development along them. Its goal is to help neighbors strengthen waterways, which will, in turn, help waterways strengthen neighborhoods.

BICENTENNIAL AGENDA 53 Arts, Culture & Design Living an authentic city life means celebrating the cultural accomplishments, values, experiences and artistic expressions of the wide array of people who call Indy home.

People experience, think about places are aesthetics, openness and remember physical places – and social offerings.38 Art, the For the purposes of this individual streets, neighborhoods expression of human creative or cities – on an emotional level. skill and imagination, celebrates document, references to They discuss how attractive the what makes the human race culture primarily means the street was, how safe they felt, unique while appealing to a greater or how exciting a city is. While spirit in humanity. Beyond purely place-based manifestation more difficult to quantify than the aesthetic appeal, art helps us of people and events; a scientific and pragmatic approach envision, experiment, innovate and cosmopolitan city. typically employed by city planning, spark community conversations. It emotions drive a lot of decisions reflects the diversity and history of about where to visit, work and live. people, places and experiences that There are proven, best practices to make Indianapolis a special place. foster that feeling of love for a place, We must leverage our public including focusing on arts, culture and private partnerships toward and/or design.37 a new standard of excellence in Beyond the basic needs of design at every level, for every residents, such as having enough project. We must program food, quality housing and feeling activities and cultural offerings safe, the top three factors that that are relevant to the diversity make people feel attached to of people and places across our city. We must celebrate the buildings, neighborhoods, legacies and events that make Indianapolis unique. We must more fully integrate the arts into the lives of residents, the places they live and work, and the streets, parks and other social gathering places that define our community experience.

54 PLAN 2020 BICENTENNIAL AGENDA 55 Why?

The following paragraphs offer a They have been scientifically proven collaborate with others despite our handful of reasons why the arts, to make people happier. Research differences.42 The work of artists culture and design are central to shows that looking at art causes can also spark understanding and the vision of becoming a healthier, the pleasure and reward centers unity among a variety of people. more inclusive, more resilient, more of the brain to be activated. What America’s arts industry is competitive city. makes people happiest is living in, resilient in times of economic or being surrounded by, beauty.40 uncertainty.43 It is also a key Indianapolis has relied on the arts Well-designed objects that are component in our nation’s for nearly all of its major triumphs, both beautiful and functional economic recovery and future including Super Bowl XLVI. Arts trigger positive emotions, such as prosperity. Every day, more have been tapped to transition calmness and contentment, and than 100,000 nonprofit arts and declining neighborhoods, such as reduce negative feelings, such as cultural organizations act as those surrounding Lafayette Square. anger and annoyance, by almost a economic drivers, supporting jobs, As we learn more about how third. Purely functional objects that generating government revenue communities function as complex are not beautiful increase negative and serving as cornerstones to systems, we see that art, far from emotions such as gloominess our tourism industry.44 Arts and being a luxury, can be an important and depression by 23 percent.41 cultural organizations are resilient, factor in rebuilding the connections Therefore, a better designed city entrepreneurial businesses. They that are important for their with equitable distribution of employ people locally, purchase resilience. Public art, in particular, aesthetic elements can result in goods and services from within has a special role to play because it happier and healthier residents. the community, and market and is seen and shared by all segments Indianapolis’ ability to retain promote their regions. Arts and of the community, young and old, and attract residents, visitors cultural organizations leverage rich and poor. By instilling and and businesses hinges largely on additional event-related spending deepening a broadened sense of our ability to not only continue to by their audiences, pumping connection to place, to each other, become but to portray Marion even more revenue into the local to nature, and to our humanity, County as a place that welcomes economy. One study showed that public art can help communities all. Art and culture strengthen the typical arts attendee spends become more resilient.39 connections between people and $24.60 per person, per event, Aesthetic design elements – places. We use art to tell stories, beyond the cost of admission.45 such as variety and order, scale, connect people and history and orientation, mystery, visibility – place things in context. Art and contribute to a city’s attractiveness. culture make Indianapolis not only an attractive destination but also help us recognize it as home. An experience that is shared between artist and viewer, and among viewers, helps connect us as human beings. Shared experiences of this kind improve our ability to

56 PLAN 2020 Connections

The following are examples of some educational, political, religious of the connections that were made and social achievements and throughout the planning process. cultural development of African- Americans. Its mission is to be an TALKING WALL effective voice and vehicle for the Talking Wall (2015) is a sculpture social and economic advancement comprised of a collection of of African-Americans. For 45 years, symbols representing an open- its summer celebration has drawn ended conversation about the thousands of visitors to the city African-American history of and unified thousands of residents Indianapolis. It is a thoughtful of all ethnic and socio-economic investigation of who we are as a backgrounds. city and a community. Visit the installation today! It is located along INTERNATIONAL MARKETPLACE the Cultural Trail: A Legacy of Gene The International Marketplace, & Marilyn Glick at the corner of formally known for the Lafayette Michigan and Blackford streets on Square Mall (the first enclosed mall IUPUI’s campus. in Indianapolis), has become a vibrant diverse community. The area now lays claim to the best international THE DEPARTMENT OF PUBLIC restaurants and businesses in WORDS, LOVE TRAIN Indianapolis and the world is taking In 2014, The Department of Public notice. The area has been recognized Words, in partnership with the by the New York Times as being a Meridian Kessler Neighborhood place where “the world comes to eat”. Association, Smallbox, the property owner and other donors, set out to fix a series of 15-year-old murals along the back wall of a storage property along the Monon Trail in Broad Ripple. They scraped, primed and applied multiple layers of stencils to over 5,000 square feet of space. They engaged over 200 volunteers and used over 40 cans of paint and 160 cans of spray paint. The partnership with the property owner was an easy win: The result is more than 50 positive messages displayed on buildings and 20 new trees for passersby to enjoy.

INDIANA BLACK EXPO Indiana Black Expo was organized to establish scholarships; develop, implement and support youth programs; and inform and educate the public as to the economic,

BICENTENNIAL AGENDA 57 Social Gathering Places Living an authentic city life means spending time with friends, family and neighbors in places that build community and create shared experiences for people of all types.

Americans have begun to We must offer places where substitute the vision of an ideal people can meet informally. We home with the vision of an ideal must offer places where families city. Cities have become personal and communities connect and touchstones for people, which re-energize. We must work makes social gathering places that to reinvest in the places that much more important.46 Social exist, revitalize the places that gathering places, where people disappeared and introduce new spend time outside of home or places to neighborhoods that are work, are the glue that holds void of them. communities together. They are where we celebrate birthdays, come together to discuss community issues, mourn losses, fundraise to help our neighbors and discover new friends. While true for all, this is especially true for younger generations, who increasingly delay starting families and thus spend more time and money in places outside of work and home.

58 PLAN 2020 BICENTENNIAL AGENDA 59 Why?

The following paragraphs offer Today, more kids are growing “sense of community” increases a handful of reasons why social up among a greater diversity of when neighborhoods are walkable51 gathering places are central to peers than ever before. It’s what and when well-maintained public the vision of becoming a healthier, they’re used to and it’s what places are located near homes.52 more inclusive, more resilient, more they’ll expect moving forward. A competitive city builds competitive city. Unlike the generations that came loyalty among its residents and before them, they will have greater businesses. Indianapolis’ most One factor shown to influence opportunities to come into contact loyal residents report high levels of community resilience is social with to come into contact with one satisfaction with social life, access capital, in particular the existence another and experience diversity to cultural opportunities, such as of strong, diverse social networks more deeply. The intersection art, entertainment and festivals, that can be engaged in the survival between arts, culture and social and neighborhoods in the city. and recovery phases of disaster. gathering places helps provide this. When considering loyalty to Indy, The nature, strength and quantity Social gathering places by their very research revealed that a majority of these social ties are influenced nature are diverse and in demand. (54 percent) of residents ages 18 to by place. Factors such as public Openness is inclusiveness. It is 39 is “truly loyal” to our community, places, an absence of privacy how a city welcomes a person and nearly a quarter is at “high risk” fences, homes with front porches, and the value and differences they for leaving.53 In short, about half or neighborhoods with trails that bring.48 of our 20- and 30-somethings love connect to the larger Indianapolis Social gathering places such and plan to stay in Indianapolis, and community play a large role in as sidewalks, parks, cafes, a quarter are actively looking for a connecting residents to their theaters and sports facilities way out. Diverse social gathering neighborhood and to one another. are important venues for a places are one way to ensure that Face-to-face social interactions and wide variety of activities. Some Indianapolis remains competitive community social connections by provide opportunities for social and welcoming well into the future. necessity occur in space.47 Social interaction, physical fitness and gathering places provide opportunities other activities that have clear to build social capital – the ability to health implications.49 The sense connect, look out for, and get things of place is a widely discussed done with other people. concept in fields as diverse as geography, environmental psychology and art. The health Social capital refers to the impacts of place, including physical, psychological, social, spiritual and networks of relationships aesthetic outcomes, continue to among people who live and gain traction.50 Less information work in a particular society, is available regarding social interactions, but studies have enabling that society to suggested that a function effectively.

60 PLAN 2020 Connections

The following are examples of some of the connections that were made throughout the planning process.

INDIANAPOLIS PUBLIC LIBRARY STRATEGIC PLAN Recognizing the growing importance of social gathering places to innovation, education and neighborhood survival, the Indianapolis Public Library’s strategic plan emphasizes alignment of library locations, facilities, programs, services and amenities to serve as neighborhood-anchoring third places.

INDY PARKS & THE INDIANAPOLIS PARKS FOUNDATION Through critical partnerships, the Parks Foundation channels philanthropic investments into Indy Parks facilities across Marion County in need of projects and programs that meet the needs of neighborhood residents, offering them new and improved playgrounds, athletic fields and courts, community centers, youth SOCIETY HISTORICAL INDIANA and family programming, and community gardens.

BICENTENNIAL AGENDA 61 Innovation & Entrepreneur Districts An authentic city life leverages the power inherent in the proximity of people and places to stimulate economic development and unleash creative innovation.

The more social the world becomes, We must capitalize on the that leverage entrepreneurship, the more social places it demands. ease by which one can pursue collaborative talent and creativity The implications of this change his or her economic goals with neighborhood revitalization. are both deep and wide. The and foster this innovative and To ensure success, we must workplace is increasingly mobile entrepreneurial tradition while promote these districts of and independent. More and more ensuring access of diverse peoples concentrated creativity as the most people are finding themselves in to entrepreneurial opportunities. vibrant, diverse and welcoming a position to work from anywhere. We have the opportunity to places in the city. Through the Increasingly, these people are connect this attitude with place- development of innovation seeking out shared spaces in which based investment strategies and entrepreneur districts and they can work, independently or collaborative and co-working as a small group. Entrepreneurship spaces, we can catalyze the is becoming more of a collective, sharing of ideas and resources not a competitive, endeavor with Maker spaces are centers for across industries. This, in turn, will shared resources, talent and ideas. peer learning and knowledge fuel our future economy. Indianapolis has many We must increase support for competitive advantages, including sharing, in the form of innovation and entrepreneurship a relatively low barrier to entry. It workshops, presentations, in Indianapolis by improving is a lot easier to start and grow and lectures. They usually connections to existing entrepreneur a business or pursue a creative resources, and by continuing passion here than in many other also offer social activities for to increase the shared working cities. Factors that contribute to their members, such as game spaces that foster innovation. this include the state and local These spaces – commercial nights and parties. Maker tax climate; our central location; kitchens, maker spaces with tools road, air and rail transportation spaces can be viewed as open and areas for fabricating prototypes, for shipping and receiving goods; community labs incorporating and technology hubs with shared relatively low transportation costs; work space and access to tech affordable housing market and elements of machine shops, talent – provide the resources and access to affordable labor. Our workshops and/or studios proximity to peers and mentors ease of doing business is reflected where inventors can come that can shape our future economy. in more than simple economic terms, however. Our collaborative together to share resources spirit and welcoming hospitality and knowledge to build and contribute to our collective ability make things.55 to put community leaders and mentors within easy reach.54

62 PLAN 2020 Maker movement: a social movement with an artisan spirit in which the methods of digital fabrication—previously the exclusive domain of institutions—have become accessible at a personal scale, following a logical and economic progression similar to the transition from minicomputers to personal computers in the microcomputer revolution of the 1970s.56

BICENTENNIAL AGENDA 63 Why?

The following paragraphs offer a mile) increases their ability to create such as infrastructure, talent and handful of reasons why innovation jobs or grow new firms by 10 times education resources.60 Innovation and entrepreneur districts are or more.58 districts clustered around growing central to the vision of becoming When live-work arrangements economic centers and in close a healthier, more inclusive, more exist within innovation and proximity to vibrant neighborhoods, resilient, more competitive city. entrepreneurial districts, they higher education and research promote active lifestyles and the centers, or active cultural The more innovative people you associated improvement in health centers provide a uniquely urban have close together, the more it outcomes. In 2009, when people atmosphere unlike anything else in benefits everyone. Leveraging lived within a mile of work, nearly the region. Entrepreneur districts the density of proximity in a city 40 percent walked or biked to work focused on creative passions such is key to a sustained pipeline – up from 25 percent as recently as crafts, trades and art, coupled of local innovation – and the as 1995. The preference for non- with supportive or collaborative economic activity and jobs of the auto travel was nearly identical for anchors or workspaces, offer a future it creates. This proximity running errands.59 unique “brand” through which to effect can be staggering. The The proximity of neighborhood pursue neighborhood revitalization number of patents per capita housing to innovation districts, or while also adding to the collection increases, on average, by 20 to the revitalization of a neighborhood of unique places and destinations 30 percent for every doubling of through creative artists, artisans or Marion County can offer. employment density, with the entrepreneurs, provides additional greatest increases expected in the avenues for stabilization of property most densely populated portions values, increased support for retail of a metropolitan area, like Marion enterprises and increased proximity County.57 Clustering innovative to economic opportunities. Artisan enterprises together (within one and artist districts in particular offer a chance to celebrate the unique cultural history, talent and perspectives of neighborhoods while infusing them with renewed economic purpose and returns. Many business and creative sectors like to congregate and co- locate in specific geographies to take advantage of, or share, assets

64 PLAN 2020 Connections

The following are examples of some attract the best talent to collaborate, challenges. IBRI is building a of the connections that were made create and commercialize new unique physical and intellectual throughout the planning process. ideas across a spectrum of space for open collaboration industry sectors, including life among best-in-class academic GARFIELD PARK CREATIVE sciences, technology, advanced and industry talent, disrupting COMMUNITY manufacturing and the arts. It will the traditional innovation model Non-profit Big Car Collaborative is include millions of square feet of in life sciences research and working to revitalize a neighborhood custom, open, modern innovation accelerating the development near Garfield Park as an artistic space coupled with retail and of bio/agro/medical innovations. entrepreneur district. Anchored by housing development, generous Individual researchers and their The Tube, a convening space for green space and walking/biking teams are encouraged to pursue artists and the community located trails for a community experience. breakthrough and translational in a formerly vacant industrial science in close collaboration with building, the community will also INDIANA BIOSCIENCE other researchers across academic include Listen Hear, a storefront RESEARCH INSTITUTE and industrial settings. promoting cultural entrepreneurship Anchoring the 16 Tech innovation and community programming, and community is the Indiana SPEAK EASY a nearby artist housing project Biosciences Research Institute, The Speak Easy was founded in designed to embed creativity in an independent, nonprofit applied 2011 with a mission to cultivate the neighborhood. research institute focused on the healthiest entrepreneurial discovery and innovation targeting ecosystem, anywhere. The Speak THE 16TECH INNOVATION ZONE cardio-metabolic diseases Easy has brought together active 16 Tech is one of Central Indiana’s and poor nutrition. Inspired by and engaged entrepreneurs at most significant catalysts for Indiana’s leading life sciences every stage of business. Members unprecedented innovation, leading companies, research universities are creative types; programmers; to talent and job growth, nearby and philanthropic community, founders; freelancers; business- neighborhood revitalization and IBRI’s goal is to build a world- minded, tech-savvy, first- region-wide economic prosperity. class organization of researchers, time starters; and seasoned Located next to leading research innovators, and entrepreneurs professionals. The members are universities and amidst 67 percent that will catalyze scientific and brought together by a drive to of Indianapolis’ advanced industry translational activities, resulting in challenge the status quo through assets, 16 Tech is purpose-built to new solutions to major healthcare innovation and entrepreneurship.

