qual i ty creating our futurebinford redevelopment...

CREATING OUR FUTURE BINFORD REDEVELOPMENT AND GROWTHQ u a l i t y

O F L I F E P L A N

1Binford Redevelopment and Growth Area Quality of Life Plan

ContentsAcknowledgements, 2

Executive Summary, 3

Background Information, 7

Assets & Opportunities, 14

Our Vision, 17

Work Plan, 19

2 Great Indy Neighborhoods

AcknowledgementsBinford Redevelopment and Growth, Inc (BRAG) would like to thank the many community residents, businesses and civic leaders who participated in this planning process. This was a community-wide resident-driven process involving people from all parts of our neighborhood. Special appreciation goes to the Metropolitan School District of Lawrence Township who generously donated space in their schools and allowed us to conduct our planning meetings in several of their facilities and to Community Hospital North who provided us with food and drink on numerous occasions. We would also like to thank Stanley Security Solutions, Allisonville Christian Church, Church of the Savior, Heritage Christian School, and Stan’s Signs.

BRAG neighborhoods Avalon Estates, Avalon Hills, Avalon Hills East, Cardinal Cove, Castle Knoll, Castleton Estates Copperfield, Devonshire (II, III, IV, V, VI, IX), Eagles Nest, Ivy Hills, Ivy Ridge, Eastwood, Fairwood Hills, Highgate, Kesslerwood East Lake, Lake Charlevoix, Lakewood Village, Scarborough Village, Shadow Ridge, Steinmeier Estates, Steinmeier Farms, Steinmeier Village, Sylvan Ridge, Tanglewood, Wynter Way.

BRAG-GINI Steering Committee

Barb SummersJane LommelKas VargoLarry RiggleRay BrinkmeyerTerri Merkli

Business Redevelopment Action Team

Bob BertingTim JensonJoe CarterBill McCallisterBeverly EtheringtonJanet DankertLarry RiggleGale Wilkerson

Crime and Public Safety Action Team

Terry DobsonSusan DobsonJoe CarterJoe KomendaCarol WisselTerri Merkli

Parks & Green Space Action Team

Ray BrinkmeyerKitty CrouseTracy GillenDan AndersonSophia AndersonMarvin NeedlerMichael BaldwinDavid GordenGary Jones

Pedestrian Access and Connectivity Action Team

Kris ParmaleeKate WeeseBob WilchLarry RiggleDwight HuffmanMichael BaldwinJane LommelSteve KaebleKaren KryahLouise OwenLynn PiecuchJoe CarterGeorge Kennedy

Lawrence Township Schools Action Group

Carol HelmusKelly DyerSelena SuiterTeresa HvidstonDuane HodginDan RawlinsRay BrinkmeyerHarriet MajorsKathy Hessong

Sense of Community Action Team

Ron LantzWendy WilkersonDan AndersonSophia Anderson


ExecutiveSummary

The Binford Redevelopment and Growth (BRAG) area is located in the northeast quadrant of Marion County approximately 10 miles from downtown Indianapolis. The area is defined by East 82nd Street on the north, Hague Road on the east, Kessler Boulevard/Fall Creek on the south, and Allisonville Road on the west. The community is so named because it is also intersected by a commuter corridor, Binford Boulevard, which connects the metropolitan Northeast side of the region with downtown Indianapolis (and becomes Interstate I-69 as you travel north on Binford out of Marion County). The BRAG community includes 29 neighborhoods, approximately 35,000 residents and 350 businesses.

The 1960s to the 1980s saw the largest increase in housing, commercial/retail development and population for BRAG – and the neighborhood thrived. Families moved out of the “city” and into this “suburb” community in order to send their children to good schools, live in homes with bigger lots, experience

quieter streets with less congestion, and enjoy a better quality of life. BRAG is a solidly middle-class community with a highly educated population, above average family household income, a low crime rate, and a very low rate of poverty.

However, as the area matured in the 1990s, more and more commercial/retail establishments started moving further north. The commercial/retail areas in BRAG began to decline. Alarmed at the decay that was beginning, a group of 350 plus residents and businesses came to the first meeting to “stop the blight” in April

BRAG is a solidly middle-class community with a highly educated population, above average family household income, a low crime rate, and a very low rate of poverty.


2005 and formed Binford Redevelopment and Growth, Inc. (BRAG). Their purpose was to address the lack of commercial vitality and vacant tenant spaces. BRAG started discussions with property owners up and down Binford Boulevard, and then they took matters into their own hands. With the strong support and guidance from Keep Indianapolis Beautiful, close to 800 BRAG volunteers launched their first endeavor in October 2005 with beautification projects along Binford Boulevard for which they won several awards. Thus, BRAG was born.

Upon receiving notice BRAG was one of six neighborhoods chosen for the GINI Demonstration Initiative, they hired a part-time coordinator in December of 2006. The first task was to educate the community about the GINI concept and process. In February of 2007, a community-wide meeting was held to explain and outline what GINI meant to the community and the activities and work that would take place during the coming three years. The second task

was to begin a concentrated effort of outreach into the community in order to recruit new residents into this process and gather information on neighborhood assets, challenges and issues of concern. An e-mail distribution list (now containing over 600 names) was compiled and used for ongoing input, feedback, and communication. A survey, focus groups, and one-on-one interviews (reaching over 550 residents) were conducted in the neighborhood to gather this information. A BRAG-GINI Steering Committee (Committee) was formed consisting of a variety of residents and businesspersons.

In June 2007, BRAG held a GINI Visioning Meeting. The results of the Visioning Meeting confirmed the information collected in the survey, focus groups and interviews mentioned above. From this information BRAG developed six Action Teams (Team): Business Development, Crime and Public Safety, Parks and Green Space, Pedestrian Access and Connectivity, Lawrence Township Schools, Sense of Community.

The Teams began meeting in July and continued to meet once a month through November of 2007. They invited in City of Indianapolis (City) staff, local developers, and content-specific experts to educate them and to inform further the planning process. Discussion and debate about strategies and action steps occurred. In conjunction with students from Ball State University, College of Architecture and Planning, a design workshop (charrette) was held in October of 2007. Drawings and sketches of several of the Teams’ priorities were produced.

As the Teams continued to work through the GINI process, they were able to identify their neighborhood’s assets and opportunities in each of the six topics of concern.

Business Development – Business development and revitalization is at the heart and soul of the BRAG organization. BRAG was formed in 2005 because of the decline of commercial/retail areas along Binford Boulevard. Many residents in the neighborhood are engaged with BRAG because of this issue. Through hard

work and collaboration, redevelopment is now occurring at 71st Street/Binford Boulevard/Graham Road. Old structures have come down, modern structures are being built and new businesses are moving in. A major grocery store and a Starbucks are going up, to name a few. The BRAG area has community-wide demographics that are attractive to many developers/businesses, and BRAG has a reputation for working in partnership with developers to lure businesses that are beneficial to both entities.

These positive aspects present an opportunity for BRAG to tap into the large number of residents interested in business development to continue to support and assist with revitalizing the commercial/retail corridors in BRAG. But there is still much work to be done. With their positive demographics and reputation for working in partnership with developers, BRAG can build on its current successes. There is also the opportunity to begin to knit together the “look and brand” of new commercial/retail areas as they begin to take shape.

Crime and Public Safety – BRAG has a low crime rate compared to many neighborhoods in the city. Keeping the BRAG community safe is a primary concern of the community. BRAG has addressed this issue by putting a volunteer Crime Watch Coordinator in place as well as volunteer Business Crime Watch Coordinator(s). Several of the neighborhoods have a Crime Watch network and there is a business Crime Watch network. BRAG has also established, furnished and constantly supplies an Indianapolis Metropolitan Police Department (IMPD) substation in the neighborhood.

Building on this firm foundation and the partnership with IMPD, there is an opportunity to grow both the neighborhood and business Crime Watch programs. In addition, residents can begin to assist law enforcement in identifying primary targets of criminal activity within the neighborhood and support efforts to eradicate it.

Parks and Green Space – Located within the BRAG area is Indy Parks and Recreation’s Skiles Test Nature Park (Park). It is an 80-acre park, which consists of


upland forests, hills, ravines and 14-acres of prairie planted with regional grasses and wildflowers. It is adjacent to the Indy Greenways’ Fall Creek Trail and is in close proximity to Fort Harrison State Park. A number of years ago, a group of residents formed the Friends of Skiles Test Nature Park Advisory Board to insure appropriate development of the Park. In 2007, an elementary school several blocks from the park was awarded a Local Initiatives Support Corporation Service Learning Grant focused on student involvement in developing educational amenities in the Park.

Indy Parks and Recreation has developed a master plan for the Park. Currently, there are no structures there and very few amenities (paved trails, picnic tables, trashcans, etc.) With The Friends of Skiles Test Nature Park and the students and teachers involved in the Service Learning project targeting their efforts on further implementation of the Master Plan, there is an opportunity to bring about increased amenities and improvements to the Park, as well as to begin the design and eventual construction of a Nature Center in the Park. Additionally, there is a likelihood of working with the City of Lawrence to establish a connection/trail between the park and Fort Harrison State Park.

