INDY CIRCUIT RIDER 4/09
Indianapolis – Progress in Implementing Sustainable Communities
Indianapolis LISC’s Sustainable Communities program, known locally as Great Indy Neighborhoods Initiative (GINI), operates in six target areas: Southeast, Near Eastside, Near West, Northeast, Northwest and West Indianapolis. Quality of Life plans have been completed for each area and are now being implemented. In each place, LISC provides funding for specific projects and programs as well as dedicated GINI coordinators at the lead agency. We also work with a broader network of partners, not just CDCs.
This report describes progress in implementing Quality of Life plans in three target areas (Southeast, Near Eastside and West Indianapolis) and how these activities build off of earlier LISC investments in these neighborhoods. Before exploring site-specific activity, it is useful to make observations about the GINI program as a whole. First, vacant housing is a major challenge in all Quality of Life plans, and LISC has played a leadership role in creating a strategy for utilizing Neighborhood Stabilization Program funds for Indianapolis. Three of the four target areas for NSP funding are in GINI areas, and these funds present a tremendous opportunity to implement goals of the Quality of Life plans.
LISC has also made progress in raising the visibility of GINI in corporate, political and philanthropic circles. Initially suspicious of the GINI effort, Mayor Ballard’s administration has begun to take steps to align the work of several key City departments behind implementing the Quality of Life plans. Further, LISC successfully advocated for the Near Eastside to be the focus of the Super Bowl Legacy Project, and we are now working with the Super Bowl host committee to support four Legacy committees that will harness the resources of dozens of civic leaders to build bridges to funders who have never been engaged locally in our work. LISC has also persuaded the Indianapolis Neighborhood Housing Partnership to favor organizations pursuing a more comprehensive approach in its funding decisions for operating support. Prior to last year, INHP had awarded funds primarily based on the sale of homes.
LISC has also made progress in expanding activity in newer program areas, as called for by Quality of Life plans. For example, over the past two years, LISC has built a network of five Financial Opportunity Centers (known locally as Centers for Working Families) that offer families an integrated set of services that help put them on the path to financial stability. In addition, drawing on State Farm grant support, LISC has become more involved in supporting educational programs that help shape the learning that occurs inside the classroom and out in the community. Finally, we have also worked with our partners to become more involved in green space development. LISC’s progress in these newer program areas can be seen in the three GINI target areas explored below.
I. Southeast
Southeast is home to nearly 25,000 residents, and LISC has invested $7 million in the neighborhood to leverage over $35 million for revitalization activities, primarily through Southeast Neighborhood Development (SEND). Prior to GINI, LISC’s activity centered mostly on supporting SEND’s commercial revitalization efforts in Fountain Square, initially through individual real estate transactions and then through a more robust set of supports delivered through the FOCUS Program. This commercial work provided a solid foundation upon which LISC could launch a more comprehensive approach to revitalization, with SEND as the lead agency. Since Southeast has been the focus of earlier comprehensive plans, LISC supported intensive community organizing and an inclusive community planning process in order to update the most recent plan and solicit fresh ideas that keep the neighborhood moving forward.
The resulting GINI Quality of Life plan that now drives revitalization calls on LISC to expand the breadth of programs and projects we support. Though SEND is experiencing some organizational challenges (which are being addressed by LISC both locally and nationally), we have continued to spur commercial activity and have made marked progress in advancing goals around housing, family income and wealth building, education, and healthy environments and lifestyles. Through GINI, LISC is now collaborating with a broader range of partners, including Southeast Community Services and Keep Indianapolis Beautiful.
Commercial Revitalization
LISC’s early real estate investments in Fountain Square helped transform crumbling historic buildings and vacant manufacturing facilities into bustling centers for arts-related uses. One of our first projects was the Fountain Square Theater Building, which began redevelopment in 1993 with a LISC loan. Today, this fully refurbished building includes a restored marquee; four restaurants; a ballroom; meeting space; and duckpin bowling. In 2000, LISC funding helped restore two other historic buildings: the Wheeler Arts Community, a 60,000 square foot manufacturing facility that was transformed into 36 live/work artist lofts and offices for SEND and the University of Indianapolis; and the Murphy Arts Center, an abandoned department store that now features gallery space, an art supply store, a restaurant and 23 art studios.