BICENTENNIAL AGENDA 65 PROSPERITY: STRENGTHENING COMMUNITY

Prosperity happens when people and places thrive. Our interstate highway system, railroads and airport connect us to the world of Pcommerce. Our universities and hospitals connect us to the world of ideas and innovation. Our diversity, relative affordability and open leadership culture offer opportunities to those with dreams of starting careers, launching businesses, pursuing passions or creating other enterprises. As the world economy transforms, so do the fortunes of our residents.

We must fully realize the potential and room with which to grow. We new businesses. We must ensure of our many freight transportation must leverage the employment, that our workforce has up-to-date assets, including highways and rail purchasing, investment, skills and clear career pathways. corridors, by reinvesting in them development and innovation We must position Indianapolis and reclaiming blighted properties power of our anchor institutions. residents to contribute around them. We must ensure our Our economic development meaningfully and sustainably to businesses have the talent strategy must continue to the rapidly evolving economy. emphasize the retention and expansion of existing businesses while simultaneously creating a supportive climate attractive to

66 PLAN 2020 BICENTENNIAL AGENDA 67 Information Platforms Living an authentic city life today means thriving in an increasingly open and participatory environment, and in an increasingly connected world, but in a manner rooted in the places we call home.

People continue to be more virtually at a competitive capacity but connected. If information is the key accessible to all. We must support The digital divide is the gap to success, the city must continue civic advancement and new to pursue opportunities to improve between those who have business by sharing data, allowing and enhance access to the Internet, ready access to computers both the public and private sectors such as free Wi-Fi at key locations to create new applications and throughout the community, and and the Internet, and those find new solutions. This ensures a programs that intentionally seek to who do not. Proponents for government that is communicating eliminate the digital divide. closing the digital divide internally and externally, providing We must produce an opportunities for efficiencies environment where the sharing include those who argue and transparency. of ideas and resources across it would improve literacy, industries fuels our future democracy, social mobility, economy. We must ensure that our virtual connectivity is not only economic equality and economic growth.

68 PLAN 2020 BICENTENNIAL AGENDA 69 Why?

The following paragraphs offer a information technology in designing can be optimized for more cost- handful of reasons why information a health system is in its ability to effective, safe and consistent platforms are central to the vision produce health care that is safe, experiences. The possibilities for of becoming a healthier, more effective, patient centered, timely, logistics-heavy innovations like bike inclusive, more resilient, more efficient and equitable.61 A number share and car share enterprises competitive city. of reports identify the potential expand further. Residents can role of informatics in reducing follow exactly how their tax money Information technology is health disparities in underserved is used. Public safety departments largely just the organization and populations. It has been suggested and watchdog organizations are presentation of information. that telemedicine and similar able to more quickly identify needs However, this information can innovations be assessed as and address them. make a city more environmentally, approaches for improving access Virtual connectivity is socially and economically resilient. to care for those facing geographic increasingly important for the city Information technology needs barriers to appropriate care.62 and its communities – fostering space to grow. The capacity Cities are complex systems of education,63 facilitating civic of our Internet infrastructure is intertwining interests that work engagement64 and changing becoming perhaps as important as in a symbiosis that can easily the way we work. One-third of the capacity of the city’s streets. slip into inefficiencies and even business leaders predict that a As cities bid for the presence of outright mistakes. Residents third of their workforce will not be tech-oriented business, high-speed experience these inefficiencies working from a traditional office Internet service is a key amenity every time they wait for a late by 2020.65 The private sector that can attract innovation and jobs. bus, research the best bike route, also stands to gain substantially Information technology can circle a block in search of parking, by putting more people in closer create a healthier city by enabling hit an unknown pothole or are proximity to one another, both service providers to more quickly unable to access information that physically and virtually. Intellectual and effectively identify populations allows them to better engage spillovers that drive innovation and that may be at higher risk for as residents. By facilitating an employment drop off dramatically various health problems, such as open exchange of information as firms and people move more asthma. The critical role of between the public and private than a mile apart.66 Open data sectors, the quantity and variety creates market opportunities for of data allow for inefficiencies the development of new tech to be found and resolved. The products.67 It is estimated that adoption of an open data policy about $35 trillion annually in also allows for immediacy and economic value could be unlocked accountability to local government, with utilization of open data.68 improving both interdepartmental activities and public interactions. Such new efficiencies can result in lower taxes, lower crime, increased transparency and greater convenience across communities. Bus systems and traffic planning

70 PLAN 2020 CONNECTIONS

The following are examples of some OPEN INDY of the connections that were made Open Indy advocates for using throughout the planning process. public data and technology to improve the city of Indianapolis. CODE FOR AMERICA They are techies and non-techies, Code for America is a non-profit experts and enthusiasts – all with organization that works with cities a mission to make Indianapolis’ to build open-source technology data accessible for the benefit and organize networks of people of inhabitants. To demonstrate dedicated to making government the value of open data, Open services simple, effective and Indy brings together Indy’s easy to use. In 2015, Indianapolis technology sector, non-profits, hosted three Code for America and public policy makers; accepts team members to work alongside challenges and design solutions; Homeland Security and Public and educates the public about the Safety to develop tools to benefits of technology based on improve data analysis, increase open data. Open Indy believes transparency and highlight public that an open Indy is a better Indy. engagement to improve safety for all residents. Also in 2015, Indianapolis was named an official Code for America network member. As a network member, Indianapolis has free access to an online portal in which to upload, maintain and share local data.

HACK INDIANA The Hack Indiana Series, powered by Techpoint and the Indy Chamber, is an extended hackathon designed to invigorate an entrepreneurial culture and equip participants with marketable skills while encouraging relationship formation and camaraderie across states. The Challenge will engage students and professionals already actively contributing to the Indiana tech space and will potentially lead to seeding new ventures and job-creators.

BICENTENNIAL AGENDA 71 Business Retention & Expansion Living an authentic city life means rolling out the welcome mat for new enterprises by demonstrating robust support and providing resources for the growth and prosperity of those who are already part of our community.

Indianapolis has demonstrated that by that strategic focus creates an information technology and sports, it is a good place to start and grow increasingly attractive environment as well as those especially suited to a business. Existing businesses for businesses considering our unique Marion County context, reliably deliver greater job and relocating here. including food manufacturing productivity growth than business While we can advance as a and distribution, technology and choosing to relocate,69 underscoring city by competing for new talent, business-to-business services. the importance of prioritizing residents and visitors, we can set economic development resources ourselves apart from other cities by toward fostering existing business creating a rewarding environment growth and nurturing business that stimulates business retention startups. Business growth fostered and expansion. It doesn’t have to be an either/or proposition. But it does recognize that most local economic growth is not the result of a new corporate headquarters or new factory locating in Indianapolis. We must focus as a region on key economic drivers that emphasize current strengths and show the most promise for growth, including life sciences, advanced manufacturing, logistics,

72 PLAN 2020 BICENTENNIAL AGENDA 73 Why?

The following paragraphs offer a challenges and opportunities of expansion of existing businesses handful of reasons why business their business, their neighborhood (nearly 42 percent) and the retention and expansion is central to and our broader community birth of new establishments (56 the vision of becoming a healthier, and in many cases are locally percent).70 Focusing business more inclusive, more resilient, more owned or controlled. They already development resources, including competitive city. have employees here who are staff time and incentives, on local dependent on them for their business retention and growth Just as native plant species are livelihoods. Their roots are already will increasingly demonstrate to more resilient because they’ve here. Ensuring they remain here business leaders the benefits adapted to the conditions of and can grow provides stability for of growing their business in the local environment, existing our local economy. Marion County. businesses have adapted to the Existing businesses and local economic and employment business startups reliably deliver environment in which they have greater job growth than businesses grown up. They understand the choosing to relocate. No more than 2 percent of annual state job gains can be attributed to business relocations nationally; the vast majority comes from the

74 PLAN 2020 Connections

The following are examples of some can jump-start the momentum of 60 employees in its first 10 years of the connections that were made the region’s major industries and and projects hiring an additional throughout the planning process. increase Indianapolis’ share of 25 employees within two years. export markets. Business growth Located on East New York METRO INDY GLOBAL in export sectors can provide Street on the Near Eastside, the EXPORT PLAN increased economic sustainability business owner hoped to stay Competitive cities take full because local businesses have a in the neighborhood and worked advantage of their existing assets more diverse customer base. They with economic development and economic momentum to create also build local prosperity because staff at Englewood Community new opportunities. The Metro export industries pay higher than Development Corporation and the Indianapolis Global Export Plan average wages. city Department of Metropolitan charts a course for business growth, Development to find the right identifies our most productive space for assembly, light export industries, and creates an manufacturing and servicing of fire opportunity for smaller businesses extinguishers. A former industrial to connect to export supply chains site in the neighborhood met 360 and foreign markets. Metro exports Services’ requirements and also are led by large exporters in pharma, provided enough space to create motor vehicle parts, engine two additional business locations. and power equipment, medical A known brownfield undergoing equipment and supplies, aircraft remediation, the building had parts and intellectual property. housed major employers in the Small to medium-size enterprises past. Once remediated and report significant barriers to renovated, it will house 360 introducing their products to foreign Services’ 85 employees at annual markets and affording export costs, wages averaging more than among other barriers. By working $45,000, with two additional together to increase exports across businesses leasing space. businesses of all sizes, Indianapolis Knowledge of business needs and economic development leaders potential business properties, along with solid working relationships with city government, resulted in job growth in a neighborhood hard hit by unemployment and commercial vacancy.

KOWEBA MANUFACTURING CENTER Koweba Manufacturing Center illustrates how business retention and expansion support at the neighborhood level can deliver value for business and jobs for the neighborhood. Local manufacturer 360 Services, a full-service fire suppression company, grew to

BICENTENNIAL AGENDA 75 Industrial Renewal Living an authentic city life means building on our geographic position as the Crossroads of America and strength as a manufacturing community.

Our interstate highway system, strengthening the local supply opportunities in areas with relatively railroads and airport connect chains of major exporters and high unemployment rates. We must us to the world of commerce. helping smaller producers position advocate for regional transportation Manufacturing remains a themselves for increasing export investments that re-invest in strength in Marion County, with production.74 Manufacturing is existing freight railway and highway a higher than average share of not only Indianapolis’ legacy but a corridors to ensure that the the workforce employed in the dynamic part of its economic future.75 adjoining land uses remain viable. manufacturing sector. In 2012, 9.8 percent of Marion County jobs were in manufacturing. This compares to a national average of 9.0 percent.71 Major manufacturing sectors are pharmaceuticals, motor vehicle parts, engines and power equipment, medical equipment and supplies, aircraft products and parts.72 The deeply We must prioritize the We must fully realize the potential rooted manufacturing history that reclamation of our former industrial of our many freight assets by propelled our city to where we sites for new industrial uses when reinvesting in them and reclaiming are today is all too often told, in possible to anchor businesses and blighted property around them. We part, through its legacy of blighted create good jobs in neighborhoods must ensure that our workforce has and environmentally contaminated hard hit by previous disinvestment up-to-date skills and clear career properties. The rest of the legacy and high rates of unemployment, pathways so that it can contribute is a manufacturing sector that is and ensure that Indianapolis meaningfully and sustainably to the strengthening after the recession, retains the number and size of ever-evolving economy. adding jobs across a range of industrial properties that it will industries.73 Indianapolis and the need to compete in the future. We region are poised to strategically must reclaim these limited assets push for greater export capacity, and position them for productive re-use as job sites providing solid wages and producing products for customers here and around the globe. We must return these properties to the tax rolls so that they may have the added benefit of supporting revitalization efforts in Indianapolis’ neighborhoods and increasing employment

76 PLAN 2020 BICENTENNIAL AGENDA 77 Why?

The following paragraphs offer a facilities), and petroleum and related and far.77 Business growth fostered handful of reasons why industrial constituents in soil and groundwater on formerly industrial land returns renewal is central to the vision (from gas stations and automotive these properties to the tax rolls, of becoming a healthier, more repair shops). These contaminants supports revitalization efforts inclusive, more resilient, more are recognized carcinogens and in Indianapolis’ neighborhoods competitive city. can, under conditions of severe and increases employment exposure over time, cause opportunities in areas with high Former industrial use often leaves birth defects. They also can unemployment rates. environmental contamination exacerbate asthma and chronic Indianapolis currently has a behind, requiring a combination of lung disease. When a brownfield limited supply of larger, shovel- insurance settlements and federal site is remediated and redeveloped, ready development sites, which and state brownfield remediation reducing contaminants in and means that despite having a funds to bring sites back to use. around residential areas is always number of old, industrial sites Additional resources to spur a chief aim. Remediating sites that aren’t being used, very few revitalization include capital for for new industrial use pays are at a point where workers can business starts and growth, such off through decreased health be employed and construction as loan funds, federal and state and environmental risks and in can begin. Four of our largest tax credits, workforce training increased economic growth. former industrial sites – Chrysler funds, and locally created flexible One way of stabilizing a Foundry, GM Stamping Plant, dollars that are not available through neighborhood is to ensure that the Navistar and Ford Visteon – are state and federal workforce funds. people who live there have the a stark reminder that Marion Marshaling these resources will means to maintain their homes County is still recovering from result in greater economic resiliency and their property. People need the loss of 18,800 manufacturing for families, neighborhoods and the jobs, and where the jobs are jobs since 2003.78 Marion County local economy. located is important if we are can accelerate its recovery and The environmental status of going to move the needle on become more competitive in the former industrial sites is often poverty and unemployment. Many meantime by focusing on industrial uncertain, depending on how long of our neighborhoods with the renewal to an extent that advanced they have been vacant and how highest rates of unemployment manufacturing – which emphasizes much is known about the industrial are the same ones with significant industry sectors that sustain processes once performed at vacant, blighted and underutilized greater research and development the site. Primary contaminants of industrial properties. These spending and expand export concern are chlorinated solvents neighborhoods grew up around opportunities for local companies in groundwater (from dry cleaners good-paying industrial jobs and – gains an even stronger foothold and metalworking facilities, such have suffered significantly as here locally. as plating companies), metals such the jobs disappeared. Cities that as lead and chrome in soil (from prioritize reclaiming legacy industrial foundries and metalworking sites for new industrial re-use are able to anchor businesses and create jobs in neighborhoods hard hit by previous disinvestment and high rates of unemployment.76 Indianapolis has significant opportunity to reclaim these valuable assets and convert them into productive job sites that provide solid wages and produce commodities for customers near

78 PLAN 2020 Connections

The following are examples of some INDUSTRIAL REDEVELOPMENT LAND USE PLAN of the connections that were made ENTITY Updating the Land Use Plan, an throughout the planning process. Careful thought has gone into element of the Comprehensive Plan creating the technical, administrative for Indianapolis and Marion County EMPLOYINDY’S POWERTRAIN and business development team and a component of Plan 2020, will Workforce incentives for that can shepherd industrial re-use include a new industrial reserve businesses to locate in former strategies toward completion. overlay recommendation, prioritizing industrial sites can make a Beginning as The Mayor’s the most important industrial-zoned difference in speeding re-use. Manufacturing Re-use Task Force, or industrial-planned land near One innovative local program the effort started as a roundtable highway interchanges, rail spurs and providing “train and place” of stakeholders and business the airport. opportunities is PowerTrain, which leadership. Representatives of the connects employer needs for Mayor’s Office, Department of skilled workers with support for Metropolitan Development, Indy low-skilled potential employees Chamber, Local Initiatives Support from neighborhoods with high Corporation, Central Indiana unemployment rates. Funded with Corporate Partnership and Conexus, local tax-increment financing dollars, along with commercial real estate the pilot program trained and placed brokers, met to discuss obstacles approximately 400 residents into to industrial re-use as well as new jobs by the end of 2015. opportunities. The work will result in a streamlined and coordinated process staffed by brownfield, real estate and business expertise. Moving forward, this team will collaborate to remediate and market former industrial sites, reaching out to businesses seeking to start, grow or relocate to Indianapolis.

