Comprehensive Development Plan for Twin Aire by REA site

A Comprehensive Development Plan for

TWIN

AIRE

Pleasant Run Crossing ARI Strategy Development Plan LOVING INDYâ&#x20AC;&#x2122;S NEXT GREAT PLACES Great Places 2020

Table of Contents 0. Executive Summary .................................................. 7 1. Project Overview .................................................. 23 Area History ......................................................................................................................................... 25 Previous Planning Studies .................................................................................................................. 28 ARI Phasing ......................................................................................................................................... 28 Public Engagement ............................................................................................................................. 30 2. Existing Conditions ............................................... 37 Neighborhood Analysis ....................................................................................................................... 38 Market Analysis ................................................................................................................................... 40 Environmental Analysis ....................................................................................................................... 46 Infrastructure Analysis ........................................................................................................................ 48 3. Development Plan ................................................. 51 Design Principles ................................................................................................................................ 52 Development Blocks ............................................................................................................................ 55 Concept 1 – Community Justice Campus Focus .................................................................................. 56 Concept 2 – Advanced Manufacturing Focus ........................................................................................ 90 Micro Planning Areas ....................................................................................................................... 114 4. GREAT PLACES 2020: A VISION FOR TWIN AIRE ................... 119 L.O.V.E. Engagement ......................................................................................................................... 120 The L.O.V.E. Committee ..................................................................................................................... 121 The Neighborhood’s Heart ................................................................................................................ 123 Early Action Projects ......................................................................................................................... 124 Climate Resiliency ............................................................................................................................ 125 L.O.V.E. Goals + Objectives ................................................................................................................ 126 Policies and Programs Implementation ........................................................................................... 128 5. IMPLEMENTATION ................................................... 199 Early Action Initiatives ...................................................................................................................... 200 Catalyst Projects ................................................................................................................................ 202 Implementation Recommendations ................................................................................................. 203 Implementation Mechanisms ........................................................................................................... 206 Project Implementation Matrix ......................................................................................................... 209 Funding Sources ............................................................................................................................... 268 APPENDIX 1. Infrastructure Plan 2. Phase 1 Building the Neighborhood Story 3. Phase 1 Define the Market - Economic, Workforce & Real Estate Analysis 4. Phase 1 Existing Conditions Infrastructure Assessment - Executive Summary 5. Phase 1 Remediation Work Plan - Executive Summary

Citizens Energy Group EDA Scope This project was funded by an Economic Development Administration (EDA) POWER 2016 grant and a fifty percent match by Citizens Energy Group. As part of the grant requirements, there are seven key components that must be addressed in this document. The following table of contents is organized around these components and will help guide the review of the plan.

PROJECT MANAGEMENT Team ....................................................................................................................... 4 Project Overview ................................................................................................. 23 ARI Phasing ......................................................................................................... 28 Public Engagement ............................................................................................ 30 NEIGHBORHOOD + ENVIRONMENTAL Neighborhood Summary ...................................................................................... 38 Environmental Summary ..................................................................................... 46 Phase 1 Building the Neighborhood Story .............................................. Appendix 2 Phase 1 Remediation Work Plan - Executive Summary ........................ Appendix 5 INFRASTRUCTURE Infrastructure Summary ...................................................................................... 48 Concept 1 – Community Justice Campus Focus Infrastructure Plan ................... 68 Concept 2 – Advanced Manufacturing Focus Infrastructure Plan ........................98 Infrastructure Plan ................................................................................ Appendix 1 Phase 1 Existing Conditions Infrastructure Assessment - Executive Summary .... Appendix 4 MARKET Market Summary ................................................................................................ 40 Phase 1 Define the Market - Economic, Workforce & Real Estate Analysis ... Appendix 3 ENGAGEMENT + DESIGN Stakeholder Engagement .................................................................................... 30 Physical Design .................................................................................................... 51 Implementation ................................................................................................. 198 COST Estimates Cost Summary ............................................................................................. 70/100 Detailed Project Cost Estimates ..................................................................... 209 ECONOMIC IMPACT Economic Summary ................................................................................... 76/102

Credits + Contacts Project Facilitator Citizens Energy Group Shannon Stahley 2020 North Meridian Street Indianapolis, Indiana 46202 317.927.4328 citizensenergygroup.com Project Work Group Owners Project Manager CORE Planning Strategies Karen Valiquett 200 South Meridian Street, Suite 301 Indianapolis, Indiana 46225 317.447.5531 coreplanningstrategies.com Grant Administrator City Consultants & Research LLC Alicia Vaughn cityconsultantsllc.com Real Estate Advisor Site Strategies Advisors LLC. Abbe Hohmann 54 Monument Circle, Suite 801 Indianapolis, Indiana 46204 317.237.2271 site-strategies.com

Credits + Contacts Great Places 2020 Lead LISC Indianapolis Cari Morales & Starla Hart The Platform 202 East Market Street Indianapolis, Indiana 46204 317.454.8486 liscindianapolis.org Twin Aire Advisory Council Twin Aire Neighborhood Coalition (TANC) Amber Broughton Jeff Sparks Lauren Brumett Livability Committee Chairs Keep Indianapolis Beautiful Matt Wakefield kibi.org Purdue Extension â&#x20AC;&#x201C; Marion County Amber Broughton extension.purdue.edu/marion Opportunity Committee Chairs SBS Environmental Dago Banegas servicesbysbs.com Christian Park Neighborhood Association Anne Holy

Vitality Committee Chairs Norwood Neighborhood Association Brenda McAtee Southeast Neighborhood Development (SEND) Paul Smith sendcdc.org Education Committee Chairs Southeast Community Services Terri Garcia southeastindy.org SENSE Charter School Kate Voss Senseindy.org

Consultant Team phase 1 Market Analysis AECOM 303 E. Wacker Chicago, Illinois 60601 312.373.7700 aecom.com

Design Team phase 2 Lead Planner + Urban Designer Rundell Ernstberger Associates 618 E. Market Street Indianapolis, Indiana 46202 317.263.0127 reasite.com

Rundell Ernstberger Associates 618 E. Market Street Indianapolis, Indiana 46202 317.263.0127 reasite.com

Economic Impact Analysis AECOM 303 E. Wacker Chicago, Illinois 60601 312.373.7700 aecom.com

Socioeconomic Analysis SB Friedman & Company 221 North LaSalle Street, Suite 820 Chicago, Illinois 60601 312.424.4250 sbfriedman.com Purdue Extension 1202 E 38th Street, #201 Indianapolis, Indiana 46205 317.275.9305 extension.purdue.edu/Marion Infrastructure Analysis Cripe 3939 Priority Way South Drive, Suite 200 Indianapolis, Indiana 46240 317.844.6777 cripe.biz Environmental Analysis August Mack 1302 North Meridian Street Suite 300 Indianapolis, Indiana 46202 317.916.8000 augustmack.com

Neighborhood Plan Greenstreet, Ltd. 212 West Tenth Street Suite A-325 Indianapolis, Indiana 46202 317.964.0668 greenstreetltd.com Infrastructure Plan CHA Consulting, Inc 300 S. Meridian Street Indianapolis, Indiana 46225 317.786.0461 chacompanies.com Urban Design Synthesis Incorporated 251 N. Illinois Street, Suite 200 Indianapolis, Indiana 46204 317.951.9500 synthinc.com

EXECUTIVE SUMMARY Introduction

The goal of the Assessment, Reuse and Implementation (ARI) Strategy is to complete a market based, financially feasible redevelopment plan for Pleasant Run Crossing owned by Citizens Energy Group (CEG). Through this planning process, it was CEG’s intent to form partnerships with developers, end users, non-profits, public officials, and local, state, and federal governments to execute a balanced reuse strategy that maximizes job creation and attracts private and public investment. This plan does just that. This plan is data driven, tying Environmental Conditions, Neighborhood Characteristics, and Market Analysis with a targeted development strategy and infrastructure recommendations that support that strategy. Specifically, the stakeholders and partners intend for this strategy to achieve the following: •

Collaborate between public and private partners including many community and regional stakeholders whose combined investments will implement this strategy.

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Stimulate economic diversification and job creation with supportive training and employment programs for the community.

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Maximize opportunities to leverage the efforts and investments, resources, expertise, and capital through the IndyEast Promise Zone and the Great Places 2020 Initiative.

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Provide targeted assistance to the Twin Aire neighborhood which has been identified as economically distressed due to the high level of unemployment and poverty.

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Position the 140 acre Pleasant Run Crossing as construction ready and targeted for the highest and best uses for job creation and further public and private investment.

This plan identifies opportunities for new development and community growth; identifies projects for economic, environmental, and social infrastructure improvements; and identifies a series of implementation recommendations so the vitality and viability of the area is sustained for future generations. The recommendations included in the Strategy are meant to reinforce the development opportunities necessary for successful redevelopment. This includes the creation of a Village Center that provides mixed uses and residential units in the heart of the redevelopment area. This Strategy transforms the area into a multi-modal hub of activity. The full implementation of this plan is likely to span a 20 to 30 year time horizon, although several early action initiatives and catalyst projects have been identified that can occur in a much shorter time period, as resources become available. Many of the more significant improvements will align with larger development and redevelopment projects, which will occur as market forces dictate. Many of the area’s existing businesses and land uses will remain in place, and changes to private property will largely be voluntary and market driven. Overall Master Plan looking northwest across the site P 6 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

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Study Boundaries Neighborhood Analysis

ARI PHASING

Infrastructure Analysis

Twin Aire Great Place

Pleasant Run Crossing

The ARI project contained two distinct processes; Phases 1 and 2. Prior to starting the project, CEG, with its partners, developed several boundaries for the entire study. Four boundary areas were identified as shown in Figure 0.1 including: Neighborhood/Connectivity Boundary, Infrastructure Boundary, Twin Aire Great Place Boundary, and Pleasant Run Crossing Redevelopment Boundary.

The study area was broken into various boundaries to appropriately address multiple areas of interest in the Twin Aire neighborhood and Pleasant Run Crossing.

Phase 1

The first phase of the project was to study the existing conditions that would inform Phase 2 regarding the redevelopment of Pleasant Run Crossing and the surrounding neighborhood. There were four areas of focus: infrastructure, neighborhood, market, and environmental characteristics. The Studies accomplished the following: •

Infrastructure Assessment described the condition, capacity, and gaps with existing infrastructure;

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Market Analysis analyzed the economic, market, and workforce conditions to provide a baseline of information;

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Neighborhood Analysis reported on the demographic and housing characteristics, community identity, and community capital including social service providers within the area; and

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Environmental Characterization reported the environmental conditions for the Pleasant Run Crossing site where mitigation and remediation strategies are needed.

Phase 1 began in March 2017 and concluded in May of 2017 and included many key person interviews to better understand the existing conditions of the community. The Phase 1 information was presented to the public at meetings in both May and June of 2017 as part of the Twin Aire Neighborhood Coalition (TANC) monthly meetings.

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Figure 0.1

Study boundaries assigned for different project focuses

Phase 2

The purpose of Phase 2 was to utilize the data from Phase 1 to create a redevelopment strategy to ensure Pleasant Run Crossing is positioned as construction ready and targeted for the highest and best uses to maximize job creation and further public and private investment. The Design Team, consisting of urban planners, economists, urban designers, landscape architects, architects, and engineers, lead the effort with the help of many partners. The Phase 2 process included four tasks including Discovery, Visioning, Synthesis and Action. The Discovery stage was the initiation of the project. The Design Team became familiar with the Phase 1 studies and existing conditions while facilitating interviews with stakeholders, attending TANC meetings, and providing homework for the L.O.V.E. Committees. These tasks gathered important details to prepare for the Visioning stage. The Visioning stage was centered around the Design Workshop. The workshop was for public officials, local stakeholders, and residents to provide input into their concerns, wants, and ideas. During the event, the Design Team used the information to develop high level concept plans for the redevelopment of Pleasant Run Crossing and the neighborhood. During the Synthesis stage, the high-level concepts were refined and reviewed by CEG, TANC, and the L.O.V.E. Committees. Greater detail was developed including building information, amenities, infrastructure improvements, phasing, cost opinions, and economic impacts. The plan was drafted during the Action stage. The processes, designs, and calculations were included in the final ARI document. The ARI Strategy was submitted to the EDA on November 30, 2017.

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Public Engagement The Design Team engaged the community throughout the process to incorporate their ideas into the project. These engagement opportunities were essential in integrating the community into the ARI Strategy and Great Places 2020 Initiative. Five approaches were used to engage with the community: 1. L.O.V.E. Committee Homework: The Design Team gave the L.O.V.E Committees monthly homework to help develop the Great Places 2020 portion of the plan. Figure 0.2

Resident speaking at the Open Mic Night

As part of the Open Mic Night during the workshop, the public, stakeholders, and partners identified uses and amenities that they wanted in their neighborhood. Some suggestions included: Bike share

•

BlueIndy

3. Design Workshop: The Design Team held a four day workshop to seek public input and develop multiple concepts that would be refined into two final concepts.

