2009 Sustainable Design Assessment Team Report for Indianapolis

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Indianapolis SDAT
October 2009

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• INTRODUCTION
• THE NEIGHBORHOOD
• CIVIC ENGAGEMENT
• ECONOMIC DEVELOPMENT
• TRANSPORTATION & INFRASTRUCTURE
• DEVELOPMENT & DESIGN
• CONCLUSION
• THE SDAT TEAM
• THE LOCAL TEAM
• ACKNOWLEDGMENTS
TABLE OF CONTENTS

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Introduction
In November 2008, the Indianapolis stakeholders submitted a proposal to the American Institute of Architects (AIA) for a Sustainable Design
AssessmentTeam(SDAT)toassistthecityanditscitizensinaddressingkeyissuesfacingaprojectareawhosecenterwasdefinedattheintersection
of 22nd Street and the MononTrail.The issues included planning and land use, urban design, transportation, economic development, brownfield
redevelopment and civic capacity. The AIA accepted the proposal and, after a preliminary visit by a small group in August 2009, recruited a
multi-disciplinary team of volunteers to serve on the SDAT Team. In October 2009, the SDAT Team members worked closely with local officials,
community leaders, technical experts, students and citizens to study the community and its concerns. The team used its expertise to frame a
wide range of recommendations, which were presented to the community in a public meeting.This report represents a summary of the findings
and recommendations that were presented to the community.
The Sustainable Design Assessment Team (SDAT) Program
The Sustainable Design Assessment Team (SDAT) program focuses on the importance of developing sustainable communities through design.
The mission of the SDAT program is to provide technical assistance and process expertise to help communities develop a vision and framework
for a sustainable future. The SDAT program brings together multidisciplinary teams of professionals to work with community stakeholders and
decision-makers in an intensive planning process. Teams are composed of volunteer professionals representing a range of disciplines, including
architects, urban design professionals, economic development experts, land use attorneys, and others.
Today, communities face a host of challenges to long-term planning for sustainability, including limited resources and technical capacity,
ineffective public processes and poor participation. The SDAT approach is designed to address many of the common challenges communities
face by producing long-term sustainability plans that are realistic and reflect each community’s unique context. Key features of the SDAT
approach include the following:
Customized Design Assistance.The SDAT is designed as a customized approach to community assistance which incorporates local realities•
and the unique challenges and assets of each community.
A Systems Approach to Sustainability. The SDAT applies a systems-based approach to community sustainability, examining cross-cutting•
issues and relationships between issues. In order to accomplish this task, the SDAT forms multi-disciplinary teams that combine a range of
disciplines and professions in an integrated assessment and design process.

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Inclusive and Participatory Processes. Public participation is the foundation of good community design. The SDAT involves a wide range•
of stakeholder viewpoints and utilizes short feedback loops, resulting in sustainable decision-making that has broad public support and
ownership.
Objective Technical Expertise. The SDAT Team is assembled to include a range of technical experts (planners, architects, economists and•
others) from across the country. Team Members do not accept payment for services in an SDAT. They serve in a volunteer capacity on
behalf of the AIA and the partner community. As a result, the SDATTeam has enhanced credibility with local stakeholders and can provide
unencumbered technical advice.
Cost Effectiveness. By employing the SDAT approach, communities are able to take advantage of leveraged resources for their planning•
efforts.The AIA contributes up to $15,000 in financial assistance for each project. In 2009, each SDAT project was estimated to cost between
$20,000-$30,000 total. The SDAT team members volunteer their labor and expertise, allowing communities to gain immediate access
to the combined technical knowledge of top-notch professionals from varied fields. Finally, the SDAT process employs a compressed
schedule and the application of innovative public participation techniques to leverage resources effectively and produce timely results.

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SDAT Program Communities
Communities that have participated in the SDAT program include the following:
The SDAT program is modeled on the Regional and Urban Design Assistance Team (R/UDAT) program, one of AIA’s longest-running success
stories. While the R/UDAT program was developed to provide communities with specific design solutions, the SDAT program provides broad
assessments to help frame future policies or design solutions in the context of sustainability and help communities plan the first steps of
implementation. Through the Design Assistance Team (DAT) program, over 500 professionals from 30 disciplines have provided millions of
dollars in professional pro bono services to more than 180 communities across the country. The SDAT program leverages the pivotal role of the
architectural community in the creation and support of sustainable livable communities.
The following report includes a narrative account of the Indianapolis SDAT project recommendations, with summary information concerning
several principle areas of investigation. The recommendations are made within the broad framework of sustainability, and are designed to form
an integrated approach to future sustainability efforts in the city.
Windsor, CA
Tampa, FL
Detroit, MI
Fort Worth, TX
Leon Valley, TX
Morristown, NJ
Parma, OH
Kauai, Hawaii
Fellsmere, FL
Alexandria Township, NJ
Oklahoma City, OK
Northampton, MA
Pittsfield, MA
Forest City, NC
Cache Valley, UT
Reno-Tahoe-Carson Region, NV
New Orleans, LA
Longview, WA
Guemes Island, WA
Syracuse, NY
Northeast Michigan
Lawrence, KS
Hagerstown, MD
Tucson, AZ
Englishtown, NJ
Dubuque, IA
Culver City, CA
Central City, LA
Albany, NY

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TheProjectAreadefined

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The Neighborhood
The focus for the Indianapolis SDAT is a project area located two miles northeast of the center of downtown along the Monon Rail-Trail, a
popular bicycle/pedestrian greenway that connects downtown with the northern suburbs. It encompasses a ¾ mile radius with a focal point at
the intersection of 22nd Street and the Monon Greenway Trail, one of the proposed locations of a multimodal transit station. The site lies at the
intersection of two neighborhoods: the Citizens-King Park neighborhood to the west and the Martindale-Brightwood neighborhood to the east.
The neighborhoods in the project area were described in the SDAT application as being“in a state of decay,”and were characterized as“riddled
with vacant lots, boarded up homes and substandard living conditions.”The available data, as well as physical observations, confirm this reality. A
survey of abandoned homes found 275 within the project area. In addition, the project area is proliferated by toxic brownfield sites. Abandoned
industrial sites, including more than 70 brownfields, dominate the landscape, leaking contaminants into the soil and ground water, including
chlorinated solvents, lead, PCBs asbestos, and petroleum. Illegal dumping is an epidemic in the area, as almost 15 percent of parcels and 30
percent of all public alleys are plagued with the problem. These environmental conditions present formidable barriers to commercial, industrial
and residential redevelopment efforts.
The combined area, including the neighborhoods of King Park and Martindale Brightwood, have a rich infrastructure of small, well-kept homes
with substantial street trees and mature landscapes. In the past twenty years, the residential area has seen a major out-migration of elderly
and young families. The area also abuts a major historic area that includes some seventy brownfields - abandoned or underutilized former
industrial sites.These sites sitting unremediated continue to contribute unknown levels of environmental contamination and degrade the entire
neighborhood. Renewal is critical to both the repopulating of the neighborhoods and the restoration of the economy and the environment.
Regarding public neglect, mistrust of local institutions (both governmental and nongovernmental), and frustration about the predicament and
conditions of neighborhood life. Residents’ previous experience with planning initiatives has been somewhat bitter, and common complaints
about preceding processes included that residents had not been involved in the process at all, that they had not been listened to by decision-
makers, and that many planning processes had a predetermined outcome and the public engagement effort was more for public relations
purposes and did not reflect authentic attempts to incorporate their opinions and input.

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The community has experienced intense out-migration, an aging population, and a high level of unoccupied housing in the neighborhood.
There is a modest cohort of businesses that continue to operate. There are several parks, including Douglas Golf Course and the Monon
Trail. There is active discussion of a light-rail line along the Monon Trail corridor, offering a significant incentive for locally-focused
development.
Assets and Liabilities
The community strongly desires to address social issues related to its reduced population without disruption for the current residents.
They realize that they need to encourage growth, but fear the type of gentrification that can destroy the fabric of solid neighborhoods
in the name of so-called revitalization; the community needs a plan that protects the community first and pursues growth second. They
see a need for job creation, higher owner-occupied residential growth, retention of the current businesses (and jobs) and attraction of
amenities, including a bank branch, a grocery and a drug store. They also recognize that growth of such sectors will reduce crime and offer
the possibility of enhanced educational attainment in the area through a strong school-business coalition.
At the heart of this is the Monon Trail, a stretch of recreational property that parallels a defunct rail line and can be the center focus that
connects the neighborhoods with a positive public energy. The possible future presence of a light-rail line parallel to the Monon Trail both
challenges and creates potential assets for the area and must be integrated into local redevelopment planning today.
The neighborhood stretches north and south from 33rd Street to below 16th Street, where it is belted by the I-70 highway. To the east, the
neighborhood includes residential areas west of Douglass Park to beyond Keystone and to the west, it is bounded by Fall Creek and College
Avenue. With a possible train station at 30th, 22nd or 16th Street and Monon, a central hub from 25th to 22nd would create a sustainable
and walkable business center for the larger neighborhood, although clearly the final decision on where to centralize the business district
will be an outgrowth of the long-term community economic planning process.
Investment by organizations such as the Oasis of Hope CDC (affiliated with the Oasis of Hope Baptist Church) and other senior housing
developments have offered stability to the neighborhood’s rapidly aging population so they can retain their strong community roots, and
continue to provide leadership to the community.
The major industrial property currently in operation and a successful feature of the community is the Indiana Veneers Corporation, which
has operated at this site since 1892 with small businesses like Country Kitchen Soul Food.
Properties that are not assets include the old Hoosier Industrial Tool and Coal site and the firefighter’s mule Barn (30th Street), several
junkyards, the American Lead Superfund site (in an area of plating, wire and other industrial brownfields) and the old Washington School
on 16th Street.
Mistrust and the Community Fabric
The civic landscape could be described in equally toxic terms. Civic frustration and mistrust of public institutions runs high across the area.
During the SDAT process, criticism toward municipal government was widely shared, and local residents expressed a common narrative
regarding public neglect, mistrust of local institutions (both governmental and nongovernmental), and frustration about the predicament
and conditions of neighborhood life. Residents’ previous experience with planning initiatives has been somewhat bitter, and common
complaints about preceding processes included that residents had not been involved in the process at all, that they had not been listened
to by decision-makers, and that many planning processes had a predetermined outcome and the public engagement effort was more for
public relations purposes and did not reflect authentic attempts to incorporate their opinions and input.