BICENTENNIAL AGENDA 79 Downtown Central Business District Living an authentic city life means benefiting from the economic engine at the heart of a major metropolitan area and enjoying the events, activities and attractions that exist only near such economic vibrancy.

As the economic engine of It is home to the second largest of our existing multi-tenant towers. Indiana, Downtown is critical to university in the state. It is the We must ensure that all new the health of our city, region and regional heart of our medical development respects the historical state. Downtown is a neighborhood industry. It is the crossroads of context of Downtown living and of competing interests on a scale our interstate highway system, our the existing communities. We must unparalleled in the state. It is our transit network and our regional preserve the ability of businesses central business district. It is the greenways system. It is also a to grow within Downtown, which hub of our tourism industry. It is growing residential neighborhood: requires thoughtful balancing of the core of our social services a place for people to call home. increasing demand for land by delivery system. It is the center Each dynamic facet of Downtown residential and non-residential uses. of civic life – where we gather is important and requires due We must ensure proximate access to celebrate, protest, mourn, consideration. For Downtown to for business support enterprises debate and administer justice. continue to thrive, it must have – on which every other business the capacity to meet the needs relies and through which many of existing and future residents, people are employed – which For the purposes of businesses, institutions and will inevitably be pressured to visitors. As a community, we must move by market demand. We the Bicentennial Plan, invest in the continued success of must ensure we can attract the Downtown is defined by Downtown and refute any notion full range of skilled and educated that it is something separate and workers demanded by the variety the areas inside the I-65/70 distinct from the rest of Marion of Downtown employers as well as interstate highways (north, County, as if it were something to maintain and expand our regional south and east) and White compete with. When Downtown ability to transport them in ways wins, all of Marion County wins. that reduce negative impacts on River to the west. When Marion County wins, the adjacent neighborhoods. state of Indiana wins. We must ensure that public policy accommodates the evolving preferences of many growing businesses for single-tenant buildings while developing strategies to preserve the value

80 PLAN 2020 BICENTENNIAL AGENDA 81 Why?

The following paragraphs offer neighborhoods are more socially but the notion that economic a handful of reasons why the engaged, have greater trust in opportunities Downtown are only downtown central business district their community and volunteer for those with higher education is is central to the vision of becoming more regularly than those in less incorrect. Few other places in the a healthier, more inclusive, more walkable neighborhoods, increasing region match Downtown’s diversity resilient, more competitive city. the quality of life for all.81 Assuming of employment industry, job type there are adequate pedestrian and salary. Downtown was home to more facilities, such as sidewalks and While Downtown comprises than 121,000 jobs in 2011, with 93 crosswalks, walking becomes less than 0.007 percent of Indiana’s percent of these being workers’ safer when pedestrian traffic land, it is home to 4 percent of primary jobs.79 No other place in increases. As people become more every job, and 11 percent of every Indiana has Downtown’s scale visible, motorists become more job paying more than $40,000 per and diversity of businesses and alert and cautious as they adjust year, in the state. It is the unrivaled industries. Its continued success to their presence. In communities economic engine of Indiana. is critical if Marion County, Central that do not provide adequate Furthermore, as the region has Indiana and the state of Indiana are pedestrian facilities, fewer people grown, Marion County’s share of to remain relevant and competitive walk, and those who do are in employment has declined from 66 in a global economy. By confirming far greater danger of injuries and percent in 2001 to 59 percent in a continued commitment to the fatalities because motorists are 2011, but Downtown has actually Downtown business community, not accustomed to watching for grown stronger. Downtown now we confirm a continued supply them. A lack of adequate sidewalks, accounts for 19 percent of every of jobs, taxes and innovation that crosswalks and other infrastructure job in the region, an increase from powers our regional economy. means that pedestrians are 16 percent in 2001. Forty percent Downtown, one of Indianapolis’ physically competing with cars for of these jobs are in three important complete communities, offers the same space. growth sectors: life sciences, safer street design and conditions As the hub of the public education and finance.83 that put the pedestrian first transportation, greenway and and raise the pedestrian profile highway network, Downtown through signage, lighting and provides access to the greatest unobstructed views of oncoming concentration of employment vehicular, bicycle and pedestrian offerings in the entire state. Nearly traffic.80 A walkable community a quarter of these jobs require no like Downtown Indianapolis more than a high school diploma, enables residents to become more providing entry-level opportunities physically active, which in turn for many residents. And many of makes the community safer for all these entry-level jobs pay well. In who live and work there. Research 2011, 19 percent of all jobs paying shows that residents of walkable more than $40,000 per year Downtown were held by workers who never attended college (that’s more than 11,000 jobs).82 Given the concentration of high-skill life sciences, education and finance industries, it is no surprise that this number is lower than the 26 percent for all jobs in the county,

82 PLAN 2020 Connections

The following are examples of some REGIONAL CENTER PLAN of the connections that were made The Regional Center Plan, an throughout the planning process. element of the Comprehensive Plan for Indianapolis and Marion County VELOCITY and a component of Plan 2020, Velocity is a co-created, five-year outlines land use and public policy strategic action plan for Downtown for the Downtown area. The Plan Indianapolis guided and activated 2020 update to the Regional Center by collaborating organizations. Plan will coincide with an update The plan is a vision for the future to the Velocity plan, coordinating of Downtown, a framework the two plans for Downtown into a that maps out priorities, key coordinated strategy. concepts and improvements. In addition, it is an action plan that prioritizes strategic initiatives and drives implementation. The benefits of this plan will allow partners to maximize efforts and reduce overlap, leverage existing data assets and research, ensure community engagement, strengthen partnerships and identify development opportunities.

BICENTENNIAL AGENDA 83 Anchor Institution Strategy An authentic city life means benefiting from long-standing community institutions that anchor neighborhoods, the local economy and civic life, on a scale possible only in a major metropolitan area.

The founding dates of select Marion County anchor institutions:84

Butler University 1855 IUPUI 1969 Riley Hospital 1924 Children’s Museum 1925 Indiana State Fair 1852 Roudebush VA Medical Center 1932 Community Hospital East 1956 Indianapolis Museum of Art 1883 St. Francis Hospital 1914 Community Hospital North 1983 Ivy Tech Community College 1963 St. Vincent Hospital 1881 Community Hospital South 1961 Marian University 1937 University Hospital 1914 Community Hospital Westview 1973 Martin University 1977 University of Indianapolis 1902 Eskenazi Hospital 1859 Methodist Hospital 1908

Anchor institutions are long- serving nature of their operations, promote a symbiotic relationship standing, established Indianapolis are unlikely to move. They provide between the vitality of the anchor institutions with enduring histories stability for our community and and the vibrancy of its context. and promising futures. Indianapolis’ have an inherent self-interest in We must begin to leverage the anchor institution strategy can be the health of the neighborhoods economic power of universities, summed up as harnessing the that surround them. Increased in particular, to produce targeted economic development, workforce employment for nearby residents benefits to both the institution and development, neighborhood can extend economic opportunity the community. revitalization, and local investment while reducing commuting time, opportunity of Indianapolis’ colleges, allowing workers to spend more universities, hospitals, and some time with their friends and families other large employers. Because or engaging in their communities. of their deep physical and social If the economic power of these ties to the communities where anchor institutions were more they are located, these anchors effectively harnessed, they could represent tremendous opportunity. contribute greatly to community These major institutions have wealth building. surpassed traditional manufacturing We must leverage the companies to become the city’s employment, purchasing, investment, leading employers. They are development and innovation power homegrown and, due to the size of of our anchor institutions to access their investment and the locally the full range of community wealth- building opportunities available throughout the city. We must leverage this interest to revitalize neighborhoods, promote economic opportunity for area residents, and

84 PLAN 2020 The Bicentennial Plan partners with Marion County’s anchor institutions to promote increased local economic development through targeted initiatives:

· Identifying and aligning the anchors’ workforce needs with local education and training resources in order to improve workforce training opportunities for local residents and enhance productivity.

· Hiring a greater percentage of their workforce locally.

· Incubating new businesses to further develop resilient and cost- effective local supply chains and specialized industry clusters.

· Directing a greater percentage of their purchasing power toward qualified local vendors based in the community.

· Serving as advisers or network builders to increase community infrastructure and capacity.

· Leveraging real estate development to promote local retail, employer-assisted housing and community land trusts.

· Incubating new businesses to further develop resilient and cost-effective local supply chains and specialized industry clusters.

· Using retirement funds to invest in local real estate development and job-creation strategies and to provide community venture capital to nonprofits, entrepreneurs and employee- owned firms.

BICENTENNIAL AGENDA 85 Why?

The following paragraphs offer a pedestrian and bicycle access to Facts and Figures86 handful of reasons why an anchor and within their campuses and institution strategy is central to supporting various collective impact · Indianapolis hospitals served the vision of becoming a healthier, initiatives that seek to improve the over 1.4M unique patients in 2013. more inclusive, more resilient, more health of the community. competitive city. Anchor institutions can be · Indianapolis colleges and important drivers of economic universities enrolled over 67,000 A neighborhood and an active, growth. Through their spending students in 2013. community-oriented anchor have and investment, employment and a symbiotic relationship: As one contracting - and their ability to · Indianapolis anchors’ 52,024 thrives, so too can the other. generate ideas, information and employees make up 8.8% of Anchor institutions have the ability talent - they can spark innovative Marion County’s workforce. to add political and economic clout enterprises grounded in place. to residents and businesses of Their existence can be especially · 45% of employees live outside the neighborhood and can act as important in older, industrial cities of Marion County advocates for their area. bereft of other major employers, Anchor institutions can help though their presence is felt in · In 2013, Indianapolis anchor make Indianapolis a healthier city virtually all metropolitan regions. institutions hired 4,918 (3,339 by encouraging and incentivizing Indianapolis’ anchor institutions full-time, 1,579 part-time) their numerous employees to make attract hundreds of millions of new employees healthy choices through wellness dollars in external research funding, programs and healthy habit including federal, industrial and · The total amount of land owned incentives that encourage active philanthropic dollars. In 2013, by Indianapolis anchors is living, good nutrition and tobacco- Indianapolis anchor institutions enough to cover downtown; free lifestyles. Anchor institutions attracted $400 million in research 2,208 acres can also support the health of the funding. This has spawned new surrounding community by making products, services and technologies · Indianapolis anchors have more sure they are contributing to the that can be sold.85 square footage (32.4M square feet) than the total metro, multi- tenant office market (30.9 M square feet)

· Total charity care for all Indiana hospitals is 56% of the charity care provided by all Indiana Hospitals was provided by Marion County hospitals

· Attraction of external research dollars ($400M annually) from federal, industry and philanthropic sources

86 PLAN 2020 Connections

The following are examples of some IUPUI INNOVATION-TO- with a private developer to build of the connections that were made ENTERPRISE INITIATIVE 50 new affordable apartments. throughout the planning process. IUPUI launched the Innovation- This redevelopment reclaimed a To-Enterprise Initiative to support high-profile and blighted property in COMMUNITY LAUNCHPAD research commercialization. In the neighborhood, provided much- Community Launchpad, a 2013, there were 199 invention needed quality affordable homes, division of Community Health disclosures, 233 patent and increased living options along Network’s Visionary Enterprises applications, 31 technology a planned bus rapid transit corridor, Inc., resulted in 18 unique health licenses, 16 patents issued and 15 expanding mobility and access to care advancements generated by startup companies founded. employment for its new residents. employees and physicians, which have entered an incubation process that will determine if they are ready to be commercialized. They have filed two U.S. patents and licensed one patent to a Fortune 100 company.

ST. VINCENT HEALTH NETWORK St. Vincent Health Network, which typically launches about 150 new research studies annually, has had over 640 research studies open in 2015, with the majority BUTLER BUSINESS THE CHILDREN’S MUSEUM of those based at the St. Vincent CONSULTING GROUP OF INDIANAPOLIS Indianapolis Hospital campus. Since its conception in 2014, the Between 2009 and 2014, The These research studies are often Butler Business Consulting Group Children’s Museum helped completed under contracts with has successfully completed over speed housing renovations in its major pharmaceutical or device 175 projects with over 70 clients. neighborhood, removing blight companies, or under collaborative Since launching the Innovation and creating homeownership agreements with national Fund in 2012, the university has opportunities for low- and cooperative oncology research invested in 28 projects. moderate-income families. The groups, major academic centers museum used its financial strength (including both Purdue and IU ILLINOIS PLACE to provide a no-interest line of locally) and other similar nonprofit In 2004, Winona Hospital, in credit of $640,000 to the Near research entities. In addition, St. the heart of the Mapleton-Fall North Neighborhood Development Vincent directly funds a number Creek neighborhood, closed Corporation (NNDC), which allowed of research projects that are its doors at 33rd and Meridian NNDC to take on more projects at completed by medical residents streets. After the blighted once. The museum also provided who participate in the hospital’s property was demolished and a cash grant to meet some Accredited Council for Graduate cleaned up with the assistance of development costs. The museum’s Medical Education (ACGME) city and state resources, partnership with NNDC supported residency programs. the nearby Children’s Museum 18 of the 49 homes NNDC of Indianapolis, working with completed during those years. community partners in a quality-of- life planning process, partnered

BICENTENNIAL AGENDA 87 Civic Responsibility An authentic city life means feeling as though you are a part of the larger community and actively participating in its betterment.