Pedestrian Access and Connectivity – Increasing the connectivity within the BRAG area is a high priority for the community. In fact, the community has already identified and prioritized the major thoroughfares where pedestrian pathways should be placed and chief intersections where pedestrian crosswalks should be upgraded. These identified pathways are also designated in whole or in part in the Indianapolis Metropolitan Planning Regional Pedestrian Plan (2006). A very committed group of residents, in concert with the City, has begun the task of commissioning and funding a study to look at the feasibility and “vision” of what newly constructed pathways could look like within the neighborhood. Indy Greenways’ Fall Creek Trail borders the neighborhood and there are several designated bike routes through the area. Adding more pedestrian pathways within the community will allow residents to connect safely with these assets.

Both the City and the State of Indiana have indicated they have plans on the drawing board to upgrade several of the streets and intersections identified by the neighborhood as pedestrian pathway priorities The City is also proposing a new sidewalk ordinance and a new bike route along a major traffic artery in the BRAG area. These plans and possible new projects provide an opportunity for all to work in partnership to further the development of pedestrian pathways.

Lawrence Township Schools (within the BRAG area) – BRAG residents are proud of the Metropolitan School District of Lawrence Township (MSDLT). MSDLT has Scholastic Aptitude Test (SAT) scores above the state and national average and their graduation rate is in the top four high schools (out of 17) in Marion County. They have the prestigious International Baccalaureate Programme, and are the only public school in the nation with a K-12 Spanish Immersion Program, just to name a few outstanding programs. Many residents feel they have a good working relationship with the school administration, teachers and staff. Harvard University’s nationally recognized Leadership and Learning Center has been asked by MSDLT’s School Board to come and work with them and their Balanced Enrollment Committee to make recommendations for future actions. This project has involved input from a large number of district families and BRAG residents.

However, BRAG residents are concerned about the MSDLT elementary schools in their neighborhood. They feel too many families are opting to send their children to other programs within MSDLT instead of their neighborhood school. Because there is a strong desire to strengthen their neighborhood schools and to communicate the successful programs and activities taking place within them, and with the school districts’ appointment and training of a “school public relations person” in each school, there is an opportunity to work with each school to increase communication with neighborhood families, increase positive media coverage, and to develop

school-specific information packets for realtors or new families coming into the neighborhood. There is also the chance to work with the Indianapolis Neighborhood Resource Center (INRC) to conduct Study Circles with neighborhood parents-other residents-school families.

Sense of Community – BRAG has a strong presence within its community as 29 neighborhood associations have asked to become a part of the umbrella organization since it formed in 2005. BRAG has a history of successful, award-winning beautification projects. It has effectively worked with developers in attracting new businesses to the area. And it started a flourishing farmers’ market in the summer of 2007 that will continue to expand in the summer of 2008.

Using this sound platform, BRAG has the opportunity now to work on strengthening its own organizational structure, and to work with its member neighborhood associations and INRC to build and strengthen their individual organizations – building an even better community for everyone. BRAG can also look to grow a stronger sense of

community by expanding its beautification projects and Farmers’ Market, and exploring putting a “village center” in place in the neighborhood.

When the Action Teams concluded their work, they had produced a work plan the residents felt was strategic and doable. In early December of 2007, a meeting was held of the Committee, the BRAG board of directors and all neighborhood association presidents and officers. Each Team presented their work plan to the group. The participants approved of the draft and the plan was finalized.

Through the GINI process, BRAG is broadening its scope and engaging more residents in enhancing the quality of life in the neighborhood. BRAG is a neighborhood of “doers” who are involved and motivated to be problem-solvers. During the second and third year of the GINI Initiative, BRAG will continue to do what they do best – which is “doing.”

BRAG is a neighborhood of “doers” who are involved and motivated to be problem-solvers.


Work Plan SummaryBusiness DevelopmentOur Vision: BRAG residents will have thriving businesses and commercial areas

Create a village-like look to retail and commercial areas within the BRAG neighborhood

Encourage the development or redevelopment of retail/commercial properties in the BRAG neighborhood

Crime & Public SafetyOur Vision: BRAG resident will feel safe in their homes and neighborhoods

Increase communication and information to residents about community related public safety issues

Parks & Green SpaceOur Vision: There will be open green space options throughout the BRAG Community

Continue work on the Skiles Test Nature Park Master Plan

Pedestrian Access & ConnectivityOur Vision: BRAG residents will have safe pedestrian connectivity to area businesses, schools, green space and neighborhoods

Develop safe pedestrian access on :

71st Street from Allisonville east to Hague Road

Hague Road from 82nd Street south to 71st Street

Shadeland Avenue from 82nd Street south to 71st Street

75th Street from Shadeland Avenue east to Hague Road

Provide safe pedestrian crossings at major intersections

Provide safe pedestrian crosswalks at 75th Street

and Shadeland Avenue

Provide safe pedestrian crosswalks at 71st Street and Shadeland Avenue

Provide a safe pedestrian crossing across Binford Boulevard

Lawrence Township SchoolsOur Vision: BRAG residents are knowledgeable about and engaged with their schools

Increase positive communication, with MSDLT families living in the BRAG area, about engagement with MSDLT’s governing and advisory groups, i.e. the School Board, Lawrence Township Council, Citizens Organization

Improve the positive perception by BRAG residents of MSDLT area schools

Improve interaction and understanding between BRAG area schools-parents-residents-partners

Sense of CommunityOur Vision: The BRAG area will have a strong sense of community and engaged residents

BRAG (the umbrella group) will continue to strengthen and to support the BRAG area 29 neighborhood associations

Build community through projects that improve neighborhood quality of life

The BRAG community will have a multi-purpose village center


How to use the plan This quality-of-life plan is the compilation of many great ideas and countless hours of hard work. It is meant to capture the energy that this neighborhood has for making this a better place to live, work and play. In this document we present a vision of all the things our neighborhood seeks to accomplish in the coming years, and we specify who, what, when, and where these accomplishments will take place. The planning process—from community building through visioning and action teams—is also captured in this document so that others may replicate our successes. Most importantly this plan is a living guide for neighborhood progress. It will not sit on a shelf, but instead regularly inform the strategic decisions of neighborhood leaders. Thus, elements of this plan should be incorporated into the strategic plans of neighborhood groups and institutions as appropriate. Similarly, we also expect that this plan will serve as a roadmap to guide investors

BackgroundInformation

and other potential partners interested in helping us accomplish our neighborhood goals. This plan will be revisited annually, if not more frequently, so that it consistently reflects the priorities and opportunities in our neighborhood.

GINI process – citywide GINI traces its roots to 2004, when city and community development leaders convened the first-ever Indianapolis Community Development Summit. More than 400 neighborhood leaders attended to discuss strategies for creating healthy neighborhoods, current neighborhood issues, and a vision for the future. It was clear that the participants wanted a comprehensive approach to community development that addressed not only housing, but also education, safety, health, and many other issues. As a result of the summit, the GINI Steering Committee, a diverse group of civic leaders, explored key community development concepts in the interest of formulating strategies to bring a coordinated,


comprehensive community development effort to Indianapolis.

With this research and strategic thinking in place, the next step was to put a plan into action. Great Indy Neighborhoods Initiatives (GINI) was developed and introduced to Indianapolis neighborhood leaders in October of 2005. GINI’s goal is to help support Indianapolis neighborhoods by encouraging neighbors to work together across traditional boundaries. The program helps neighborhood residents, businesses, and community organizations get organized and involved in the neighborhood, decide on neighborhood priorities, and act on their plans to drive meaningful change.

The Demonstration Initiative takes comprehensive community development to the next level, providing targeted support for six neighborhoods that includes funds for staffing, technical support, assistance in organizational development, and seed funding for implementing a neighborhood quality-of-life plan. It’s a three-year program designed for neighborhoods that are ready to become great examples of the power of comprehensive community development. The Local Initiative Support Corporation (LISC) staffs this effort.

Neighborhoods were invited to participate in an application process that would help the GINI Steering Committee choose the six neighborhoods for the Demonstration Initiative. The Steering Committee had its work cut out for it: 17 neighborhoods representing a broad cross-section of the City of Indianapolis, applied to become part of the program. In the summer of 2006, after much deliberation, the committee introduced the six neighborhoods that would participate in the Demonstration Initiative: the Near Eastside, the Near Westside, West Indianapolis, Southeast, Crooked Creek, and Binford neighborhoods. In each neighborhood, a community-based convening organization coordinates quality-of-life planning and implementation, and acts as a fiscal agent for GINI.

For other neighborhoods that were not selected, the Steering Committee created the Engagement Initiative to help neighborhoods across Indianapolis identify

and develop leaders, connect neighbors with resources, and communicate the strength of Indianapolis neighborhoods to the rest of the community. This initiative provides training, technical assistance, mini-grants to support neighborhood-driven programs, and enhanced communications among and about neighborhoods. The Indianapolis Neighborhood Resource Center (INRC) staffs this effort.

The Steering Committee meets quarterly to oversee GINI. Its role is to govern GINI as a whole, participate in working groups that dig deeper into the workings of the initiatives, fundraise to support these efforts, and promote and champion the quality-of-life plans developed by the Demonstration neighborhoods. In addition to the support of the Steering Committee, neighborhoods also have the support of staff from LISC and INRC who are administering the grants to neighborhoods. LISC and INRC meet regularly with city and neighborhood leadership to maintain the citywide collaboration necessary to support the neighborhood-driven quality-of-life improvements.