The redevelopment of these and other buildings on the corridor cemented Fountain Square’s identity as a destination for arts and entertainment, and set the stage for the deployment of additional commercial resources through LISC’s FOCUS Program beginning in 2002. Through FOCUS, we have continued to use arts as an engine for economic development and have provided resources for business attraction, marketing and promotions, façade improvements and other physical development. Thus far, these efforts have helped attract 82 new businesses, create 251 new jobs, and complete 62 façade improvements.
Business retention is a key strategy for SEND, with a focus on anchor businesses that attract shoppers from outside the area. With LISC grant support, SEND recently helped to create new, expanded spaces for businesses that were close to relocating to the suburbs. One is Claus’ German Sausage & Meats, which now occupies a new building on the site of a former factory. Another is Santorini, a Greek restaurant that quadrupled its space by moving into a renovated building formerly occupied by a derelict bar.
There are a number of other initiatives planned for Fountain Square that will further enhance its vibrancy. One is redevelopment of the Fountain Square intersection at Virginia, Shelby and Prospect to better serve the needs of both drivers and pedestrians. SEND is now soliciting construction bids for the project, which will include two new fountains, a public square and new sidewalks, and will serve as the terminus for another planned development, the Cultural Trail. Leveraging its City designation as a Cultural District, SEND successfully advocated for Fountain Square to be included in the Cultural Trail System, which will create bike and pedestrian lanes along Virginia Avenue that connect the area to other Cultural Districts citywide.
Historically, the bulk of our commercial revitalization work has targeted the Fountain Square district. As a result of the GINI process, however, SEND and LISC have started to extend their resources beyond Fountain Square to impact other commercial nodes in Southeast. For example, we have begun commercial studies that will provide a framework for how we can apply the FOCUS tools to help revive the Fletcher Place and East Street districts. In addition, LISC is working with SEND to explore redevelopment of a former gas utility plant that may be suitable for light industrial retail.
Housing Development
Over its history, SEND has renovated 150 single-family homes (mostly scattered-site) for low-to-moderate income buyers across its service area. Before the housing slump, SEND averaged 12 home renovations per year; it now projects six annually, with an average home price of $78,000. SEND also runs a robust home repair program, using CDBG and volunteers to complete roughly 70 jobs per year.
As an outgrowth of GINI, SEND combined its strengths in home renovation and repair to advance a new housing redevelopment approach that targets specific blocks and organizes residents to help shape revitalization that touches both homes and public spaces. In 2008, SEND celebrated its first success with this approach by helping to improve (either through major renovation or home repair) 30 single-family homes on two contiguous blocks of New Jersey Street. The project also enhanced the area with new lighting, landscaping and public art. In all, 70% of the homes on these two blocks were improved. Roughly $1.2 million in public funds leveraged $240,000 in private dollars, including a $50,000 LISC grant.
With one of the city’s highest concentrations of foreclosures, Southeast is among four target areas for Neighborhood Stabilization Program (NSP) funds in Indianapolis. SEND intends to apply for NSP funds, which will be used to replicate its new housing redevelopment approach (piloted on New Jersey Street) in other targeted areas of Southeast. SEND also intends to use NSP funds to work with a private developer to create mixed-income rental housing near Fountain Square.
Family Income and Wealth Building
Since the start of GINI, LISC has made significant strides in expanding and strengthening the programs and services available to help residents achieve financial stability. In the fall of 2008, LISC worked with Southeast Community Services to open a Center for Working Families that offers three core services: employment placement and career improvement, financial education and coaching, and public benefits access. Thus far, the Center has served 92 families; 58% have benefited from two or more services.
LISC also supports the Jobs Pipeline program, which is an outgrowth of the local Making Connections effort. The program employs a two-pronged approach in which it identifies employers who are willing to employ trainees for specific jobs, and then provides soft and hard skills training geared to those specific jobs. Results so far include 71 job placements with an average wage of $9.76. Roughly 58% of these jobs offer benefits. The 90-day retention rate is 98% and the one-year retention rate is 71%.