Indianapolis has a proven track Indianapolis community needs – in business model. We must implore record of rallying support around fact, much of what the Bicentennial all residents to become more significant civic ventures. On Plan calls for – is for our civic civically engaged. We must share specific days, focused on specific responsibility to reach beyond really our collective time and abilities events and purposes, we are able large events into programs, events to assist with solving meaningful to move to action in a way that few and initiatives that have the ability social issues, strengthening other cities can. There is a strong to improve neighborhoods and the communities, improving the sense of responsibility to win at daily lives of residents long term. quality of lives, creating work the really big things. Indianapolis’ We must seize the opportunity experiences, connecting to volunteer rate jumped nearly to become one of the first others, increasing social capital 10 percentage points in 2012 cities in America with an actual and transforming the lives of compared to 2011,87 most likely as a policy, pledge, commitment and/ individuals, especially children. direct result of the city’s hosting of or practice for all businesses Super Bowl XLVI. We go big … and throughout the community to then most of us go home. model civic responsibility for Social capital refers to the In 2013, Indianapolis was ranked our residents. We must adopt as the 12th most civically engaged an attitude that says, “With networks of relationships city in the United States, which me, not for me.” We must among people who live and was a slight increase from the 2012 focus on improved access to work in a particular society, ranking of 16th.88 Generally speaking, and awareness of opportunities however, Indianapolis residents for civic engagement. We must enabling that society to engage in fewer group activities or increase our volunteer and function effectively. involvement, are less active in their engagement programs for all neighborhoods and volunteer fewer businesses no matter the size, hours than those living in peer cities number of employees or profit such as Charlotte, Kansas City, status. We must create relevant Milwaukee, Minneapolis, Nashville and diverse opportunities for and St. Louis.89 Much of what the engagement. We must support the development of dedicated leadership that models exceptional inclusion and respect. We must increase the number of businesses that adopt civic responsibility as a part of their

88 PLAN 2020 BICENTENNIAL AGENDA 89 Why?

The following paragraphs offer an individual has, can provide the workforce. In a recent a handful of reasons why civic meaning and purpose to his or her survey of 13- to 25-year-olds, responsibility is central to the vision life while protecting him or her 80 percent expressed that they of becoming a healthier, more from isolation. There is a growing wanted to work for a company inclusive, more resilient, more body of evidence that suggests that cares about how it impacts competitive city that communities with higher and contributes to society.94 volunteer rates have lower rates Eighty-eight percent of millennials During challenging times – whether of mortality and fewer incidences gravitated toward companies with it is a chronic issue such as poverty of heart disease and depression.91 pronounced Corporate Social or violence, or shocks such as Research also suggests that Responsibility (CSR) programs, and natural disasters or significant volunteer activities offer those who 86 percent would consider leaving economic disruptions – the ability of serve more than just a social safety if their employer’s CSR no longer individuals, families, neighborhoods net; volunteering also provides met their expectations. and organizations to come together individuals with a sense of purpose Engagement is good for and provide assistance is critical and life satisfaction.92 business too, as more engaged in terms of mitigating harm and When entire groups of people employees make for greater profits. rebuilding for a better future. do not participate, not only do Companies with highly engaged Building robust and inclusive social the individuals of the group not employees have three times networks that are supported by the benefit, but society as a whole the operating margin and four broader community makes our city suffers. In a more inclusive, civically times the earnings, per share, of stronger in good times and in bad. engaged city, more people stand companies with low engagement.95 It builds social capital. To become a a better chance of getting what Civic skills strengthened through more resilient city, the residents of they need. And different people public engagement create more Indianapolis-Marion County must engage in different ways. A diverse attractive job candidates, while strengthen their social interactions population, like that of Indianapolis, the informal networks formed and personal relationships. And requires different approaches and through volunteer engagement one way to do just that, while opportunities to address a given both circulate information about simultaneously addressing some of problem. When this happens job opportunities and connect the community’s most challenging we can begin to rally around our potential employers to potential issues, is to become one of the systemic issues more effectively employees.96 Civic engagement and most civically engaged cities. and generate greater enthusiasm volunteerism may also play a role A civically responsible and support for everything from in reducing employee turnover.97 community is likely to be, or donating to charity, to volunteering Thus, recruiting top talent, keeping can become, a more healthy for programs, to voting. them engaged and building a community. Research indicates Civically engaged businesses business’s reputation all add up there are physical and mental and nonprofits thrive ahead of their to a bigger bottom line. health benefits to individuals who market competitors. Volunteer volunteer for the purposes of programs send a clear message benefiting other people or society to the employee and community as a whole.90 An individual’s social that employers care and that they connections, which are measured are invested in improving lives and by the number of social roles that community. Fifty-three percent of employees and 73 percent of students say that having a job where they can “make an impact” is very important or essential to their happiness.93 Millennials will soon make up over 50 percent of

90 PLAN 2020 Connections

The following are examples of some UNIVERSITY OF INDIANAPOLIS, empowered young professionals of the connections that were made CENTER FOR SERVICE- will serve as the next group of throughout the planning process. LEARNING AND COMMUNITY business, government, not-for- ENGAGEMENT profit and civic leaders in the INDY DO DAY The Center for Service-Learning 21st century, and that they will Indy Do Day is the framework and Community Engagement implement a progressive vision for service and action throughout is a resource center for UIndy for the Central Indiana region. Marion County. It consists of students, faculty and staff involved The Exchange works to identify, several days when the people in service-learning programs and challenge and cultivate this next of Indianapolis get to know their volunteer activities. The CSLCE generation of leaders. neighbors, take ownership of provides, among other assistance, their neighborhoods, and take information on best practices; LATINO YOUTH COLLECTIVE care of one another. Indy Do Day information and opportunities for The Latino Youth Collective is driven by the power of people, service-learning placements and provides resources and organizations and communities that volunteer opportunities; information opportunities, such as the take pride and share ownership on grants for service-learning Campecine Youth Academy, for of their community. It’s about projects and course development; youth to engage in personal and strengthening community descriptions of service-learning community development through relationships. However, it is more courses; assistance in identifying a philosophy of education and than a single day of service. It is and developing community social movement that combines about improving and building the partnerships; planning and education with critical theory, most civically engaged community development for community- grassroots organizing, and in the nation, where every day is a based learning programs; and collective action. The Campecine Do Day. resources and materials on service Youth Academy is a program learning, community partnerships designed around Participatory US2020 and community-based learning Action Research, a practice that US2020 is a national effort to programs here and elsewhere. emphasizes social change through increase K-12 student engagement collaboration and reflection. in science, technology, math and INDIANAPOLIS URBAN LEAGUE The curriculum stresses a variety engineering by creating high- The Indianapolis Urban League of research methodologies, impact volunteer mentoring roles Young Professionals, also known incorporates community for professionals in STEM fields. as The Exchange, promotes, organizing, emphasizes the Organized locally by TechPoint advocates and develops young importance of critical media skills, Foundation for Youth, US2020 professionals interested in serving and trains scholars to produce taps STEM professionals’ passion marginalized communities in the multimedia projects. for their fields and puts them pursuit of social and economic on the front lines of nurturing equality. The Exchange believes student success. that socially conscientious and

BICENTENNIAL AGENDA 91 PEOPLE: STRENGTHENING FAMILIES

Central to creating a strong community is strengthening the families who live in Marion County so that they may become and remain Pself-sufficient. Families thrive when they have: frequent interactions supported by strong personal relationships; an affordable place to live in a safe neighborhood; the opportunity to work for wages that meet more than basic needs; and, for families with children, educational excellence. Indianapolis aspires to be a city where all families thrive.

We must strengthen our population, particularly in terms of employment, income, health, education and housing. We must chart a path to expanding economic opportunity, ensuring quality schools and championing a civic culture that welcomes broad participation in all of Marion County. We must create safer streets, meaningful careers, high- quality education, improved quality of life and high-quality housing and transportation options.

92 PLAN 2020 BICENTENNIAL AGENDA 93 Workforce Development Living an authentic city life means exploring opportunities to continually improve and adapt your skills and knowledge.

Our ability to remain globally driven, sector-specific workforce ensuring that the “demand side” competitive is tied to our ability to development partnerships. These (employers) matches the effective retain and attract a highly talented arrangements link industry needs delivery of the “supply side” (the workforce and to adapt our existing to training resources and the social network and workers). workforce to meet changing service delivery network that We must capitalize on the ease industry demands. Our ability to help workers overcome barriers by which one can pursue economic develop, retain and attract talent to job readiness and employment goals in Marion County and build on is both a product of the quality of stability. In short, this means our innovative and entrepreneurial economic opportunities provided by our businesses as well as the quality of life offered by our Effective collaborations in workforce development are defined by the community. Our ability to maintain following characteristics: an agile workforce – workers who remain responsive to the evolving · Active employer engagement in monitoring industry needs and clearly needs of a global economy – is identifying skills, often organized as skills panels dependent on a highly responsive workforce development system that · Responsive workforce training and education institutions able to deliver is able to deploy the right people to the training that industry has clarified and prioritized the right place at the right time. Communities that are · Consensus on training certifications that affirm a job seeker’s skill levels resolving the mismatch between and job readiness the knowledge and skills that employers need and those · A system of stackable credentials that provide job seekers and incumbent possessed by potential employees workers wishing to advance in their careers with opportunities to are successfully forging employer- enhance their work-based skills over time, moving up skill level by skill level

· Clear and readily accessible information for job seekers on career pathways, including a list of skills needed, where training is provided, what training costs and how adding skills over time can provide career mobility and enhanced earnings

· Clear and readily accessible social service supports and educational remediation resources for low-skill, low-wage workers so they can enhance their readiness for more formal workforce training and higher quality jobs

· Strong and clearly defined partnerships between community-based organizations delivering job readiness preparation and the formal workforce training resources poised to deliver industry-recognized skills

94 PLAN 2020 traditions. We must connect what We must develop innovation are relatively low barriers to entry and entrepreneur districts and into the local economy by growing collaborative and co-working spaces. a more collaborative economy. We We must focus workforce strategies must connect this attitude with around the industries that are place-based investment strategies important to the regional economy, that connect entrepreneurship especially those that are projected with neighborhood revitalization. to grow and add jobs in the near future and provide opportunities for advancement and those that have significant shortages in key skilled occupations.98 We must focus strategies on both high-wage and high-demand sectors as well as those with relatively low barriers to entry for lower-skilled workers but that provide training pathways to quality jobs.99

BICENTENNIAL AGENDA 95 Why?

The following paragraphs offer a The benefits that often to participate more successfully handful of reasons why workforce accompany jobs with career in workforce development development is central to the vision pathways – health and life opportunities is one of our of becoming a healthier, more insurance, wellness benefits, Bicentennial challenges. inclusive, more resilient, more benefit leave time – provide Large West Coast cities have competitive city. improved access to health care as historically been the cradle of the well as increased economic and tech industry, and large cities Education and workforce social stability. Lack of education is in the Boston to Washington, credentials can provide workers directly related to unemployment D.C., corridor are increasingly with a greater cushion against and poverty. Over one in three strong in technology startups. job loss and a wider range of persons without a high school Because tech innovation spurs opportunities in the face of job loss. diploma (37 percent) in Marion robust economic growth, cities And the truth is, employers need County lives in poverty. This is of all sizes in other regions are them, too. Indianapolis employers more than twice the rate of those seeking to make themselves report that business growth is with a high school diploma (17.8 attractive as emerging tech hubs impeded because employers percent), and more than five times by offering high-speed Internet. cannot always find the talented the rate of those with at least a Improved network infrastructure workers they need. The region’s bachelor’s degree (5.6 percent). combined with greater affordability largest industry sectors, health care Educational status affects health allow smaller cities to position and manufacturing, account for 28 both directly, through ability to themselves as places to launch percent of all jobs and 32 percent understand health risks and health innovation, provided they also offer of all wages. In a one-year period care directives, and indirectly, a tech-skilled workforce. Increasing tracking hiring needs, these sectors through reduced disposable income Indianapolis’ pool of tech-skilled posted 30,000 job openings, 75 and access to health care. Poverty talent positions the city as a great percent of which required post- and low education status are place for innovators to bring their secondary education and training.100 associated with teen pregnancy, ideas and launch their businesses. With growth in technical fields substance abuse, high proportions Increasing Indianapolis’ skilled projected to produce 51,000 of female-headed households, workforce increases our city’s additional jobs by 2025, pressure and social instability. Increasing ability to attract innovation. is on to educate our residents graduation rates will go a long and attract skilled residents to way to relieving poverty in meet this demand.101 Creating Marion County. effective sector-specific workforce Career pathway development development and attraction opportunities are effectively out collaborations will increase the of reach for adults who have not skilled workforce our businesses earned a high school diploma. At need to remain resilient.102 least 90,900 working-age adults in Marion County lack a high school diploma or a General Equivalency Degree, and 171,059 working-age adults have attained only a high school diploma or GED.103 Finding avenues for these adults

96 PLAN 2020 Connections

The following are examples of some CAREER TECHNICAL TECHPOINT of the connections that were made EDUCATION, DUAL CREDITS, Sector strategies can be more throughout the planning process. INDUSTRY CERTIFICATION, comprehensive than workforce AND INTERNSHIPS development alone. Talent iDEW High schools in Marion County attraction efforts within a sector In April 2015, the IU School are working closely with industry show promise in helping close skills of Informatics and Computing to increase student opportunities gaps. TechPoint’s XTern program at Indiana University-Purdue to chart a post-secondary career develops high-quality tech summer University Indianapolis, in path. High school Career Technical internships for high-achieving collaboration with JPMorgan Education courses include college students, pairing work Chase, launched iDEW – opportunities to earn college credit experience with Downtown living Informatics Diversity-Enhanced and industry certification, both and a range of cultural and social Workforce initiative. iDEW is a of which signal job readiness. experiences to introduce interns workforce development project Conexus initiated an Advanced to Indianapolis’ quality of life and that introduces Indianapolis high Manufacturing and Logistics place. Growth of the program’s school students to interesting internship program in Central visibility on campuses and within and well-paying post-secondary Indiana in summer 2015 that the industry has increased the opportunities that are based on provides paid internships for rising number of internships available, science, technology, engineering high school juniors and seniors which has further increased the and math skills. A partnership who have completed qualifying number of top candidates applying between the IUPUI School of technical classes, providing them for opportunities. TechPoint’s XPat Informatics and three Indianapolis unique insight and experience in program reaches out to graduates high schools, the program will post-secondary work opportunities of Indiana colleges and former work with cohorts of students in well-paying logistics and Indianapolis residents who have throughout their high school manufacturing fields. tech skills and live in other cities, years, providing hands-on learning, introducing them to the tech college-based experiences, opportunities in Indiana. internships and college and career coaching.

BICENTENNIAL AGENDA 97 Economic Mobility Having access to a full range of economic opportunities is a defining element of what it means to enjoy an authentic city life.

A family’s standard of living reaches are able to sustain the benefits low barriers to entry can further beyond the ability of members to afforded by employment and the benefit workers by providing secure jobs. Employment is the quality of life that it brings. To do secured training pathways to higher means by which we gain access so we must close the current quality jobs.105 to wealth. A family’s standard of skills gap by forging employer- We must promote and expand living is the intersection of earnings driven, sector-specific workforce the evidence-based recidivism- from employment and the buying development partnerships linking reduction programs and approaches power of those earnings to secure a industry needs to training resources to supervision that change people’s quality of life. A family’s standard of and the social service delivery criminal behaviors and help them living can be improved by increasing network that helps anyone willing get back on the economic ladder earnings and by being able to buy to work to overcome barriers to job upon release from incarceration. more with their earnings. For the readiness and employment stability. We also must increase and purposes of the Plan 2020 initiative, We must expand the supportive enhance transit options that expand economic mobility is considered networks that provide financial residents’ ability to reach good to be the movement from one literacy training and incentivize jobs, and we must further commit standard of living to the next. It is savings to help families become to expanding the various types of the ability of an individual, family more resilient. housing offered throughout the city. or household to improve their In doing so, Indianapolis families economic status, as measured will be better able to choose by individual, family or household Skills gap is a mismatch housing and transportation that income and buying power. between the knowledge and match their earning power. We must address both sides of skills that employers need this intersection. We must focus on increasing access to quality and those possessed by careers and self-sustaining wages potential employees. while also improving access to quality educational opportunities, safe and affordable housing and We must focus workforce transportation options, health strategies around the industry care and safe streets. The end sectors that are important to goal is wealth creation and asset the regional economy, that are accumulation, so that residents projected to grow and add jobs in the future.104 We must adopt a two-pronged approach to workforce development: one focused on high- wage and high-demand industry sectors, and one that recognizes that lower-skilled jobs with relatively