GINI process – within The NeighborhoodUpon receiving notice that BRAG was one of six neighborhoods chosen for the GINI Demonstration Initiative, they began by conducting an application and interviewing process for a part-time GINI Coordinator (Coordinator) and in December 2006 a Coordinator was hired. The first task was to educate the community about the GINI concept and process. In February of 2007, a community-wide meeting was held at Allisonville Christian Church to explain what GINI meant to the community and to outline the activities and work that would take place during the next three years. Approximately 100 people attended this meeting.

The second task was to begin a concentrated effort of outreach into the community in order to recruit new residents into this process to gather information on neighborhood assets, challenges and issues of concern.

An e-mail distribution list was put together so regular and consistent communication could go out to BRAG area residents (this list now includes over 600 residents and businesses and is updated on an ongoing basis)

A GINI website was created and updated with community and GINI news and was continually used throughout the planning process

Three graduate students from Indiana University-Purdue University at Indianapolis, School of Public and Environmental Affairs (SPEA) conducted 429 surveys and four focus groups in the BRAG area from February – April of 2007. They gathered information about the community’s assets and challenges;

The Coordinator and a team of 10 residents conducted 102 one-on-one interviews with people in the community to gather further information on assets and challenges in the neighborhood, and on ways to engage additional residents.

A 14-person BRAG-GINI Steering Committee (Committee) was formed to manage the project. A variety of residents and businesspersons were asked to join the Committee. The Committee met monthly beginning in June 2007.

In late 2006, BRAG submitted an application for an Early Action Grant to organize and produce a weekly


Farmer’s Market, which would take place on the property of Stanley Security Solutions, Inc. within the BRAG community. The grant was awarded and, on June 2, the first BRAG Farmer’s Market was held. The market continued every Saturday through October 13 and was, by all measures, a success. It averaged 550 attendees and 24 vendors each Saturday.

On June 23, 2007 BRAG held its GINI Visioning Meeting at Heritage Christian School located in the heart of the community with approximately 75 neighborhood people attending. The results of the Visioning Meeting confirmed the information collected in the survey and interviews mentioned above. From this information, BRAG began developing six Action Teams (Teams). The BRAG organization had no appointed committees or Teams in place as BRAG committees or Teams had not previously existed. Residents who had indicated an interest in one of the action area topics were recruited to become a Team member. In addition, BRAG residents with a known expertise that could inform the work of a specific Team were also asked to come onboard. The six Action Teams that were formed are:

Business Development

Crime and Public Safety

Parks and Green Space

Pedestrian Access and Connectivity

Lawrence Township Schools

Sense of Community

The Teams began meeting in July and continued to meet once a month through November 2007. Each Team asked residents to give a five-month commitment to the GINI planning process and sought a resident co-leader and a community institution/organization co-leader. Participants then received an outline of the work to be conducted and the general format of each of the five monthly Team meetings. In addition, they received data and maps provided by the City and the results from the survey, interviews and Visioning Meeting. Their first task was to condense the information that had

been gathered the last several months to a manageable set of ideas and goals. Discussion and debate about strategies and actions steps occurred. By the end of the planning process, the Teams produced a Work Plan the residents felt was strategic and doable. Following is an encapsulation for the planning process employed by each Team.

Business DevelopmentThe Team invited members of the City’s staff to come and speak to them about what types of mechanisms were available that would assist them in creating the “look” they want for their neighborhood. The Team also talked with the major developers of the 71st Street and Binford Boulevard properties (northwest side and southeast side) to understand the plans for further development and the search for new tenants.

Crime and Public SafetyThe Crime and Public Safety Action Team began their work by looking at the BRAG area crime information and maps. In a subsequent planning meeting, they invited the Indianapolis Metropolitan Police Department, Metro North District, Community Relations staff person to attend and discussed with her developing new and enhancing existing Crime Watch Programs. The Team also invited in an Indianapolis Metropolitan Police Department officer whose beat encompasses much of the BRAG area to discuss current crime trends in the area and brainstorm ideas for assisting law enforcement.

Parks and Green SpaceThe Parks and Green Space Action Team decided immediately to perform its work in collaboration with the Friends of Skiles Test Nature Park Advisory Board. Whenever possible, joint planning meetings were held with both groups in attendance. In addition, the Parks and Green Space Team met with an Assistant Superintendent of the Metropolitan School District of Lawrence Township regarding possible use of school green space and facilities. They also met with the Redevelopment Director for the City of Lawrence

regarding the efforts to connect the Fall Creek Trail/Skiles Test Nature Park with Fort Harrison State Park. Going forward into the next phase of the GINI project, the Parks and Green Space Action Team will be folded into the Friends of Skiles Test Nature Park group.

Parallel to the Team’s work, the BRAG association partnered with Skiles Test Elementary School in applying for a LISC/School Partnership Service Learning Project. This was the only proposal from Indianapolis that received grant funding. The goal of the grant is to increase the amenities in the Skiles Test Nature Park in order to make it more family friendly, and to give the elementary students more ownership in the school and their surroundings. The Service Learning Project is working closely with Indy Parks and the Friends of Skiles Test Nature Park to accomplish these goals.

Pedestrian Access and ConnectivityThe Team set to work right away to address the connectivity challenges. The Team invited members of the City’s staff to come to their meetings and address the process and challenges associated with this issue. They also began working with a respected local engineering firm to outline a proposal in which a Pedestrian Access Visioning Study would be conducted, complete with a cost estimate for such work, which will be used for marketing and funding this project. Four grant proposals were submitted to obtain funding to conduct such a study. In addition, members of the Team met with several staff from the Indianapolis Metropolitan Planning Organization (MPO) and with a BRAG area City-County Council member. In the future, the Team would also like to be a conduit for ongoing discussions with the Indiana Department of Transportation (INDOT) as INDOT continues to refine and to design the significant changes to the I-465/I-69 interchange (which will effect connectivity at 75th Street and Binford Boulevard).


Dean

Ro

ad

62nd Street

Alli

sonvi

lle R

oad

56th Street

Fall Creek Road

Kessler Boulevard

71st Street

75th Street

Binfo

rd B

oule

vard

Sh

ad

ela

nd

Aven

ue

Hag

ue R

oad

Fall Creek

69

465

82nd Street


Lawrence Township SchoolsDuring the Team’s planning meetings, they invited others to come to speak to them about some of the current activities within the schools, and the engagement and decision-making process of the district’s governing and advisory bodies. Those invited to attend one or more of the planning meetings were: Duane Hodgin, Assistant Superintendent, MSDLT; Lori Petrucciani, President, MSDLT School Board; Gil Standley, Citizens School Organization.

Sense of CommunityPresidents from all 29 of the BRAG area neighborhood associations were invited to attend the Team’s meetings; other members from the community also attended. The meetings were held one hour prior to the monthly BRAG meeting in order to reduce the number of evenings residents had to go out to meetings. The participants condensed the many suggestions that had been made to address this topic, broke up into small groups to further discuss and plan possible action steps and brought these ideas back to the large group for further dialogue and a consensus was reached on each item and placed in the work plan.

In conjunction with students from Ball State University, College of Architecture and Planning, a design workshop (charrette) was held on October 27, 2007 at Lawrence Central High School. Outreach and marketing was conducted by the distribution of 5,000 flyers, three banners hung along Binford Boulevard, and yard signs placed in strategic neighborhood locations. Four specific Teams were asked to attend the workshop in order to present their vision and priorities to the students. The four Teams were: Business Development, Parks, Pedestrian Access and Connectivity, and Sense of Community. The workshop was an all-day event with about 25 BRAG residents attending the first hour and discussing with the students their Team’s priorities; residents returned the last hour for a presentation by the students. Donations of Door Prizes had been solicited from the community and were given out at the end of the workshop.

In November 2007, the Committee reviewed the first draft of the Teams’ work plans and several revisions were made. In early December, a meeting was held of the Committee, the BRAG Board of Directors and all neighborhood association Presidents and officers. Each Team presented their work plan to the group. The participants approved of the draft and the plan was finalized for submission.

With the support of the Coordinator, the Action Teams will continue their work during the implementation phase, managing, coordinating and facilitating the work that is outlined in the work plans at the back of this document.

With the support of the Coordinator, the Action Teams will continue their work during the implementation phase, managing, coordinating and facilitating the work that is outlined in the work plans at the back of this document.

Neighborhood History & CultureThe BRAG area is located in the northeast quadrant of Marion County approximately 10 miles from downtown Indianapolis and is bisected by the Washington Township/Lawrence Township boundary. The area is defined by East 82nd Street on the north, Hague Road on the east, Kessler Boulevard/Fall Creek on the south, and Allisonville Road on the west. The community is so named because it is also intersected by an automobile commuter corridor, Binford Boulevard, that connects the metropolitan northeast side of the region with downtown Indianapolis (and becomes Interstate I-69 as it continues north on Binford out of Marion County). The BRAG community includes 29 neighborhoods, approximately 25,355 residents (2000 census; though more recent 2005 Block Group data from Claritas, Inc. puts the population closer to 35,000), and 350 businesses.

Transportation improvements provided the impetus for growth of Indianapolis beyond the mile square

(downtown area) and the establishment of new neighborhoods. The completion of State Road 37 (later renamed Binford Boulevard), following World War II, promoted growth and new housing developments in Washington and Lawrence Townships. The 1960s to the 1980s saw the largest increase in housing, commercial/retail development and population for BRAG – and the neighborhood thrived. Families moved to this “suburb” community in order to send their children to good schools, live in homes with bigger lots, experience quieter streets with less congestion, and enjoy a better quality of life. Many families who moved into the area during this period have also chosen to stay in their homes or in the community. BRAG is a solidly middle-class community, with a highly educated population, above average family household income, a very low rate of poverty, and a low crime rate. Many people who live in BRAG hold professional positions in the workforce.