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Fragmentation and Conflict
Fragmentation predominates between and within neighborhoods. Social capital, trust, neighborhood health, and other indicators of a strong
civic capacity were often described as strained given the physical decay of the area, the persistent public safety issues, and the hardship of daily
life. The SDAT team heard several stories about local conflicts between various community organizations and institutions, and partnership was
generally not a strategy widely recognized as a path to greater success within the project area. At the outset of the SDAT process, the national
team even had difficulty establishing its own credibility, and conducted an unprecedented pre-charrette public workshop with local residents
to explain the process, ensure that local residents’involvement and expertise would be a critical to the team’s work, and ask for resident input on
the schedule, tour of the area, and key areas of inquiry.

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A Legacy of Neighborhood Neglect and Suffering
It is clear from even a cursory tour that the neighborhoods which encompass the project area have been the subject of decades of collective
neglect. According to the SDAT application, the project area and its neighborhoods have “remained out of sight and therefore out of mind for
decades.” The results of that neglect have been dramatic on the physical and human side. In 2000, 81.6% of adults citywide held at least a high
school diploma, and just over a quarter held at least a bachelor’s degree. Conversely, in the project area, the high school graduation rate was
comparatively lower -only 65.7% of adults held a high school diploma in 2002, with 21.1% holding at least a bachelor’s degree. The median
household income in Indianapolis was $42,702 in 2004; however, in the core of the project area it was less than half that. Citywide, 14.1%
of residents live below the poverty level, but within the project area 38.5% of residents fall below the poverty line. In the 2000 census, the
unemployment rate in the project area was triple that of the rest of the city, and it hit over 18 percent in 2002. Until recently, residents of the area
have not had much experience with the kind of success that would produce optimism for the future.

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Building a New Community Narrative
During the last decade, several key developments have occurred to spur new interest in the project area. Though controversial, the completion
of the Monon Trail through the area in the early 2000s represented an important event in the life of the neighborhood, as it has since provided a
unifying corridor to bring diverse residents together for recreation and mobility. The opening of a new charter school in 2008 at the center of the
project area represents another key development that has provided symbolic and tangible progress locally. The construction of award winning
housing developments adjacent to the core neighborhoods, though viewed with controversy and concern over gentrification, also represents
tangible change that holds potential for the neighborhood’s future. The consideration of the city’s first light rail line through the project area,
and the identification of the area as a possible site for a proposed light rail station in the future, provides further proof that opportunities exist to
change the neighborhoods future and impact its residents and positive and long-lasting ways. The proposed establishment of a“Smart Growth
Renewal District” to guide sustainable and integrated neighborhood renewal represents a potentially exciting opportunity. The SDAT process
represents another important marker for the future of the community. During the process, hundreds of residents participated in a collective
expression of their future vision and aspirations for the area, defining some common goals, identifying shared resources, and beginning to build
the long-term partnerships that can make attainment of this vision a future reality. The enthusiasm expressed by residents at the conclusion of
the team’s final presentation represents an opportunity for all of the local stakeholders involved – their enthusiasm and willingness to renew
their commitment to public partnership should be met with concerted efforts by local institutions and organizations to engage them directly in
the work ahead.

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Overarching Strategies
Build the Capacity to take control of your collective future. The area’s future success will•
be dependent on the breadth of its partnerships, the involvement and investment of its
residents, and the collaborative leadership abilities of its institutions. It must overcome
its present fragmentation in order to achieve common goals. Every action outlined in this
report represents an opportunity to partner, and the community must leverage all of the
resources at hand in pursuit of a common vision to be successful. Municipal government
is but one partner in the community – it cannot be depended upon to provide all the
resources, or solutions. Cross-sector partnerships involving the private sector and non-
profit organizations as well as citizens will be imperative for community success.
Connect issues and actions in pursuit of a common vision for the future. This report•
outlines a series of recommendations in specific issue areas, including economic
development, land use, urban design, transportation, brownfield redevelopment,
and civic engagement. As the community works toward implementation of these
recommendations, it must look for opportunities to address issues in combination
– redevelop brownfields with progressive financial tools that produce mixed-use,
pedestrian friendly neighborhoods, address education and job training by leveraging
industrial clean up and neighborhood planning for future development of the workforce,
and so on. An integrated effort will allow for maximized efficiency and will produce
exponential returns on the necessary public investments in the area.
Given this reality, the SDAT Team recommends two overarching strategies the community should pursue as it begins implementation work:

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Civic Engagement represents the vehicle through which the community will mobilize available resources in pursuit of its unified vision for the
future. By deploying collaborative approaches to problem-solving, the SDATTeam believes that the city can rebuild important civic relationships
and set the stage for robust and unconventional partnerships to achieve common goals.
Challenges to Community Building
Civicfrustrationandmistrustofpublicinstitutionsrunshighacrossthearea.DuringtheSDATprocess,criticismtowardmunicipalgovernmentwas
widely shared, and local residents expressed a common narrative regarding public neglect, mistrust of local institutions (both governmental and
nongovernmental), and frustration about the predicament and conditions of neighborhood life. Residents’ previous experience with planning
initiatives has been somewhat bitter, and common complaints about preceding processes included that residents had not been involved in the
process at all, that they had not been listened to by decision-makers, and that many planning processes had a predetermined outcome and
the public engagement effort was more for public relations purposes and did not reflect authentic attempts to incorporate their opinions and
input.
Fragmentation predominates between and within neighborhoods. Social capital, trust, neighborhood health, and other indicators of a strong
civic capacity were often described as strained given the physical decay of the area, the persistent public safety issues, and the hardship of daily
life. The SDAT team heard several stories about local conflicts between various community organizations and institutions, and partnership was
generally not a strategy widely recognized as a path to greater success within the project area. At the outset of the SDAT process, the national
team even had difficulty establishing its own credibility, and conducted an unprecedented pre-charrette public workshop with local residents
to explain the process, ensure that local residents’involvement and expertise would be a critical to the team’s work, and ask for resident input on
the schedule, tour of the area, and key areas of inquiry. It will take a coordinated effort across the community to begin addressing these issues,
and will require successful partnering on modest implementation measures to lay the groundwork for more complex public initiatives later.
Civic Engagement

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Expanding the Community Network
Partners for
Community
Change
(Steering Committee)
Working Groups
Economic Development
Housing
Public Safety
Maintenance
Communications and
Outreach
Transportation
Schools and Education
Social and Cultural
Seniors
Community Health
Community
Congress
Take Action Step 1
Expand the Network
Initial, Visible, +
Immediate
Community
Improvements
by Each Working
Group
Policy + Funding
Commitment
for Community
Improvements
for priorities identified
by Each Working
Group
Critical + Priority
Investments
in Community
Improvements
by Each Working
Group
First Phase of Policy
and Funding
Requests
First Phase of
Capital Improvements
Next Round of
Community Action
Take Action Step 2Policy and Funding Capital Investments
Initial, Visible, +
Immediate
Community
Improvements
by Each Working
Group
YEAR 1 YEAR 2
Sweat Equity Parties Making the Pitch Cutting Ribbons
Turn Leadership Over to the Neighborhood
The neighborhood residents and stakeholders have clearly expressed their desire to be involved in designing their own future. The diagram
below represents a recommended process to achieve neighborhood leadership of the initiative moving forward.

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Continue to bridge neighborhoods and organizations to build a common vision
Collaborationandpartershipareimperativeiftheareaistoachieveitsaspirationsmovingforward.Thediagrambelowrepresentsarecommended
model that represents how key partner relationships should play a role moving forward.

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Developing Civic Capacity
The SDAT Team believes community capacity exists to be successful. Indianapolis has demonstrated its ability to plan well before. The Fall
Creek Place project received an Award for Excellence from the Urban Land Institute in 2004, a Smart Growth Award from the American Planning
Association in 2003, and the Best Smart Growth Community Award from the National Association of Home Builders in 2004. During the SDAT
process,thetechnicalexpertiseexhibitedbythelocalprofessionalcommunity,andtheinstitutionalcapacitydemonstratedbyBallStateUniversity
both highlight the tremendous local resources that exist. The cross sector partnership that developed to conduct the SDAT process involved
private sector funding (Citizens Energy Corporation), as well as a host of public, private, and non-governmental organizations collaborating
through the SDAT Steering Committee. The process should be a model for how the community approaches all public work moving forward. It
should work to develop its collective civic capacity to generate cross sector partnerships and robust public engagement at each stage of the
implementation process.
TheSDATworkshopbroughtadiversegroupofpeopletogethertodiscussasharedvision. Thissketchwasdoneat
theworkshopbyaneighborhoodstudent.