98 PLAN 2020 BICENTENNIAL AGENDA 99 Why?

The following paragraphs offer a effective poverty reduction policies higher for African-American handful of reasons why economic should be viewed as public or social workers and approximately $17,000 mobility is central to the vision investments that generate returns higher for Latino workers, adding of becoming a healthier, more to society over time in the form of $10.6 billion to the local economy.108 inclusive, more resilient, more higher real gross domestic product Strategically focusing on competitive city. (GDP), reduced expenditures business growth in higher wage, on crime and health care and high-growth sectors and increasing Increasing Marion County’s more general improvements in effective workforce development absolute number and percentage everyone’s quality of life. efforts that position residents for of jobs that pay wages high Addressing wage and salary better paying jobs in these sectors enough to cover basic family needs inequalities would enable more will fuel economic mobility and would make entire families, the Marion County residents to become increase Indianapolis’ competitive communities they live in, and economically mobile and contribute edge. The lack of economic Marion County as a whole much to Marion County becoming a more mobility in Marion County more resilient. A renewed focus on inclusive community. The benefits undermines business confidence. wealth creation will help provide associated with wealth creation and And while Central Indiana appears families with some insulation asset accumulation are currently to have recovered relatively quickly from changing circumstances. out of reach for many Marion from the 2007-09 recession, our For example, families can draw County residents. African-American recovery does not equate to higher upon their savings and equity in and Latino workers in Indianapolis economic mobility. Indianapolis’ times of need, such as during earn lower average incomes than post-recession job gains did not unemployment or for health issues, Caucasian workers. In 2012, the lift the median wage. The total as well as in times of opportunity, median wage for workers of color number of job losses from 2003- such as to pursue higher education was $6 less than the median wage 13 included the loss of nearly or start a new business. for Caucasian workers.107 If the 19,000 manufacturing jobs in the Improving the ability of residents racially disparate wage gap were region, with 92 percent of this loss to advance their economic status closed, the gains in employment occurring in Marion County.109 Many is a critical way to improve health and wages would benefit not of these jobs paid above median outcomes for all. Today, one-third only people of color but the local wages110 and came with employer- of children (that’s more than economy overall. With racial equity sponsored health insurance plans. 74,000 children) in Marion County in income and employment in 2012, Recent job growth has skewed to live in poverty.106 Numerous average annual income would have lower paying jobs both locally111 harmful health effects result from been approximately $14,500 and nationally.112 poverty, especially in children. Child development during the early years lays the foundation for later health and development. The connections between economic mobility and human health are clear and significant. Expenditures on

100 PLAN 2020

INDIANAPOLIS RECORDER COLLECTION, INDIANA HISTORICAL SOCIETY Connections

The following are examples of some GOODWILL EXCEL It is a results-focused “collective of the connections that were made CENTERS AND CHRISTEL impact” model that brings partners throughout the planning process. HOUSE DROPOUT RECOVERY into the room concerned about SCHOOLS (DORS) the issue of offender re-entry and CENTER FOR WORKING FAMILIES Dropout Recovery Schools offer creates the environment for them The Center for Working Families an avenue for adults with no high to not only develop aligned actions provides people with the tools they school credentials to acquire the but to implement them. This work need to be more financially resilient. skills and credentials they need to directly impacts the recidivism and Indianapolis’ seven Centers for secure higher paying jobs. Students re-arrest rate in Marion County. Working Families provide a range of earn not only a high school This work also has resulted in interrelated services and supports. diploma but college credits and documented savings and has Program participants pursue career industry-recognized certifications become a cornerstone of public goals and develop new skills while that become pathways to careers. policy reform in Indiana. also learning to navigate complex Indianapolis’ seven Dropout public benefit programs, reduce Recovery centers have designed LISC CLUSTER ANALYSIS debt, improve their credit scores their programs to meet the unique Business attraction and business and save for the future. A pilot needs of adults going back to growth strategies that increase jobs initiative, the Bridge Program, school.113 They offer flexible hours, in and near neighborhoods with works to connect participants drop-in child-care facilities and on- relatively high unemployment rates to training that can lead to post- site advisers who offer guidance and few residents with some post- secondary credentials and better on overcoming the challenges of secondary training would relieve paying jobs. Results in the first balancing family, work and school, some of the stress that is placed on 18 months are promising. Current contributing to students’ ability to the current transportation system participants are pursuing the persist and succeed. and improve the performance of credentials needed for better jobs future systems. In other words, in health care and manufacturing. MARION COUNTY residents wouldn’t have to travel RE-ENTRY COALITION so far (or for as long), or rely as CONEXUS The Marion County Re-Entry heavily on public transportation to Conexus’ pilot apprenticeship Coalition is an evolution of the reach their place of employment program for high school students work that the Annie E. Casey if jobs were reintroduced into pursuing technical training launched Foundation began in Indianapolis. Marion County’s neighborhoods. with philanthropic support. It holds Existing, underused industrial the potential to increase the number sites in neighborhoods in and near of students who gain important on- Downtown create opportunities the-job experience leading to post- for new businesses with jobs that secondary success, which in this do not require advanced training.114 case is defined as further education The Local Initiatives Support or a good paying job in logistics or Corporation has identified food advanced manufacturing. manufacturing and distribution, local business-to-business and technology as economic growth clusters suitable for such areas.115

BICENTENNIAL AGENDA 101 Transportation Options Living an authentic city life means having choices in how you get around the city.

In 1910, the city had a well- of pedestrian facilities such as We must promote reinvestment connected street grid for sidewalks or street lights. Our and greater connectivity in automobiles and buses, sidewalks public transportation system is our street network. We must on every city street, a network chronically underfunded compared incorporate pedestrian and bicycle of streetcars, and a regional rail to those of our peer cities. Our facilities where they are needed system that linked suburban regional transportation network to safely connect neighborhoods residents to Downtown. is limited almost exclusively to with destinations. We must Despite significant expansion of accommodating automobile traffic expand our regional greenway transportation options in Marion – and the people who are able to system to link our major activity County over the past decade, use or afford a car. and employment centers. We Indianapolis residents had more Housing preferences are must build a public transit system transportation options in 1910 changing to value proximity of and treat it as a critical part of our than they did in 2010. And while experiences and people over economic infrastructure rather shared modes of transportation distance and separation from than a social service. like the Pacers Bike Share and them. As preferences become app-based ride services offered by more localized, the value placed Lyft and Uber thrive in Indianapolis, on car ownership decreases. As the city has failed to maintain a result, changes in land use the same level of choice in local and transportation choices are transportation options that existed needed to accommodate mobility over 100 years ago. Too many preferences of residents wishing to streets lack even the most basic travel within their neighborhoods as opposed to across the county. To maximize participation in economic and civic life, we must maximize the number of residents who have access to local and regional transportation networks.

102 PLAN 2020 BICENTENNIAL AGENDA 103 Why?

The following paragraphs place of employment. For others, disruptions. The ability of people offer a handful of reasons why their needs revolve around to move around during adverse transportation options are central to independence in terms of moving conditions requires built-in the vision of becoming a healthier, between their home, shopping or redundancies throughout the local more inclusive, more resilient, more doctor appointments. and regional transportation system. competitive city. Having multiple transportation Public transit has the ability to options offers residents the evacuate residents who do not have Next to housing, transportation ability to have redundancies in cars, while bikeways are much less costs are often the second highest their transportation needs. For likely than roadways to become cost burden placed on an average example, a car owner benefits congested during peak traffic times. household. Transportation costs from having the option of taking Robust transportation systems play vary between and within regions the bus or Uber when their car is a crucial role in responding to a depending on neighborhood being repaired. Having multiple region’s pre-disaster evacuation and characteristics. What higher transportation options makes it post-disaster recovery. transportation costs often mean for possible for some households The health benefits of low-income families is to get around effectively with additional transportation options less money to spend on other only one car or no car at all, thus are numerous, and they range basic needs such as health care freeing up additional dollars for from reduced vehicle emissions expenses, food and clothing.116 other (expected or unexpected) to increased physical activity by An affordable neighborhood is one expenses. The potential impact on public transportation riders. Air in which both the cost of housing a two-car family getting down to pollution from cars, factories and and the cost of transportation one car is significant. The average power plants is among the major are less than 45 percent of a cost to own a car in the U.S. is causes of asthma episodes.120 household’s annual income.117 For about $8,000 each year when one People who don’t drive to work – most residents, economic livelihood considers all of the costs associated who ride public transit, walk or bike – is tied to their ability to get to a with purchasing/leasing and are likely to weigh an average of five operating a car (maintenance, fuel, to seven pounds less than someone oil, insurance, and registration).118 who commutes by car.121 On a Cost burden The Center of A household in Indianapolis making daily basis, each additional hour $42,334, the median income spent driving is associated with a Neighborhood Technology’s for Marion County,119 could save 6 percent increase in the likelihood Housing and Transportation between $6,500 and $8,000 each of obesity, while each additional (H+T®) Affordability Index year if Indianapolis switched from kilometer walked is associated with being an automobile-dependent a 5 percent reduction.122 Forty-three provides a comprehensive community to a transit-rich percent of people with safe places view of affordability that community, making the household to walk within 10 minutes of home more resilient in the long run. The met recommended activity levels; includes both the cost greater the number of households among those without safe places of living and the cost that are afforded with multiple to walk, just 27 percent met the 123 of transportation at the transportation options, the more recommendation. Residents are resilient the city stands to become. 65 percent more likely to walk in neighborhood level. Having multiple transportation a neighborhood with sidewalks.124 options matters every day, but it People in walkable neighborhoods takes on more importance in times partake in roughly 35-45 more of natural disaster and economic minutes of moderate intensity physical activity per week and

104 PLAN 2020 were substantially less likely to be Multiple transportation options overweight or obese than similar provide more people - including people living in low-walkable some vulnerable populations neighborhoods.125 Easy access to who are particularly subject to transit can also contribute to healthy service interruptions - with more physical activity. Nearly one-third of reliable connections to more transit users meet the U.S. Surgeon places. By creating a city that is General’s recommendations for less dependent on the automobile, minimum daily exercise through we can make Indianapolis a more their daily travels.126 By diversifying attractive place to live, work and play. local transportation options, A recent survey suggests that almost Indianapolis-Marion County can half of the 18- to 36-year-olds create an environment that is surveyed would prefer to live in a conducive to improving the physical place that did not require a car to health of its residents. get around.127 Fifty-four percent Because much of our city of respondents said they would and region developed during the consider moving to a city with automobile era, employment areas superior public and multi-modal are spread out over great distances, transportation options, meaning and many are accessible only by car. modes of transportation in Having multiple modes of public addition to cars.128 Additionally, a transportation enables a city to recent study across multiple age serve a greater number and more demographics indicated similar diverse group of people who are findings. The survey suggests looking to get to and from work. that less car-dependent housing Indianapolis is ranked as the 13th development is desired compared largest city in the U.S., but we have to housing developments that are the 83rd largest bus fleet and very exclusively automobile-oriented.129 little else in terms of mass transit.

BASS PHOTO CO. COLLECTION, INDIANA HISTORICAL SOCIETY

BICENTENNIAL AGENDA 105 Connections

The following are examples of some of the future development of BLUE INDY of the connections that were made the Central Indiana region. Indy Indianapolis is home to the largest throughout the planning process. Connect’s proposed long-range electric car share program in the transportation plan is designed United States. Bolloré has invested INDY CONNECT to connect people to people and over $35 million in its launch of an Indy Connect is a partnership people to places around Central all-electric vehicle-sharing program of the Indianapolis Metropolitan Indiana. It is intended to provide in the city. The initial phase Organization (Indy MPO), Central transportation options – from local includes 500 electric vehicles and Indiana Regional Transportation buses to rapid transit, roadways 1,000 charging stations at 200 Authority (CIRTA), and the and pedestrian and bike pathways – locations throughout the city. Indianapolis Public Transportation and connect people to jobs, health Corporation, referred to as IndyGo, care, education and shopping. that is dedicated to providing Indy Connect is further intended Central Indiana residents with to increase Central Indiana’s transportation options in support competitiveness and economic development opportunities while improving the environment, job growth opportunities and quality of life.

106 PLAN 2020 NEW BICYCLE INFRASTRUCTURE THE INDYGO RAPID TRANSIT IndyGo riders already use a portion There has been a huge increase in RED LINE of the proposed corridor, and 6 cycling as a form of transportation The Red Line is a 35-mile rapid percent of state employees work in Indianapolis. Thanks to the transit line proposed between within walking distance of the Indianapolis Cultural Trail and Inc’s Grand Park in Westfield through proposed route. The Red Line is Indiana Pacers Bikeshare, which Downtown Indianapolis to Old one piece of the much broader maintains 250 public bikes, riding Town Greenwood, linking some Indy Connect regional transit plan, around Indy has become more of the region’s most vibrant but it is a critical element that can accessible to residents. More than neighborhoods (Broad Ripple, be implemented quickly and has 175,000 rides have been taken Fountain Square, Fall Creek Place, an outstanding opportunity for since the Bikeshare launched April Grand Junction, Carmel City immediate success. 2014. The Green Lane Project is a Center), largest post-secondary PeopleForBikes program that helps educational institutions (Butler U.S. cities build protected bike University, Ivy Tech, IUPUI, lanes. In Indianapolis, this will be University of Indianapolis), vital seen in the upcoming separated entertainment destinations bike lanes on New York and (Bankers Life Fieldhouse, Lucas Oil Michigan streets between College Stadium, the Convention Center, Avenue and Rural Street. Also, the Grand Park, the Palladium), and bike lanes will be upgraded as major employers (IU Methodist, part of the two-way conversion the State of Indiana, Rolls-Royce, of Michigan and New York streets Cummins, Indianapolis Public on IUPUI’s campus. In addition, Schools, the Pennsylvania office Indianapolis was awarded a grant corridor in Carmel, and many to fund a bridge along the Monon others). In fact, the Red Line will Trail over 38th Street. connect 1 out of 4 Marion County workers to more than 137,000 jobs. IndyGo is in the process of planning for Phase 1 of the Red Line, which will run from Broad Ripple to UIndy on the south side. Over 30 percent of current

BICENTENNIAL AGENDA 107 Neighborhood-based, Community Schools Living an authentic city life means having access to schools that fit the needs of your family or unique situation.

Primary schools are more than We must recognize that organizations that are committed an institution for learning; they educational performance is to providing wrap-around services, are often intimately related to the not simply the result or the such as police-community neighborhoods and families they responsibility of a teacher, an relations, to students and their serve. Schools have always been administrator or a single curriculum. families. We must continue to a foundation of successful families It is a community responsibility. offer many educational choices, and healthy neighborhoods. The We must return Marion County’s and we must provide community success of a school and the traditional public schools to a support to reinforce each of these success of its neighborhood are position of strength. We must choices. We must do a better job related. It is difficult to improve promote healthy child development communicating and streamlining the performance of any one school at a very early age by creating school enrollment processes. without also working to improve conditions in which families can the surrounding neighborhood thrive. We can do this by offering and the families who call it neighborhood-based resources home. It is equally difficult to including youth development and improve neighborhoods and the enrichment programs. We must families within them without also expand resources, tutoring and improving the performance of after-school programs to help neighborhood schools. parents and caregivers who want to be involved in their child’s/ children’s education but lack the time, resources or knowledge to do so. We must see to it that each school has partnering

108 PLAN 2020 BICENTENNIAL AGENDA 109 Why?

The following paragraphs play in collaboration with children’s writing and arithmetic. They must offer a handful of reasons why families, communities and other become a stabilizing force in each neighborhood-based, community service providers; and to what child’s life and for the community schools are central to the vision extent interventions need to focus as well. In partnership with of becoming a healthier, more on changing children’s school community organizations and other inclusive, more resilient, more environments.131 Ensuring that area resources, neighborhood- competitive city. every school has community based schools could offer any partnerships designed to meet the number of additional benefits to The ability of any one student to needs of children, their families residents, such as opportunities for be resilient is seldom the result and the surrounding neighborhood family engagement; opportunities of interventions within schools will help improve high school for physical activity; access to alone or any other single support graduation rates and future success medical, dental and mental health system. Instead, resilience is of students. programs and social services; multidimensional, involving both Students face a wide array of after-school mentoring and tutoring exposure to risk and access to barriers that not only jeopardize programs and early childhood multiple internal and external their performance in and development classes.134 resources.130 There is, fortunately, completion of school but also Educational attainment is emerging evidence that schools endanger their physical health the single greatest predictor of have the potential to positively and psychological well-being in an individual’s lifelong earning influence children’s biological, ways that can follow them into potential.135 Improving access psychological and social growth adulthood.132 Research suggests to high-quality educational and development. However, academic success, especially opportunities, and providing much more work needs to be for underserved students, is the community support system done to identify the protective more attainable with a more necessary to ensure success, factors that are most likely to comprehensive set of supports.133 is critical to economic mobility be affected by school-based Schools can no longer be places and improved life outcomes interventions; the role schools can where students learn only reading, for all residents. The growing gaps between social classes are hampering parents’ ability to invest time and money in their children’s education, among other things.136 Neighborhood-based schools, especially those that have wrap-around social services, can help close these gaps and make Indianapolis a more inclusive city.