However, as the area matured in the 1990s, more and more commercial/retail establishments started moving further north. And BRAG area residents had numerous shopping options in bigger, brighter stores and large retail areas with a variety of offerings. The commercial/retail areas in BRAG began to decline. More and more retail space was vacant; and buildings and strip malls deteriorated as 71st Street and Binford Boulevard began to crumble. Alarmed at the decay that was beginning, a group of 350 plus residents and businesses came to


the first meeting to “stop the blight” in April of 2005, going on to form Binford Redevelopment and Growth, Inc. (BRAG). Their purpose was to address the lack of commercial vitality and vacant tenant spaces. The vision of this organization is “building a sense of community by retaining existing businesses, attracting new businesses and residents, and growing toward a brighter future.” BRAG started discussions with property owners up and down Binford Boulevard, and then they took matters into their own hands. With a generous grant and the organizational skills of Keep Indianapolis Beautiful, and active support of local businesses, close to 800 BRAG volunteers launched their first project in October of 2005, completing beautification projects along Binford Boulevard. BRAG not only provides the labor for these projects but also tirelessly maintains the plantings throughout the year. In 2006, a Business Crime Watch was started in response to a bank robbery in which a deputy sheriff was badly wounded. It works to e-mail police crime reports to more than 500 businesses that are able to network with each other via an e-mail distribution list. BRAG and the Business Crime Watch also worked with the Marion County Sheriff’s Department (now IMPD) to establish a police substation at 71st and Graham Road in the heart of the BRAG community. BRAG negotiated with a local business owner to get 1,000 square feet of space donated, and then outfitted it with donations of furniture, equipment, and supplies.

Through the GINI process and the subsequent planning procedures, BRAG is broadening its scope and engaging more residents in enhancing the quality of life in the neighborhood. BRAG is a neighborhood of “doers.” Someone gets a good idea and they run with it. They are involved and motivated to be problem-solvers. During the second and third year of the GINI Initiative, BRAG will continue to do what they do best – which is “doing.”

Current Planned

Business Development Construction of Kroger grocery store & redevelopment of the NW corner of 71st and Binford

Ongoing redevelopment of SE corner of 71st & Binford

Crime and Public Safety Neighborhood participation in National Night Out in August 2008

Parks and Green Space Service Learning Grant with BRAG and Skiles Test Elementary School – Skiles Test Nature Park

Pedestrian Access Dedicated bike lanes along Allisonville Road bWidening of East 75th between Binford and Shadeland Ave

Reconstruction of interchange at I-69 (Binford) and I-465

Discussions regarding connecting the south end of Skiles Test Nature Part to the west entrance of Fort Harrison state Park

Lawrence Township Schools MSDLT’s Excel project with the Leadership and Learning Center

Sense of Community Beautification – Spring & Fall -2008

Farmer’s Market – Summer 2008

Demographics & Baseline DataFrom the 2000 Census:

Population – 81% white, 19% minority;

Has almost twice the percentage of adults (57.3%) with a college and/or professional degree as compared to the percentage for Marion County (31%);

Has more than double the percentage of households with incomes of $75,000 and above as compared to the percentage for Marion County;

Has almost half the percentage of individuals in poverty (6.0%) as compared to Marion County (11.4%);

75% of the housing stock is less than 45 years old;

0.1% vacant and/or abandoned housing.

Current & Planned Initiatives

In the 429 surveys completed by the School of Public and Environmental Affairs (SPEA) at IUPUI these demographics were obtained:

54% have lived in the BRAG area for 11 or more years;

85% plan on staying for at least the next five years;

93% own their homes;

58% have an annual household income of $75,000 or higher before taxes;

58% of residents are 25 to 64 years old; and,

50%+ hold a minimum of a bachelor’s degree.

From the Marion County Sheriff’s Department (MCSD) 2005 Unified Crime Reporting Statistics for the BRAG neighborhood:

Has almost half the rate of crime per 100 population (3.38) as compared the MCSD rate for Marion County (6.37).


current & planned initiatives


Assets& Opportunities

Like many neighborhoods throughout the country BRAG’s principle asset is the residents who live, work, and volunteer their time and talents in the community. These residents, and the neighborhood institutions, make BRAG a neighborhood that is rich in resources and abilities. Unlike core city neighborhoods, this suburban neighborhood does not have a group of social organizations, such as a community health center, a community multi-purpose center, a community development corporation, a group of social services, etc. It does have many other conventional organizations that serve the community well. In the 429 surveys conducted by SPEA and in the 102 resident interviews conducted by BRAG, residents identified the following as strengths of the area:

Accessibility and convenient location of the community; convenience to downtown and the interstate

The abundance of services/retail/commercial establishments in the community

The ease of “getting around” in the community

The schools

Attractive, affordable housing

Quiet, established neighborhoods

Multigenerational neighborhoods

Good neighborhoods with strong neighborhood associations

BRAG’s strong presence

Other assets of the neighborhood include:

19 faith-based organizations

10 faith-based organizations with pre-school programs

8 public schools (Lawrence Township and Washington schools)

4 elementary schools, 1 middle school, 1 high school and 1 career center, 1 alternative school

2 private schools


The Lawrence Township Community Education center

8 licensed day care centers and 8 licensed home day care centers

17 financial institutional (banks and credit unions) locations, made up of 10 different financial companies

A large regional hospital and campus with related services; a heart hospital

Mental health services

A branch of the Indianapolis-Marion County Public Library

One city park

In addition, the resident surveys and interviews (and the Visioning Meeting) identified priorities and opportunities that were used to inform the work of the Action Teams. As the six different Actions Teams discussed and developed their Work Plans, they too considered the assets and opportunities present in the community. A brief outline of these is included in the table to the right.

Action Team Assets Opportunities

Business Development This is at the heart of the formation of the BRAG organization

Redevelopment occurring currently at 71st & Binford; nationally-known grocery store moving into area

Good community-wide demographics

Private developers willing to work with the neighborhood

Many residents are engaged with BRAG because of this issue

Can develop design guidelines to assist in branding the neighborhood

Can use the area’s demographics to aggressively market the value of coming to area

Continue to work cooperatively with developers

Crime and Public Safety Low crime rate

Has a BRAG Crime Watch Coordinator

A small number of neighborhoods have a Crime Watch network in place

Has a Business Crime Watch

Build on residents’ desire to keep their community safe

Use the resources of IMPD Crime Watch Program to enhance or build new Crime Watch networks

Enhance the Business Crime Watch program and increase membership

Parks and Green Space Skiles Test Nature Park (STNP)

The Friends of Skiles Test Nature Park group

The LISC Service Learning Grant and partnership with Skiles Test Elementary School

The physical connection between STNP and Fall Creek Trail

Close proximity to Ft. Harrison State Park (FHSP)

Build on the previous efforts of the Friends group

Build collaborative activities between the school and the Friends group

Working with City of Lawrence and INDOT to connect STNP and FHSP

Pedestrian Access and Connectivity A very committed group of residents

A high priority for area residents

Neighborhood borders Fall Creek Trail

Several designated bike routes through the area

Recent Early Action Grant to begin Visioning Study; can assist in future fundraising

Proposed city plans to widen 75th street;

Proposed state plans to reconstruct the I-69/I-465 interchange

Proposed new city sidewalk ordinance

Proposed bike route along Allisonville Road

Lawrence Township Schools (in BRAG area)

Good school system; numerous educational program options

Good working relationship with school administration

Good working relationship with BRAG area teachers and staff

Current MSDLT EXCEL project

Desire of residents to have strong neighborhood schools

The school district’s appointment and training of a school PR person in each school

The LISC Service Learning grant

Numerous service organizations and businesses in the BRAG area that could be brought in as volunteers/partners

INRC’s Study Circles program


Sense of Community The BRAG organization itself

29 neighborhood associations wanting to be a part of BRAG

History of successful (awarding-winning) beautification projects

To take the organization to the next level and formalize the governance structure

Use the resources of INRC to strengthen neighborhood associations

Expand beautification projects into the neighborhoods

Create a central meeting place or “village center” in BRAG

Other Outreach to area apartment complexes

Further development of sponsorships and partnerships


OurVision

The BRAG community will have thriving businesses and commercial

areas, safe pedestrian connectivity to community businesses, schools and

neighborhoods, and green spaces throughout the area. Residents will be

engaged and knowledgeable about their schools, feel safe in their homes

and neighborhoods, and will experience a sense of community.


…I was involved in the effort to bring city water to my neighborhood and was supported by so many of my neighbors; teamwork and involvement is typical of this area. BRAG resident Bill West

BRAG has a vision for its community and the work they are doing with the GINI project and beyond. The vision is:

The BRAG community will have thriving businesses and commercial areas, safe pedestrian connectivity to community businesses, schools and neighborhoods, and green spaces throughout the area. Residents will be engaged and knowledgeable about their schools, feel safe in their homes and neighborhoods, and will experience a sense of community.

The 11 Principles of Healthy NeighborhoodsThe resident-driven work performed in BRAG during the planning period addresses each of the 11 Principles of Healthy Neighborhoods. While there was not a conscious effort to affect each one of the eleven, in the end the Work Plans did indeed encompass each principle.