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Coffee shop

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Community Center (with fitness center, senior center, meeting/event space, workforce training, health clinic, YMCA / Boys and Girls Club, library)

WHAT WE HEARD

Several overarching themes emerged that drove the design and principles for redevelopment of Pleasant Run Crossing and surrounding Village Center. These included: •

Figure 0.4

DESIRED USES & AMENITIES

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5. Stakeholder Interviews: Stakeholder interviews were conducted with many different stakeholders throughout the entire process in order to educate, understand ideas, and gain feedback.

Resident speaking at the Open Mic Night

Address transportation and drainage concerns through infrastructure improvements, especially the English/Southeastern/Rural intersection.

2. Monthly TANC Meetings: The Design Team attended the monthly meetings of TANC to present updates to the public and receive feedback.

4. Public Input Sessions: Two public input sessions were held during the Design Workshop to seek input and get feedback on the concepts.

Figure 0.3

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Embrace new development while ensuring existing residents are not displaced;

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Focus on job creation and workforce development throughout the neighborhood;

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Make the neighborhood safe, walkable, and welllit to encourage investment;

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Connect existing destinations and amenities with planned development to create pedestrianfriendly neighborhoods; and

Facilitator speaking at the Open Mic Night

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Convenience / drug store

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Daycare / preschool

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Dog park

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Healthcare

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Large employers to replace job losses at major industries

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Larger grocery option

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Manufacturing

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Personal services

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Public art

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Recreation facilities / amenities (ball fields, water park, trails)

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Sit down family restaurants

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UPS or FedEx to serve small business needs

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Workforce training

Existing Conditions

Project Framework

The four Phase 1 documents are summarized in the Existing Conditions chapter which starts on page 41. All four plans are also included in the appendices for reference (see Appendices 2 through 5).

During the Design Workshop, the team created a framework that established a physical organization of the site to guide the development of multiple scenarios. Figures 0.5 through Figure 0.7 illustrate some of the framework that set the stage for the concepts.

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The Neighborhood Analysis studied the socioeconomic and demographic trends within the connectivity and neighborhood boundary.

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The Market Analysis performed a comprehensive market assessment on the area and industries that could be developed in the future.

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The Infrastructure Analysis inventoried and assessed the existing utilities, roadways, and multi-modal facilities within the infrastructure boundary.

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The Environmental Analysis documented the environmental conditions and mitigation and remediation strategies.

Supplemental data was provided by the Design Team where additional information was needed to better illustrate the existing conditions associated with Pleasant Run Crossing, the Village Center, or the neighborhood.

The framework was informed by Phase 1 analysis, the community, and the Twin Aire L.O.V.E. Committees. The framework documents the physical conditions on the ground and how they would influence site design. Figure 0.5 Existing and proposed amenity Different options were created from the framework infrastructure for the neighborhood and were what informed the multiple concepts. Key elements of the framework include the following: •

Pleasant Run Creek runs through both Pleasant Run Crossing and the Twin Aire Great Place and offers an opportunity to connect Pleasant Run Creek to a variety of parks (Clayton & LaSalle, Christian Park, and Garfield Park)

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Existing amenity infrastructure provides a base in which additional amenities, could be added to serve the area. Amenity infrastructures are those natural and man-made elements that increase quality of life. Existing amenity infrastructure includes Clayton & LaSalle Park, Christian Park, Figure 0.6 Proposed roadway network improvements and proposed civic amenities Prospect Falls and Pride Park. There are also bicycle lanes on Keystone Avenue, Prospect Street, and on the southern end of Rural Street (as shown in Figure 0.5).

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New amenity infrastructure is proposed to add community gathering spaces, a dog park, a neighborhood park, and the expansion of Clayton & LaSalle Park. Additional bike lanes and cycle tracks will provide connectivity throughout the redevelopment area and surrounding neighborhoods.

Figure 0.7

Framework depicting the land use locations

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DEVELOPMENT PLAN •

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The existing grid roadway network, which is currently bisected by Southeastern Avenue, is extended down into Pleasant Run Crossing to increase north-south and east-west connectivity (as shown in Figure 0.6). Two gateway roundabouts, one at English / Southeastern / Rural and the other at English / Southeastern / Parker, would address vehicular traffic flow, bike / pedestrian safety issues and contain signature art. The 140 acres of underused land is undergoing remediation to allow industrial, office, retail, and institutional uses, as shown in Figure 0.7. Some blocks will allow residential use.

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The Twin Aire site is construction ready and able to support a higher density, mixed income, mixed residential area.

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Twin Aire Village Main Street would be created at the heart of a newly created Village Center containing a mix of uses including retail, residential, and office.

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Light industrial uses, including business services; wholesale or food processing; clean, low-impact industrial; a business incubator; and a maker’s village could be located south of Prospect Street.

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Buffer Adjacent Industrial Uses: To limit the impact of adjacent or new industrial development, a buffer between the industrial and residential uses is accomplished by using amenity infrastructure to help buffer and soften edges while adding beauty and a more natural environment.

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Both development concepts were organized around a series of industry accepted design principles and community desires. They include:

Develop Community Gathering Spaces: Adding amenity infrastructure to support the assets of a community helps to promote people’s health, happiness and well-being, and improve overall quality of life.

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Maximize Job Creation: The layout of Pleasant Run Crossing as well as the adjacent sites should foster a development program and infrastructure improvement that maximizes diverse job creation.

Offer Multi-Modal Options that Enhance Connectivity: Redevelopment provides an opportunity to create a complete multi-modal system that increases connectivity and access to jobs, housing, healthcare, and education.

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Provide for Public Service Facilities: Public service facilities help to stabilize neighborhoods and allow public service officers to be a part of a community. Locating the Southeast Police district headquarters to the Pleasant Run Crossing South site and the Indianapolis Fire Department Training Center onto the southern portion of the Pleasant Run Crossing site will provide added security.

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Rich Amenity Infrastructure: Amenity infrastructure located near residential and businesses will increase property values wile also promoting health and access.

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Address Gentrification: The neighborhood has a concern that existing neighborhood residents may be displaced by new development that is unaffordable. Strategies have been developed that utilize partners such as LISC, Habitat for Humanity, and SEND to ensure that an affordable mix of housing types are developed which will continue to allow residents to live in the neighborhood.

Design Principles

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Creation of Walkable Blocks: To reintroduce walkable blocks, the existing road network is extended to create standard, scalable blocks, making redevelopment easier and enhancing pedestrian/vehicle safety.

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Increase Mixed Use Development that Generates Activity: By promoting redevelopment, a greater mix of uses is introduced into the area and thereby increase activity 24 hours a day, 7 days a week.

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Return to the Traditional Grid Street Network: A network of street extensions is proposed to be integrated into the Village Center to provide the comfortable walking scale for new uses. Offer a Greater Mix of Housing: The Market Analysis completed in Phase 1 documented the need for more apartments. Residential development should be focused on both the Twin Aire site and within the Village Center with appropriately scaled housing, including apartments and townhouses.

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Redesigned Southeastern avenue looking northwest PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 13

Concept 1: CJC Focus Projects

2 Village Center 3 Expansion of Kroger Twin Aire Plaza 4 Redevelopment

Clayton Ave.

5 Community Center 6 McDonald’s Relocation 7 Village Green

9 Mixed Use Node

11 Retail

5 6

Hoyt Ave.

12 Flex Buildings

13 Bail Bonds

16 18 Pleasant Run Promenade 19 Animal Care & Control

Av e

15 12 1

20 New Park 21 Twin Aire Residential 22 Expansion of Clayton & LaSalle Park Figure 0.8 Concept 1 Development Project Summary P 14 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

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Employment: This represents the number of jobs needed to support the given economic activity across all sectors. It includes all wage and salary employees, part- and full-time, as well as self-employed, temporary, and seasonal jobs.

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Wages: The total payroll costs (including benefits) across all sectors supported by the initial investment. It includes the wages and salaries of workers who are paid by employers, as well as benefits such as health and life insurance, retirement payments, and non-cash compensation. It also includes proprietary income received by self-employed individuals.

More information about the model can be found on Page 80.

Output: This is the total value of goods and services produced across all industry sectors and all stages of production in the study area.

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16 Makers Village 17 Dog Park

English Ave.

14 CJC 15 SE IMPD & IFD Facility

In order to understand the economic and fiscal impacst of Concept 1, an inputoutput model was developed to estimate how effects in one sector would impact other sectors. IMPLAN was used to general the following impact multipliers:

21 19

The first concept is developed around the placement of the CJC on the Pleasant Run Crossing site. Because of the nature of the CJC, a greater amount of ancillary development is expected based on the Market Analysis and to support the increase in employment within the neighborhood. This could drive a variety of mixed use development in the surrounding area.

8 CJC Law Quad

10 Retail & Parking

Sherman Dr.

Rural St.

1 Gateway Nodes

Concept 1: Community Justice Campus Redevelopment Focus

Prospect st.

16 12

Concept 1 Project Cost-Benefit Analysis Overcoming Cost Challenges At a policy level, our national experience highlights the practical challenges of encouraging infill redevelopment along existing older commercial corridors and industrial sites. Long-standing challenges that have been in place well before the impact of the “great recession” included: •

Difficulty of getting financing for projects

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Constraints created by smaller parcel sizes and older buildings

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Perceptions of increased risk

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Delays created by extended entitlement and development review policies

Reflective of the real challenges of effecting change in these areas, a number of successful policy responses have emerged: •

Building public consensus and involvement upfront

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Identifying important sites and securing preliminary entitlements for their redevelopment

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Improving the appeal of infill sites with targeted infrastructure and access improvements

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Selective site acquisition and building demolition

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Marketing infill sites aggressively

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Development of enhanced corridor transit

Project costs for Concept 1 have been estimated at roughly $1 billion. The ripple effects of this direct investment throughout the local economy totals an estimated $1.7 billion, resulting in a net benefit of $719 million. In addition to the economic activity related to and supporting construction activities, this includes the wages and household spending of a cumulative 12,530 full-time equivalent jobs over the construction period 2018-2035. In turn, this boost in area economic activity is expected to generate increased fiscal revenues. Through 2036, the project could generate an increase of $118 million in sales, income, and other tax revenue, and $74.9 million in property tax revenue. Combined with the net economic benefit, these tax revenues could potentially offset the initial public investment in infrastructure. After one considers the forecasted private sector disposal value of $511 million for the private development components, the bottom line of Concept 1 is estimated at a total net benefit of $1.4 billion. Community Employment Benefit In order to gain a more complete picture of the scale of employment that may be sited in the Neighborhood Study Area, the operating period (i.e., long-term) employment impacts are modeled based on the concept’s development plan. By using benchmark rates of square feet per employee by type (office, retail, industrial), this analysis estimates the number of permanent workers who would be located in the Neighborhood Study Area in Concept 1 at between 2,900 and 3,000 long-term workers by 2035, in addition to the roughly 600 jobs tied to public sector development. The significance of these employment impacts on a community like Twin Aire neighborhood cannot be overstated. As a “Severely Distressed” census tract under the New Markets Tax Credit program, the local community experiences a high poverty rate, as macroeconomic trends have negatively impacted many manufacturers that once employed local residents. In 2014, there were 1,824 jobs within the Neighborhood Study Area, having decreased 5.5% annually since 2004. Based on the estimates, Concept 1 could potentially more than double that number to about 5,000-5,500 jobs located in the area by 2035, an increase of about 6% annually. These jobs can be expected to combat the local unemployment problem.

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1 Gateway Nodes 2 Village Center

Sherman Dr.

Rural St.

Concept 2: Advanced Manufacturing Focus Projects

Clayton Ave.

Twin Aire Plaza Redevelopment

7 Village Green 8 Mixed Use Node

12 Makers Village

15 Flex Buildings

Av e

10 10

11 1

Prospect st.

16 Twin Aire Residential 17 New Park 18 Pleasant Run Promenade 19

16 15

13 Dog Park 14 Animal Care & Control

10 SE IMPD & IFD Facility

Hoyt Ave.

Light Industrial/Advanced 9 Manuf. Light Industrial/Flex 11 Buildings

6 Existing McDonald’s

Like Concept 1, IMPLAN was used to evaluate the economic and fiscal impacts on Concept 2. More information about the model can be found on Page 80.

English Ave.