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Indianapolis Can Be A Leader Again
“the vast majority of white
people and the vast majority
of black people in this
country want to live together,
want to improve the quality of
our life, and want justice for
all human beings that abide
in our land.”
-Robert F. Kennedy

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Collaborative leadership is needed. No single player can make this happen.
The area’s future success will be dependent on the breadth of its partnerships, the involvement and investment of its residents, and the
collaborative leadership abilities of its institutions. It must overcome its present fragmentation in order to achieve common goals. Every
action outlined in this report represents an opportunity to partner, and the community must leverage all of the resources at hand in
pursuit of a common vision to be successful. Municipal government is but one partner in the community – it cannot be depended upon
to provide all the resources, or solutions. Cross-sector partnerships involving the private sector and non-profit organizations as well as
citizens will be imperative for community success. Priority should be placed on the following:
Priorities
Expanding capacity and expertise of staff to implement recommendations and to•
mobilize volunteers within the King Park/Martindale Brightwood community.
Cultivating long term relationships with local foundations and other institutions to help•
find the best partners for neighborhood renewal.

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Maintain high level of public engagement and celebrate small victories to keep
momentum.
Involve Everyone in the Process
The SDAT process has provided a useful starting point for broader dialogue about the future of the community. The residents have expressed
marked commitment towards engaging in public work with a host of partners moving forward. The city should capitalize on this excitement to
engage residents in broader visioning conversations about the future of the neighborhood, and begin to form the necesssary structure and civic
process to ensure continued momentum on implementation of the SDAT recommendations.
ASelectionofGraphicBrand/VisionsfortheDistrictdevelopedbyBallStateStudents

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Focus on Continual Engagement Processes
It is critically important to maintain the level of public participation from residents as the implementation process moves forward. The SDAT
Team heard a clear message from residents that they want to have greater levels of involvement in the planning processes surrounding the area’s
future. By incorporating a holistic approach to community engagement and participation, Indianapolis can become a real leader in developing
its sustainable future.
Small Victories
This is why it is also important to develop a revitalization strategy with many other small elements; from planting trees and installing bus shelters
to cleaning up the neighborhoods, creating a Neighborhood Watch to keep vacant houses beautiful and safe, to stenciling the storm drains with
a fish to remind people of the importance of keeping contamination out of the water and rivers so we can continue to eat the fish. These small
and relatively inexpensive projects keep people engaged and keep them motivated when the larger challenges prove to take much longer
than anticipated. Developing these other elements is a key exercise for the economic revitalization group to establish – and to find resources to
support these efforts in the schools, through local businesses, or organizations like Keep Indianapolis Beautiful or Eli Lilly. These efforts remind
the community of the goal and help them see that the process can change their community for the better.

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Economic Development
Restoring vibrancy through renewal of inner city neighborhoods is always challenging. Over time neighborhoods will always loose some
valued elements that can never be replaced. These same neighborhoods, however, because of their proximity to the city’s core and the basic
infrastructure they often retain, have the potential revitalize in ways that can be more sustainable economically, environmentally and socially.
ThissectionoftheSDATreportaddressesEconomicDevelopmentgoalsandactionsfortheCity’sKingPark/MartindaleBrightwood neighborhoods.
Creating economic development goals and actions that are achievable mean that the public and private partners that need to be involved must
begin by understanding the past, as well as current conditions and pay attention to but not be dictated to by economic trends.
Indianapolis’ King Park/Martindale Brightwood neighborhoods have experienced and are living with a mixture of economic challenges as well
as economic progress and future potential. Challenges include population losses over the past two decades, high unemployment (estimated at
18% in the last quarter of 09), and a median income of about $24,000 (2007) which is considerably lower than the city and region, and impacts
the quality of life as well as buying power of area residents.
Economic Development Goals
After touring the neighborhoods and talking with a cross section of community residents, business owners, various government and non-profit
professionals the AIA team recommends that the following economic development goals be considered by the public, non profit and private
parties that will be responsible for economic revitalization and physical renewalof these areas.
Increase Job Creation
Indianapolis is fortunate in having a community college system and job training centers that have strong histories of providing job training
programs. Job training providers can build upon this foundation to provide additional services for King Park/Martindale Brightwood area
residents by taking the following actions:
• Matching workforce training with real private and public sector jobs in the neighborhoods as well as the larger market shed. As the nation
and city work their ways out of the current recession, jobs will be added to various industries. Private companies and public agencies should
work closely with training providers such as community colleges to provide more direct opportunity and access to real jobs in these sectors.
By defining technical skills needed and working with training providers who may need to do a more aggressive job at recruiting job seekers in
targeted areas, there should be a more direct link between the skill training and an actual job.
• Bring More Workforce Training into the Neighborhoods. In areas that have higher rates of poverty and crime, but lower rates of educational
attainment,itbecomesmoreimportanttobringtrainingopportunitiesintotheneighborhoodswhereresidentscanhaveeasyaccesstoprograms.
Utilizing existing facilities that residents frequent such as community centers and houses of worship could be a lower cost yet effective way to
bring training programs home.
• Green Job Training. With the growth of green industries as well as green operations in many existing industries it will be important to offer
as many programs as practical to align the neighborhood workforce with this green expansion. Green industries can range from producing
environmentally beneficial products such as solar panels or wind turbines to providing various green services such as recycling or bike delivery
fleets for lighter weight objects. Training more neighborhood residents for jobs in these kinds of fields should offer them greater exposure to
longer term job opportunities.

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Capture more industrial development, particularly in green industries
While many industries have left these areas, the neighborhoods have retained a few, some of which have even expanded. In addition a new
industrial park has emerged which demonstrates that the area has commitment and some of the tools it takes to bring in and retain industry. To
continue diversifying the economic base and provide more job opportunities for the community’s future the area will need to more aggressively
pursue and capture industries. To the extent possible it should find its competitive advantages in attracting green and clean industries. Many of
these firms and their employees prefer to be located in close-in areas where transportation and infrastructure systems are largely in place.
The King Park/Martindale Brightwood neighborhoods have the benefit of having already created the Keystone Industrial Park. The city, private
developers, industries and others need to build on this initiative.
• Bring the University Loft site into the Keystone Industrial Park. Since it is adjacent to the Industrial Park the University Loft site can offer
more acreage for relocated or start up businesses. It would be helpful to enhance design guidelines for the expanded Park so that companies
can experience an environment that is more desirable and competitive. Industrial Park developers might also consider embracing sustainability
standards that would not only enhance the Parks appeal but could effectively lower operating and maintenance costs.
• Relocating Existing Neighborhood Industries to the Expanded Keystone Park. There are a number of ongoing neighborhood industries
located in older buildings often adjacent to the Monon tracks. If some of these industries can be relocated to the Keystone Park the industry
benefits two ways:
1) It could have more modern, potentially more economically efficient and environmentally sustainable buildings; and
2) It gains the ability to sell (or in some cases donate) its current site so that older buildings (if viable) can be adaptively reused for other
purposes (e.g., in the way that the charter school and design center are adaptations of a former industrial building).
In some cases vacated industrial sites may need to have their buildings removed to make way for new buildings with different uses, or for open
space.

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Increase support for small business and entrepreneurship
Small businesses generally provide 80% of job growth in cities, and entrepreneurs are business play makers that take new ideas and bring them
to commercial reality. Public and private parties including universities, chambers of commerce, the city and others need to collaborate to provide
more technical and financial support to enhance paths to success for small businesses and entrepreneurs.
While the City already has a number of programs that serve small businesses and entrepreneurs, the depths of the current recession when
combined with long standing economic conditions in the King Park/Martindale Brightwood neighborhoods warrant expansion of existing
efforts and the creation of new ones.
• Enhance funding and access to mirco loan programs and promote angel and venture capital networks. Emerging small business can benefit
from smaller amounts of funding at reduced terms that can help them get started. The city already has a micro loan program and it needs to
be more substantially funded and made accessible to King Park/Martindale Brightwood neighborhood businesses. In some cases businesses
may require additional micro assistance in the form of micro insurance for their operations, or technical assistance to better assure their chances
for growth – these functions need to be addressed by appropriate public, private and non-profit partners. Entrepreneurs in the area who have
viable ideas for new products or services should be provided more access to early capital providers in the metro area’s angel and venture fund
networks. Public and private partners working in the area need to assist in providing these interactions. One need not look very far to see how
many successful ventures began in the garage or home of someone with a good idea (e.g., Google, Amazon, General Electric, AT&T, etc.).
• Adapt models of entrepreneur assistance developed elsewhere or conjure up your own. Midwest cities such as Cleveland and Appleton have
developed entrepreneur assistance programs that range from technical assistance and networking to offering physical facilities and early stage
financing to entrepreneurs. Indianapolis should look into to these models to glean what can be adapted for the metro region and what might be
applicable to idea generators in the King Park/Martindale Brightwood neighborhoods. Benefits of such actions not only accrue to the emerging
business and the jobs eventually created, but the formation of an environment that welcomes, cultivates and supports innovation and new
ventures.