110 PLAN 2020 Local research indicates that school systems in order to make schools are second only to safety an informed decision. The options when selecting a place to live, available are further complicated with 78 percent of people ranking when schools that have limited schools as “pretty important” or seats use lottery systems that “very important.”137 Indianapolis is provide no guarantees for families, home to 11 public school districts particularly for those who arrive and numerous private schools. after deadlines pass. Addressing Public schools in Indianapolis this issue head-on will greatly include traditional public schools, improve Indianapolis’ ability to public charter schools, and public retain and attract people to our city, magnet schools. Private schools and families to our neighborhoods. include Montessori schools, parochial schools and those that offer a specialized education. In Public School Districts in Indianapolis-Marion County: Central Indiana, this degree of educational options is entirely Beech Grove City Schools unique to Marion County. In the Franklin Township Community School Corporation surrounding counties, a family can Indianapolis Public Schools move into any neighborhood and know what school district their Metropolitan School District of Decatur Township student(s) will attend, often with Metropolitan School District of Lawrence Township the added assurance that a bus will Metropolitan School District of Perry Township be there to pick up their student(s) the next day, and with little threat Metropolitan School District of Pike Township that the school might be closed the Metropolitan School District of Warren Township following year. While high-quality Metropolitan School District of Washington Township options abound in Marion County, families must navigate the different Metropolitan School District of Wayne Township applications, timelines and policies School Town of Speedway and procedures of a number of

BICENTENNIAL AGENDA 111 112 PLAN 2020 Connections

The following are examples of between Indianapolis Public colleges and universities, services some of the connections that were Schools and 11 local companies and supports to maximize the made throughout the planning dedicated to improving educational potential of every child and adult process. outcomes for the state’s largest so that Indianapolis might school district. The IPS Business become a highly productive, INDIANAPOLIS PUBLIC Alliance focuses on key reform educated, globally competitive SCHOOLS BUSINESS ALLIANCE strategies including innovation, workforce and citizenry who The Indianapolis Public Schools early intervention and stakeholder provide the basis for thriving Business Alliance is the first model engagement.138 Central Indiana communities. of its kind in Indianapolis. Forged through the efforts and educational CENTRAL INDIANA commitment of Eli Lilly and EDUCATION ALLIANCE Company and Indianapolis Public Formerly the Central Indiana Schools, this pilot program consists Talent Alliance, the Central Indiana of public-private partnerships Education Alliance’s purpose is to elevate the local system of education to world-class status. Its mission is to encourage the continuous enhancement of a region-wide alliance of schools,

BICENTENNIAL AGENDA 113 CONCLUSION

114 PLAN 2020 CONCLUSION Conclusion

Building an authentic city life involves celebrating the rich diversity of people and places that make up Indianapolis. It requires keeping an eye Con the big picture while also focusing attention on the details and nuts and bolts that make this city livable. But perhaps most of all, it requires concerted and consistent action.

Long-Term Outlook world’s first union railroad station. FOCUS ON THE ROOT CAUSES We unified city and county OF PROBLEMS INSTEAD government. We built a football OF TREATING SYMPTOMS. stadium without a team. We built the nation’s best airport and public The challenges we face did hospital. We hosted the best not materialize overnight, and Super Bowl in NFL history. We breakthroughs will not manifest need these significant investments, themselves instantly. As a and we will continue to do major community, we must systematically projects well. However, the future make investments that maximize of our city is predicated on the opportunities for decades to application of similar energy into come. We must honestly assess improvements in our daily lives. today’s investments with a full Increased graduation rates consideration of their complete won’t lead to a ribbon-cutting, and life-cycle costs in order to maintaining our basic infrastructure prevent today’s investments from won’t lead to national accolades. becoming tomorrow’s liabilities. Upgrading a bus stop from a dirt Only by addressing the underlying patch to one with a shelter, or root causes of our problems will adding dropout or re-entry job we save on the near- and long-term training programs, won’t inspire costs of treating symptoms. media stories. However, all of these improvements enhance the INCREMENTAL PROGRESS daily experience of our people. As BIG PROJECTS ARE IMPORTANT, a community, we must fill in the BUT IT’S THE NUTS AND intricate and overlooked details BOLTS OF A CITY THAT MAKE of our city if we are truly going to IT LIVABLE. make it more livable. We need to incrementally re-familiarize Without a doubt, Indianapolis ourselves with the basics of does big things well. We built the authentic city life.

116 PLAN 2020 Targeted & Layered Investments and then move on to refocus on success is possible only if failure WE NEED TO FOCUS ACROSS the next challenge. We must is also possible. When the focus SECTORS AND ORGANIZATIONS grow success out from what is shifts to smaller scale, more ON COMMON GOALS IN A already working. tactical and humanizing endeavors, WAY THAT GROWS OUTWARD It is only through a progression and when the universe of data and FROM SUCCESS. of investments at the edges information to inform decisions of success that we can have a grows by the minute, we must The term public-private partnership catalytic impact, that we can have a more nimble approach. If is synonymous with Indianapolis. begin to truly address the scale of we wait until something is proven, This is how we have done business the challenges and opportunities we are already behind. To innovate, for decades. It is how we have we face. This focus requires a we must accept some redundancy accomplished really big things. It is great deal of courage, as we are in efforts, tolerate some failures our standard operating procedure often compelled to invest the in approaches, and understand and the reason for the unexpected most resources in the places with that progress is rarely linear, and successes in our civic history. The the most immediate needs. Too rarely complete. opportunities before us require often the need is symptomatic more than a partnership. They and far greater than the resources, Cross the Finish Line require aligning disparate agendas the challenges are multi-faceted When we choose to do something around a common set of desired and intertwined, the unit cost as a community, we must do it outcomes. They warrant a single of change is tremendous, and with complete commitment and rallying cry and a coordination of the ultimate impact is negligible. in a way that maximizes future policies, players and investments. Only by focusing on incremental opportunities. When our streams As a community, we must progress will we make noticeable are clean, we must take advantage recognize our shortcomings and and measurable progress. of them to redefine our livability measure our successes not by or we will have squandered a our accomplishments but by their significant investment. When our ultimate impacts on our residents. neighborhoods are strong, we The challenges and opportunities must grow and market them or we before us are beyond the capability will have missed an opportunity. of any one entity or organization. When our people come together To address some of the root causes to serve, we must sustain this of our problems, and to capitalize service to address systemic issues on the real opportunities before or we will have missed further us – as a community – we must opportunity for good. When collaboratively layer and focus victory is in sight, we must have local investments. We must attack the endurance to keep going and issues in a cross-disciplinary way. finish what has been started. We must employ an asset-based approach and focus efforts and Fail (& Learn) Quickly & Often investments on the problems and Manage the risk, but risk some places where we will have the failure. That’s what it means to most impact with the least effort, innovate. Innovations arise from learning by doing rather than studying a project or idea over and over again. No endeavor to build a great city is without risk. Risk inherently understands that

BICENTENNIAL AGENDA 117 The following individuals played an important role in the development of this Bicentennial Agenda; however, this is not to suggest that each one of them endorses the content herein. A very special thank you to the Credits Plan 2020 Leadership Team, Committees, and CityCorps Fellows: without your commitment and support this document would not have been possible.

Tanya Moira Jack Jeff Jeff Bell Carlstedt Dennis Gaither Harrison Indiana Black Indianapolis Brebeuf Jesuit Bose, McKinney Citizens Energy Expo Neighborhood Preparatory & Evans Group BOARD OF Housing School DIRECTORS Bryce Partnership Bob Jeff Bennett Larry Gallant Henry Don Riley Bennett Richard Dewey Browning Cushman & Altemeyer & Egloff Chadderton Allison Investments Wakefield BSA Indiana Transmission, LifeStructures Connie University Inc. Michael Rob Bond Health Gargano Hillman Ellen Stuart Lesa Lawton Loop Anthem Annala PNC Bank Molly Dietrick Consulting LLC Chavers Ice Miller LLP Tom Dan Myra IndyHub Gary Hirons Appel Borshoff Billie Ginstling Hirons & Gregory & Jan Dragoo Indianapolis Company Appel Insurance Matt Clark RepuCare, Inc. Symphony Boulton YMCA of Orchestra Leonard Diane Christian Greater Pat Hoops Arnold Theological Indianapolis Early David Visit Indy Hawthorne Seminary Somerset CPAs Givens Community Murray Michael Center Phil Clark Dan Matt Huber Bounsall Faegre Baker Elsener Gutwein Indy Chamber Alan Walker Daniels Marian Health & Bacon Information University Hospital Cindy Harrison College Deborah Corporation Hubert Kent Daniels Fred Gleaners Joe Brown Krieg DeVault Fehsenfeld, Jr. John Food Bank Barnette Fairbanks LLP Heritage Group Hall U.S. Rick Bill James Joel Department Hurst Browne Danko Feldman of Housing N.K. Hurst RATIO Butler University St. Vincent and Urban Company Architects Hospital Development Larry Indianapolis Eric Mark Delia J.P. Johnson Bruin WTHR - Greg Hanlon CNO Financial National Bank Channel 13 Fennig Faegre Baker Group of Indianapolis Indianapolis Daniels Power and Light Emily Jennifer David Krueger Burk Jim Harris LDI, Ltd. Junior Freeman The Mind Trust Achievement OneAmerica

118 PLAN 2020 Ann Carolyn Jeff David Albert Pete Lathrop Mosby Patchen Resnick Smith, Jr. Ward Crowe Horwath Mid-States The Children’s Katz, Sapper Chase Indiana Indianapolis Minority Museum & Miller Colts David Supplier Bill Lawrence Development Sanjay Mike Soards Mike Arts Council of Council Patel Roeder AT&T Indiana Wells Indianapolis VS Engineering, Vectren Corp. REI Investments, Ann Inc. Michelle Inc. Kathy Murtlow Henry Study- Lee United Way of Nasser Ryder Campbell Maria Ivy Tech Central Indiana Paydar Barnes & Junior League Wiley Community Indiana Thornburg of Indianapolis Indianapolis College Bud University- Airport Authority Myers Purdue Dennis Brian Susan Indianapolis University Sasso Sullivan Betty Matthews Housing Agency Indianapolis Congregation Shiel Sexton Wilson Borshoff Beth-El Zedeck Company, Inc. Health John Brian Foundation Rob Myrland Payne Joseph Donald of Greater Manuel Old National Central Indiana Schaedel Tanselle Indianapolis University of Community St. Luke Sease Gerig Indianapolis Tim Foundation Catholic Church & Associates Heather Nation Wilson Tony Peace Learning Mamon Wayne James Frost Brown Mason Center Powers Schmidt Taylor Todd LLC Indianapolis Powers & Sons Schmidt John H. Boner Urban League Mike Construction Associates, Inc. Community Jean Newbold Company Center Wojtowicz Kristin Huntington Gene Cambridge Mays-Corbitt National Bank Matt Sease Scott Capital Mays Chemical Price Sease Gerig & Teffeteller Management Company Jackie Bingham Associates Community Corp. Nytes Greenebaum Health Network John The Indianapolis Doll LLP Joan Matthew McCreary Public Library SerVaas Mike Woodruff STAR Financial Melissa The Saturday Terry Rolls-Royce Bank Cynthia Proffitt Evening Post IndyGo North America Oda Ice Miller LLP Mark National Yvonne John Lloyd Miles Coalition of 100 Robert Shaheen Thompson Wright Hulman & Black Women, Pruitt CMID WFYI Media Company Indiana Chapter BKD, LLP David Shane Jayson Bryan Michael Steve Thorne Moll O’Neil Quick Bill ms consultants American Taft Stettinius AFSCME Shrewsberry Structurepoint and Hollister, Shrewsberry Les LLP Mel & Associates Vann Greg Raines WISH-TV Morris Ersal Indiana Pacers Rob IBJ Media Ozdemir Smith Keystone Eli Lilly and Construction Company

BICENTENNIAL AGENDA 119 Brad Claire Kevin Beaubien Belby Osburn Plan 2020 Metropolitan Rundell LEADERSHIP Co-Manager Indianapolis Ernstberger City of TEAM Board of Associates Indianapolis, Realtors Department of Troy Murray Tiffany Michael Metropolitan Joe Riggs Clark Benedict Kaufmann Development Bowling City of GIPC Chairman Browne Connect Indy Englewood Indianapolis, Faegre Baker Choose Indy Project Manager Molly Deuberry Community Department of Daniels Project Manager Plan 2020 Craft Development Public Safety Plan 2020 Greater Corporation Deborah Juan Indianapolis Carlos Daniels Rob Gonzalez Progress Katy Sosa GIPC Immediate Manuel Co-Chair Committee Brett The SosaGroup Past Chair Co-Chair Key Bank Renew Krieg DeVault University of Adam Indianapolis Joanna Indianapolis Sanjay Thies Taft Ellen Patel City of Ken Harrison Center Annala Sherron Co-Chair Indianapolis, Bubp for the Arts Plan 2020 Rogers VS Engineering Department of The Mind Trust Co-Lead Co-Chair Metropolitan James Riley Hospital Kim Development Chris Taylor Matt for Children at Irwin Cairo John H. Boner Gutwein IU Health Resource John Indianapolis Community Plan 2020 Organization Ryan Public Library Center Co-Lead Moira Health by Greater Health & Carlstedt Design Indianapolis Steve Ken Hospital Resource Progress Campbell Thorpe Corporation Organization Nelson D. Committee Campbell Crossroads Indianapolis Alexander Strategies Development Jimmie Neighborhood Madi McMillian Housing Ehren Gregory Christin Alma Plan 2020 Partnership Bingaman City of Johnson Trawick Co-Lead HNTB Indianapolis, Salesforce.com Keystone Barnes & Diane Corporation Department of Millersville Thornburg Arnold Metropolitan Christina Neighborhood Hawthorne Ebony Development Lear Association, Inc. Rafael Community Chappel Indianapolis Sanchez Center Indianapolis Alex Metropolitan Joseph Plan 2020 Recorder Miser High School Wiesinger Co-Lead Ed City of Shrewsberry & Fineline Batista Jan Indianapolis, Scott Associates Printing Group BlueBeard Clark Department of Martin Greater Metropolitan Indianapolis Brooke Sue Indianapolis Development Public Schools Thomas Beesley YMCA Plan 2020 Bingham Jackie Co-Manager Greenebaum Nytes Greater Doll LLP Indianapolis Indianapolis Progress Public Library Committee