The Business Development Work Plan includes Business Diversity and Economy

The Crime and Public Safety Work Plan includes Safety

The Parks and Green Space Work Plan includes Culture

The Pedestrian Access and Connectivity Work Plan includes Safety, Environment and Collaboration

The Lawrence Township Schools (in the BRAG area) Work Plan includes Education

The Sense of Community Work Plan includes Leadership, Vision, Collaboration, Housing and Culture

Design WorkshopIn conjunction with students from Ball State University, College of Architecture and Planning, a design workshop (charrette) was held on October 27, 2007 at Lawrence Central High School. Four specific Teams were asked to attend the workshop in order to present their vision and priorities to the students. The four Teams were: Business Development, Parks, Pedestrian Access and Connectivity, and Sense of Community. The workshop was an all-day event with about 25 BRAG residents attending the first hour and discussing with the students their Team’s priorities. Residents returned the last hour for a presentation by the students. Sketches and drawings of possible streetscapes, building structures, trails/pathways, lighting, and other elements were all included in the final illustrations.

Design charrette vision of new streetscape elements with a light, planting baskets and information banners. Such elements could be concentrated in a village center to simplify maintenance.


WorkPlan

Following are six Action Team Work Plans. The Action Teams met monthly for five months and have developed goals, objectives and action steps; and identified responsible parties, performance measures/outcomes, and a broad timeline. The BRAG-GINI Steering Committee and the community at large have vetted the Work Plans. We proudly present them to you on the following pages.


1. Business Development

Goal BRAG residents will have thriving businesses and commercial areas.

Indicators of Success and Baseline

50% of new development and redevelopment has adhered to the adopted design guidelines for BRAG

The number of occupied commercial and/or retail spaces as compared to the number of vacant retail and/or commercial spaces in specified BRAG areas will increase by 25% over the base line number (ratio or percentage) that is established

Data Development Agenda

After the BRAG area design guidelines are adopted, develop a baseline and a method for tracking new development and/or redevelopment’s adherence to the guidelines

Identify the specific commercial/retail areas within the BRAG area to be tracked for the occupied-to-vacant-space ratio; develop a baseline and a matrix that can be used for gathering data

Potential Partners LISC; Ball State University, College of Architecture and Planning; State of Indiana; private or philanthropic funders; Indianapolis Economic Development and other economic development organizations; area developers and property owners

Story Behind the Numbers Business development is at the heart and soul of the Binford Redevelopment and Growth (BRAG) group. BRAG was formed in 2005 to champion economic development and reinvestment in the neighborhood, particularly along the Binford Boulevard corridor. The area along Binford, chiefly around the Binford/71st/Graham Road area had seen a steady decline in economic vitality over the last five years. What had once been a thriving commercial area saw business after business close and shops and stores stand vacant. The neighborhood was determined to bring it back. This was the driving force in bringing residents together and they have steadfastly pursued their goal. They have spent countless hours involved in beautification projects along their stretch of Binford; planting trees, bulbs, native Indiana plants and flowers. They have spent equally as many hours maintaining and nourishing them. They have worked with and supported area developers, and their efforts are paying off. In the past year, they have seen the southwest corner of 71st Street and Binford redeveloped and new businesses move in. As a mark of success, a new Starbucks is opening there. The northwest corner of this intersection will see old structures demolished and a new development (a Kroger’s grocery store) rise from the dust along with a new retail area where several current and new tenants will locate. The neighborhood is supportive of both redevelopments and continues to work closely with major developers in attracting new businesses. According to the Comprehensive Land Use Plan for Lawrence Township (2006), the commercial/retail areas inside BRAG that are being targeted are appropriately zoned. They are designated either for community commercial uses or for office commercial uses.

Now the BRAG neighborhood wants to focus on taking their efforts to the next level. They want to do more.

Design charrette vision showing renovated commercial centers with additional landscaping in the parking lots to add beauty as well as reduce stormwater runoff.


Action Steps Year Responsible Party Performance Measures

07 08 09 10 11

1.1 Create a village-like look to retail and commercial areas within the BRAG neighborhood

1.1.1 Develop a vision for the village-like look which would include drawings and design guidelines

Business Development Action Team BRAG adopts a formal set of design guidelines

1.1.1.1 Compile drawings of possible village-like looks Business Development Action Team Drawings are complied and reviewed

1.1.1.2 Review design guidelines from other neighborhoods/cities Business Development Action Team Design guidelines are gathered and reviewed

1.1.1.3 Formally adopt design guidelines to be used by City for new development and rezoning requests; BRAG will encourage current businesses to upgrade.

Business Development Action Team Design guidelines are formally adopted by BRAG

1.1.2 Complete an official (City adopted) Neighborhood Plan which includes a Land Use Plan

BRAG; Department of Metropolitan Development, Division of Planning (DMD)

The BRAG Neighborhood Plan is adopted by the city’s Metropolitan Development Commission

1.1.2.1 City to conduct neighborhood meetings to review the current Land Use Plan

BRAG; DMD At least 3 neighborhood meetings are held

1.1.2.2 City to draft Neighborhood Plan; reviewed by BRAG BRAG; DMD Plan is drafted by City and reviewed by BRAG

1.1.2.3 Final Plan approved by BRAG BRAG; DMD Final Plan is produced and adopted by BRAG

1.1.2.4 Final Plan adopted by the Metropolitan Development Commission BRAG; DMD Metropolitan Development Commission adopts Plan

1. Business Development (cont.)


1. Business Development (cont.)Action Steps Year Responsible Party Performance Measures

07 08 09 10 11

1.2 Encourage the development or redevelopment of retail/commercial properties in the BRAG area

1.2.1 Develop and/or enhance existing materials/brochures that summarize and quantify the assets of BRAG for use by commercial real estate developers and brokers

Business Development Action Team Materials/brochure developed and produced

1.2.1.1 Gather and review existing materials/brochures Business Development Action Team Materials gathered and reviewed

1.2.1.2 Obtain funding, if needed, to create or enhance current material Business Development Action Team Funding obtained

1.2.1.3 Identify and contract with a vendor that can assist, if needed Business Development Action Team Vendor is in place

1.2.1.4 Identify and quantify BRAG assets Business Development Action Team BRAG assets are documented

1.2.1.5 Produce brochure Business Development Action Team Brochure is produced

1.2.2 Develop a package with financial incentives/matching grant programs. Include materials that explain the advantage, to a business, of the Tax Increment Financing designation

Business Development Action Team Package is developed

1.2.2.1 Advocate for Tax Increment Financing (TIF) designation in order to fund a portion of this project

BRAG A TIF district is designated

1.2.2.2 Research available financial incentives Business Development Action Team Documents gathered and reviewed

1.2.2.3 Develop any new incentives that can be used, e.g. matching grants from a neighborhood developed fund, new development/redevelopment bonuses

Business Development Action Team New incentives are developed

1.2.2.4 Package incentives and have available for distribution with brochure

Business Development Action Team Financial incentive package is produced

1.2.3 Develop a marketing plan for the distribution of the BRAG brochure and financial incentives; execute plan

Business Development Action Team Marketing plan is developed and executed

1.2.3.1 Develop plan Business Development Action Team Marketing plan completed

1.2.3.2 Strategically share and distribute marketing and financial incentive materials

Business Development Action Team Marketing materials are distributed


2. Crime & Public Safety

Story Behind the Numbers Safety is a serious issue in the BRAG area; however, the concern is in regards to remaining safe rather than of high crime rates and unsafe streets in the neighborhood. In the community-wide survey of approximately 428 BRAG-area people completed in April 2007, the following results were found:

In answer to the question, “The community is a safe place to live”, 78% strongly agreed or agreed

In answer to the question, “What do you feel are the 3 most important priorities in the BRAG community?” 56.3% rated safety as one of the three most important. In fact, it had the highest rating of all priorities named

In answer to the question, “To what extent do you think each is a problem in the BRAG community?” in the response to “safety-security of property” only 8% said it was a “serious problem” and 44.2% said it was “somewhat of a problem”

Therefore, while BRAG residents feel they live in a “safe” neighborhood, they are not happy with the current crime rate. They do feel that continuing to keep the crime rate low and maintaining a sense of public safety is a critical issue they want to continue to address.

According to the Marion County Sheriff’s Department’s (MCSD) 2003-2005 Unified Crime Reporting Statistics for the BRAG neighborhood:

The number of crimes committed in the BRAG area for those 3 years stayed relatively stable (between 800-900 crimes/year), while the MCSD’s number of crimes committed in their entire jurisdiction steadily increased

The number of crimes committed per 100 residents in the BRAG area also stayed relatively stable, while the MCSD’s number of crimes committed per 100 residents in their entire jurisdiction steadily increased

Goal BRAG residents will feel safe in their homes and neighborhoods.


Decrease the number of crimes committed in the BRAG area by 50 per year

Increase the number of residents who report “feeling safe in their neighborhood” by 5%

Increase the number of residents who perceive an increased presence of law enforcement in their neighborhood by 10%


Collect crime data on a quarterly basis for the BRAG area; identify the type of data to be collected

Conduct a survey of BRAG residents regarding feeling safe in their neighborhood and their perception of an increased presence of law enforcement

Potential Partners Indianapolis Metropolitan Police Department (IMPD); local businesses; local churches; service organizations

Further examination of crime incidents reported in the BRAG area indicates there is criminal activity occurring in specific locations in the neighborhood – “hot spots.” These areas are targeted in this Work Plan.