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Increase K-12 graduation rates and add more schools
Area graduation rates in the King Park/Martindale Brightwood neighborhoods are among the lowest in the city. To establish a labor pool among
area residents, provide real opportunities for a better quality of life for its young people, and to create the kind of environment that will attract and
retain business investment, area schools must work with public and private partners and parents in the area to improve the quality of education
for more students and increase graduation rates. As graduation rates increase and the King Park/Martindale Brightwood neighborhoods regain
population it will be important to build more schools.
Ensuring the best quality education possible for young people in the neighborhood is among the most if not the most important economic
development program for the city, neighborhood and its residents. Kids that graduate high school have greater opportunities for good career
paths (which improve even further with post high school education) than those who don’t. Because traditional families (father, mother and two
or three kids) are a smaller fraction of the household make up and it is often necessary for one of the kids in a growing number of single parent
households to work while trying to receive an education it is important to provide viable alternatives and enhancements that will increase the
quality of education as well as graduation rates. A few actions that should be considered or re-enforced if they are not already in play include:
• Expanding mentoring programs. Many children, particularly those in single parent households, benefit from a mentoring relationship with
an adult in the workforce. Mentors can provide counseling and advice about educational, occupational and other aspects of life that sometimes
aren’t received as well from a parent. Existing mentoring programs in the King Park/Martindale Brightwood neighborhoods should be expanded
to provide mentors for more young people at a broader range of grade levels.
• Provide more workforce internships for high school students. While there is no one factor that will motivate young people to finish high
school, providing them with exposure to various kinds of real life work experiences through internships can ignite a spark that will help them
keep their educational interests burning. Internships with private businesses and public agencies can also help identify talent that they may
choose to hire once these interns graduate.

30. SDAT INDY
• Incorporate new school facilities into neighborhood renewal strategies. As the King Park/Martindale Brightwood neighborhoods redevelop
and its population grows, it will be important to anticipate the need for new schools. Neighborhood renewal plans should identify potential
sites for new school buildings as well as opportunities to integrate schools within mixed use buildings, some of which may be adaptive re-uses
of existing structures.
Craft and apply a robust economic development toolkit
All of the above goals will require partnerships if they are to succeed and benefit area residents and businesses.The public and private sectors and
area foundations need to add to their existing development tool kits to increase opportunities for economic development and neighborhood
renewal success.
Indianapolis is fortunate in having a number of public economic and redevelopment tools available to stimulate revitalization efforts. It is
also graced with a number of generous and committed local foundations that have invested in the community for decades. By pooling these
public and foundation efforts with non-profit and private resources the city can further provide development tools that can help the King Park/
Martindale Brightwood side neighborhoods become more vibrant.

31. INDY SDAT
• Create area wide tax increment districts. The city currently has authority to create tax increment districts that can reduce risk and help finance
infrastructure projects. It also has authority to create larger tax increment districts which enable a larger pool of tax increment funds (TIF) to be
used to help seed multiple projects (e.g., possible participation in mass transit projects, mixed use developments, infrastructure improvements,
land acquisition) within a district boundary. Larger tax increment districts in other cities can range from 50 – 60 acres to several hundred or a
few thousand acres. In most cases these TIF districts have a plan that’s used to guide neighborhood renewal and a financial report that projects
income and is monitored to retain accountability.
• More aggressively pursue and use federal development assistance programs. There are a number of programs offered by the federal
government that can assist local renewal efforts. In addition to utilizing community development block grant dollars and historic tax credits,
both of which have been utilized in King Park/Martindale Brightwood neighborhoods, the city should work more with its non-profit and private
partners in utilizing new market tax credits (which can help pay for up to 25% of qualified economic development projects), and HUD 221d3
and d4 loan guarantee programs which enable non-profit and for profit developers to secure 90% financing for moderate rate and market rate
apartment projects.
• Property tax incentives for historic buildings and brownfield sites. The King Park/Martindale Brightwood neighborhoods have a significant
numberofbrownfieldsitesandanassortmentofbuildingsthatare,orcouldbe,designatedashistoric.Redevelopmentonbrownfieldsitesismore
expensive than on clean sites and adaptive re-use of historic buildings is also nearly always more expensive.To help enable more redevelopment
of these two categories of properties, the city should explore the potential to freeze property tax on such parcels for a seven to ten year period.
Existing taxing jurisdictions would continue to receive property taxes they are now receiving, but would defer gains on redeveloped sites until a
future date. Meanwhile, redevelopers would have a greater likelihood of achieving economic success with projects on brownfield sites and with
historic buildings. This serves neighborhood interests by providing more housing, mixed use, institutional, entertainment and other product
types for residents and visitor to enjoy.
• Further engage foundations in neighborhood renewal and economic development efforts.The city has a number of foundations which have
played fundamental roles in improving the quality of life, the environment and the economy of the region. Lilly and others have helped make
Indianapolistheplaceitistoday.AsthesefoundationscontinuetoinvestinvariouscityprojectsandprogramsitwouldbehelpfultotheKingPark/
Martindale Brightwood neighborhoods to explore how some of their funds could be pooled with other public and private resources to stimulate
sustainable catalytic development and address a number of the economic development goals and actions outlined in these recommendations.
Having the foundations provide gap financing at low interest, or possibly deferred loans to help launch a mixed use redevelopment project that
provides space for local businesses and various housing alternatives helps all parties in the equation. So too would putting foundation resources
into an enhanced micro assistance program that offers loans and insurance often needed for small start ups, or venture capital for more robust
ideas that would help commercialize new products.

32. SDAT INDY
Policy Issues
Indianapolis needs to examine its possible policy options, whether through the support of the state legislature, or with organizations like the
Chamber of Commerce.
Brownfield Development Areas
Other states, including New York and New Jersey, have well-established programs that provide incentives for investors willing to take on the
additional aspects of redeveloping on brownfield sites. Indiana needs to conduct a cost-benefit analysis of public investments in these types
of redevelopments and, based on the outcome, establish a toolbox of incentives that can spur that investment at a cost appropriate to the
benefit.
Indiana has several incentives, but they are not sufficient in their current status to support the level of investment needed in these areas. The
two major tax incentives for brownfield remediation and redevelopment are voluntary credits and brownfield tax reductions. The Voluntary
Remediation Tax Credits are available for voluntary cleanup at eligible brownfield sites for qualified parties, and must be approved by local
legislative resolution. The Brownfield Tax Reduction/Waiver waives delinquent tax liability (partial or full) for brownfield properties.
Economic Improvement Districts
An economic improvement district (EID) is a special purpose district in which property owners agree to collect an additional fee to fund
improvements in the district. The EID is developed and managed by the property owners in the district and the investments are intended to
support their businesses. Improvements may include infrastructure, such as streetscapes, lighting, and public art; services such as security and
landscape maintenance; or staff dedicated to managing and marketing the district. Under a variety of names, such as special improvement
district, economic improvement district, or downtown improvement districts, the tool has been used in cities across the nation and in Indiana to
provide services and infrastructure that are above and beyond what might reasonably be delivered by local government.
Establish Certified Sustainable Opportunity Areas
The Indiana State Code has a CRED [Community Revitalization Enhancement District Tax] and CTP [Certified Technology Park] legislation which
should be linked to a“Certified Sustainable Opportunity Area”so Indianapolis (and other cities of similar size and need) could create district wide
Tax Increment Financing (TIF) structures to encourage and promote investment. The TIF would reinvest a percent of the state sales tax collected
and income tax paid by the business into the area for qualified green building, infrastructure, and renewable energy investments. Tying this to
the City of Indianapolis would maintain accountability and ensure proper recognition of the successes of the effort.
Certified Sustainability Areas
The states CRED system needs to be reexamined to allow cities of great need (perhaps based on size and densities of population) to have one
CRED per Certified Sustainability Area. Other states are investing in sustainability designations, particularly in the area of energy conservation
and encouraging green building and green retrofitting. This is an opportunity for Indianapolis to seize the national stage again and show other
states how it is done.

33. INDY SDAT

34. SDAT INDY
Transportation & Infrastructure
The neighborhoods in the project area have historically enjoyed access to a range of transportation choices as a result of their advantageous
location adjacent to the city’s downtown business district. As the area has become depopulated over the years, it has lost some of these amenities,
and some new transportation developments, such as the highway, have represented barriers as much as they have provided access to other job
centers in the area. However, transportation has historically carried an outsized controversy relative to other issues in the city’s public dialogue.
The proposed Monon trail, now recognized almost universally as a significant local amenity and a unifying facility that brings diverse residents
of the city together, was initially received with skepticism by many residents. In a similar fashion, the more recent idea regarding a light rail line
through the area has been met with an equal amount of concern and excitement. Nonetheless, the team viewed the transportation issue as
one of the most exciting potential areas for exploration and community partnership in the project area. While much work needs to be done to
begin moving forward many of the transportation concepts discussed during the SDAT, the team felt that a renewed interest in the potential
for such investments to have a positive impact on residents generated significant optimism, if the process is managed appropriately in include
local input.
Existing Conditions
Assets
The project area’s existing transportation infrastructure boasts several advantages:
• Traditional street grid. The neighborhood’s traditional street grid system has mostly remained in tact during successive eras of change. The
grid network facilitates enhanced connectivity for residents, both within and across neighborhoods, as well as to the downtown.
• Limited one-way streets. Unlike other areas of the city, the King Park/Martindale Brightwood neighborhood and its adjacent area do not
feature one-way vehicular corridors, providing a distinct advantage in enhancing the pedestrian experience and remaining true to the original
street system.
• Access to interstate I-70 and the CSX railroad. On the project area’s eastern edge, the interstate and railroad represent physical barriers to
connectivity for many residents. However, from an economic development perspective, the enhanced access to highways and rail provides an
advantage for the area in attracting important job creating businesses in the manufacturing and supply chain industries.
• The Monon trail. The Monon trail represents the biggest transportation success story in the area in recent memory, providing residents access
to a range of transportation facilities and choices, as well as providing a unifying corridor for recreational activity across neighborhoods.
• Sidewalk infrastructure. Though the condition of the existing sidewalk infrastructure varies, it provides the foundation for a neighborhood
pedestrian experience.
• The potential for significant transportation enhancements, including multi-modal nodes, transit, and on-street bike routes. The project
area’s center lies along the city’s proposed light rail commuter line, providing the potential for a significant new transportation amenity for
local residents, as well as a potentially transformative investment in the neighborhood. The area features several nodes that hold significant
potential to serve as future transportation nodes, providing residents with multi-modal transportation opportunities and enhancing the local
neighborhood vitality via mixed use development and the continued expansion of pedestrian and bicycle facilities via the establishment of
bicycle lanes, improved sidewalks, crosswalks, and other attendant facilities.