120 PLAN 2020 Tom Wayne Leroy Sherry Crouch Schmidt Lewis III Seiwert Community Schmidt Marion County Downtown Indy Alliance of the Associates Assessor Far Eastside Joan Brian Brent SerVaas Emily Staresnick Lyle Saturday Malina Tyrone Gurwitz RATIO Knauf Insulation Evening Post Jeffers Humphrey Jr. EG Strategies Love Indy Serve Indy Jeff Nicole Brittany Project Manager Project Manager Joe White McCulloch Smith Plan 2020 Plan 2020 Hanson WISH-TV Yelp Indianapolis Tarraciola Pat Sherrie Neighborhood Kevin Moreles Stevi Early Bossung Housing Whited Latino Youth Stoesz Co-Chair Co-Chair Partnership IndyCog Collective Indianapolis Somerset CPAs Eli Lilly and City Market Company Perry Shannon Douglas Chris Hines Williams Morris Rita Gahl Anne The Hines Indianapolis Old Soul Troyer Co-Chair Shane Group, LLC Recorder Entertainment Indianapolis Visit Indy Former Co-Chair Museum of Art BioCrossroads Kevin Sam Leonard Kastner Odle Camryn Hoops Corey Urban Indy Bose Public Walton Resource Wilson Affairs Group One Click Organization Co-Chair Jenn Ventures Visit Indy University of Lisak Beth Indianapolis DK New Media Perdue Jerry J.B Outland Wise Curry Ann Bryan Indianapolis Indianapolis Riley Bennett Murtlow Luellen Symphony Museum of Art & Egloff LLP Resource IndyGo Orchestra Organization Brandon United Way of Danica Elle Judkins Central Indiana Malone Roberts Indiana Indianapolis LISC Humanities Demetrius Neighborhood Indianapolis Glover Resource Center Rebecca Resource Dennis King Organization Michael Sasso Theater of United Way of McKilip Congregation Inclusion Central Indiana Midtown Beth-El Zedeck

Dave Chris Sean Greg Lawrence Herndon Northup Schenkel Arts Council Resource Indianapolis of Indianapolis Organization Metropolitan Aryn United Way of Planning Schounce Central Indiana Organization Big Car

BICENTENNIAL AGENDA 121 Javier Tony Matt W. Tyrrell Joan Barrera Mason Barnes Giles Miller Latino Youth Indianapolis Hunt Hoosier Greater Collective Urban League Construction Occupational Southside Group Training Business Gerri Tim Alliance Black Nation Jennifer Leo Tara IUPUI Peace Learning Burk Grabovsky Jacqueline Seeley Center Junior Grabovsky & Mills Work Indy Nadine Achievement of Associates Enterprise Project Manager Bonds Una Central Indiana Strategies Plan 2020 National Osili Michael Coalition of 100 Center on Stewart Huber Steve Kathleen Black Women, Philanthropy Burns Indy Chamber Russel McDonald Indiana Chapter at Indiana KSM Consulting Celadon Siegmann University Lilly Denver Co-Chair Sheila Family School Margaret Hutt Dave Career Bradley of Philanthropy Davidson The Speak Easy Shane Investments Indiana Sports Asher Agency Central Corporation Jamie Thomas Indiana Work Bill Ratner Carmen John Force Council Shrewsberry Alex Rich DeRusha Ice Miller LLP Co-Chair Davis JP Morgan Purdue Joe Shrewsberry WebLink Chase Extension - Nicolette Slash & Assoc. International Marion County Jones Erika Feminitude LLC Nicole Julie Redmond Rhiannon Thompson Fidler Rolls Royce Edwards Steven Resource City of North America PACE - Public Jones Organization Indianapolis, Advocates IU Health EmployIndy Department of Bryan Community Metropolitan Richards Reentry Hannah Latoya Development Aspen Impact Joseph Alexander Danny Katz & Korin, PC Central Indiana Marianna Michael Ernstes Corporate Foulkrod Simmons Greater Marion Mary Beth Partnership University of Eli Lilly and County United Kohart Indianapolis Company Auto Workers CB Richard Ellis Antonio CAP Council Arrieta David Chrissy Deborah Southeast Hampton Vasquez Mark Lawrence Community Light of the Back on Fisher Marian Services World Church my Feet Indy Chamber University

Sarah Dave Kathy Hawkins Wilson Lee Private Ivy Tech of Consultant Central Indiana

Karen Jung Exact Target Salesforce

122 PLAN 2020 John CITYCORPS Hany CULTURAL Hazlett FELLOWS Elemary REVIEW Williams Creek Chicago, IL COMMITTEE Tamara Adam Zahn Aaron Dr. Gloria McLane Coordinator Ganci King formerly of Indianapolis Eskenazi Health Michael METROPOLITAN the Nature Efrem Kaufmann DEVELOPMENT Conservancy Bycer Matthew Dr. Patricia Thrive Indy COMMISSION San Diego Kirby Payne Project Manager Mark Mean City Indianapolis Plan 2020 Daniel O’Neil Ashton Consulting Public Schools Parker Greenstreet Chaffee Indianapolis McKenzie President Indianapolis Dr. Monica Beverage Brian Gary Medina Butler University Megan Staresnick Lauren Reiter IU School of Garver Thomas Balsley Day Indianapolis Education Phyllis Associates Indianapolis Boyd Jennifer Emily Dr. David Groundwork Gause Kelly Justin Garrett Scott Suzuki Indy Weger Moore Riley Area Equity Institute Lena Purdue New York City Development Tim Hackett Extension - Corporation Toby Carter Marion County Denver Indianapolis Miller Second Nature David Hutt GIPC Race Hurley Indianapolis Molly and Cultural Christine Chavers Relations Duncan Adam Una IndyHub Leadership KIB Kirsch Osili Indianapolis Network IUPUI Kyle John Indianapolis Roberto Edgell Lewis Garza Green Bean Daniel Harrison Center Delivery Bruce Remington for the Arts/ Schumacher Indianapolis City Gallery Gabe Indianapolis Filippelli William Ron Center for Selm Taylor Marshawn Urban Health Indianapolis Wolley Indianapolis Tedd Sara Grain VanSlambrook LISC Indianapolis Indianapolis

Camryn Kelly Walton Harris Indianapolis Current Consulting McKenzie Beverage Indianapolis

BICENTENNIAL AGENDA 123 Onward A More Resilient City 33 Cohen, Deborah A., Thomas L. Mckenzie, Amber 1 IndyChamber. Competitive Assessment. 17 “What Is Urban Resilience?” 100 Resilient Sehgal, Stephanie Williamson, Daniela Golinelli, Comprehensive Economic Development Strategy for Cities. Accessed February 15, 2016. http:// and Nicole Lurie. “Contribution of Public Parks to the Indianapolis Region. Report. 2014. www.100resilientcities.org/resilience. Physical Activity.” Am J Public Health American 2 Ferro, Shaunacy. “6 Major Design Trends Shaping 18 STAR Communities. “The Rating System.” STAR Journal of Public Health 97, no. 3 (2007): 509-14. City Life In 2015.” Fast Co Design. January 21, Communities. Accessed February 15, 2016. http:// 34 Dutzik, Tony, and Phineas Baxandall. Millennials in 2015. Accessed February 15, 2016. http://www. www.starcommunities.org/rating-system/. Motion Changing Travel Habits of Young Americans fastcodesign.com/3040823/6-major-design-trends- 19 “Community Forestry.” Keep Indianapolis Beautiful. and the Implications for Public Policy. Report. shaping-city-life-in-2015. Accessed February 15, 2016. http://www.kibi.org/ October 2014. http://uspirg.org/sites/pirg/files/ 3 National Association of Realtors and Portland programs/planting-trees/community-forestry/. reports/Millennials%20in%20Motion%20USPIRG. State University. Community and Transportation pdf. And, Federal Highway Administration. “Online Preferences Survey, U.S. Metro Areas 2015. Report. A More Inclusive City Analysis Tools.” National Household Travel Survey. July 23, 2015. http://www.realtor.org/reports/nar- 20 U.S. Census Bureau. 2000 and 2010 Decennial Accessed August 10, 2015. http://nhts.ornl.gov/ 2015-community-preference-survey. Census 100 Percent Counts. http://factfinder. tools.shtml. 4 Metropolitan Indianapolis Board of Realtors and census.gov/. 35 Office of Highway Policy Information, Federal Indianapolis Metropolitan Planning Organization. 21 U.S. Census Bureau. 2014 Population Estimates. Highway Administration. FHWA Forecasts of Community Preference Survey: What’s Important http://factfinder.census.gov/. Vehicle Miles Traveled (VMT): May 2015. Technical to Central Indiana Residents. Report. March paper. June 5, 2015. http://www.fhwa.dot.gov/ Our Neighborhoods 2013. http://www.mibor.com/clientuploads/ policyinformation/tables/vmt/vmt_forecast_sum.pdf. 22 Indianapolis Metropolitan Planning Organization. PDFs/Community%20Preference%20Survey/ 36 Trubey, J. Scott. “Beltline Chief: Land Prices around Transit Oriented Development Strategic Plan. Report. CommPrefSurvey_Marion.pdf. Project at Pre-recession Levels.” Atlanta Journal- April 2015. http://indyconnect.org/planning-studies/. 5 Flint, Anthony. “What Millennials Want-And Why Constitution, March 20, 2014. Accessed February 15, 23 U.S. Census Bureau. American Community Survey Cities Are Right to Pay Them So Much Attention.” 2016. http://www.ajc.com/weblogs/biz-beat/2014/ 5-Year Estimates. http://quickfacts.census.gov/qfd/ CityLab. May 5, 2015. Accessed February 15, 2016. mar/20/beltline-chief-land-prices-around-project- states/18/18097.html. http://www.citylab.com/housing/2014/05/what- pre-rece/. millennials-wantand-why-cities-are-right-pay-them- Complete Communities Arts, Culture and Design so-much-attention/9032/. 24 Indiana State Department of Health. “2013 Indiana 37 Oldenburg, Ray. Celebrating the Third Place: 6 Ganguly, Shantanu, and P.K. Bhattacharya. Mortality Report.” Indiana State Department Inspiring Stories about the “great Good Places” at International Conference on Digital Libraries 2013: of Health - Index - 2013 INDIANA MORTALITY the Heart of Our Communities. New York: Marlowe Vision 2020. Energy And Resources Institute, 2014. REPORT. February 2015. http://www.in.gov/isdh/ &, 2001. p. 217. reports/mortality/2013/. 38 Knight Foundation. Knight Soul of the Community 7 Flint, Anthony. “What Millennials Want-And Why 25 Loots, Natalie. “Five Innovative Solutions From 2010: Why People Love Where They Live and Why Cities Are Right to Pay Them So Much Attention.” “Food Desert” Activists.” Food Tank. May 3, 2013. It Matters: A National Perspective. Report. 2010. CityLab. May 5, 2015. Accessed February 15, 2016. Accessed February 15, 2016. http://foodtank.com/ http://knightfoundation.org/sotc/overall-findings/. http://www.citylab.com/housing/2014/05/what- news/2013/05/five-innovative-solutions-from-food- 39 Jepson, Edward. “Public Art and Community millennials-wantand-why-cities-are-right-pay-them- desert-activists. Resilience.” Best Thinking. Accessed February so-much-attention/9032/. 26 Metropolitan Indianapolis Board of Realtors and 15, 2016. https://www.bestthinking.com/articles/ 8 Centers for Disease Control and Prevention. Indianapolis Metropolitan Planning Organization. society_and_humanities/activism/government_ “Healthy Places Terminology.” Centers for Community Preference Survey: What’s Important activism/public-art-and-community-resilience. Disease Control and Prevention. August 14, 2013. to Central Indiana Residents. Report. March 40 Goldberg, Abraham, Thomas Scotto, and Kevin Accessed February 15, 2016. http://www.cdc.gov/ 2013. http://www.mibor.com/clientuploads/ Leyden. “Untangling What Makes Cities Liveable: healthyplaces/terminology.htm. PDFs/Community%20Preference%20Survey/ Happiness in Five Cities.” Proceedings of the 9 IndyChamber. Competitive Assessment. CommPrefSurvey_Marion.pdf. Institution of Civil Engineers- Urban Design and Comprehensive Economic Development Strategy for 27 Indiana University Public Policy Institute. Why Planning 165, no. 3 (September 2012): 127-36. the Indianapolis Region. Report. 2014. Downtown Indianapolis Matters. Report. September 41 Shepard, Karen. “Can Beauty Make You Happy?” 10 National Skills Coalition. “United States’ Forgotten 2013. http://policyinstitute.iu.edu/Uploads/ Wild Oats Marketplace. September 21, 2014. Middle.” http://www.nationalskillscoalition.org/ PublicationFiles/WhyIndy_Web.pdf. Accessed February 15, 2016. http://wildoats.com/ resources/publications/file/middle-skill-fact- 28 Metropolitan Indianapolis Board of Realtors and blog-posts/can-beauty-make-happy/. sheets-2014/NSC-United-States-MiddleSkillFS-2014. Indianapolis Metropolitan Planning Organization. 42 Jepson, Edward. “Public Art and Community pdf. Community Preference Survey: What’s Important Resilience.” Best Thinking. Accessed February 11 Bird, Kisha, Marcie Foster, and Evelyn Ganzglass. to Central Indiana Residents. Report. March 15, 2016. https://www.bestthinking.com/articles/ New Opportunities To Improve Economic And 2013. http://www.mibor.com/clientuploads/ society_and_humanities/activism/government_ Career Success For Low-Income Youth And Adults. PDFs/Community%20Preference%20Survey/ activism/public-art-and-community-resilience. http://www.clasp.org/resources-and-publications/ CommPrefSurvey_Marion.pdf. 43 Americans for the Arts. Arts & Economic Prosperity publication-1/KeyProvisionsofWIOA-Final.pdf. 29 Krueger, Robert. “Where Americans Want To IV. Report. 2010. http://www.americansforthearts. 12 Indiana Career Council. June 2014. Align, Engage, Live: New ULI Report, America In 2013, Explores org/by-program/reports-and-data/research-studies- Advance: A Strategic Plan To Transform Indiana’s Housing, Transportation, Community Preferences publications/arts-economic-prosperity-iv. Workforce. http://www.in.gov/icc/files/Indiana_ Survey Suggests Strong Demand for Compact 44 Americans for the Arts. Arts & Economic Prosperity Career_Council_Strategic_Plan_-_Align_Engage_ Development.” Urban Land Institute. May 15, 2013. IV. Report. 2010. http://www.americansforthearts. Advance_-_FINAL.pdf. Accessed February 15, 2016. http://uli.org/press- org/by-program/reports-and-data/research-studies- 13 IndyChamber. Competitive Assessment. release/america2013/. 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124 PLAN 2020 48 Kageyama, Peter. For the Love of Cities: The 65 Vanderkam, Laura. “Will Half Of People Be Working 80 Lehman, Megan, and Michelle Boyle. Healthy Love Affair between People and Their Places. St. Remotely By 2020?” Fast Company. August 14, & Walkable Communities. Report. Institute for Petersburg, FL: Creative Cities Productions, 2011. p 2014. Accessed February 15, 2016. http://www. Public Administration, University of Delaware, 34. fastcompany.com/3034286/the-future-of-work/ July 2007. http://www.ipa.udel.edu/publications/ 49 Ulrich, Roger, and David Addoms. “Psychological will-half-of-people-be-working-remotely-by-2020. HealthyWalkable.pdf. and Recreational Benefits of a Residential Park.” 66 Rosenthal, Stuart, and William Strange. “Evidence 81 Rogers, Shannon, John Halstead, Kevin Gardner, Journal of Leisure Research 13, no. 1 (1981): 43-65. on the Nature and Sources of Agglomeration and Cynthia Carlson. “Examining Walkability and 50 Frumkin, Howard. “Healthy Places: Exploring the Economies.” Handbook of Regional and Urban Social Capital as Indicators of Quality of Life at Evidence.” American Journal of Public Health 93, no. Economics Cities and Geography 4 (2004): 2119-171. the Municipal and Neighborhood Scales.” Applied 9 (2003): 1451-456. 67 Gurin, Joel. “Driving Innovation With Open Data.” Research Quality Life Applied Research in Quality of 51 Glynn, T. J. “Psychological Sense of Community: U.S. Chamber of Commerce Foundation. October Life 6, no. 2 (2010): 201-13. Measurement and Application.” Human Relations 06, 2014. Accessed February 15, 2016. http://www. 82 U.S. Census Bureau. 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Accessed February 15, 52 Skjaeveland, Oddvar, and Tommy Garling. “Effects 2016. http://www.mckinsey.com/insights/business_ Anchor Institution Strategy Of Interactional Space On Neighbouring.” Journal of technology/open_data_unlocking_innovation_and_ 84 Greenstreet. Indianapolis Anchor Institutions: A Environmental Psychology 17, no. 3 (1997): 181-98. performance_with_liquid_information. Benchmarking Study. Report. 2014. 53 Leadership Indianapolis. The State of Community 85 Greenstreet. Indianapolis Anchor Institutions: A Leadership. Report. July 2015. http://www. Business Retention and Expansion Benchmarking Study. Report. 2014. leadershipindianapolis.com/The-State-of- 69 Muro, Mark, and Kenan Fikri. Job Creation on a 86 Greenstreet. Indianapolis Anchor Institutions: A Community-Leadership.html. Budget: How Regional Industry Clusters Can Benchmarking Study. Report. 2014. Add Jobs, Bolster Entrepreneurship, and Spark Innovation and Entrepreneur Districts Innovation. Publication. Brookings-Rockefeller, Civic Responsibility 54 IndyChamber. Competitive Assessment. January 2011. http://www.brookings.edu/~/media/ 87 Corporation for National and Community Service. Comprehensive Economic Development Strategy for research/files/papers/2011/1/19-clusters-muro/0119_ “Volunteering and Civic Engagement in Indianapolis, the Indianapolis Region. Report. 2014. clusters_muro.pdf. IN.” Corporation for National and Community 55 Saini, Angela. “DIY Gadgetry.” BBC News. June 19, 70 Muro, Mark, and Kenan Fikri. Job Creation on a Service. Accessed February 15, 2016. https://www. 2009. Accessed February 15, 2016. http://news.bbc. Budget: How Regional Industry Clusters Can volunteeringinamerica.gov/IN/Indianapolis. co.uk/2/hi/uk_news/magazine/8107803.stm. Add Jobs, Bolster Entrepreneurship, and Spark 88 Corporation for National and Community Service. 56 “Maker Culture.” Wikipedia. February 9, 2016. Innovation. Publication. 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Accessed February 15, 2016. https://www. 58 Katz, Bruce, and Jennifer Bradley. The Metropolitan Documents/2014-IndyFastTrack.pdf. volunteeringinamerica.gov/IN/Indianapolis. Revolution: How Cities and Metros Are Fixing Our 72 IndyChamber. Metro Indianapolis Export Plan. 90 Grimm, Jr., Robert, Kimberly Spring, and Nathan Broken Politics and Fragile Economy. Washington, Report. 2014. p 10. http://indychamber.com/ Dietz. The Health Benefits of Volunteering: A D.C.: Brookings Institution Press, 2013. Chapter 6. economic-development/major-initiatives/global- Review of Recent Research. Report. Office of 59 Nelson, Arthur. “The Mass Market for Suburban cities-exchange-initiative/. Research and Policy Development, Corporation for Low-Density Development Is Over.” The Urban 73 City of Indianapolis. Indy FastTrack. Report. National and Community Service, 2007. http://www. Lawyer 44, no. 4 (Fall 2012): 811-26. 2014. http://indy.gov/eGov/City/DMD/Planning/ nationalservice.gov/pdf/07_0506_hbr.pdf. 60 IndyChamber. Comprehensive Economic Documents/2014-IndyFastTrack.pdf. 91 Grimm, Jr., Robert, Kimberly Spring, and Nathan Development Strategy for the Indianapolis Region. 74 IndyChamber. Metro Indianapolis Export Plan. Dietz. The Health Benefits of Volunteering: A Report. April 2015. Report. 2014. http://indychamber.com/economic- Review of Recent Research. Report. Office of development/major-initiatives/global-cities- Research and Policy Development, Corporation for Information Platforms exchange-initiative/. National and Community Service, 2007. http://www. 61 Institute of Medicine. Crossing the Quality Chasm: 75 IndyChamber. Target Business Review. nationalservice.gov/pdf/07_0506_hbr.pdf. A New Health System for the 21st Century. Report. Comprehensive Economic Development Strategy for 92 Grimm, Jr., Robert, Kimberly Spring, and Nathan Washington, D.C.: National Academy Press, 2001. the Indianapolis Region. Report. 2014. pp 23-34. Dietz. The Health Benefits of Volunteering: A http://www.nap.edu/read/10027/chapter/1. 76 Urban Manufacturing Alliance. Urban Manufacturing Review of Recent Research. Report. Office of 62 President’s Advisory Commission on Consumer Alliance First Report-Out. Report. 2012. http:// Research and Policy Development, Corporation for Protection and Quality in the Health Care Industry. prattcenter.net/research/urban-manufacturing- National and Community Service, 2007. http://www. Quality First: Better Health Care for All Americans. alliance-first-report-out. nationalservice.gov/pdf/07_0506_hbr.pdf. Report. 1998. http://archive.ahrq.gov/hcqual/. 77 City of Indianapolis. Indy FastTrack. Report. 93 John J. Heldrich Center for Workforce Development 63 Davidson, Charles, and Michael Santorelli. The 2014. http://indy.gov/eGov/City/DMD/Planning/ Rutgers, The State University of New Jersey. Talent Impact of Broadband on Education. Report. U.S. Documents/2014-IndyFastTrack.pdf. And, LISC Report: What Workers Want in 2012. Report. Net Chamber of Commerce, December 2010. https:// Indianapolis. Linking Regional Economic Clusters Impact, May 2012. https://www.netimpact.org/ www.uschamber.com/sites/default/files/legacy/ With Targeted Urban Places. Report. October 27, research-and-publications/talent-report-what- about/US_Chamber_Paper_on_Broadband_and_ 2014. http://liscindianapolis.org/media/LISC142_- workers-want-in-2012. Education.pdf. ExecutiveSummary_102714_Final.pdf. 94 Cone, Inc. The 2006 Cone Millennial Cause 64 Subramanian, Courtney. “How Mobile Apps Help 78 City of Indianapolis. Indy FastTrack. Report. Study. Report. http://www.centerforgiving.org/ Local Governments Connect with Citizens.” How 2014. http://indy.gov/eGov/City/DMD/Planning/ Portals/0/2006%20Cone%20Millennial%20 Mobile Apps Help Local Governments Connect Documents/2014-IndyFastTrack.pdf. Cause%20Study.pdf. with Citizens. June 17, 2014. Accessed February 95 Mohin, Tim. “The Top 10 Trends in CSR for Downtown Central Business District 15, 2016. http://nationswell.com/mobile-apps-local- 2012.” Forbes. January 18, 2012. Accessed 79 U.S. Census Bureau. On The Map: Longitudinal governments-citizens-civic-engagement/. February 15, 2016. http://www.forbes.com/sites/ Employer-Household Dynamics. http://onthemap. forbesleadershipforum/2012/01/18/the-top-10- ces.census.gov. trends-in-csr-for-2012/.