5 Community Center

The second concept is developed around the placement of large scale, advanced manufacturing on the Pleasant Run Crossing site. Based on the economic analysis, it is forecasted that the advanced manufacturing concept would create jobs and retail, office, and residential development, but will have a smaller footprint than Concept 1.

3 Existing Kroger 4

concept 2: Advanced Manufacturing Focus

Expansion of Clayton & LaSalle Park

Figure 0.9 Concept 2 Development Project Summary P 16 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

Concept 2 Project Cost-Benefit Analysis Overcoming Cost Challenges Project costs for Concept 2 have been estimated at roughly $400 million. The ripple effects of this direct investment throughout the local economy could total an estimated $694 million, resulting in a net economic benefit of $294 million. In addition to the economic activity related to and supporting construction activities, this economic benefit also includes the wages and household spending of a cumulative 4,700 full-time equivalent jobs over the construction period 20182035. This boost in area economic activity is expected to in turn generate increased fiscal revenues. Through 2036, the project could bring about an increase of $45 million in sales, income, and other taxes, and $42 million in property taxes. In addition to the net economic benefit, this fiscal benefit can offset the initial public outlay of funds in to infrastructure investment and result in a net benefit of $680 million after one considers the forecasted private sector disposal value of $299 million for the private development components. Community Employment Benefit The jobs estimated in the economic model are tied to construction activity, and thus when the building program is complete, the impact ends. The operating period (i.e., long-term) employment impacts modeled based on the concept’s development plan are estimated at between 1,000 and 1,500 long-term workers by 2035, also inclusive of estimated civic jobs. The area is a “Severely Distressed” census tract under the New Markets Tax Credit program, with just 1,824 jobs within the Neighborhood Study Area. Based on the estimates, Concept 2 could potentially double that number to about 2,8003,300 jobs housed in the area by 2035, an increase of about 3% annually. These jobs can be expected to combat the local unemployment problem.

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MICRO PLANNING Prospect Falls

AREA

During the community outreach process, including the public meetings and the L.O.V.E. Committee meetings, the community identified Prospect Falls Park as an area that needed improvements. The improvements included making Prospect Falls a key gateway from the south into the Twin Aire neighborhood. The Prospect Falls Park, located at 2599 Prospect St., is located within the redevelopment area and serves as an entry way to Pleasant Run Creek Greenway and enhances the efforts of the Reconnecting to Our Waterways (ROW) collective impact initiative. The community space will become a gateway for the Twin Aire neighborhood and an artistic and natural habitat for monarch butterflies.

Figure 0.11 Prospect Falls Aerial View

Figure 0.12 Prospect Falls Trail Perspective

Micro Planning Area Community Center

During the numerous L.O.V.E. Committee meetings, the community identified a need to have a Community Center. The vision for the Community Center included space for multiple activities to function under one roof. This allows for several touch points for the community and caters to individual and family needs simultaneously. The proposed program includes services for families, entrepreneurs, individuals, group organizations, outside events, and the casual bystander.

Figure 0.10 Neighborhood Event in the Village Green Looking North Towards the Community Center

MICRO PLANNING AREAS The development plans presented in this document will take at least 18 to 20 years before full build-out is accomplished. In order to illustrate that change is coming to the area and to seize the momentum, two projects were selected for more in-depth design. These two areas are known as micro planning areas. The first micro planning area, the beautification of Prospect Falls Park, can be implemented in 2018. The second micro planning area, a Community Center at the heart of the neighborhood, could be implemented within 5 to 10 years. The Community Center was selected as a micro planning area because of its significance to existing residents. Many residents want a Community Center that offers gathering space, healthcare, workforce development services, and space for other community partners. These designs offer marketing imagery and materials to seek additional funding and grants to implement the micro planning areas. P 18 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

The Community Center is strategically located to have multiple building fronts that address the main road through the development, the new pedestrian trail system, and the open space facing the CJC (Concept 1 only). It is anticipated that this open space will serve as an extension of the building for daily activities and larger events. Figure 0.13 Community Center Street Perspective Looking South PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 19

GREAT PLACES 2020 A VISION FOR TWIN AIRE Great Places 2020 is a visionary community development project to transform strategic places in Marion County neighborhoods into dynamic centers of culture, commerce and community. As philanthropic, civic and private partners look toward Indianapolis’ Bicentennial, they are engaging neighborhoods to make significant social and capital investments to enhance their quality of life and spur private investment. Every Great Place needs a variety of attributes to succeed. Great Places 2020 organizes investments within each Great Place into four outcomes — livability, opportunity, vitality and education (L.O.V.E.). Together, investments in these four outcomes are aligned to tangibly elevate the people, institutions and places at the “heart” of each selected place. •

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Livability - includes the natural and cultural amenities that will improve the health and wellbeing of residents and make their neighborhood more attractive to new stakeholders. Opportunity - has focus on building human capital, supporting existing businesses and redeveloping industrial/commercial property for viable new businesses, which requires the deployment of capital and technical support to bolster neighborhood entrepreneurs. Vitality - focuses on retaining and attracting residents to under-populated neighborhoods in a way that diversifies household income levels and leads to enhanced density and prosperity. Education - seeks to offer a rich array of educational opportunities to residents from cradle to career to ensure that all children in these areas will have access to quality public schools, and that adults will have opportunities to improve their employment skills.

L.O.V.E. GOALS & OBJECTIVES

Twin Aire developed the following L.O.V.E. goals during the community engagement and planning process to build upon current assets and guide work over the next five years.

LIVABILITY GOALS

F. Encourage small pocket or neighborhood parks within the existing neighborhood fabric that serve the immediate area and increase neighborhood greenspace

A. Improve the Rural Street/Southeastern Avenue/ English Avenue intersection by creating safer pedestrian crossings, slowing cars, and building new or expanding existing sidewalks B. Connect the Pleasant Run Trail to the city’s existing trail network, local parks, and nearby community centers C. Address flooding and drainage issues throughout the neighborhood D. Focus pedestrian infrastructure investments along Rural Street, Southeastern Avenue, English Avenue, Pleasant Run Parkway, Keystone Avenue, and around Twin Aire Plaza to create a neighborhood that is accessible by residents of all ages and abilities E. Connect and expand existing bike routes, build new bicycle amenities, and improve bicycle safety F. Create strong connections to transit and provide ample amenities at and around stops G. Work with Blue Indy to explore options for lower cost / affordable car share services H. Reconnect the urban grid

2. Expand access to art, nature, and recreational opportunities for all residents

A. Foster a unique cultural identity for the neighborhood by capitalizing on the area’s diverse working-class history and existing assets B. Create a centralized community gathering space while enhancing connections between existing open spaces C. Activate Pleasant Run Creek and Prospect Falls as natural assets D. Offer new recreation facilities and programs, such as soccer fields, basketball courts, etc., with particular focus given to Clayton & LaSalle Park E. Create new cultural programming to celebrate resident diversity

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A. Leverage the redevelopment of Pleasant Run Crossing as a potential employment generator by adopting local hiring practices B. Advocate for a local procurement program for the Community Justice Campus that prioritizes utilizing local businesses and assists residents in identifying business opportunities related to purchasing needs C. Create a marketing strategy to attract new businesses to the area by promoting the neighborhood’s workforce, strategic location, existing facilities, shovel-ready properties, etc. D. Connect residents and organizations to larger economic and workforce development initiatives offered throughout the city. E. Improve access to other job centers

3. Improve public health and safety

A. Improve public safety B. Strengthen the community’s relationship with IMPD C. Explore opportunities to partner with healthcare providers to expand resident access to primary care and health clinics, and mental health facilities D. Support Southeast Community Health Task Force and its efforts to expand healthy options at corner stores

Increase connectivity throughout the area by expanding trails, improving pedestrian infrastructure, and creating opportunities to access a variety of transportation options

4. Create a community center

A. Develop a central community space for all people that provides health and recreation facilities, career development programs, workforce training, and event spaces.

OPPORTUNITY GOALS

Establish a dense, mixed-use center of activity that attracts local businesses and enhances economic development initiatives

A. Improve infrastructure, including bike/pedestrian amenities, plazas, roadways, storm water facilities, sewer, etc., to support new commercial and industrial investment. B. Reduce barriers to reinvestment by prioritizing brownfield remediation, site assembly, and clustering commercial development to create a neighborhood Village Center C. Prioritize development in the Village Center to act as a catalyst for revitalization of the area D. Create additional opportunities for small businesses, retailers, and restaurants to locate in the area so that the daily needs of residents and employees can be met locally E. Maintain / support affordable rents for local businesses

D. As the housing market continues to improve, work with public officials and community leaders to establish mechanisms to reduce or limit property tax impacts on homeowners E. Encourage increased home ownership by connecting renters and potential homeowners with services such as INHP’s down payment assistance program and other financial products

2. Increase employment opportunities for local residents and create an economic development initiative that leverages the strengths of the neighborhood to attract local businesses and higher paying employers

2. Improve the quality of the existing housing stock and create a diverse range of new housing options

A. Create new mixed income housing products that are currently missing from the market, including townhomes, small multi-family apartments, and live/work units B. Help current homeowners access technical assistance and capital to make home improvements C. Explore the possibility of establishing a rental repair program that provides loans, construction management, and project management services to carry out repair and improvements to marketrate rental properties. This capital and technical support can be tied to maintaining the long-term affordability of units D. Create a neighborhood pattern book to guide new development so that it complements the existing character and form of the area

3. Create resources for entrepreneurship and minimize barriers to entry for small businesses A. Partner with small business support programs to connect entrepreneurs to business mentoring services, technical assistance, and capital B. Provide bilingual programming to connect nonnative English speakers to small-business resources C. Create a “makers” village to act as an incubator for industrial and artisan small businesses

3. Become a model “Aging-in-Place” Community

A. Create more opportunities for seniors to engage with the community through volunteer opportunities, the development of senior-focused gathering spaces, and connections to existing services B. Develop a homeowner repair program specifically designed to make aging modifications so that seniors may remain in their homes

VITALITY GOALS

Ensure that the area will remain affordable for residents of all income levels by developing programs to assist current residents to remain in their neighborhoods A. Partner with local housing organizations to preserve and expand affordable rental and forsale options in the area B. Focus initial efforts to preserve affordability near the western edge of the Great Places 2020 boundary due to the rapidly changing housing market C. Explore the possibility of a community land trust to preserve affordability as the housing market continues to improve

EDUCATION GOALS

Increase access to high-quality early Learning and youth programming

A. Increase the quality, access, and capacity of early learning options in the area B. Work with providers to expand child care options C. Expand Pre-K offerings throughout the neighborhood

D. Utilize existing ecological assets, such as Pleasant Run Creek and Prospect Falls, to create environmental educational opportunities E. Increase transportation options for students to access educational opportunities F. Work with existing education providers to offer a variety of opportunities for neighborhood youth so that more of their education needs can be met locally and will set them up for success to graduate with a high school diploma G. Increase communication about child care, educational, and programming opportunities in the area

2. Expand opportunities for post-secondary education and workforce development

A. Connect residents to existing services, adult educational programs, job-skills programs, and training opportunities B. Connect low-wage and underemployed workers with training opportunities and higher paying industry jobs offered throughout the city C. Provide tailored job skills training that aligns with future employment opportunities that will be available through the redevelopment of Pleasant Run Crossing and the revitalization of the surrounding neighborhood. D. Work with existing educational and social service providers to teach life, job readiness, and entrepreneurship skills E. Create opportunities to access virtual and on-line trainings for residents who may not have access to internet in their homes F. Provide environmental education training programs

3. Capitalize on the unique cultural context of the area and provide English language programming for non-English speakers A. Connect non-English speaking residents to resources for overcoming language barriers B. Connect immigrants to opportunities where they can learn about legal services C. Provide cultural and bilingual programming D. Provide education for parents and/or caregivers to increase their support systems so they can have a better quality of life

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Early Action Projects

IMPLEMENTATION

Early action projects are those projects that can be implemented even before the plan is adopted. These early action projects can be anything that gives the community a quick win and alerts residents, future residents, and businesses that the neighborhood is seeking to improve the quality of life in the area. Early action projects can be beautification efforts, social interactions amongst residents, and special events. The L.O.V.E. Committees identified several early action projects that could be organized and completed quickly as a way to begin to create change in the neighborhood. These include the following: •

While this plan sets forth a defined vision, it should be treated as a living plan. This means that the plan should continue to evolve over time as physical, economic and market conditions change and resources become available. This is important, especially since the plan contains two concept alternatives and the decision regarding future development will not be made until after completion of the ARI Strategy. Therefore, prime consideration should be given in making a determination of when an update should be initiated, what changes should be incorporated, and how changes to project prioritization are made. Any plan changes should include a thorough evaluation of the vision, goals and objectives contained within in the section entitled Great Places 2020: A Vision for Twin Aire.