35. INDY SDAT
Existing Conditions
System Inefficiences
The SDAT process revealed several key inefficiencies and challenges in the area’s
current transportation system:
• Inadequate traffic circulation. Traffic circulation in the area is inconsistent, leading
to choke points and congestion at key intersections and raising the potential for
pedestrian safety issues along key corridors.
• Lack of street lighting. Street lighting in the project area is minimal. Given the
pervasiveinterestinpublicsafetyissues,andthelackofassociatedpedestrianfacilities,
lack of lighting is a significant impediment to the transportation environment and
streetscapes.
• Lackofstreetmaintenance. The team heard significant resident input regarding the
lack of consistent street maintenance in the area, specifically regarding pavements,
sidewalks, sewers and other fundamental components of an effective transportation
infrastructure.
• On-street parking. On street parking is limited in the project area, and expanded
access to on street parking would enhance streetscapes, pedestrian safety, and
neighborhood vitality.
• Limited Interstate access. While the interstate is in close adjacency to the project
area, access to the highway is problematic.
• Limited bus service, shelters and benches. Bus service in the project area was
described as limited and sporadic, and the facilities for pedestrians utilizing public
transportation were described as inadequate.
• Poor sidewalk conditions. Sidewalk conditions vary in the project area, providing
challenges for pedestrian activity and posing significant barriers to safety.
• Lack of crosswalks. Similarly, the lack of crosswalks, particularly along major
connecting intersections, poses an impediment to the community’s attempts to
encourage safe and healthy neighborhood activity and vitality.
• Limited bus service, shelters and benches. The pedestrian experience is limited by
a lack of key connections to existing facilities such as the Monon Trail.
• Bike route signage. Existing bike route signage is inadequate.
ExistingSidewalkconditions

36. SDAT INDY
Fix Infrastructure
Undertake infrastructure repair now, especially of broken or deteriorated sidewalks, street pavement, lighting, and street trees. This will provide
quick, visible evidence that the city is serious about neighborhood restoration, while also making the community more attractive to private
investment.
Team Recommendations
Short-Term Improvements
1. Sidewalk rehabilitation program
2. Pavement maintenance
3. Street lighting & landscape improvements
4. Traffic signal optimization and crosswalk improvements
5. Bus stop & shelter improvements
6. Transit Marketing
7. Bike route signage and on-street markings

37. INDY SDAT
Green Complete Streets
Undertake infrastructure repair now, especially of broken or deteriorated sidewalks, street pavement, lighting, and street trees. This will provide
quick, visible evidence that the city is serious about neighborhood restoration, while also making the community more attractive to private
investment.
• Resurface and restore neighborhood streets. An inventory of existing street conditions should be undertaken and a resurfacing program
should be implemented using a phased approach that prioritizes highest need and strategic nodes.
• Improve Streetscapes. The city should identify and target key streets in the area first, and begin implementation of a streetscape strategy that
incorporates energy-efficient LED lighting, landscaping, and other amenities to improve the pedestrian experience in the area.
• Bike route signage and on-street markings. The city should prioritize bike route signage and on-street markings to improve neighborhood
facilities.
• Reduce Through Traffic. The city should apply a range of street calming measures in strategic locations to reduce through traffic and overall
street speeds.
Aviewofa“complete”Dr.AndrewJ.BrownAvenue,withwidesidewalks,pedestrian-orienteddevelopment,bicycleaccommodations,andstreettrees.

38. SDAT INDY
• Create a Green Infrastructure Master Plan. The City should create a Master Plan to address natural water improvement strategies, energy use
conservation, green building techniques including materials, solar access and water use, trip reduction approaches by neighborhood and local
food production.
• Redefine Connectivity. The city should prioritize and take into account significant improvements for pedestrians, transit and natural systems
(complete streets).
• Green Infrastructure Pilot Project. Initiate a green infrastructure pilot project in a portion of the district, perhaps an area four to six blocks in
size. This, too, would have the benefit of visibility, adding credibility to the city’s efforts without requiring major capital expenditure.
• Construct a Green Street. Plan and construct a green, complete street that reduces water runoff, enhances neighborhood beauty, and
accommodates all users – pedestrians, bicyclists, and drivers – equitably and safely along several blocks in one of the district’s main corridors.
Look at the work that St. Louis is doing in the South Grand corridor for a model. The street can become a showcase leading to similar efforts
throughout the neighborhood and in other parts of the city.
Residential-scalegreeninfrastructurecomponentsthatcanreducestormwaterrunoffandaddresstheproblemofcombinedsewersinthearea

39. INDY SDAT
• District-wideGreenInfrastructure.Implement district-wide green infrastructure sufficient to earn maximum points under LEED-ND’s credit for stormwater
management (GIB credit 8).
• System of Green Infrastructure. Implement a state-of-the-art system of green infrastructure throughout the district.
Perhaps the district’s greatest opportunity for utilizing green technology for sustainability achievement lies in the use of advanced techniques for managing
stormwater runoff with green infrastructure.The issue is of particular importance in Indianapolis, much of whose central core, including the renewal district,
is plagued with a combined sewer system that overflows into urban waterways when stormwater runoff fills the pipes. This not only creates health hazards
but also creates challenges to new development, since regulatory compliance requires costly solutions.
According to the city’s SDAT application, Indianapolis has recently embarked on a multi-billion effort designed to minimize combined sewer overflow into
streams, primarily through the creation of large storage reservoirs and other engineering solutions that hold wastewater until it can be properly treated.
More innovative on-site solutions to addressing stormwater runoff from higher-density urban developments have reportedly been slower to be accepted
by city regulators. This approach should be modified to take advantage of the great potential of“green infrastructure.”
Networksofbioswalesleadingtolargerraingardenscanbeincorporatedintoexistingrightsofwaywithminimalimpactonon-streetparking.
Suchnetworkswouldalsoprovideawaytoaddsubstantialnativelandscapingtothestreetscape.

40. SDAT INDY
Perhaps the district’s greatest opportunity for utilizing green technology for sustainability achievement lies in the use of advanced techniques for managing
stormwater runoff with green infrastructure.The issue is of particular importance in Indianapolis, much of whose central core, including the renewal district,
is plagued with a combined sewer system that overflows into urban waterways when stormwater runoff fills the pipes. This not only creates health hazards
but also creates challenges to new development, since regulatory compliance requires costly solutions.
According to the city’s SDAT application, Indianapolis has recently embarked on a multi-billion effort designed to minimize combined sewer overflow into
streams, primarily through the creation of large storage reservoirs and other engineering solutions that hold wastewater until it can be properly treated.
More innovative on-site solutions to addressing stormwater runoff from higher-density urban developments have reportedly been slower to be accepted
by city regulators. This approach should be modified to take advantage of the great potential of“green infrastructure.”
The federal Environmental Protection Agency defines green infrastructure as “systems and practices that use or mimic natural processes to infiltrate,
evapotranspirate (the return of water to the atmosphere either through evaporation or by plants), or reuse stormwater or runoff on the site where it is
generated.”Instead of large investments in complex and costly engineering strategies for stormwater management, these strategies integrate green space,
native landscaping, natural hydrologic functions, and various other on-site techniques that reduce the amount of stormwater runoff from developed land.
Examples include rain gardens, rooftop gardens, vegetated swales, buffers and strips, tree planting and preservation, and use of permeable pavers for
sidewalks, street and parking infrastructure. Seattle has been a leader among American cities in the use of these techniques and has published a very good
guide. LEED-ND provides varying credit points for these techniques according to the amount of rainfall that is captured on-site, and the credit is calibrated
so that compact, mixed-use development receives additional credit; this is to encourage infill and density, which helps limit the spread of development
across green watersheds.
Beforeandafterviewofhowraingardensandbioswalescanbeintegratedintoneighborhoodstreets.

41. INDY SDAT
Conceptualillustrationofpossible“drainagecorridors”basedonnaturaltopographythatcouldcapture
andretainstormwaterrunoff.
In the renewal district, the potential for application of green
infrastructure is immense, because so much of the community’s
pavement infrastructure needs repair or replacement anyway,
and there is likely to be so much new building on previously
developedsitesnowcoveredwithimpervioussurface.Sidewalks
represent particularly good opportunities for incorporation
of pavers and native vegetation at appropriate intervals, for
example, and as streets are upgraded, they can be designed as
green, “complete” streets with native landscaping to separate
lanes and slow traffic to appropriate speeds. The new light rail
line could incorporate green rail beds, as many have in Europe.
New multistory buildings could feature green roofs. Many of
these techniques produce multiple benefits for residents and
the environment, increasing recreational spaces and reducing
heat islands while also controlling runoff.
Examplesofhowbioswalescanbeintegratedintostreetinfrastructure. Networks of parks and open space can serve more than recreational purposes.
As shown in this illustration, parks can serve a valuable purpose in addressing
stormwaterrunoff.