The BRAG organization has put in place a volunteer Crime Watch Coordinator that distributes monthly crime statistics to each neighborhood. In addition, a volunteer Business Crime Watch Coordinator(s) uses technology to communicate with BRAG area businesses the most recent crime information. BRAG area residents were also able to advocate for and obtain an Indianapolis Metropolitan Police Department (IMPD) substation located in their community. The residents and businesses voluntarily furnish and supply the substation.


2. Crime & Public Safety (cont.)


07 08 09 10 11

2.1 Increase communication and information to residents about community related public safety issues

2.1.1 Increase and/or invigorate the number of Crime Watch Programs in BRAG Crime and Public Safety Action Team 75% (22) of BRAG neighborhoods will have a Crime Watch program

2.1.1.1 Provide Crime Watch training opportunities to all BRAG neighborhood associations

Crime and Public Safety Action Team; IMPD 2 training opportunities are provided

2.1.1.2 Provide Crime Watch training opportunities to 15 apartment complex property managers and/or owners

BRAG Crime Watch training will be offered to 100% of apartment complexes; 2 training opportunities will be provided

2.1.1.3 Formalize the Business Crime Watch Group, i.e. compile a directory, compile an e-mail distribution list, possible semi-annual meetings, etc.

Business Crime Watch coordinators There will be a Business Crime Watch Directory; an e-mail distribution list

2.1.1.4 Distribute IMPD statistics to neighborhood residents and businesses Crime Watch Captains (when in place) 75% (22) of BRAG neighborhoods will distribute crime statistics monthly; crime statistics will be distributed to 100% of BRAG Business Crime Watch group

2.1.2 Increase visibility of law enforcement in the BRAG area Crime and Public Safety Action Team A 10% increase in the perception of increased law enforcement presence in the BRAG area

2.1.2.1 Work with IMPD to identify 3 crime “hot spots” and develop a plan of action

Crime and Public Safety Action Team; BRAG Number of crimes committed in “hot spot” areas is reduced by 20%

2.1.2.2 Continue to support IMPD substation in BRAG area, i.e. food, drinks, office supplies, etc.

Business Crime Watch Group IMPD continues to operate a substation in the BRAG area


3. Parks & Green Space

Story Behind the Numbers Parks and open green space was one of the critical areas of concern expressed by BRAG residents in the survey completed in April 2007, in the one-on-one surveys completed in June 2007 and at the community–wide Visioning Meeting held in June 2007. The BRAG area has one open green space, Skiles Test Nature Park (Park). While the Park is owned and maintained by Indy Parks and Recreation (Indy Parks), it has no recreational equipment, limited programmed activities and few amenities (picnic tables, trashcans, paved trails, etc). Further, there are no other pocket or community parks within the area.

The Park is an 80.91-acre park, which has been designated as a natural resource area. The Park is comprised of property bequeathed to Indy Parks in 1964 by the heirs of the Skiles Test estate. Mr. Test was a local businessman who once owned around 700 acres in northeast Marion County. People who grew up in Indianapolis in the 1950s or 60s know this property was once famous for the “House of Blue Lights.” No structures exist on the property today. Most of the park consists of upland forest, hills, ravines and 14 acres of prairie planting, with regional grasses and wildflowers. The Park is connected to Indy Greenways’ Fall Creek Trail, which provides access to Indy Park’s Monon Trail, connecting the neighborhood to other hiking and biking trails, downtown Indianapolis, and the newly constructed Cultural Trail. In addition, the Indianapolis Greenways Master Plan (2002) indicates there are a number of existing or proposed bike routes that border or are in close proximity to the Park.

In order to preserve and protect Skiles Test Nature Park, a group of local citizens joined to form the Friends of Skiles Test Nature Park Advisory Board shortly after Indy Parks received the land from the Test estate. This group continues to meet on a regular basis to champion the mission of the Park and works in partnership with Indy Parks

Goal There will be open green space options throughout the BRAG community.


Current open green space areas are maintained; amenities are added to them

50% of the funding for added or improved amenities is in place; 25% of the funding for the Nature Center is in place

Design drawings for the Skiles Test Park Nature Center have begun


Inventory all public green space in the BRAG area and the amenities they each contain

Develop a budget/cost estimate for added park amenities

Develop an estimated budget for the design drawings of the Nature Center

Develop an estimated funding range needed for construction of the Nature Center

Potential Partners Local businesses; service organizations; local churches; Indy Parks; Community Hospital North; IUPUI-School of Public and Environmental Affairs; Storrow-Kinsella; Keep Indianapolis Beautiful; Indiana Native Plant and Wildflower Association; Metropolitan School District of Lawrence Township; Indy Parks Foundations; local, regional and national foundations; private donors; BRAG area City-County Council members


A Park Master Plan completed in 1988 (this is the most recent planning document) included the following recommendations:

A Nature Center – “The major use for the property was determined to be an outdoor education facility … The focal point of the activity is the proposed nature/interpretive center … The nature center is proposed to be located in the central portion of the property connected to the other activity areas by an improved trail system.”

Trails – “The existing trails through the wooded areas should be improved and expanded.”

Outdoor Education Areas – “Outdoor education areas exploring a wide variety of natural systems are proposed …”

Parallel to the Team’s work, the BRAG association partnered with Skiles Test Elementary School in applying for a substantial grant, which was subsequently awarded from the LISC/School Partnership Service Learning Project. This was the only proposal from Indianapolis that received grant funding. The goal of the grant is to increase the amenities in the Park in order to make it more family-friendly, and to give the elementary students more ownership in the school and their surroundings. The Service Learning Project will work closely with Indy Parks and the Friends of Skiles Test Nature Park to accomplish these goals.

Going forward into the next phase of the GINI project, the Parks and Green Space Action Team will be folded into the Friends of Skiles Test Nature Park Advisory Board.

3. Parks & Green Space (cont.)

Design charrette vision showing one proposal for the development of Skiles Test Nature Park, including anature center, trails, and outdoor education areas such as a wildflower prairie, bird sanctuary and amphitheater.

Existing parking

Amphitheater

Tra

il System

Nature Center

Playground

Bird Sanctuary with Berry &

Nut Plantings

Wildflower Prairie

Gateway Feature

Greenhouse

Neighborhood Connection

Trail



07 08 09 10 11

3.1 Continue work on the Skiles Test Nature Park Master Plan

3.1.1 Increase and/or improve amenities in Nature Park, i.e. walking path along Fall Creek, trash cans, picnic tables, improving existing trails, improved signage and tree identification, bike racks, etc.

Friends of Skiles Test Nature Park; Indy Parks; Two (2) amenities are added and/or improved per year

BRAG/Skiles Test Service Learning Program

3.1.1.1 Update existing sponsorship package Friends of Skiles Test Nature Park; Indy Parks Sponsorship package is completed

3.1.1.2 Identify possible funding sources; seek funding; advocate for inclusion in the City’s Capital Improvement Program

Friends of Skiles Test Nature Park; Five (5) funding sources are identified; application is made to five (5) funding sources

3.1.1.3 Begin development, purchase or improvement of amenities. Friends of Skiles Test Nature Park; Indy Parks; BRAG/Skiles Test Service Learning Program

At least two (2) amenities are added and/or improved per year

3.1.2 Develop a Nature Center Friends of Skiles Test Nature Park; Indy Parks Design drawings have begun on a Nature Center

3.1.2.1 Develop a Conceptual Plan (document) for the Center Friends of Skiles Test Nature Park; Indy Parks Conceptual Plan is completed

3.1.2.2 Identify possible funding sources for building Center; seek funding; advocate for inclusion in the City’s Capital Improvement Plan

Friends of Skiles Test Nature Park; Indy Parks Funding sources are identified; application is made to three (3) funding sources

3.1.2.3 Begin the design process for Center Friends of Skiles Test Nature Park; Indy Parks Design process has begun

3.1.3 Explore possible historic designations for Skiles Test (the man or the park), e.g. an official Historical Marker; inclusion in the National Register of Historic Places, Indianapolis Park and Boulevard System

BRAG/Skiles Test Service Learning Program Research and discussion have occurred

3. Parks & Green Space (cont.)


4. Pedestrian Access & Connectivity

Story Behind the Numbers Pedestrian access and connectivity ranks as the highest priority in the BRAG area. Using results from the resident and business survey that was completed in April 2007, and the 100 plus one-on-one interviews with residents, businesses and churches that were completed in June 2007, the issue of sidewalks and the ability of residents to “connect” with commercial/retail areas, schools and neighborhoods ranked number one among all the issues of concern. Sidewalks are not plentiful in the BRAG area; only a few subdivisions, businesses or schools have them. There are approximately 350 area businesses, eight area schools, a major hospital, a branch of the Indianapolis-Marion County Public Library and a city park, none of which are connected by safe pedestrian routes. There are no pedestrian sidewalks leading into the one city park in the neighborhood, Skiles Test Nature Park. Recent investments in Skiles Test Nature Park and the Fall Creek Greenway, which connects to Indy Park’s Monon Trail and other nearby hiking and biking trails, have raised the demand for connectivity even higher. In addition, the soon to be constructed Allisonville Road bike lane (which is in the BRAG area) and BRAG’s close proximity to Fort Harrison State Park adds even more urgency to building these pathways. Providing pedestrian access and connectivity will not only offer BRAG residents increased health benefits, it will improve the safety of pedestrians and enhance our environment. The main thoroughfares throughout the BRAG area are without safe pedestrian access. Residents and businesses see this as a critical issue.