Work with TANC, SEND and/or Southeast Community Services (SECS) to create new cultural programming to celebrate the heritage of the people in the neighborhood.

•

Invest in Pride Park that currently serves as an under-utilized and underprogrammed park.

•

Work with Indy Parks to enhance Clayton & LaSalle Park.

•

Create a neighborhood task force to address crime.

• •

catalyst projects

The catalyst projects below are the top projects for each development concept which need to be implemented first, so they act as a catalyst for continued change. They should be completed in the first five years. These projects have been identified for their likelihood to catalyze investment that will spur additional redevelopment and improvements within the neighborhood. They should be considered the priority for federal funding. These projects are prioritized by level of importance and impact on the area.

Concept 1: CJC Focus 1. Rezone CEG Property

2. Create a Tax Increment Financing (TIF) District 3. Build the CJC & Law Quad

Now that the planning process is complete, it is time to implement the plan. Many communities and organizations struggle with what to do first. This section provides the guidance of what needs to be completed and in what order. This can be broken down into six categories:

4. Fix the Intersection of English/Rural/Southeastern with Traffic Circle

Work with SEND, INHP, and the City of Indianapolis to increase home repair and property maintenance grants to individuals in the neighborhood.

•

Early action initiatives;

7. Extend Rural Street from Hoyt Street to the relocated Pleasant Run Parkway

•

Catalyst projects;

8. Design and Build the Village Green

Work with Indy Parks to implement a youth “intern” program where youth in the neighborhood work for the Parks department to maintain parks in the neighborhood.

•

Implementation recommendations;

9. Design and Construct the Pleasant Run Greenway Trail

•

Implementation mechanisms;

10. Fundraise and Design the Community Center

Work with the City of Indianapolis Department of Minority & Women Business Development to implement a local procurement program for the Community Justice Campus.

•

Implementation matrix; and

11. Reconstruct Southeastern Avenue into the Village Main Street

•

Funding source.

•

Work with SEND, SECS, Employ Indy and other partners to bring workforce training programs for residents of the area.

EARLY ACTION INITIATIVES

•

Relocate the SEND office to within the Twin Aire Great Place.

•

Animal Clinic and Dog Park P 22 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

5. Fix the Intersection of English/Parker/Southeastern with Traffic Circle 6. Vacate Pleasant Run Parkway

Concept 2: Advanced Manufacturing Focus 1. Rezone CEG Property

The early action initiatives are those actions that are recommendations that go beyond the physical projects and the L.O.V.E. objectives and action steps. Many of these initiatives should be started immediately to capitalize on the momentum that was built during the planning process.

2. Create a Tax Increment Financing (TIF) District

•

Leverage Partners

5. Design and Construct the Pleasant Run Greenway Trail

•

Adopt the ARI Strategy Document

6. Fix the Intersection of English/Rural/Southeastern with Traffic Circle

•

Create an Implementation Committee

7. Fix the Intersection of English/Parker/Southeastern with Traffic Circle

•

Promote the Plan

8. Extend Parker to Create the Village Main Street

•

Explore Funding Opportunities

9. Vacate Pleasant Run Parkway

•

Prioritize Resources

10. Extend Rural Street from Hoyt Street to the relocated Pleasant Run Parkway

•

Maintain Communication

11. Design and Build the Village Green

•

Maintain and Update the Plan

3. Secure Light Industrial/Advanced Manufacturing for Pleasant Run Crossing Site 4. Fundraise and Design the Community Center

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Implementation Recommendations

The following elements are additional high level recommendations that should be considered as the plan is implemented and projects are constructed. •

Focused Economic Development Specialist: Work with the Chamber of Commerce and the Department of Metropolitan Development to identify an economic development specialist whose job would be to focus on implementation of the plan.

•

Workforce Development: Since there is a major gap in skills in the area, the neighborhood needs to coordinate with existing workforce development initiatives while providing tailored job skills training for area residents based on future employer needs. The proposed Community Center could be a potential location for local training.

•

Green Infrastructure: The construction of new roadways, buildings, public spaces, and greenway corridors present opportunities to significantly reduce stormwater runoff and mitigate impacts to the Pleasant Run Creek floodway through the systematic integration of Green Infrastructure (GI).

•

Drainage: Drainage was noted as a concern for the public. Several recommendations are provided that address flooding through road improvements.

•

Digital Technology: Fiber lines are currently located along Southeastern Avenue, Keystone Avenue, and Prospect Street. As new development and redevelopment occur, service providers should be engaged in order to upgrade the technology to the next generation and thereby lower costs for residents and businesses in the future.

Implementation Mechanisms

The implementation mechanism are tools that should be considered to help implement the various elements in the entire ARI Strategy. •

Acquisition: The existing street network created many different and odd shaped parcels that are not easily redeveloped in their current form. In order to implement either concept, acquisition is needed.

•

Zoning: The current zoning on Pleasant Run Crossing varies. In order to ensure that the intent of either concept is realized, zoning will need to be changed in order to manage land uses and development amenities.

•

Tax Increment Financing District: Because significant redevelopment is expected to occur, the creation of a Tax Increment Financing (TIF) district is recommended. The TIF district will allow the city to capture the increase in assessed value to assist with investment in the area.

•

Adhere to Federal Funding Livability Principles: Much of the funding identified to construct projects is federal. In order to secure this funding, the project must address how it will help the community become more prosperous through the six principles of livability identified through the Partnership for Sustainable Communities.

Project Implementation Matrix

The ARI Strategy represents about $400 Million to $1 Billion in investments in the area. The ARI Strategy is in essence an ambitious long-range policy and design plan that will take up to 20 years or more to be fully implemented, depending on the market conditions. The Project Implementation Matrix contains all the physical projects identified within the development plan for both concepts. The matrix summarizes the projects, identifies priorities and time frames to guide each partners’ allocation of efforts and resources and can be found on page 214.

Looking West Towards the Twin Aire Site P 24 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

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PROJECT OVERVIEW Introduction

The goal of the Assessment, Reuse and Implementation (ARI) Strategy is to complete a market based, financially feasible redevelopment plan for a 140 acre site owned by Citizens Energy Group (CEG). Through this planning process, it was CEGâ&#x20AC;&#x2122;s intent to form partnerships with developers, end users, non-profits, public officials, and local, state and federal governments to execute a balanced reuse strategy to maximize job creation and attract private and public investment. This Plan does just that. This plan is data driven, tying land use, environmental conditions, neighborhood characteristics, and market analysis with development and infrastructure recommendations. This chapter establishes the framework for the creation of the ARI Strategy. It discusses the area history, impact of the shifting economy, and the steps that CEG, the City of Indianapolis and neighborhood have already taken to revitalize the area. The plan is based on partnerships between CEG, the city, Twin Aire Neighborhood Coalition (TANC), Local Initiatives Support Corporation (LISC), and the John H. Boner Center. It seeks to capitalize on how resources have been leveraged to create opportunities for investment in the area. The partners, over the last five years, have developed several planning studies which have allowed them to jointly seize the moment to leverage EDAâ&#x20AC;&#x2122;s POWER Program, the IndyEast Promise Zone, the Great Places 2020 designation, and the selection of the Pleasant Run Crossing site as a potential location for the future Community Justice Campus, to foster a new vision and redevelopment strategy for the area. In addition to the project partners, significant public engagement was used to complete the ARI Strategy. Several outreach efforts were undertaken to engage various committees and the public throughout the planning process in order to create buy-in and further partnership with the community. From the past investment, planning efforts, and public engagement, a project framework was created that guided multiple design concepts. These initial concepts were then distilled into two final concepts which are further discussed in the Development Plan chapter.

Looking Southwest along Pleasant Run Creek on the Village Green

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AREA HISTORY About Citizens Energy Group

Citizens Energy Group (CEG) provides safe and reliable utility services to about 800,000 customers in the Indianapolis area. A 1929 state statute (now IC 8-111.1, the Act) created the Board of Directors for Utilities of the Department of Public Utilities d/b/a Citizens Energy Group. CEG was created to ensure the utility services to the Indianapolis area would be operated for the benefit of the customers and the community. CEG owns 140 acres on the southeast side of Indianapolis along Prospect Street in Marion County at the heart of multiple neighborhoods. CEG operated a coke and manufactured gas plant from 1909 to 2007 which employed individuals from the surrounding neighborhood. As part of the ARI Strategy, in mid-2017, CEG renamed the individual sites and the entire 140 acres to Pleasant Run Crossing to increase marketability and rebrand the 140 acres. The three sites, Pleasant Run Crossing North, Pleasant Run Crossing South and Pleasant Run Crossing, illustrated in Figure 1.1, constituted the area of operations for the plant. Over the years, CEG acquired additional sites including Twin Aire, Prospect Place West, and Prospect Place East to create approximately 140 acres of land.

Changing Times

Over several decades, the City of Indianapolis has experienced a decline in approximately 50,000 well-paying jobs along the I-70 corridor due to loss of steel mill customers which led to bankruptcies of steel mills, the decline of the auto industry, changes in energy markets, and the importation of less expensive coke. These changes along with the decline in the coal economy created a ripple effect causing negative direct and induced economic impacts to the surrounding neighborhood and Indianapolis, leading to the closure of the coke plant in 2007. Pleasant Run Crossing exists in census tract 18097355600, which has been designated as a “Severely Distressed” census tract under the New Markets Tax Credit program. Within this census tract, approximately 25.7 percent of the population is in poverty and tract income is only 48.3 percent of area median income. Median household income in the area is $22,606 compared to Marion County median household income of $42,168. (Source: Open Indy, ESRI, US Census Bureau, DMD)

Figure 1.1 Existing aerial view of the Twin Aire Neighborhood and Pleasant Run Crossing

The Promise Zone

In order to spur redevelopment and address the high levels of economic distress, unemployment, and poverty, a large area on the southeast side of Indianapolis, containing Pleasant Run Crossing, was designated as part of the IndyEast Promise Zone in April 2015. Per the IndyEast Promise Zone website, there are five goals for the area including: •

Live IndyEast: Create an economically diverse community by promoting housing redevelopment that embraces existing and new residents.

•

Work IndyEast: Develop vibrant neighborhood zones of business activity, industries, and commerce in which residents are employed in living wage jobs.

•

Buy IndyEast: Create healthy commercial corridors that provide desirable neighborhood goods, services and amenities that serve residents and become a regional destination for shopping, dining and recreation.

•

Safe IndyEast: Create a welcoming environment in which all families and visitors feel safe and secure.

•

Learn IndyEast: All children will receive exceptional education from birth to adulthood including developmentally appropriate early childhood services, high quality and innovative schools, and access to post-secondary education and training

While there is not direct funding associated with the Promise Zone, the designation allows the area to benefit from technical assistance, federal staff support, and preference when applying for federal grants. Numerous grants have been awarded to organizations striving to better the area, one of which was the EDA POWER Grant that CEG received.

stakeholder & neighborhood support

In October 2015, a coalition of people from the surrounding neighborhoods formed a local grassroots organization TANC – Twin Aire Neighborhood Coalition, to help promote revitalization of their neighborhoods.

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EDA’s Power Program

The Economic Development Administration (EDA) POWER (Partnerships for Opportunity and Workforce and Economic Revitalization) 2016 Initiative, is an effort to align and invest federal economic and workforce development resources in communities and regions negatively impacted by changes in the coal economy. The purpose of the POWER program is to help impacted coal communities diversify their local and regional economies. Projects must meet the following goals: •

Be identified within local and regional economic development plans as an area targeted for redevelopment due to the impacts to coal mining, coal-fired power plants and/or related manufacturing/transportation logistics supply chain businesses and industries.

•

Produce multiple economic and workforce development outcomes promoting regional economic growth and diversification, new job creation, and reemployment opportunities for displaced coal workers.

Pleasant Run Crossing was discussed with the EDA due to its former use as a coke facility. The property met EDA’s requirements to qualify for the POWER Grant so CEG proceeded through the application process. CEG was awarded a grant in September 2016 to conduct an Assessment, Reuse and Implementation (ARI) Strategy.

Development of ARI Strategy

The objective of the ARI Strategy is to achieve multiple economic and workforce development outcomes. Due to the scale of the site, an opportunity exists to attract new investment which will revitalize the surrounding neighborhoods and respond to demands in emerging industry sectors. Through this process it is important to align the strategies with the Indianapolis Comprehensive Regional Economic Development Strategy (CEDS).