42. SDAT INDY
In the SDAT workshops, the team was impressed by the green infrastructure concepts proposed by the design teams from Ball State, and we recommend
that the area’s neighborhood associations and CDCs, along with the city’s Office of Sustainability, take advantage of the university’s expertise in crafting a
plan and implementation schedule to address these issues. Our meeting with Mayor Ballard suggested that his office would be fully supportive.
AnetworkofstormwaterdrainageultimatelyleadstoFallCreekandother
waterways. Thisillustrationshowsthecreationofvegetatedterracesalongthe
existingFallCreekwall. Stormwaterwouldentertheterracesystemandbecleaned
asitcascadesthroughthesystemofterracesbeforeenteringthecreek.
AmeetingwiththeMayorandCityStaff

43. INDY SDAT
Implementingcompletestreetsdesignonallneighborhoodstreetspromotesincreasedlivability,health,andopportunityforneighborhoodresidents.
Thissketchshowsaredesigned22ndStreetthataccommodatestraffic,bicycles,parkingandpedestrians,allalongatree-linedstreetwithcommercial
destinations.

44. SDAT INDY
Pedestrian Connections
• Improve pedestrian & greenway connections. Beginning with key nodes and connection points, a pedestrian and greenway facilities program
should be conducted to improve connection points and enhance use.
• Connecting Walkways. Build connecting walkways and streets from residential areas to Keystone Industrial Park.
TheabandonedrailroadconnectingtheMononat22ndStreeteasttoKeystoneEnterpriseparkshouldbe
redevelopedasagreenway“spur”providingaconnectionbetweentheMononandfuturetransitandthe
jobsatKeystone.

45. INDY SDAT
Inadditiontoenhancementstothepedestriannetwork,existingstreetsmustbetter
accommodateallusers. ThissketchshowsthetransformationofDr.AndrewJ.Brown
Avenueintoagrandcivicboulevard.
Pedestrian“bump-outs”atintersectionsandtree-linedmedians
calmtrafficandimprovepedestriansafety.

46. SDAT INDY
Thepedestriansystemismorethanjustsidewalks. Itiscomprisedofarobustnetworkof
sidewalks,trails,bicycleroutes,andtransitroutes.

47. INDY SDAT
Thelargenumberofvacantlotscanbeincorporatedasaninterimsolutiontostormwater
managementbyaddingnativevegetationthatreducesrunoff. Ultimately,new
developmentonsuchlotswouldalsoincorporategreenroofs,cisterns,raingardens,and
othergreeninfrastructuretechniquestoretainthestormwater.

48. SDAT INDY
Transit
• Improvetransitserviceandamenities.Beginning with existing transit amenities for bus lines, appropriate agencies should focus on upgrading
current bus shelters and benches throughout the area. Current service levels should be reviewed to enhance the existing transit programming
and increase ridership.
• Begin the public dialogue about light rail options now. The SDAT process revealed substantial public interest in the light rail issue, and a
genuine desire to be involved early in the discussion. Local residents want to have some influence over the decision-making process surrounding
the area’s potential for light rail and the proposed locations for any transit stations in the area.The city should capitalize on this interest to engage
the public proactively in determining the framework for future decisions on rail, and defining what light rail means to the King Park/Martindale
Brightwood community, as well as determining the location, number, phasing and size of stops.
• Configure Land Use for Environmental Performance. Configure land use so that the entire district would qualify to earn at least three points
for transit service under LEED-ND (SLL credit 3), and so that the neighborhood center qualifies for at least five points.
• Build the Light Rail Line. Ultimately, the team recommends that the city build the light rail line, with one or more stops within the renewal
district. This would be a major boost to the neighborhood’s prospects and would help reduce the city’s unusually high degree of automobile
dependence.

49. INDY SDAT
Transit Improvements
1. Bus stop & shelter improvements
2. Transit Marketing
3.Comprehensive Transit Bus Operations Improvements
4. Express bus and neighborhood circulator
5. Transit vehicle maintenance facility
6. Northeast Transit Corridor Fixed Guideway (LRT)
7. Transit station siting studies
Transitimprovementbeginswithwhatwehave. IndyGoservicemustbeenhancedwith
serviceimprovementsandsimpleinfrastructureadditionslikeashelter,landscaping,and
lightingasshowninthissketch.
Inthelongterm,incorporatingatleastonerailstopintheneighborhoodiscriticalto
neighborhoodrenewal.

50. SDAT INDY

51. INDY SDAT
Development & Design
The district’s land use pattern has been severely compromised by decades of disinvestment and neglect. This has not only hampered residents’
aspirations for bettering their lives; it has also been a major factor in the district’s generally poor environmental performance. Fortunately,
emerging from the general pattern of decline are pockets of encouraging rebuilding, renewal and development both within and near the
renewal district.The goal of smart land use in the district should be to restore the community’s neighborhoods to their prior level of functionality,
in a way that maximizes social and environmental benefits for the community.
Team Observations
Although the district has declined, it retains good “bones” for restoration. These include a good urban street grid and some relatively stable
residential areas. There is ample park space, although it is not particularly well-developed for the best use by the neighborhood. The level
of community awareness and engagement in the neighborhood appears strong. The Monon corridor is the district’s most striking land use
feature, and it is both a problem and an opportunity. Historically, it has divided the neighborhood, with King Park and other areas to the west,
Martindale-Brightwood to the east. Industrial sites lining the corridor from the days when it was a functioning railroad are now very badly
deteriorated, further isolating residential areas on either side, creating major eyesores, and presenting risks from toxic contamination.

52. SDAT INDY
The Monon trail through the corridor is now a popular recreational facility for bicyclists and strollers, but from observation it appears to be used
primarily by users passing through the district, not so much by local residents. If the corridor is cleaned up and its old industrial sites used for
new moderate-density, mixed-use development, it could become a strong asset, especially if the light rail line is built.
But the dominant impression to an outside observer is that the neighborhood has far too many vacant and abandoned properties, both
commercial and residential. The district was never high-density and shouldn’t be considered a candidate for downtown-type development,
but it once had a decent critical mass of people and functioning buildings, sufficient to support good transit service and neighborhood-serving
retail. That is no longer the case; many sprawling suburban neighborhoods probably have higher population densities than does the renewal
district, and its lack of density is hurting its chances for recovery. Currently the district has only one bank branch, and no adequate supermarket
or pharmacy. It certainly lacks a walkable center. The area also has deteriorating infrastructure, especially visible in broken and interrupted
sidewalks. And there is visible evidence of sewer infrastructure that has been overloaded with runoff, leading to combined sewer overflows.
On the positive side, there is an emerging mixed-use redevelopment at 22nd Street and the Monon, featuring the Project School and a nascent
arts/design center in the old National Motor Vehicle building. Martindale on the Monon has added new and rehabbed homes in a portion of the
district. A number of local community development corporations are adding value with scattered building throughout the area. The district has
some brick streets, which could definitely add value to thoughtful redevelopment.
Finally, the Keystone Industrial Park is an asset of sorts, potentially a major source of jobs for residents of the district. But it is a suburban-style
property, oriented to automobiles and the freeway in a zone that is disconnected and completely isolated from the community. It is a part of the
neighborhood in name only, really something that just happens to be there rather than part of or enhancing the district in any visible way.

53. INDY SDAT

54. SDAT INDY
What the Team Heard
One of the great hopes for the district is that its residents are aware and engaged. They care about their community and they are sophisticated
about its history and potential; many are lifelong residents. They are also justifiably skeptical, given that the district has been the subject of
previous planning efforts, none of which have lived up to their expectations. (“Don’t tell us [again] what we need to do: help us do it.”) They have
seen investment and attention drained from their community and reallocated to the suburbs.
The statement that resonated the strongest in the breakout section on land use and neighborhood design was“I want the neighborhood to be
more like it was”before it was disinvested. New activity that focuses first on restoration (rather than“change”) will be the most warmly received
and have the greatest opportunity for rebuilding trust.
Another strong theme from the larger community meeting was that infrastructure investment and management had primarily benefited the
suburbs, facilitating the flow of commuters back and forth through the district rather than on the district itself. One small but perhaps telling
example was that the ability to make left turns from some streets was reportedly“taken away”in order to facilitate through traffic.
If Indianapolis is like many other cities, the concern that the district has been considered conduit as much as or rather than community may well
be true, if simplified. This does not help the community’s perception of what a light rail line might bring to the district (“it will benefit‘them,’not
‘us’”), but ultimately most residents do seem to understand that their potential for recovery will be enhanced considerably if the line is built, with
one or more stops within the district. The residents expressed very real concern about public safety, with“people from Gary and South Chicago
selling drugs here.” We“need to feel safe where we live.” There is also concern that transit service is poor, and that the community is beset with
public health hazards that may be contributing to disease such as asthma and breast cancer.