The Pedestrian Access and Connectivity Action Team identified four thoroughfares within the BRAG neighborhood on which sidewalks, when built, would connect them to their primary commercial and retail areas, their city park, adjacent neighborhoods and other assets within the area. The four priority routes that were targeted include 71st Street from Allisonville

Goal BRAG residents will have safe pedestrian connectivity to area businesses, schools, green space and neighborhoods.


100% completion of pedestrian access/sidewalks in all four specified areas

Safe pedestrian crosswalks are present at 71st Street and Shadeland Avenue, and at 75th Street and Shadeland Avenue

A safe pedestrian crossing is present on Binford Boulevard


Document the process for developing and completing these projects

Potential Partners Indianapolis Department of Public Works; Indiana Department of Transportation; Metropolitan Planning Organization (MPO); Indianapolis Power and Light; Schools in the BRAG area; Indianapolis-Marion County Library-Lawrence Branch; Central Indiana Biking Association; local businesses; neighborhood associations; district City-County Council representative; City of Lawrence; Indy Parks; Community Hospital North; Community Hospital Foundation; BRAG area City-County Council members

Design charrette vision of a landmark pedestrian bridge spanning Binford Boulevard around 71st Street. The bridge would provide safe crossing for residents while serving as an iconic gateway for the neighborhood.


Road east to Hague Road, Hague Road from 82nd Street south to 71st Street, Shadeland Avenue from 82nd Street south to 71st Street, 75th Street from Shadeland Avenue east to Hague Road. The second issue that was brought to the Action Team’s attention was providing safe crosswalk areas at several intersections in the BRAG neighborhood. These intersections are at 75th Street and Shadeland Avenue, 71st Street and Shadeland Avenue and 71st Street and Binford Boulevard. Presently the crosswalks at these intersection are either nonexistent or are badly in need of repair and upgrading.

The four pathways identified by the Team are included in whole or in part in the Indianapolis Metropolitan Planning Organization Regional Pedestrian Plan (2006). They are classified as Collector Sidewalks and are all listed under the “recommendations for pedestrian pathways” in that plan. In addition, the Official Thoroughfare Plan for Marion County (2002) recommends the widening of East 75th Street from two lanes to four lanes, between Binford Boulevard and I-465. The street expansion will have some effect on the pathway constructed along this segment of 75th Street. Further, the Comprehensive Land Use Plan for Lawrence Township (2006) identifies Critical Area 10 as “The area surrounding the intersection of 75th Street and Binford Boulevard …”, and recommends, “Improve pedestrian and bicycles access between residential developments and between existing and proposed office and retail facilities, including the North Shadeland commercial corridor.” It further recommends, “Identify and establish a ‘gateway corridor’ for Binford Boulevard from I-465-south” which could correspond to providing a safe pedestrian crosswalk at 71st Street and Binford Boulevard.

Public financing tools will be used for funding the majority of this project. Monies from a designated Tax Increment Financing District in the BRAG area could be utilized.

4. Pedestrian Access & Connectivity (cont.)

Design charrette vision illustrating pedestrian amenities in small pocket parks that are part of a pedestrian network throughout the neighborhood.



07 08 09 10 11

4.1 Develop safe pedestrian access on:

1.) 71st Street from Allisonville east to Hague Road;

2.) Hague Road from 82nd Street south to 71st Street;

3.) Shadeland Avenue from 82nd Street south to 71st Street;

4.) 75th Street from Shadeland Avenue east to Hague Road

4.1.1 Produce a Pedestrian Access Visioning Study to assist with marketing and funding

Pedestrian Access Action Team Visioning Study is completed

4.1.1.1 Identify, seek and obtain funding for professional engineering services (will need approximately $30,000)

Pedestrian Access Action Team Complete funding is secured for production of Visioning Study

4.1.1.2 Complete Phase #1 of Visioning Study – Site inventory and analysis • Coordinate with key stakeholders and understand their needs • Evaluate and identify the potential for physical landscape elements • Determine the amenities to be incorporated into the plan to create a vision • Identify specific areas in which to focus design

Pedestrian Access Action Team Site inventory and analysis is completed

4.1.1.3 Complete Phase #2 of Visioning Study – Conceptual design drawings; this could include plan view drawings, cross section views, preliminary details, character images, etc.

Pedestrian Access Action Team Conceptual drawings are completed

4.1.1.4 Complete Phase #3 of Visioning Study – Produce graphic document(s) with the intent of generating interest and excitement, and funding for the project.

Pedestrian Access Action Team A graphic document(s) is completed

4.1.1.5 Advocate for Tax Increment Financing (TIF) in order to fund portions of this project

Pedestrian Access Action Team A TIF district is designated

4.1.1.6 Complete Phase #4 of Visioning Study – Construction drawings Pedestrian Access Action Team Construction drawings are completed

4.1.2 Begin construction on pedestrian access/sidewalks Pedestrian Access Action Team; Department of Public Works (DPW)

Construction on one or more of the priority pedestrian access areas has begun




07 08 09 10 11

4.2 Provide safe pedestrian crossings at major intersections

4.2.1 Provide safe pedestrian crosswalks at 75th Street and Shadeland Avenue Pedestrian Action Team; DPW A safer crosswalk is provided at the intersection

4.2.1.1 Re-mark pavement at 75th and Shadeland Pedestrian Action Team; DPW Pavement is re-marked

4.2.1.2 Investigate potential city and state projects that could impact this intersection

Pedestrian Action Team; DPW Pedestrian Action Team has a list of potential city and state projects scheduled in the next 10 years

4.2.1.3 Explore options for creating a safe crosswalk, i.e. pedestrian indicators, painted lines, crossing lights; develop an action plan

Pedestrian Action Team; DPW An action plan is developed

4.2.1.4 Execute the action plan Pedestrian Action Team; DPW Action plan is executed

4.2.2 Provide safe pedestrian crosswalks at 71st Street and Shadeland Avenue Pedestrian Action Team; DPW A safer crosswalk is provided at the intersection

4.2.2.1 Re-mark pavement at 71st and Shadeland Pedestrian Action Team; DPW Pavement is re-marked



4.2.2.3 Explore options for creating a safe crosswalk, i.e. pedestrian indicators, painted lines, crossing lights; develop an action plan

Pedestrian Action Team; DPW An action plan is developed

4.2.2.4 Execute the action plan Pedestrian Action Team; DPW Action plan is executed

4.2.3 Provide a safe pedestrian crossing across Binford Boulevard Pedestrian Action Team; DPW A safe crosswalk is provided at the intersection



4.2.3.2 Determine if this crossing needs to be an at-grade crossing or a non-at-grade crossing

Pedestrian Action Team; DPW Determination of the type of required crossing is made

4.2.3.3 Explore options for crossing per the determination made in 2.3.2; develop an action plan for the future

Pedestrian Action Team; DPW An Action Plan is developed



Potential Partners Local businesses, service organizations, local churches, senior citizens

Story Behind the Numbers The Metropolitan School District of Lawrence Township (MSDLT) by many standards is an excellent school district. Its Scholastic Aptitude Test (SAT) scores are above the state and national averages. And its high school graduation rate is in the top four high schools (out of 17) in Marion County. MSDLT has the prestigious International Baccalaureate Programme at both Lawrence Central and Lawrence North High Schools; extensive Advancement Placement (AP) course offerings at both high schools; Honors Level courses at both high schools; an Alternative Learning Center for middle and high school students; a K-12 Spanish Immersion Program (the only public school in the nation with this type of program); three elementary school magnet schools; Gifted and Talented Programs at three different elementary sites; summer enrichment programs for elementary students; four state-of-the art Early Learning Centers for 3-5 year olds; before- and after-school child care programs at all elementary schools; an Infant Child Care Program for staff members; a district-wide Special Education Parent Support Group; and a Wellness Clinic for students and staff –- just to name a few. MSDLT is the seventh largest school district in Indiana, and is the fourth largest employer in Lawrence Township. Yet, by the results of the BRAG community-wide survey and the one-on-one interviews, BRAG residents are concerned about their schools.

MSDLT, including the schools in the BRAG area, like other suburban public school systems has experienced a change in their demographics over the last ten years. From about 1989 through the mid-1990s, the district saw a rapid growth period. The ethic ratio changed from a district with a majority Caucasian school population to a district with a current 52% minority and 48% Caucasian school population, including a dramatic increase in the

Hispanic school population. The percentage of free and reduced lunch for the district has increased from 17.8 percent in 1998 to 38.1 percent in 2006. (The 2006-07 percentage for Crestview elementary is 63 percent and for Skiles Test is 45 percent, both above the district average.) The school system has become more diverse ethnically and economically. The school population is now projected to remain stable for the next 10 years. The township itself is almost “built-out” and many people who are empty nesters are choosing to stay in their homes/neighborhoods.

The BRAG area elementary schools (Crestview and Skiles-Test) are not the neighborhood schools they once were. To keep the ethnic ratios balanced, children are often bussed in from all over the township. Many BRAG area residents feel this has caused the surrounding neighborhoods to feel their local elementary school does not represent the families living in the neighborhood, and the perception of the school’s ability to provide an excellent education to their children has declined.