Great Places 2020 Designation

In December 2016, the Twin Aire neighborhood was chosen, through a competitive process, to receive the Great Places 2020 designation. Great Places 2020 is a collective impact approach that creates a visionary community development plan that transforms strategic places in Marion County neighborhoods into dynamic centers of culture, commerce and community. As philanthropic, civic and private partners look toward Indianapolis’ Bicentennial, they are engaging neighborhoods to make significant social and capital investments to enhance their quality of life and spur private investment. This collective impact initiative is led by six implementation partners including the City of Indianapolis, Keep Indianapolis Beautiful (KIB), Indy Chamber, Indianapolis Neighborhood Housing Partnership (INHP), United Way of Central Indiana (UWCI), and Local Initiatives Support Corporation (LISC).

Study Boundaries Neighborhood Analysis

Infrastructure Analysis

Twin Aire Great Place

Pleasant Run Crossing

The study area was broken into various boundaries to appropriately address multiple areas of interest of the Twin Aire neighborhood and Pleasant Run Crossing.

Since the designation, it has been the hope of all the partners to have one cohesive planning process that addresses the redevelopment needs of Pleasant Run Crossing as well as the community development goals of the Twin Aire Great Place stakeholders.

Community Justice campus Site Selection

In January of 2017, the City of Indianapolis selected the Pleasant Run Crossing site for the future location of the Community Justice Campus (CJC). The CJC will be an entire campus to house all the Indianapolis criminal and civil courts, sheriff’s office, jail and assessment center. The Indianapolis City-County Council (CCC) passed the proposal allocating $20 million to the CJC to fund planning of the center. Currently stakeholders and the city are collaborating to obtain approval to move forward with the development of the CJC in early 2018.

The ARI Process

The ARI strategy was broken down into two phases. Procurement of firms to complete Phase 1 started on January 18, 2017 with firms starting later that year to address existing conditions for infrastructure, the market, the neighborhood and environmental characterization (additional details begin on page 41). The ARI Phase 2 study started at the conclusion of Phase 1 in May 2017. The Phase 2 study creates a redevelopment strategy for Pleasant Run Crossing that will lead to job creation, work force training, and an improvement in the overall economic health of the area. The deliverables for Phase 2 includes a redevelopment plan, neighborhood plan, two micro-planning areas and an infrastructure investment plan.

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PLEASANT CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 27 Figure RUN 1.2 Study boundaries assigned for different project focuses

The studies accomplished the following:

PREVIOUS PLANNING STUDIES Pleasant Run Crossing and the Twin Aire neighborhood generated development interest prior to the creation of the ARI Strategy. Efforts have been made to influence change within the neighborhood addressing social needs, infrastructure improvements, roadway problem areas, future development, and environmental management. The ARI Strategy builds off previous planning efforts including Southeast Neighborhood Quality of Life Plan and the Twin Aire Vision Plan.

Southeast Life Plan

Neighborhood

Quality

Southeast Neighborhood Development worked in close collaboration with Southeast Community Services and many other neighborhood organizations like Fountain Square Merchants Association, SENSE Charter School, and others in Southeast Indianapolis to create a successful Neighborhood Congress model that functions as an information clearinghouse, and a place where neighborhood development initiatives are discussed, vetted, supported, and celebrated. Through this process, neighborhood engagement and development was guided by the creation and implementation of a Quality of Life Plan. The Southeast Neighborhood Quality of Life Plan, which was updated in 2016, focused on the following overarching themes: • Community-Building • Beautification & Infrastructure • Housing • Safety & Crime • Youth Programs • Commercial Viability • Workforce Development • Emerging Concerns • Connectivity Goals and objectives were developed around the themes. Each objective was assigned a local organization or partner to implement the objectives creating greater accountability for the plan and its desired outcomes. Many of these same themes were discussed during the numerous stakeholder engagement meetings.

Twin Aire Vision Plan

Completed in 2016 through a collaborative effort by the Twin Aire Neighborhood, the Twin Aire Vision Plan proposed land use and transportation improvements to improve the area. This plan was created through many public workshops facilitated by a consultant, Indianapolis Neighborhood Housing Partnership P 28 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

(INHP), and SEND. The plan calls for the reuse of vacant or underused parcels and improvements to pedestrian and vehicular traffic. The community wanted to create a new sense of place with the integration of Pleasant Run Crossing into the neighborhood as an employment center and commercial development. The plan also called for the creation of a Village Center, to provide an urban, walkable area that serves the every day needs of residents. This plan provided the organizational framework that was used to create multiple scenarios during the Design Workshop in Phase 2 of the ARI Strategy.

Seizing the Moment

Leveraging these partnerships and related efforts are documented within the ARI Strategy Development Plan. This development plan serves as a guide and vision for future redevelopment, neighborhood focused social programs to maintain the character and history of the neighborhood, addressing the economic impacts, and transformation of the area once again into a vibrant place. The ARI Strategy incorporates the following initiatives: • • • • • •

IndyEast Promise Zone Phase 1 of the ARI Strategy Twin Aire Neighborhood Coalition (TANC) EDA POWER Grant Great Places 2020 Designation Community Justice Campus (CJC)

ARI PHASING The ARI project contained two distinct processes; Phases 1 and 2. Prior to starting the project, CEG, with its partners, developed several boundaries for the entire study. Four boundary areas were identified as shown in Figure 1.2 including: Neighborhood/Connectivity Boundary, Infrastructure Boundary, Twin Aire Great Place Boundary, and Pleasant Run Crossing Redevelopment Boundary. Phase 1 The first phase of the project was to study the existing conditions that would inform Phase 2 regarding the redevelopment of Pleasant Run Crossing and the surrounding neighborhood. There were four areas of focus: infrastructure, neighborhood, market, and environmental characteristics. The Phase 1 studies were completed using the boundaries identified in Figure 1.2.

•

Infrastructure Assessment described the condition, capacity and gaps with existing infrastructure;

•

Market Analysis analyzed the economic, market and workforce conditions to provide a baseline of information;

•

Neighborhood Analysis reported on the demographic and housing characteristics, community identity, and community capitals including social service providers within the area; and

•

Environmental Characterization documented the environmental conditions for Pleasant Run Crossing and mitigation and remediation strategies being implemented.

Phase 1 (began in March 2017 and concluded in May of 2017) reports included many key person interviews to better understand the existing conditions of the community. All information was synthesized and analyzed to provide direction for the Phase 2 studies. The Phase 1 information was presented to the public at meetings in May and June 2017 as part of the TANC monthly meetings.

stakeholders, attending TANC meetings, and providing homework for the L.O.V.E. Committees. These tasks gathered important details to prepare for the Visioning stage. The Visioning stage was centered around the Design Workshop. The workshop was for public officials, local stakeholders, and residents to provide input into their concerns, wants, and ideas. During the event, the Design Team used the information to develop high level concept plans for the redevelopment of Pleasant Run Crossing and the neighborhood. During the Synthesis stage, the high-level concepts were refined and reviewed by CEG, TANC, and the L.O.V.E. Committees. Greater detail was developed including building information, amenity infrastructure, infrastructure improvements, phasing, cost opinions, and economic impacts. The plan was drafted during the Action stage. All processes, designs, and calculations were completed and drafted into the final ARI Strategy document. The ARI Strategy was submitted to the EDA on November 30, 2017.

The Phase 1 reports are summarized in the Existing Conditions chapter (see page 41). The full reports can be found in (Appendices 2 through 5). Phase 2 The purpose of Phase 2 was to utilize the data from Phase 1 to create a strategy to ensure Pleasant Run Crossing is positioned as construction ready and targeted for the highest and best uses to maximize job creation and further public and private investment. The Design Team, consisting of urban planners, economists, urban designers, landscape architects, architects, and engineers, lead the effort with the help of many partners. The Phase 2 process included four tasks including Discovery, Visioning, Synthesis and Action (see Figure 1.3). The Discovery stage was the initiation of the project. The Design Team became familiar with the Phase 1 studies and existing conditions while facilitating interviews with Figure 1.3 ARI Phase 2 Process Diagram PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 29

PUBLIC ENGAGEMENT Introduction The Design Team engaged the community throughout the process to incorporate their ideas into the project. These engagement opportunities were essential in integrating the community into the ARI Strategy and Great Places 2020 Initiative. Five approaches were used to engage with the community:

STAKEHOLDER INTERVIEWS A series of interviews were held between the Design Team and local stakeholder groups to document the thoughts and ideas of community members and leaders, stakeholders, public officials, and interested partners. Representatives of each stakeholder group were organized into six distinct categories to address similar topics during the interviews. These groups included:

Opportunities & Concerns Specific opportunities and concerns were discussed with the Design Team during the Design Workshop input sessions. The list of opportunities and concerns was extensive, so the team consolidated the items according to common themes. They were organized under five categories including infrastructure, housing, community aesthetics, CJC, and amenities. A recap is provided below in Table 1.1. OPPORTUNITIES

CONCERNS

•

Civic/Infrastructure

1. L.O.V.E. Committee Homework

•

Business Owners

2. Monthly TANC Meetings

•

Community Justice Campus Team

3. Design Workshop

•

Social Services/Workforce Development

4. Public Input Sessions

Poor condition of thoroughfares

•

Neighborhood Partners

Safety of Keystone and Hoyt intersection for pedestrians

5. Stakeholder Interviews

•

Latinx Leaders

L.O.V.E. Committee Homework The Design Team prepared several homework assignments for the Livability, Opportunity, Vitality and Education (L.O.V.E.) committees that met monthly to provide input for the neighborhood plan.

The interview period was divided into six, 60-minute sessions with the stakeholders providing answers to a variety of questions related to their topical area of expertise. The results of the discussions guided programming for the preliminary concepts. Each session was moderated and comments of the stakeholders were recorded. There were approximately 50 people interviewed.

Lack of sidewalks, especially to/from Twin Aire Plaza and connections between amenities

Monthly tanc meetings The Design Team attended and worked with the public on a variety of elements of the ARI strategy at monthly meetings held by TANC. Design Workshop The four-day Design Workshop was held in July 2017 to gather public input and develop preliminary concept plans. The Design Workshop was held in the cafeteria and gym of Indianapolis Public School Christian Park School #82 and featured a series of stakeholder interviews, a public Open Mic Night, two-and-ahalf days of designing, and a public forum to present the preliminary results of the workshop and gain feedback. PUBLIC INPUT SESSION An Open Mic Night was held in the evening on the first day of the Design Workshop. This forum allowed the local community to review maps, diagrams, and data collected during Phase 1 and initial tasks of Phase 2. A microphone was set up for the public to provide comments on what they liked in the neighborhood, strengths that should be built upon, and what they wanted to see developed in the future. Comment cards were available to attendees as a method to express their vision for the neighborhood if they did not wish to speak in the larger setting. Approximately 75 people attended the public input session.

WHAT WE HEARD There were several overarching themes that emerged from the stakeholder interviews and the public input session that drove the design and principles for redevelopment of Pleasant Run Crossing and surrounding Village Center. These included: •

Embrace new development while ensuring existing residents are not displaced;

•

Focus on job creation and workforce development throughout the neighborhood;

•

Make the neighborhood safe, walkable, and well-lit to encourage investment;

•

Connect existing destinations and amenities with planned development to create pedestrian-friendly neighborhoods; and

•

Address transportation and drainage concerns through infrastructure improvements, especially the English/Southeastern/Rural intersection.

Infrastructure Study Area Intersection – roundabout or street closure potential

Safety of Southeastern/English/Rural intersections for vehicles and pedestrians

Condition of rail overpasses

Housing “Age in Place” Community

Fear of teardowns to combine several lots and build larger homes

Housing stock supports down-sizing/low maintenance requirements

Poor condition of housing stock

Community Aesthetics Maintain working class neighborhood

Bury electric utility lines Entry perception from Fountain Square Security, safety and lighting Brownfield at northeast corner of LaSalle and English

Community Justice Campus (CJC) Public component of Assessment Center

Potential traffic generated

Other components: Fire Department Training, SE District Headquarters, Animal Care and Control

Will not bring development as discussed Concerns within Latinx community regarding additional police presence Undesirable uses may follow

Amenities Pleasant Run Trail connection/extension through Pleasant Run Crossing site

Bike / pedestrian facilities are lacking

Property adjacent to Clayton & LaSalle park for ball fields Connection and improvements to Prospect Falls Park Overall location / proximity to amenities is great Table 1.1 Community Opportunities and Concerns

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DESIRED USES & AMENITIES As part of the Open Mic Night during the workshop, the public, stakeholders, and partners identified uses and amenities that they wanted in their neighborhood. Some suggestions included: •

Bike share

•

BlueIndy

•

Coffee shop

•

Community Center (with fitness center, senior center, meeting/event space, workforce training, health clinic, YMCA / Boys and Girls Club, library)

Project Framework

DESIGN WORKSHOP Day 4 The final results of the Design Workshop were presented on Day 4 to the public and stakeholders to discuss the results of two preliminary concepts developed including one with the CJC and another for advanced manufacturing. The public offered comments on the concept plans, identifying components to preserve and change in the next iteration. Approximately 60 people attended the meeting. Additional stakeholder follow-ups occurred after the Design Workshop with individual stakeholders, citywide L.O.V.E. Committees, each Twin Aire L.O.V.E. Committee, and the TANC.