55. INDY SDAT
The Team’s Assessment
Restoring and enhancing the community’s land use pattern will be central to
addressing the district’s evident problems and expressed concerns. But achieving
a path of sustainability will be a challenge, and not just because of issues within
the neighborhood. For example, Indianapolis as a whole is extraordinarily
automobile-dependent: of the nation’s 60 largest cities, Indianapolis ranks 6th in
the portion of its commuters who drive alone to work. In addition, disinvestment
is a well-established pattern in Indiana: the Lincoln Institute of Land Policy found
that an astonishing 94 percent of development in the state has been taking place
on “greenfields,” outside of existing areas. (In Oregon, the portion is 52 percent;
in Colorado, 62 percent.) The larger context aside, the smart growth district’s
potential for restoration as a community where land use helps rather than hinders
its viability and sustainability is great. A useful starting point for evaluating how
a district’s land use performs is LEED for Neighborhood Development, which
has established consensus-based criteria. The rating system does this in three
categories:
• Location and linkage
• Neighborhood pattern and design
• Green infrastructure and buildings
Location and Linkage
In the first category, LEED-ND looks generally to where a neighborhood is
located within its metropolitan region. This is because a good central location
tends to re-use infrastructure and be more convenient to other neighborhoods,
jobs, and assets within the region; research shows that people in central, well-
connected locations spend far less time in their cars than do those who live on
the fringe, reducing emissions of greenhouse gas emissions and other pollutants
as a result. (For example, according to a recent survey, residents of a brownfield
redevelopment in Atlanta a mile or so north of that city’s downtown travel in
motor vehicles, on average, only 8.6 miles per day, a 75 percent reduction from
Atlanta’s regional average.) In this case, the renewal district’s location may be
its greatest community and environmental asset. It is well within the city’s and
the region’s central area, only two miles from downtown. Not only does this add
convenience; it also allows the municipality and new development to save money
on infrastructure, which already exists (even though it may require upgrading).
From an environmental perspective, the abundance of previously developed
building sites provides the opportunity to improve conditions on what are now
brownfields (discussed above), as well as for the region to accommodate residents
and economic growth without further suburban sprawl, with all its attendant
problems. (Prior to the current recession, Indiana was losing an average of nearly
29,000 acres of farmland each year to sprawl.)
TheProjectAreaisinanadvantageouslocation

56. SDAT INDY

57. INDY SDAT
The district is also served by a number of bus lines, but the team heard complaints that service was not sufficiently frequent. Restoring the
community’s density (discussed below) can help tremendously in making transit more viable. Of course, a particularly helpful boost to the
district’s linkage with downtown and other neighborhoods will come if the light rail line is built. We believe the rail line will be essential to the
district’s realizing its full potential for recovery.
Neighborhood Pattern and Design
This is another category in which the district has a very good foundation to build upon, but it is also where it needs the most improvement
with regard to land use. To begin, a major asset to the community is its traditional street grid: as the Federal Highway Administration puts it in
A Resident’s Guide for Creating Safe and Walkable Communities, “Streets that are not well connected can limit people’s abilities to travel in the
most direct path, increase distances to destinations, require larger intersections to move vehicular traffic, increase a pedestrian’s exposure to
vehicles (which increases the risk of being hit), and discourage walking.”
By contrast, the Indianapolis smart growth district is very well connected, supplying a multiplicity of walking, bicycling and driving routes. This
will not only help with the issues identified by the FHWA, but research proves that emergency response times are also significantly shorter in
neighborhoods with traditional street grids, providing another important benefit to residents. Environmentally, neighborhoods with traditional
grids decrease fuel consumption and emissions of greenhouse gas emissions and other air pollutants.
TransitandGreenwaysintheprojectareaLightRailwouldbecomeahugeasset

58. SDAT INDY
A second key factor in this category is density. LEED-ND requires that, at a bare minimum, a sustainable neighborhood should have seven homes
per acre and, for commercial sites, a floor-to-area ratio of 0.5. Among other things, these are the parameters thought to be necessary to support
transit service even with 30-minute headways. For most inner-city neighborhoods, the numbers are considerably higher.
The team did not have calibrated density data for the district, but it is apparent from the data available that it is nowhere close to the minimum,
especially if abandoned buildings are discounted. The community probably was compliant with the LEED-ND minimum before its decline, and
restoring and augmenting the district’s density will be absolutely essential to bringing a range of benefits to the community, including more
shopping and job alternatives, better transportation, greater walkability, and more“eyes on the street”to help reduce crime.
At the same time, it will be important to current residents that the things they like about their community not be lost. As a matter of architecture
and design, this can be accomplished by preserving blocks of single-family detached homes as single-family detached in the future, but with
restored completeness by rehabilitating abandoned houses and building appropriately sized homes on vacant lots. Accessory units such as in-
law suites should also be permitted.
In addition, the district can add density by building homes and commercial properties in the largely abandoned industrial corridor on either side
of the Monon trail. Ideally, these would have a variety of scales, from single-family to duplexes and townhouses to multifamily apartments and
condos, along with moderately scaled commercial and civic properties. In many cases existing historic buildings can be adapted for these new
uses.
It will make the most planning sense to place multifamily buildings and commercial properties in clusters where the light rail stop(s) might be.
Neighbors should be thoroughly involved in planning the best location for transit stops, where new development should be placed, and what
form it should take. In our planning sessions, it was generally thought that buildings would be unlikely to exceed five or six stories, and many
could be smaller, retaining the historic scale and feel of the community while still bringing its density up to more viable levels. The idea is to
complete the neighborhood, not change it to something unrecognizable.
It will be advantageous in many ways if the district’s neighborhoods can become more diverse in family income levels. This will mean both
adding some units for marketing to somewhat more affluent residents, who may be drawn to amenities such as the light rail stop and the
design center. But at the same time great care should be taken to ensure that the number of affordable units is not decreased. It should also be
stressed that no current residents need be displaced to accommodate the new, given the substantial availability of vacant and abandoned land
for building.

59. INDY SDAT
If these things are accomplished, the community will attain the critical mass necessary
to again support neighborhood-serving retail. Residents of King Park or Martindale-
Brightwoodshouldnothavetoleavetheirowncommunitytoshopforfood,healthsupplies
or hardware, visit the bank, or grab a bite to eat. This is partly a matter of convenience, and
partly a matter of giving a community a center, a stronger identity and sense of place.
It is also a matter of health. The effect of density and mixed uses on encouraging walking –
instead of driving – for some trips is now well-established in the planning research, and the
benefits accrue to people as well as to the natural environment. An
exhaustive, multi-year study of land use, travel behavior and health in metro Atlanta
found that people who live in neighborhoods with a mix of shops and businesses within
easy walking distance are 7 percent less likely to be obese than the average resident of
the region. “Although this difference appears small,” says the so-called “SMARTRAQ” study,
managed by Georgia Tech, “the relative decrease in the actual probability of obesity is
much greater - approximately 35 percent.” The study found that a typical male living in a
compact community with nearby shops and services is expected to weigh ten pounds less
than a similar male living in a low density, single-use neighborhood.
In arriving at these conclusions, the report used a “walkability index” based on residential
density, mix of uses, and street connectivity. Environmentally, these characteristics lower
one’s global warming“footprint.” The report concludes that“the travel patterns of residents
of the least walkable neighborhoods (those in the lowest quintile of the Walkability Index
scale) result in about 20 percent higher carbon dioxide emissions [per person] than travel
by those who live in the most walkable neighborhoods. That comes to about 2,000 more
grams of CO2 per person each weekday.”
A rough measure of the Indianapolis renewal district’s completeness, convenience and
walkability is provided by the online service Walk Score, which measures a location’s
walkability based on how many typical shops, services and amenities are found within
walking distance. Normally, inner city neighborhoods score better on this scale than
their suburban counterparts. But this is not the case with the renewal district, which has
a Walk Score of only 38 out of 100 when measured from the intersection of 22nd Street
and the Monon corridor. That is considered “car-dependent,” and despite the district’s
central location and favorable street grid the score is lower than the Indianapolis metro
average (46) and far lower than the city’s most amenity-rich neighborhoods (the top ten
percent score 77 on average). Over two-thirds of the city’s residents have better access to
neighborhood amenities than does the renewal district.
Walkscoreranksthearealow

60. SDAT INDY
A reasonable goal might be to raise the community’s score to the city’s average or above within five years, and to the “very walkable”category
(70+) within five years of a rail stop’s opening. In its excellent summary of the ingredients that make a neighborhood walkable, Walk Score cites
the following factors:
• A center: Walkable neighborhoods have a discernible center, whether it’s a shopping district, a main street, or a public space.
• Density: The neighborhood is compact enough for local businesses to flourish and for public transportation to run frequently.
• Mixed income, mixed use: Housing is provided for everyone who works in the neighborhood: young and old, singles and families, rich
and poor. Businesses and residences are located near each other.
• Parks and public space: There are plenty of public places to gather and play.
• Pedestrian-centric design: Buildings are placed close to the street to cater to foot traffic, with parking lots relegated to the back.
• Nearby schools and workplaces: Schools and workplaces are close enough that most residents can walk from their homes.
Those are laudable land-use goals for the renewal district, and the city should help the community’s residents achieve them.