Education
In Southeast, LISC’s first foray into education was a $2.5 million loan for the Fountain Square Charter Center, a renovated factory that houses elementary, middle and high schools on one campus (with a maximum total enrollment of 600). Developed by SEND in response to resident demand for better education options in the neighborhood, the campus opened in two phases from 2004 to 2005.
In 2007, LISC provided seed funding for The Second Story, a new creative writing program based in Fountain Square that works with teachers to help get elementary students excited about writing. Delivered through in-school and after-school workshops, the program aligns with state writing standards and includes professional training for teachers. In its first year, the program served over 100 students.
Healthy Environments and Lifestyles
Creating quality facilities for recreation and exercise is a priority for Southeast. In 2007, LISC provided a $50,000 grant to help upgrade the football field, stands and concessions at Christian Park. We have also supported SEND in assembling a team of volunteers to clean up the greenway at Pleasant Run Creek, helping to increase resident usage of this amenity for walking, biking and jogging. In addition, we are working with SEND to develop a skateboarding park across from the charter school campus. This is in response to Fountain Square merchants who complain about skaters being a disruptive presence in the commercial area.
One of our key partners in the greenway project is Keep Indianapolis Beautiful, which recently moved into a new LEED-certified “green” office building in Southeast, developed through renovation of a vacant warehouse. In addition to wind energy and rainwater recovery features, efficient mechanical and electrical systems reduce energy use by 21%. LISC provided an acquisition loan for the project.
II. Near Eastside
GINI has definitely been the impetus for expanding the breadth of programming LISC supports in the Near Eastside. Prior to GINI, LISC’s work consisted primarily of housing development with two organizations: Eastside Community Investments (which is no longer in operation) and Partners in Housing. We have also had a presence in the Near Eastside through our FOCUS Program, which has supported commercial revitalization along the 10th Street corridor since 2004.
With development of the Quality of Life plan, LISC broadened its support to include programs and projects that advance family income and wealth building, education and green space development. As a result, LISC now works with a growing array of partners whose participation is coordinated by the lead agency, John H. Boner Community Center. These partners include East 10th Street Civic Association, Indy East Asset Development, Riley Area Development Corporation and Near East Side Community Organization.
The Quality of Life plan has been a key driver in attracting new resources to the Near Eastside. For example, in 2008, LISC worked with local civic leaders to incorporate the Near Eastside plan into the city’s successful bid for the 2012 Super Bowl. The neighborhood is now the focus of the Legacy Project, an effort by the NFL to create long-lasting, positive community impact for the host city. Led by four committees, the Legacy Project will help advance key elements of the Quality of Life plan, including housing redevelopment in St. Clair Place and Willard Park; economic development on 10th Street; special events and promotions; and construction of a world-class practice facility at Arsenal Tech High School. Thus far, the Legacy Project has resulted in a commitment of nearly $10 million for improvements in the neighborhood, and the Near Eastside will continue to use its association with the Super Bowl to garner more resources.
Housing Development
LISC has a long history of investment in affordable housing across the Near Eastside. As mentioned, one of our early partners in this work was Eastside Community Investments, an organization that collapsed in the late 1990s. Fortunately, many of its tax credit projects have been taken over by other partners, including the Boner Community Center, which manages two senior developments and a supportive housing project. Another LISC partner that pre-dates GINI is Partners in Housing. Since 2002, LISC has provided $700,000 in financing to help the organization create 250 units for some of the area’s most vulnerable populations. This includes a 15-bed homeless shelter for youth and 50 units of supportive housing for veterans.
Since the advent of GINI, much of the current housing redevelopment efforts are focused on St. Clair Place and Willard Park, which are located in a Housing Tax Increment Financing (HoTIF) district and are also target areas for the Legacy Project. Last year, the City deployed $3.5 million in HoTIF funds to complete infrastructure improvements in St. Clair Place and another $5 million for sewer improvements in Willard Park. GINI partners are now in the process of creating full-scale housing redevelopment plans for each neighborhood. Since vacant properties are widespread in both places, LISC and its partners intend to draw on Neighborhood Stabilization Program funds to advance plan implementation. We are also exploring the opportunity to use Indianapolis Private Industry Council resources to bring a deconstruction business to the neighborhood that employs residents (including ex-offenders) in the demolition of homes in foreclosure hot spots.