During the Design Workshop, the team created a framework that established a physical organization of the site to guide the development of multiple scenarios. Figures 1.7 through Figure 1.9 illustrate some of the framework that set the stage for the concepts.

Figure 1.4 Resident speaking at the Open Mic Night

Figure 1.7 Existing and proposed amenity infrastructure for the neighborhood

•

Convenience / drug store

•

Daycare / preschool

Key elements of the framework include the following:

•

Dog park

•

Healthcare

•

Large employers to replace job losses at major industries

•

Larger grocery option

•

Manufacturing

•

Personal services

•

Public art

•

Recreation facilities / amenities (ball fields, water park, trails)

•

Sit down family restaurants

•

UPS or FedEx to serve small business needs

•

Workforce training

Figure 1.5 Resident speaking at the Open Mic Night

Figure 1.6 Facilitator speaking at the Open Mic Night P 32 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

•

Existing amenity infrastructure provides a base in which additional amenities, could be added to serve the area. Amenity infrastructure is natural and man-made elements that increase an individual’s quality of life. Existing amenity infrastructure includes Clayton & LaSalle Park, Christian Park, Prospect Falls and Pride Park. There are also bicycle lanes on Keystone Avenue, Prospect Street, and on the southern end of Rural Street (as shown in Figure 1.7).

•

New amenity infrastructure that is proposed include community gathering spaces, a Dog Park, a neighborhood park, and the expansion of Clayton & LaSalle Park. Additional bike lanes and cycle tracks will provide connectivity throughout the redevelopment area and surrounding neighborhoods.

Figure 1.8 Proposed roadway network improvements and proposed civic land uses

Figure 1.9 Framework depicting the land use locations

•

The 140 acres of underused land is undergoing remediation to allow industrial, office, retail, and institutional uses, as shown in Figure 1.9.

•

The Twin Aire site is construction ready and able to support a higher density, mixed income, mixed residential area.

•

Twin Aire Village Main Street would be created at the heart of a newly created Village Center containing a mix of uses including retail, residential, and office.

•

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 33

Ideas and Inspiration

Character Sketches

Figures 1.10 through 1.14 are images that were presented during the Design Workshop to represent the ideas and improvements that could occur on Pleasant Run Crossing. Precedent images were collected from on-line resources that featured similar projects and design elements. The images are to inspire ideas and notions of â&#x20AC;&#x153;what could beâ&#x20AC;? on any of the redevelopment sites. These images apply to both concepts. Character sketches, as shown in Figures 1.15-1.18 on page 39, were drawn during the Design Workshop to illustrate specific projects within the concept plans.

Figure 1.12 Precedent Image of an Office Park Open Space

Figure 1.10 Precedent Image of Townhomes

Figure 1.13 Precedent Image of Low-rise Mixed Use Development

Figure 1.11 Precedent Image of a Park Space and Outdoor Theater

Figure 1.14 Precedent Image of Low-rise Mixed Use Development

P 34 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

Figure 1.15 Sketch of a main street concept which would be applicable to Southeastern Ave

Figure 1.17 Sketch of a roundabout concept with artwork in the center

Figure 1.16 Sketch of a park space and bridge across Pleasant Run Creek

Figure 1.18 Sketch of a park adjacent to the Community Center PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 35

EXISTING CONDITIONS INTRODUCTION

Phase 1 of the ARI Strategy documented existing conditions and provided critical insight for the Phase 2 analysis. For this reason, the four Phase 1 documents are summarized in this chapter. All four plans are also included in the appendices for reference (see Appendices 2 through 5). •

The Neighborhood Analysis studied the socioeconomic and demographic trends within the connectivity and neighborhood boundary.

•

The Market Analysis performed a comprehensive market assessment on the area and industries that could be developed in the future.

•

The Infrastructure Analysis inventoried and assessed the existing utilities, roadways, and multi-modal facilities within the infrastructure boundary.

•

The Environmental Analysis documented the environmental conditions and mitigation and remediation strategies.

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PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 37

NEIGHBORHOOD ANALYSIS POPULATION GROWTH

Within the last 15 years the Twin Aire and surrounding neighborhoods have experienced a significant amount of population loss. The area has lost a little over 22 percent of its population since 2000. The neighborhoods that have seen the most significant loss are Twin Aire and WECAN.

Marion County 2000

860,454

7,962

2005

903,393 +5.0%

7,279 -8.5%

2010

915,331 +1.3%

6,593 -9.4%

2015

945,325 +3.3%

6,154 -6.6%

Table 2.1

INCOME COMPARISON

RACE

Study Area

Population growth comparison

MEDIAN INCOME COMPARISON 2015 EST. INDIANA $49,255

The study area’s median household MARION COUNTY $42,168 income for 2015 was found to be STUDY AREA $26,348 significantly lower than that of the State and Marion County. Within $10K $20K $30K $40K $50K $60K the study area there is a wide range of income levels. Some areas like MEDIAN INCOME COMPARISON STUDY AREA SECO have incomes on an average 2000 $22,657 of $40,000 while Norwood Place 2015 $26,348 and adjacent regions incomes hover around $15,000 per household. $10K $15K $20K $25K $30K $35K Figure 2.1

Neighborhoods within the study area have experienced little growth in population segments. Many age ranges have seen decreases in the last 15 years. Only one segment of the population, those 55 to 64 years old, has increased. Children are an outlier within the study area having a larger percentage of those under 18.

POPULATION CHANGE BY AGE (2000 - 2015) 200 100 0

Change in Population

POPULATION CHANGE BY AGE

Income change comparison

-100 -200 -300 -400 -500 -600

< 18

18 to 24 25 to 34 35 to 44 45 to 54 55 to 64

65 +

Age groups

Figure 2.2

Population change by age

P 38 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

Caucasian is the predominant race in the study area with 83 percent. Only 11 percent of the population identify as African American and 6 percent multiple races.

Marion County Race & Ethnicity White / Caucasian Black / African American Asian Other (includes two or more)

63% 27% 2% 7%

Hispanic / Latinx

10%

Study Area Race & Ethnicity Hispanic / Latino/Latina (Latinx) are categorized 83% White / Caucasian 11% separately from race as an Black / African American 0% Asian ethnicity. These individuals 6% compose the second Other (includes two or more) largest population in the 21% Hispanic / Latinx neighborhood at 21 percent. This area has the highest Figure 2.3 Race and ethnicity comparison concentration of Hispanics/ Latinxs in Marion County.

EDUCATIONAL ATTAINMENT 2015

OWNERSHIP, RENTAL, & VACANCY RATES

The study area is composed primarily of single-family homes at 82 percent of the housing stock. A large proportion of these properties are rentals within the study area. According to census 2010 data, about one third of all the units were classified as vacant. This vacancy rate is significantly higher than Marion County’s 13 percent vacancy rate. However, water usage data contradicts these numbers and estimates only a 13 percent vacancy rate in the neighborhood.

MARION COUNTY Owned Rented Vacant Figure 2.5

CRIME 2014

The neighborhood study area falls in a zone where crime tends to be higher than the rest of the County. Within the study area, the greatest concentrations are found around the Kroger shopping center and some crime expands to the retail areas north of Southeastern Avenue and along Prospect Street. The WECAN and SECO neighborhoods were found to have higher instances of crime. Crimes that were more common within the area (in descending order) were stolen vehicles, burglary, and aggravated assault with a weapon other than a gun or knife.

49%

STUDY AREA

13%

Owned Rented Vacant

13% 38%

Tenure comparison between Marion County and the Study Area

46%

41%

FOOD ACCESSIBILITY

Accessibility to healthy food options is vital to mitigate public health issues that low-income communities often face. There are a number of factors that influence the choices residents make regarding food. These choices include proximity to a supermarket and accessibility to a personal vehicle. These factors were studied at the census tracts level in the study area which is displayed in Figure 2.7 below. Most of the study area currently has access to a supermarket within a half mile.

Marion County Educational Attainment (Ages 25+)

No High School Diploma High School or GED Graduate Some College / Associates The study area was found Bachelor’s Degree to have lower educational Master’s Degree or Higher attainment than the rest of

the city. Almost half of the Study Area Educational Attainment (Ages 25+) population has not received No High School Diploma a high school diploma or High School or GED Graduate equivalent. Less than a fourth Some College / Associates of the population has any Bachelor’s Degree college education. Limited Master’s Degree or Higher educational attainment may Figure 2.4 Educational attainment comparison be a contributing factor for the study area’s low household income. It also indicates that some residents might require additional education or training to be employed in sectors like technology or advanced manufacturing.

Low or limited vehicle access 1/2 mile to a supermarket

Intensity of Crime

1 mile to a supermarket

High Figure 2.6

Low Crime concentration map

Figure 2.7

*All highlighted areas have higher rates of low income residents

Food accessibility map

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 39

EMPLOYMENT CENTERS

MARKET ANALYSIS INTRODUCTION

The Market Analysis provides an understanding of the economic, workforce, and real estate conditions within the area. The study compared regional, local, and site conditions to determine the appropriate recommendations for new uses on Pleasant Run Crossing and in the surrounding neighborhood.

OPPORTUNITIES

During the Market Analysis, opportunities within the region, city, and Pleasant Run Crossing have emerged as strong indicators to influence the development of the site: •

• •

Due to downtown revitalization, advanced manufacturing clusters, and demand for logistics and distribution, the Indianapolis Metro area has seen economic and population growth. Employment sectors such as manufacturing, distribution, professional services, and healthcare are major focuses of the Metro area. The revitalization and reinvestment occurring within downtown and adjacent neighborhoods have triggered development interest in areas adjacent to the Twin Aire neighborhood, Fountain Square, and Irvington.

•

Some job and income growth limitations on the east side could be attributed to the minimal shovel-ready development land in the County.

•

A large number of existing structures were built prior to 1950 limiting their potential for reuse as they face obsolescence.

•

In terms of physical attributes, Pleasant Run Crossing is not entirely unique as it is among many industrial sites which contain over 100 acres of contiguous land within 2 miles of an interstate. What makes this area unique is its access to 56,000 people within 2 miles which is significantly larger than other comparable industrial sites in Indiana.

Figure 2.8 illustrates the businesses within the study area. Those highlighted in bold are the top ten employers.

WORKFORCE DEVELOPMENT

Pleasant Run Crossing is well-positioned for redevelopment; however, a trained workforce is lacking. In 2015, unemployment rates for the east side were at 8.4 percent which is well above the Indiana and Indianapolis average. The east side has seen a great deal of industrial migration contributing to the employment gap. The area has yet to recover. The area was known for manufacturing but, now those jobs have left the region. To attract new employment to the area, residents will need assistance and training to prepare them for new opportunities. This region has some of the greatest need for skill training and job matching to combat the high unemployment rates. Ivy Tech and Employ Indy have indicated interest in supporting training programs in the neighborhood.

AREAS OF FURTHER STUDY

Within the Indianapolis region several changes are occurring that could have influence on development around Pleasant Run Crossing. • • •

IAC/HomeAdvisors merger with Angie’s List. Marsh Supermarkets recent financial struggles causing closures around the city. A larger vision should be considered to include the CSX Hawthorne Yard, and Navistar and Ford Plants.