61. INDY SDAT
Green Infrastructure and Buildings
Whilecapitalizingonthedistrict’slocationandaddingkeyneighborhoodingredientsofneighborhoodcompositionandpatternwouldthemselves
improve its environmental performance, the city will need to do more to achieve its stated goal“of creating a green development demonstration
area recognizable as such within 3 years.” That suggests that the ambition is not just revitalization but true excellence in sustainability.
Urban Design for a community is the art of creating a realistic and inclusive strategy to retain and improve existing assets while encouraging
complimentary new development. In the case of the King Park/Martindale Brightwood community, 2 principle forces are influencing urban
design decisions; the continued renewal of neighborhoods west of College Avenue, and the potential for a regional commuter, light rail line
along the Monon trail right-of way.
Taken together, the light rail and the on-going improvement of inner city Indianapolis neighborhoods will produce significant short and long
term impacts on the shape and livability of the King Park/Martindale Brightwood community. Without a formal plan to channel development
pressures, growth will most likely occur in a checkerboard pattern. Areas where it is cheap to assemble land and sites that have immediate value
will develop first with little regard to historic preservation, inter-neighborhood connectivity, or existing community social and built fabric. To
successfully move an existing urban neighborhood forward without leaving anyone or any part of history behind takes a carefully crafted plan.
The three days the SDAT team had to observe and interact with the community offered just enough time to rough out a preliminary framework
for a larger and more comprehensive community plan. The SDAT Team’s framework for a formal urban design plan was organized around 3
principle tasks:
1. Map existing resources as identified by the community.
2. Define success.
3. Identify Potential Strategies.

62. SDAT INDY
Existing Community Assets
Natural Features. The King Park/Martindale Brightwood neighborhood has an excellent opportunity for natural stormwater treatment. The
gentle east / west slope of the land, and being in a watershed that is located between two protected rivers offer an excellent setting to test a
variety of techniques including the daylighting of drains, use of native plants to filter and slow water, and stream bank restoration for habitat and
water quality. Many of these ideas were explored, tested and validated by professionals and Ball State students during the SDAT.
Historic Preservation. Historic preservation is about more than just saving important buildings - it is about honoring all aspects of an area’s
history and culture. The King Park/Martindale Brightwood neighborhood strongly valued the social and architectural variety contained with its
boundaries. Ranch style single family house enclaves like the one on Baltimore Ave east of Douglas Park had a unique demographic profile and
“vibe”as compared to the turn of the century, 2 and 3 story homes located on Sutherland Ave next to Fall Creek river. To preserve the diversity of
architectural styles and block by block histories, a complete survey (archive, photo, oral and written) of buildings and of the area’s history needs
to take place before any community wide policies can be advanced.
Civic Faciliities. Libraries, public schools, parks, and police stations and fire halls are the civic features and facilities that add life and real estate
value to a community. The number of such facilities, how they are located, maintained and utilized says a lot about the community’s standing
(real and perceived) within the larger city.
With almost no public educational facilities, minimal police and fire coverage and no library, it is evident this is an area that has been overlooked
for resources for generations. Of the few resources it does have, the King Park/Martindale Brightwood houses a juvenile court and housing
facilities at one of its primary gateways (Keystone and I 70) which significant impacts surrounding blocks. Increasing high quality public resources
within King Park/Martindale Brightwood has to be the highest priority in any neighborhood plan.
Parks may be the exception. Douglas, Beckwith, Oscar Charleston and George Washington parks offer a variety of open space settings and
recreational opportunities. With the Monon and Falls Creek trails, the King Park/Martindale Brightwood community has immediate access to
quality open space. If the population of the King Park/Martindale Brightwood neighborhood does increase almost 100% as projected with the
creation of a light rail system along the Monon, than parks and natural spaces will have to increase at a similar rate.
EducationalFacilities PoliceandFireFacilities

63. INDY SDAT
Defining Success
Foralmostahundredyears,industrialusesdefinedtheKingPark/MartindaleBrightwoodcommunity.Asmanufacturingandindustrialoperations
in the United States decline in the last portion of the 20th century, many of the older neighborhoods that supported these activities declined as
well. As industry developed in the 20th century, it relied more heavily on highway access than rail lines and needed great land areas. The success
of the Keystone Industrial Park on at I 70 exemplifies this trend and offers much needed economic diversification into the community.
Even with the success of the Keystone Park, industry will most likely not define the King Park/Martindale Brightwood in the 21st century due to
the scarcity of large lots, the competitive nature of locating new industry, and the community’s desire to retain its residential neighborhoods.
The Monon trail, even without the proposed light rail, has the regional visibility and attached success to help define the King Park/Martindale
Brightwood neighborhood for the next 100 years.
It is a mindset change - what once divided a community -- an active industrial rail corridor -- now unites it -- an active non-motorized recreational
asset. Communities can be slow to accept change, even when it is industrial blight transformed into a civic asset. Zoning ordinances, economic
development incentives, marketing strategies and larger public polices all need to change, but first, the community has to accept and embrace
the change.
The complete transformation of the Monon trail corridor with the accompanying enhancements and the linking of all existing and viable
neighborhoods is an achievable goal.
FormerBarriers-particularlytheformerindustricalrailline,cannowserveascommunityhubs

64. SDAT INDY
Overall Development Strategies
The community stakeholders need to review existing
information and establish priorities. The priorities should
address the top sites and the use they envision for those
sites. The most important question to answer at this point
is which sites have the highest chance for success; the most
importantthingtoassureasuccessfulneighborhoodrenewal
plan is to have an initial success for everyone to point to as an
illustration of what else can come.That makes the first project
the most important decision of the whole plan. No matter
how small, if it has visibility and value to the community, it
will be the beacon for all the rest of the development. The
biggest site will not be the easiest site, but the easiest site will
not inspire participants, so the site needs to have high value
to the community and be achievable.
This step involves three key discussions:
Which project will be supported by the community?
Sometimes it is a site that is in a central location, sometimes
it is the most dilapidated property, and other times it is one
that is the most offensive to the community’s sense of itself;
a junkyard next to a school, or an abandoned property that
attracts illegal activity in a residential area.
What is the vision for future use? If the community feels they
want ‘only residential’but they also want services, they need
to bring those needs together so the revitalization isn’t seen
as‘not what I wanted’– but rather‘meets my needs in a good
way.’
Priority for Community Support•
Vision for Future Use•
Structure’s Value to the Community•
Illustrationofnaturalsystemsaffectingtheneighborhood,includingdrainage
patterns,viewshedstowarddowntown,andwindandsolarpatterns.

65. INDY SDAT
Conceptualillustrationofwherenewmixed-use,commercial,andindustrial
developmentmightoccur.
Where new buildings are constructed in the district, they
should conform to generally recognized green building
standards such as those in LEED for new commercial and
multifamily construction, LEED-Residential, or the Green
Communities standards developed by Enterprise Community
Partners.Basicgreenbuildingtechniquesarenowmainstream
and add little if any additional cost. They are an inherent
expectation of any community that aspires to be a green
“demonstration area recognizable as such.” Use of non-toxic
materials and health-enhancing building features will also
accrue to the community’s residents. Beyond the scope of
this assessment, the city and community should also consider
further energy-saving measures such as district heating and
cooling and on-site renewable energy production in the case
of larger buildings.
The city should work with neighbors to select a manageable
number of abandoned and/or deteriorated older buildings,
for renovation and re-use using city investment. If building
owners are uncooperative, use eminent domain to take
ownership and then establish lease-to-own contracts with
tenants appropriate to the goals of the neighborhood.
It should also initiateland bankingto control, consolidate and
hold vacant properties until they are ripe for redevelopment.
In addition, it should institute changes, if necessary, to the
current regulatory framework to facilitate land banking.

66. SDAT INDY
Sustainable Land Use
In the long term, the city should work to attain compliance with LEED-ND minimum standards (the prerequisites for walkability, density,
connectivity, energy and water efficiency, and construction activity pollution prevention) throughout the neighborhood.
Configure Land Use. Configure land use so that the entire district would qualify to earn at least three points for transit service under LEED-ND
(SLL credit 3), and so that the neighborhood center qualifies for at least five points.
Create Mix of Housing. Create a mixture of housing types and price points so that the district would qualify for maximum credit points under
LEED-ND’s standards (NPD credit 4) for mixed-income, diverse communities.
District-wide Green Infrastructure. Implement district-wide green infrastructure sufficient to earn maximum points under LEED-ND’s credit for
stormwater management (GIB credit 8).
Construct Green Buildings. Design and construct new buildings so that they comply with standards under LEED for New Construction, LEED for
Homes, or the Green Communities criteria established by Enterprise Community Partners. Design and construct new buildings in the mixed-use,
walkable neighborhood center so that they qualify for LEED gold or above certification.
Adaptive Reuse of Existing Buildings. Re-use obsolete industrial sites in the Monon corridor.
Incentivize Private Investment. Employ financial and regulatory incentives to facilitate private investment consistent with the community’s
aspirations.
RenewaloftheneighborhoodtoLEED-NDstandardswillcreateamorelivable,
vibrant,andsustainablecommunity. Thesesketchesillustratethechangefrom
existingconditionstoagreenercommunity.

67. INDY SDAT
Urbanagriculturecanbesupportedandmaybeaviablealternativefor
brownfields. Thisillustrationshowsconceptuallyhowtheflowofingredients
andwastecouldworkonanurbanfarmsite.
Newdevelopmentshouldbebuilttogreenbuildingstandardsandaddress
stormwaterrunoffthroughtechniquessuchasgreenroofs,nativeplantings,
bioswales,andpermeablepaving.

68. SDAT INDY
Urbanagriculturecanbesupportedandmaybeaviablealternativefor
brownfields.

69. INDY SDAT
Theneighborhoodcanagainbeavibrant,thriving,diversecommunity.
Infrastructureimprovements,transitandpedestrianenhancements,andmixed-
use,walkableneighborhoodcentersbuiltonreclaimedbrownfieldscanrenew
neighborhoods.