Recently, the MSDLT engaged Harvard’s nationally recognized Leadership and Learning Center (Center) to work with their administration, School Board and their Balanced Enrollment Committee to determine the best course of action for the future in creating additional educational choices and options that will allow all children to reach their fullest potential. The Lawrence Township Schools Action Team (Team) participated in the activities conducted by the Center and has decided to focus their efforts around the schools and families located within the BRAG area.

If the strategies and action steps outlined below are successful, the BRAG-GINI Advisory Committee suggests expanding their implementation into one BRAG-area feeder school per year (Belzer Middle School, Lawrence Central High School and Lawrence North High School) starting in the school year 2010-2011. The Advisory Committee will determine which school the work will preceded to next.

Goal BRAG residents are knowledgeable about and engaged with their schools.


Increase by 3% the number of BRAG school-aged children attending their neighborhood MSDLT elementary schools

Increase the number of enhanced educational opportunities offered at MSDLT elementary schools in the BRAG area by 2 additional programs per school

80% of families with children enrolled in BRAG area MSDLT elementary schools indicate they are satisfied with their school

Increase BRAG area residents’ perception of MSDLT schools by 15%

Positive communication with MSDLT families in the BRAG area will increase by 35%


Work with MSDLT to develop a baseline of elementary-aged children attending their BRAG area neighborhood elementary school

Inventory the number of enhanced educational opportunities currently operating in the two area elementary schools

Develop a survey to determine the number of families with children, enrolled in BRAG area MSDLT elementary schools, satisfaction with their school

Develop a community-wide survey to determine a baseline for BRAG area resident’s perception of their MSDLT schools

Develop baseline for number of positive communication pieces currently flowing to MSDLT families in the BRAG area. Develop a method for tracking future positive communication pieces

5. Lawrence Township Schools in BRAG Area



07 08 09 10 11

5.1 Increase positive communication with MSDLT families living in the BRAG area, about engagement with MSDLT’s governing and advisory groups, i.e. the School Board, Lawrence Township Council, Citizens School Organization

5.1.1 Create and distribute a simple, brief description/booklet of the School Board’s decision making and meeting processes

BRAG School Action Team; MSDLT School Board 4.000 copies of the booklet are distributed per year

5.1.2 Create opportunities for BRAG residents to learn about the roles and responsibilities of the Citizens School Organization (CSO)

BRAG School Action Team; MSDLT School Board 10 opportunities are created per year, during a School Board election year

5.1.3 Distribute the current information booklet about the Lawrence Township Council

BRAG School Action Team; MSDLT School Board 4.000 copies of the booklet are distributed per year

5.2 Improve the positive perception by BRAG residents of MSDLT area schools

5.2.1 Increase BRAG area and citywide positive media stories about BRAG area MSDLT school programs and successes

Each MSDLT schools’ Media (PR) Representative 25% overall increase in positive media stories

5.2.2 Each BRAG area MSDLT school will appoint a “school liaison” who will visit the neighborhoods in their school’s enrollment area

MSDLT; BRAG School Action Team 80% of the neighborhoods in each elementary schools’ enrollment area will have contact with the liaison

5.2.3 Encourage BRAG residents to volunteer in BRAG area schools and share their individual talents

BRAG School Action Team; MSDLT 10% increase in volunteers participating at each BRAG area school per school year

5.2.4 Create a school-oriented marketing packet for area realtors and for pre-school families living in the two elementary schools’ enrollment areas

BRAG School Action Team; MSDLT 200 packets are distributed to realtors; pre-school families

5.2.5 Each BRAG area MSDLT school will create a school-specific Welcome Packet for new area residents and apartment complexes

BRAG School Action Team: MSDLT; BRAG neighborhood associations

Packet is created and distributed as needed

5.3 Improve interaction and understanding between BRAG area schools-parents-residents-partners

5.3.1 Explore the idea of creating educational partnerships with other institutions, service organizations, local businesses, churches, etc.

BRAG School Action Team 2 new educational opportunities will be added at each elementary school

5.3.2 Explore the use of Study Circles in each of the BRAG area schools; considering inviting parents of school-age children living in the neighborhood

BRAG School Action Team; Indianapolis Neighborhood Resource Center

2-4 discussions are held to explore the idea

5.3.3 Encourage a BRAG resident to run for MSDLT School Board BRAG School Action Team; BRAG A BRAG member runs for School Board

5. Lawrence Township Schools (cont.)


6. Sense of Community

Story Behind the Numbers Binford Redevelopment and Growth, Inc. (BRAG) is an umbrella group in its infancy. Formed in April 2005 with the sole purpose of revitalizing the 71st and Binford Boulevard commercial/retail areas, the organization has broadened its scope and purpose since its founding days. BRAG became known early on in the city for its beautification projects along Binford Boulevard, receiving an award from the Indiana Arborist Association for its efforts. In 2006, BRAG received funding from the Great Indy Neighborhood Initiatives (GINI); this allowed them to hire a first-ever part-time staff person and undertake a planning process that is moving BRAG to the next organizational level.

BRAG’s by-laws became effective in December 2005 and the organization received its 501(c)3 designation shortly after. As BRAG began to gain a name for it, area neighborhoods and neighborhood associations began to attach their name to BRAG. During this time of organizational growth and activity much has been accomplished, but the BRAG organization itself faces a need to build a stronger foundation and increase its capacity if it wishes to continue to grow into a strong and viable community development organization. The Sense of Community Action Team (Team) realized 1.) The need to reinforce BRAG and the structures around it before it could evolve to the next level, and 2.) Completing the GINI Work Plans would put a strain on the organization if proper supports were not put into place. Thus, this Team chose to focus its efforts on building a robust and sustainable umbrella organization, assisting in strengthening the neighborhood associations within its boundaries, continuing and expanding community/neighborhood-led projects, and working towards the development of a “village-center” for the community.

Goal The BRAG area will have a strong sense of community and engaged residents.


BRAG has activated its governance processes

BRAG will have regular communication with 75% of the neighborhood associations within its boundaries

Community/neighborhood-led projects will increase by two (2) per year

There is a 10% increase in attendance and a 5% increase in market vendors, per year, at the Farmers’ Market


Develop a baseline and a method for tracking communications with neighborhood associations

Develop a baseline and a method for tracking community/neighborhood-led projects

Formalize tracking mechanisms for the Farmers’ Market

Potential Partners Indianapolis Neighborhood Resource Center; Mayor’s Liaison; Crime Watch group; Keep Indianapolis Beautiful; local businesses; local churches


6. Sense of Community (cont.)


07 08 09 10 11

6.1 BRAG (the umbrella group) will continue to strengthen and to support our 29 neighborhood associations

6.1.1 Each neighborhood association within BRAG will elect/appoint a BRAG representative

BRAG; Neighborhood associations 75% (22) of the neighborhoods have a BRAG representative

6.1.1.1 Host a neighborhood Presidents and Officers meeting/function BRAG 75% (22) of BRAG neighborhood associations attend

6.1.2 Formalize and activate the governance structure (by-laws) of BRAG BRAG By-laws are followed and governance process take place

6.1.3 Continue to add new e-mail addresses to BRAG e-mail distribution list BRAG E-mail distribution list is increased by 15% each year

6.1.4 Survey the neighborhood associations regarding their governance elements and possible needs, i.e. by-laws, elections, dues, directories, etc.; develop a plan of action

BRAG; Indianapolis Neighborhood Resource Center Survey is conducted and summarized, 70% (20) of neighborhoods responded; plan of action is developed

6.2 Build community through projects that improve neighborhood quality of life

6.2.1 Continue the BRAG beautification projects BRAG 2 BRAG-sponsored beautification projects will be completed per year

6.2.2 Individual BRAG neighborhoods will conduct beautification projects in their neighborhoods

Neighborhood associations At least 4 BRAG-area neighborhoods will conduct beautification projects in their neighborhoods’ per year

6.2.3 Continue and expand the BRAG Farmers’ Market BRAG There will be a 10% increase in attendance and a 5% increase in the number of market vendors each year,

6.3 The BRAG community will have a multi-purpose village center

6.3.1 Explore the availability of current facilities in the BRAG area that could be used as a multi-purpose meeting space

BRAG At least 3 possible facilities will be identified

6.3.2 Explore and clarify BRAG’s definition of a “multi-purpose village center” – is it a specific building or is it a “village-square” concept?

BRAG There will be a clear, written definition of a BRAG multi-purpose center


AbbreviationsBRAG Binford Redevelopment and Growth, Inc.

DMD Department of Metropolitan Development

DPW Department of Public Works

IMPD Indianapolis Metropolitan Police Department

MSDLT Metropolitan School District of Lawrence Township

For More Information

Jane Lommell, Executive DirectorLisa Angrick, GINI Coordinator

Binford Redevelopment andGrowth

(317) 585-8492 [email protected]

www.binford71.org

Staff and Consultants

Indianapolis LISC

Bill Taft, Executive DirectorSara VanSlambrook, Program OfficerTedMassey, Assistant Program Officer

City of Indianapolis

BobWilch, Principal PlannerPhilip Hooper, Senior GINI Project Manager

Indianapolis Neighborhood Resource Center

Anne-Marie Predovich, Executive DirectorKimberly Meals-Estep, Neighborhood Development Specialist

Ball State University, CAP/Indianapolis Center

Scott Truex, Director, Community Based Project ProgramBrad Beaubien, Project Manager & Communications Specialist

GINI Planning Facilitator

CharleneHederick, Hederick Partnerships