ESTABLISHED & EMERGING INDUSTRY

A few industries have greater potential for success in Marion County and on the Pleasant Run Crossing site: • • • •

Manufacturing - Food, Basic Chemicals, Hardware, Metalworking, Pharmaceuticals, Electrical Equipment Logistics - Trucking, Warehousing, and Storage Technology - Data Centers, Data Processing, and Hosting Services Healthcare - Doctors Offices, Diagnostic Labs, Hospital/Outpatient Care, Senior Centers

P 40 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

Figure 2.8

Places of employment (first 10 are in order of number of employees)

1. FULLBEAUTY Brands (850) 2. Alliance Data (100) 3. Kroger (65) 4. Max Katz Bag Co., Inc. (65) 5. McDonald’s (58) 6. IPS School 39 (55) 7. Trinity Christian School (40) 8. Big Lots (35) 9. Circle City Recycling (35) 10. C.H. Ellis Co. (34) 11. Marc Woodworking Inc. 12. Toyoshima Indiana 13. IEC 14. North Southeastern Avenue - Multiple Businesses 15. Fletcher and Harlan - Multiple Local Businesses 16. English & Keystone - Multiple Local Businesses 17. Prospect & Keystone - Multiple Businesses 18. Prospect Street - Multiple Businesses 19. State and Prospect - Multiple Businesses 20. Interstate Warehousing 21. Edy’s Grand Ice Cream Distribution Center 22. Farm 360 23. Ace Hardware, Chase Bank, & Other Retailers 24. Gorilla Plastic & Rubber Group 25. English and Southeastern - Multiple Businesses 26. Dollar General 27. South Southeastern - Repair and Hardware Businesses 28. Keco Engineered Coatings 29. Precision Polishing & Buffering 30. English and Sherman - Multiple Businesses 31. Southeastern - Multiple Automotive Businesses PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 41

HOUSING PROJECTIONS

The projections in Tables 2.2 and 2.3 are based on historical permitting activity at the neighborhood level. Achieving the forecast growth across all five neighborhoods could equate to capturing 15-20% of the growth expected in Marion County. Capturing this growth likely requires a larger shift to multifamily to better align with downtown demand and address the lower quality / poor location of some of the available single family lots / vacant units. The residential permit activity, due to the growth of residential permits in Marion County, and because key parcels in Fountain Square have already been redeveloped, the supply of homes in Fountain Square will likely become constrained leading to demand expanding into Christian Park and the Twin Aire neighborhoods.

Households

2016

2020

2025

2030

2035

2040

New Households

Neighborhood Boundary

2,439

2,639

2,743

2,907

3,117

3,387

947

Christian Park

3,698

3,747

3,788

4,014

4,304

4,676

978

Fountain Square

2,445

3,277

4,008

4,247

4,554

4,948

2,503

Irvington

4,502

4,598

4,673

4,952

5,310

5,769

1,267

11,934

12,810

13,499

14,306

15,340

16,666

4,731

6,110

6,193

6,249

6,623

7,101

7,715

1,605

28,689

30,620

32,194

34,118

36,585

39,746

11,084

Near Eastside Near Southeast 5-Neighborhood Table 2.2

VACANCY AND NET HOUSING DEMAND

Vacant homes were estimated at 324 units based on water consumption data; vacant lots within the neighborhood total 221 lots. Projections show that the Neighborhood Boundary could yield 402 more units by 2040 if all vacancies were filled. However, 77 are estimated to remain vacant due to site characteristics or to accommodate turnover. Housing demand induced by development activity is estimated at 250 units. Net new housing demand stands at 730-830.

RETAIL SPACE DEMAND •

•

Household growth projections

Consumer-oriented (i.e., non-automotive) retail is forecasted on a per capita basis, also incorporating non-resident employees of the CJC and related facilities.

Retail Space Baseline Inputs

With the CJC and the Village Center in Concept 1, the neighborhood is expected to pull more retail spending from a 2-mile area. If advanced manufacturing and light industry is located on the Pleasant Run Crossing site in Concept 2, there will not be as many employees therefore the demand for retail will not be as great.

Existing Neighborhood Retail (sf ‘000)

530

Existing Consumer-Oriented Retail (sf ‘000)

340

New Neighborhood Households (2040)

947

CJC Employment (FTE)

1400

Other Office & Facility Employment (FTEs)

400

CJC Average Daily Visitors

650

Retail Space Per Capita (Residents, sf)

Retail Space Per Capita Employees & Visitors, sf)

Net Retail Space 2040 (sf ‘000) Table 2.4

208

Future retail baseline demand

Housing Projection Summary New Households by 2040

947

Existing Vacant Lots or Units

-545

Less unimprovable/ undevelopable vacancies Induced Demand (units) Neighborhood Net New Housing Demand Table 2.3

Total Supported Consumer Retail Space (SF)

600,000

2030

+250-350 +730-830

500,000 2016 340,000

CJC Opening & Initial Village Center Build Out (2021)

300,000

Increased Pull of Broader 2-mile Area 2025 2022

200,000 100,000

Increased Pull of Broader 2-mile Area

Total Supported Retail Space (sf) Net of Existing Retail Space (sf)

Substantial Completion of New Village Center (2030)

2040

2045

218,000

208,000

2030

163,000

93,000

76,000

2020

2045 558,000

503,000

2025 433,000

2022 394,000

Neighborhood housing projections

400,000

2040 548,000

Figure 2.9 P 42 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

Vacancy in the neighborhood

2045

2044

2043

2042

2041

2040

2039

2038

2037

2036

2035

2034

2033

2032

2031

2030

2029

2028

2027

2026

2025

2024

2023

2022

2021

2020

2019

2018

2017

2016

24,000

Source:C oStarA ECOM

Figure 2.10 Supported retail space over time PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 43

OFFICE SPACE DEMAND

•

Law firms cluster near Monument Circle: 82 law firms in the area, 23 of which are criminal defense firms – typically small (~1,600 sf) and likely to relocate near CJC

•

Unlike areas on the fringe of Marion County, Fountain Square and the Near Eastside have exceeded their new home growth of the previous decades.

10,936

3,612

1,590

181

Large Firms (>20,000 SF)

58,743

245

2,455

Indianapolis law firm inventory

Potential SF Private law office demand (CJC-driven)

50,000

Public law office demand (CJC-linked)

190,000

Induced office demand (Village Center linked)

Unknown

Total Office Demand (2030) Table 2.6

According to interviews with the city, 190,000 sf of law office space will be needed to house public defenders and prosecutors.

Permitting activity shows active change taking place just to the east and north of downtown Indy, especially since 2015.

82 23

240,000+

Office demand projections for the law quad if the CJC relocates to Pleasant Run Crossing

25%

Share of County Structural Permits

20% 5%

15% 7%

10% 5%

Office-Buffer District

Neighborhood Commercial District

Community-Regional District

General Commercial District

High-Intensity Commercial District

Commercial - Special District

Dwelling District Five

Dwelling District Eight

D10

Dwelling District Ten

Light Industrial District

Medium Industrial District

Heavy Industrial District

MU2

Mixed-Use Two District

PK1

Park District One

SU1

Religious Use

SU2

School

SU18

Light or Power Substation

6% 1%

Chris an Park

Downtown

Fountain Square

Near Eastside

Figure 2.11 Structural permits by neighborhood area comparison

Near Southeast

2016

2015

2014

2013

2012

2011

2010

2009

2008

2007

2006

2005

2004

2003

2002

2001

2000

P 44 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

The current zoning varies on Pleasant Run Crossing and the surrounding properties as shown in Figure 2.12. Pleasant Run Crossing North site is zoned D5. Pleasant Run Crossing, Pleasant Run Crossing South, Prospect Place West and Prospect Place East sites are all zoned I4. Twin Aire’s zoning is split with the west half of the site being I4 and the east half being C4.

Office Demand Projections

Assuming all criminal defense firms and 1,500 square feet of large law firms relocate, approximately 50,000 square feet of law office space will be required.

RESIDENTIAL PERMIT ACTIVITY (2000 - 2017)

Law Firms Criminal Defense Firms Table 2.5

While it is unlikely that large diversified law firms would relocate entirely, they may need some presence by the new courthouse.

Further, office demand may be induced by activity in the Village Center.

Total Law Average SF Average Total Firms Per Law Firm Employees Employees

Firm Type

2017

•

IMPACTS OF ZONING ON REDEVELOPMENT

Law Firm Inventory

Depending on the main use for the Pleasant Run Crossing site, office space demand will vary. If the CJC is located on the site, there will be a demand for office space. If light industrial or an advanced manufacturing business is located on the site, there will be some demand for office space, but it will not be as great.

Near Southside

Figure 2.12 Existing Zoning Map PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 45

ENVIRONMENTAL ANALYSIS The Environmental Analysis focused on the sites that comprise the 140 acre Pleasant Run Crossing. CEG chose to pursue a holistic site-wide approach to identify and delineate impacts consistent with U.S. Environmental Protection Agency (EPA) and Indiana Department of Environmental Management (IDEM) standards. The Pleasant Run Crossing site contained a facility that manufactured gas which was distributed to gas customers through the CEG gas utility distribution system. The facility also produced metallurgical coke and other byproducts. Processes that once occurred on the Pleasant Run Crossing sites have left contaminants that need to be remediated. The contaminants have not migrated off any sites due to a layer of clay that has kept contaminants from reaching the ground water system. In 2005, CEG enrolled the Pleasant Run Crossing Run site in IDEM’s Voluntary Remediation Program (VRP) to address historic environmental impacts associated with the facility operations. Under the VRP, a Remediation Work Plan (RWP) was submitted to IDEM on July 31, 2017. The site-wide RWP is a nondefault, risk-based, nonresidential closure for the facility. To date, several interim measures (IMs) have been completed and others will be completed in 2017 prior to the RWP being approved. Additional remediation measures will occur post RWP approval. After remediation is complete, Environmental Restrictive Covenants (ERCs) covering the Pleasant Run Crossing sites will need to be recorded.

PLEASANT RUN CROSSING, PLEASANT RUN CROSSING SOUTH, & PLEASANT RUN CROSSING NORTH

INTERIM MEASURES Multiple interim measures have been completed on these sites since 2012, and additional interim measures are ongoing and/or planned to be complete by the end of 2017. These include: •

2012: Installation of groundwater and oil collection system on the west side of Pleasant Run Crossing immediately east of Pleasant Run Creek. Treatment and disposal will occur off-site.

•

2013: Excavation of 60 tons of soil near the west side of Pleasant Run Creek and plugged two pipes that were protruding through the retaining wall. In 2016, approximately 2,700 tons of soil were excavated from the same area along the creek.

•

2017: Pleasant Run Creek excavation and restoration per the remedial steps noted below.

•

2017: In the northwest corner of Pleasant Run Crossing South near the former gas holder, impacted soil was removed.

•

2017: Soil excavation in the panhandle of Pleasant Run Crossing South.

Cleanup and Protect Pleasant Run Creek: Based on an Ecological Risk Evaluation conducted in 2014, Pleasant Run Creek exhibited potential ecological concerns. Currently, CEG is implementing an interim measure that will address the ecological concerns and further reduce already acceptable risks to human health. The Pleasant Run Creek interim measures will be completed by December 31, 2017. The Pleasant Run Creek interim measure is comprised of: 1. Install a low-permeability liner in the creek bed to isolate the creek from underlying impacted soils and sediments. 2. A groundwater/oil recovery system to capture and dispose of impacted groundwater/oil off-site so it cannot enter Pleasant Run Creek.

TWIN AIRE

The 28-acre site was not considered a site of concern because there were no manufacturing or production processes on the site. It is still being investigated none the less. The old drive-in movie screen likely was made with asbestos so screening was conducted for it and VOCs, SVOCs, and RCRA metals. The site was found to be below the residential screening criteria.

PROSPECT PLACE WEST

The 7.5-acre site was originally a salvage yard and transitioned to coke storage; however, no manufacturing occurred on the site. Within the soil samples, PAHs were found, which were below the commercial and industrial levels. There was also arsenic present, but most of the site had levels below commercial and industrial screening criteria. Manganese was also found, but it was below the screening criteria for commercial and industrial. Groundwater was found to have levels of VOCs and PAHs, which were above residential standards.

PROSPECT PLACE EAST

This 22-acre site was found to have coke contamination to a depth of two feet across the site where fill materials were found to be at depths up to 10 feet below ground. Beyond this depth there were no signs of contamination penetrating deeper. Groundwater in the northwest corner of the site was found to have impacts above industrial screening criteria. An interceptor trench was installed to prevent contamination from leaking beyond the site so the groundwater can be disposed of properly. The remediation for Prospect Place East has been completed.

DEEP GROUNDWATER

REMEDIAL STRATEGY SUMMARY

All potentially complete pathways identified during site characterization activities have been addressed either as interim measures or within the RWP through a combination of active remediation and recording ERC’s on the three sites. In addition to the overall remedial strategy, CEG has elected to implement several other mitigation measures. Remove Oxide Pad: CEG will remove the oxide pad pursuant to the Modified RCRA TSD Closure Plan submitted as part of the RWP per the requirements of the Voluntary Corrective Action Agreement between CEG and IDEM. Soil Strategy: In order to protect future non-residential land uses, CEG will use either soil cover placement or limit surface soil removal in identified locations where surface soils exceed IDEM’s Remediation Closure Guide Commercial/ Industrial Screening levels. Restrictions on Development: In order to protect future uses and tenants of the site, all future site work for redevelopment will need to be in accordance with a detailed self-implementing Soil Management Plan (SMP) approved as part of the RWP. Record Restrictive Covenants: Certain restrictions will be placed on all sites that will limit land uses and certain development activities. In order to enforce these, the restrictive covenants will be recorded. Soil Management Plan: The Soil Management Plan provides procedures for managing potentially contaminated soils during future redevelopment activities.