BICENTENNIAL AGENDA 125 96 National Conference on Citizenship. Civic Health and the 111 IndyChamber. Competitive Assessment. 126 Besser, L., and A. Dannenberg. “Walking to Economy: Making the Connection. Report. 2013. http:// Comprehensive Economic Development Strategy for Public TransitSteps to Help Meet Physical Activity www.ncoc.net/economy. the Indianapolis Region. Report. 2014. p 26. Recommendations.” American Journal of Preventive 97 Corporation for National and Community Service. 112 United States Conference of Mayors. U.S. Metro Medicine 29, no. 4 (2005): 273-80. “Volunteering and Civic Engagement in Indianapolis, Economies: Income and Wage Gaps Across the US. 127 Rockefeller Foundation. “Access to Public IN.” Corporation for National and Community Report. August 2014. http://www.usmayors.org/ Transportation a Top Criterion for Millennials When Service. Accessed February 15, 2016. https://www. metroeconomies/2014/08/report.pdf. Deciding Where to Live, New Survey Shows - The volunteeringinamerica.gov/IN/Indianapolis. 113 Christel House Academy DORS South; Christel House Rockefeller Foundation.” The Rockefeller Foundation. Academy DORS West; Goodwill Educational Initiatives, April 22, 2014. Accessed February 15, 2016. https:// Workforce Development Inc.’s Excel Center (five Marion County locations). www.rockefellerfoundation.org/about-us/news-media/ 98 Partners for a Competitive Workforce. “Career 114 Urban Manufacturing Alliance. Urban Manufacturing access-public-transportation-top/. Pathways.” Partners for a Competitive Workforce. Alliance 2nd National Convening Summary Report. 128 Anderson, Michael. “Young People in Indianapolis Want Accessed February 15, 2016. http://www. Report. 2013. http://urbanmfg.org/uma-content/ Low-car Lifestyles Almost as Much as Young People competitiveworkforce.com/Career-Pathways.html. uploads/2013/10/UMA-2nd-National-Convening_Report. in NYC.” People for Bikes. April 24, 2014. Accessed 99 Partners for a Competitive Workforce. “2011 Fact pdf. And, City of Indianapolis. Indy FastTrack. Report. February 15, 2016. http://www.peopleforbikes.org/ Sheet.” Skill Works. Accessed February 15, 2016. 2014. http://indy.gov/eGov/City/DMD/Planning/ blog/entry/young-people-in-indianapolis-like-low-car- http://skill-works.org/documents/2011FactSheet.pdf. Documents/2014-IndyFastTrack.pdf. lifestyles-almost-as-much-as-youn. 100 Employ Indy. Hire Up Indy: Supporting Our Wealth 115 LISC Indianapolis. Linking Regional Economic Clusters 129 Krueger, Robert. “Where Americans Want To Live: Driving Sectors: The Supply of Technical Talent in With Targeted Urban Places. Report. October 27, New ULI Report, America In 2013, Explores Housing, Central Indiana. Report. December 2012. p 3. https:// 2014. http://liscindianapolis.org/media/LISC142_- Transportation, Community Preferences Survey www.employindy.org/OneFlow/documents/Supply-of- ExecutiveSummary_102714_Final.pdf Suggests Strong Demand for Compact Development.” Technical-Talent-Flipbook/. Urban Land Institute. May 15, 2013. Accessed February 101 Employ Indy. Hire Up Indy: The Challenge Ahead: Transportation Options 15, 2016. http://uli.org/press-release/america2013/. Developing Talent for 51,500 New Technical Jobs 116 The Leadership Conference. Where We Need to Go: A by 2025. Report. p 5. https://www.employindy.org/ Civil Rights Roadmap for Transportation Equity. Report. Neighborhood-based, Community Schools OneFlow/documents/The-Challenge-Ahead-Flipbook/. March 8, 2011. http://www.cfte.org/reports/188. 130 Ungar, Michael, Patrick Russell, and Gerry Connelly. 102 Kandris, Sharon, and Jay Colbert. Trends in Poverty: 117 Center for Neighborhood Technology. “About the “School-Based Interventions to Enhance the Resilience Marion County, Indiana 2000 to 2012. Report. Index.” Housing and Transportation Affordability Index. of Students.” Journal of Educational and Developmental September 20, 2013. http://www.savi.org/savi/ Accessed February 15, 2016. http://htaindex.cnt.org/ Psychology JEDP 4, no. 1 (2014). documents/Trends_in_Poverty.pdf. about/. 131 France, Alan, Derrick Armstrong, and Dorothy Bottrell. 103 Connect 2 Help. “Still No Recovery In Sight for 118 American Automobile Association. Your Driving Costs: A Political Ecology of Youth and Crime. Basingstoke, Many Marion County Residents.” Connect 2 2014 Edition. Report. 2014. http://publicaffairsresources. Hampshire: Palgrave Macmillan, 2012. Help. Accessed February 15, 2016. http://dev. aaa.biz/wp-content/uploads/2014/05/Your-Driving- 132 Mallin, Barry, John Walker, and Benjamin Levin. connect2help.org/wp-content/uploads/2012/10/ Costs-2014.pdf. “Mental Health Promotion in the Schools: Supporting MarionCountyApril2013March2014.pdf. 119 U.S. Census Bureau. 2009-2013 American Community Resilience in Children and Youth.” In Resilience in Survey 5-Year Estimates. http://factfinder.census.gov/. Children, Adolescents, and Adults, edited by Sandra Economic Mobility 120 David Gardiner & Associates LLC. The Economic Prince-Embury and Donald Saklofske, 91-112. New York: 104 Partners for a Competitive Workforce. “Career Affliction of Asthma and Risks of Blocking Air Pollution Springer, 2013. Pathways.” Partners for a Competitive Workforce. Safeguards. Report. April 2011. https://noharm.org/ 133 Anderson Moore, Kristin, and Carol Emig. Integrated Accessed February 15, 2016. http://www. sites/default/files/lib/downloads/climate/Economic_ Student Supports: A Summary of the Evidence Base for competitiveworkforce.com/Career-Pathways.html. Affliction_of_Asthma.pdf. Policymakers. Publication. February 2014. http://www. 105 Partners for a Competitive Workforce. “2011 Fact 121 Flint, Ellen, Steven Cummins, and Amanda Sacker. childtrends.org/wp-content/uploads/2014/02/2014- Sheet.” Skill Works. Accessed February 15, 2016. “Associations between Active Commuting, Body Fat, and 05ISSWhitePaper3.pdf. http://skill-works.org/documents/2011FactSheet.pdf. Body Mass Index: Population Based, Cross Sectional 134 Connecticut State Department of Education. “Wrap- 106 Kandris, Sharon, and Jay Colbert. Trends in Poverty: Study in the United Kingdom.” BMJ 349 (August 19, Around Services (Community Schools Model).” Marion County, Indiana 2000 to 2012. Report. 2014). http://www.bmj.com/content/349/bmj.g4887. Connecticut State Department of Education. November September 20, 2013. http://www.savi.org/savi/ 122 Frank, Lawrence, Martin Andresen, and Thomas Schmid. 8, 2014. Accessed February 15, 2016. http://www.sde. documents/Trends_in_Poverty.pdf. “Obesity Relationships with Community Design, Physical ct.gov/sde/cwp/view.asp?a=2678&q=334228. 107 National Equity Atlas. “Income Gains with Racial Equity: Activity, and Time Spent in Cars.” American Journal of 135 IndyChamber. Comprehensive Economic Development Indianapolis, IN Metro Area.” National Equity Atlas. Preventive Medicine 27, no. 2 (2004): 87-96. Strategy for the Indianapolis Region. Report. April 2015. Accessed February 15, 2016. http://nationalequityatlas. 123 Powell, Kenneth, Linda Martin, and Pranesh Chowdhury. 136 Putnam, Robert. “Requiem for the American Dream? org/indicators/Income_gains_with_racial_equity_(old)/ “Places to Walk: Convenience and Regular Physical Unequal Opportunity in America.” Lecture, Aspen Ideas Income:10476/Indianapolis,_IN_Metro_Area/false/. Activity.” American Journal of Public Health 93, no. 9 Festival, Aspen, CO, June 29, 2012. Accessed February 108 National Equity Atlas. “GDP Gains with Racial Equity: (2003): 1519-521. 15, 2016. http://www.aspenideas.org/session/requiem- Indianapolis, IN Metro Area.” National Equity Atlas. 124 Giles-Corti, Billie, and Robert Donovan. “The Relative american-dream-unequal-opportunity-america. Accessed February 15, 2016. http://nationalequityatlas. 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