Groundwater was sampled via monitoring wells reaching 65 to 85 feet deep. Findings indicated there were no contaminants of significance. Currently, no evidence exists to support that contaminants have migrated from the shallow saturated zones to the deep soil zones. Elements like manganese and arsenic were found but not in levels inconsistent with normal ground water. Ammonia and cyanide were discovered but not in levels which would require concern.

3. Install erosion-control measures to minimize overland surface water impacts to Pleasant Run Creek. 4. Stormwater permitting and monitoring to provide additional regulatory protections.

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PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 47

INFRASTRUCTURE ANALYSIS INTRODUCTION

The infrastructure evaluation provided an in-depth analysis of the existing conditions regarding all utilities in the area. As illustrated in Figure 2.13, the analysis examined current levels of service and needs that could be addressed. The study was organized into three components: •

Connectivity: systems include streets, bridges, pedestrian access, bike paths, bus routes, railways, underpasses and street lights

•

Utilities: includes water, sanitary sewer, electricity, gas, cable, broadband and other digital infrastructure.

•

area currently has sufficient capacity to serve any new development. However, there are issues concerning the large number of overhead transmission lines in the area. Many of these lines are within the right-of-way and in the narrow sidewalks. It is suggested that any new development should be coordinated with IPL and bury transmission lines where possible to avoid conflicts.

UTILITIES

BROADBAND + DIGITAL INFRASTRUCTURE Currently the area is well served by several providers – Sprint Nextel, CenturyLink, AT&T, and Spectrum. Communication lines and fiber run along Southeastern Ave, Keystone Ave, and Prospect St. Current service capacity is sufficient for current and new development. These providers would like to be engaged as new development occurs to extend services and possibly install next generation infrastructure into the development. This could lower service costs for residents in the future.

The utilities included within the inventory were water, sanitary sewer, electricity, gas, cable, broadband/fiber optic, and other digital infrastructure. WATER Currently the neighborhood surrounding Pleasant Run Crossing are well served for their current use with 6- to 16-inch mains. There are issues that arise when considerations for redevelopment occur. There are numerous dead-end water mains surrounding Pleasant Run Crossing which limit water flow and pressure. As the area redevelops, upgrades to the system will need to be made to incorporate these lines into the main system.

Drainage: includes storm water systems, water sheds, floodplain, wetlands, ditches, streams, and any Waters of the U.S.

SANITARY SEWER CEG currently provides wastewater services to Pleasant Run Crossing and adjacent sites. These areas are served by a 48-inch sewer interceptor, 42-inch vitrified sewer brick, and combined sewers with CSO outfalls into Pleasant Run Creek. Analysis predicts that the existing 48-inch interceptor will be sufficient to serve any new development that could occur.

Additional details can be found in Appendix 1: Phase 2 Infrastructure Report.

CONNECTIVITY

This area has been identified as an area of focus for the Deep Rock Tunnel Project, DigIndy. The DigIndy Project is a 28-mile installation of a deep rock tunnel 250feet below ground. This 18-foot diameter tunnel will extend along Pleasant Run Creek to collect and transport wastewater overflow keeping it from entering local waterways. The tunnel will directly affect Prospect Place West by the installation of a intermediate shaft requiring an easement until the completion of the tunnel in 2025.

Within this inventory, only streets that are classified as an expressway/freeway, primary and secondary arterial, or primary collector had their conditions assessed. The Department of Public Works has found that the current capacity of many of the roadways are adequate for their current volumes. Since the sites have limited access, Pleasant Run Crossing will need additional connectivity as they redevelop. GENERAL ASSESSMENT Upgrades are not designated for the neighborhoods, however, recent repavings have occurred on State Avenue, southern Southeastern Avenue, and portions of Sherman Drive. Concerns that should be addressed as the area redevelops include many roadways, limited rights-of-way, restrictive rail underpasses, overhead transmission lines in the rights-of-way, and roadways falling within the flood plain.

PEDESTRIAN ISSUES Currently there are sidewalks and multi-use pathways throughout the neighborhood that are areas of concern or in need of repair. As Pleasant Run Crossing redevelops, it will be a great opportunity for the repair and installation of sidewalks and the development of the Pleasant Run Greenway.

Figure 2.13 Transportation System Conditions SCORING Zero (0) – There are no roads or sidewalks present One (1) – Conditions of infrastructure are extremely poor creating safety concerns Two (2) – Poor infrastructure conditions causing concerns with accessibility and degrading adjacent property potential Three (3) – Infrastructure conditions are average but still may need maintenance and cleaning Four (4) – The infrastructure is in good condition Five (5) – Infrastructure is new or recently Sidewalk (SW) Multi-use Path (MP) Roadway (RD)

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GAS A transmission station is located on the Pleasant Run Crossing site. A new distribution line under Prospect Street will be constructed within the next two years. The current level of service is adequate for current and future development needs. However, early coordination with CEG should occur to determine individual site needs. ELECTRIC Indianapolis Power and Light (IPL), provides electricity to the neighborhood and surrounding communities. Within the study area, there are two substations working to service the area; a smaller substation on English Avenue and Southeastern Avenue and a large substation on Prospect and Earhart Streets. The

DRAINAGE

The drainage systems within the infrastructure boundary identified for analysis were storm water systems, water sheds, floodplains, wetlands, ditches, streams, and Waters of the U.S. The study area falls within the Pleasant Run-Michigan Street Sewer and the White River Indianapolis sub-water shed. STORM SEWER NETWORK The study area is a combined sewer with the exception of a storm sewer network which outlets into Pleasant Run Creek. This storm sewer runs through Prospect Place East and Prospect Place West pulling water from the east into Pleasant Run Creek. The existing storm sewer along Pleasant Run Parkway North is currently under-performing causing flooding on the roadway and adjacent sites. Any new development will have to take into consideration isolated flooding concerns and the easements needed to preserve the existing storm sewers. FLOODPLAIN Currently the floodway and floodplains cause concerns on almost every CEG site except Prospect Place East. A few major roadways are also located within the floodplain, such as English Ave, Southeastern Ave, Pleasant Run Parkway North Dr, and Prospect St. Some of these roadways flood during periods of heavy rain. Stakeholders have indicated that FEMA should reexamine this area and revise the floodplain maps. There are a number of considerations to be made when revising floodplain maps. Indianapolis restricts specific uses in floodplain zones, through flooding compensatory storage requirements and stream protection corridors. ON-SITE DRAINAGE With Pleasant Run Creek adjacent to a majority of the site, it will likely be the location for stormwater outfall for future development. A stormwater master plan is recommended to designate the release points along the creek. PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 49

DEVELOPMENT PLAN Introduction

Due to changing market conditions and the large amount of land available for redevelopment, multiple concepts were generated to help guide the potential redevelopment of Pleasant Run Crossing and the Twin Aire Great Place. As part of the Design Workshop, multiple options were explored for each site. This chapter will discuss the design principles which guided the development of each concept. Two concepts are discussed. Concept 1 is the Community Justice Campus focused development plan. The development projects, transportation project, multi-modal transportation projects and infrastructure improvements will be identified and described, ending with a summary of the cost benefit analysis and economic impact of Concept 1. Concept 2 is the Advanced Manufacturing focused development plan. Like Concept 1, the development projects, transportation project, multi-modal transportation projects and infrastructure improvements will be identified and described, ending with a summary of the cost benefit analysis and economic impact of Concept 2.

Looking Northwest Across Pleasant Run Crossing P 50 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 51

DESIGN PRINCIPLES Introduction Both concepts were developed based on a series of industry accepted design principles. The overarching principles guided the development of the preliminary concepts which then were refined into the final concepts contained in this document. Maximize Job Creation The layout of Pleasant Run Crossing as well as the adjacent sites should foster a development program and infrastructure improvement that maximizes job creation. The jobs that are created from redevelopment should be high-paying jobs that increase the quality of life and help residents climb the ladder to economic prosperity. Related quality of life improvements, such as amenity infrastructure, are also needed to attract desirable employers. A facility that can be used for workforce training is included. Related policies and programs identified in the Great Places 2020 chapter should support the creation for workforce training programs. More information can be found on page 207. Creation of Walkable Blocks The existing roadway layout has lost its traditional block structure south of English Avenue. Over time, development has merged blocks and bisected neighborhoods, creating odd shaped sites that will be difficult to redevelop. To reintroduce walkable blocks, the existing road network is proposed to be extended to create standard, scalable blocks, making redevelopment easier and enhancing pedestrian/vehicle safety. Property located between English Avenue on the north, Pleasant Run Parkway on the south, Rural Street on the west, and LaSalle Street on the east, is rearranged into walkable urban scale blocks reflective of the existing block scale in the adjacent neighborhoods and containing mixed use pedestrian scale development with structured parking that accommodates new uses on the ground floor. Increase Mixed Use Development that Generates Activity The area has some commercial assets that serve residentsâ&#x20AC;&#x2122; every day needs. By promoting redevelopment, a greater mix of uses is introduced into the area that can serve both residents and new business that locate in the area. The proposed Village Center, along Southeastern Avenue, and the Twin Aire site contains a mixture of office and retail on the first floor and apartments, townhouses, and condominiums on the upper floors. Office and retail will serve the neighborhood needs and business needs on the Pleasant Run Crossing site.

Return to the Traditional Grid Street Network Because of Pleasant Run Parkway North Drive and Southeastern Avenue, the grid system within the neighborhood is disrupted. Therefore, a network of street extensions is proposed to be integrated into the Village Center to provide the comfortable walking scale for the new uses. In order to accomplish this, Rural Street would be extended south to help frame the Village Center. The remaining neighborhood streets are also extended south between English Avenue and Southeastern Avenue. Hoyt Avenue would extend east from Keystone Avenue to LaSalle Street. Offer a Greater Mix of Housing The area is comprised of mostly single family detached dwellings with only one apartment complex located between English Avenue and Southeastern Avenue. The Market Analysis completed in Phase 1 documented the need for more apartments. The Twin Aire site is the only site out of the 140 acres that can contain residential uses. Therefore, residential redevelopment should be focused on both the Twin Aire site and within the Village Center. The Twin Aire site should be developed with appropriately scaled housing, including apartments and townhouses. The upper floors of the Village Center buildings should contain either condominiums or apartments, which would be located above the mixed uses of retail/office on the ground floor. Housing would be adjacent to, and have access to the Community Center, an expanded grocery, and the Village Green, with highly desired amenities as expressed by the residents and the public to support the stronger neighborhood. Buffer Adjacent Industrial Uses Currently, industrial uses are located within the Twin Aire neighborhood. This came about due to historic neighborhood development patterns of the 1930â&#x20AC;&#x2122;s where employees lived closer to their employment in order to walk. To limit the impact of adjacent or new industrial development on the Pleasant Run Crossing site (Concept 2), a buffer between the industrial and residential uses is needed. In order to address land use incompatibility, significant amenity infrastructure is proposed within each concept to help buffer and soften edges while adding beauty and a more natural environment. The amenities infrastructure are those elements such as trails, parks, multipurpose athletic fields, and a community gathering space all which buffer residential uses from other more intensive uses and to ensure high-quality of life for residents remains high.

VIEW SOUTH ALONG RURAL STREET EXTENSION AND INTO TWIN AIRE SITE P 52 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 53

Develop Community Gathering Spaces Adding amenity infrastructure to support the assets of a community helps to promote people’s health, happiness and well-being, and improve overall quality of life. Central to both concepts is the addition of several green spaces that are public in nature. The incorporation of the Village Green space tying the Pleasant Run Crossing and Pleasant Run Crossing North sites with the Village Center will serve as a community wide gathering space that is flexible for various programming such as art, community events, concerts, and local fairs. The Village Green provides additional organization to the Village Center and has the potential to bridge Pleasant Run Creek and interact with the redevelopment of the Twin Aire and Pleasant Run Crossing sites. In addition to this Village Green, there are other proposed green spaces including the park on the Twin Aire site, expansion of Clayton & LaSalle Park, and a smaller green space in the Makers Village on the Prospect Place East site.

Provide for Public Service Facilities Public service facilities help to stabilize neighborhoods and allow public service officers to be a part of a community. The plan provides options for relocating the Southeast Police district headquarters on the Pleasant Run Crossing South site and the Indianapolis Fire Department training center onto the southern portion of the Pleasant Run Crossing site.

Offer Multi-Modal Options that Enhance Connectivity An opportunity exists to create a complete multi-modal system that increases connectivity and access. This is accomplished by completing the sidewalk network, adding trails, wider sidewalks, bicycle lanes, cycle tracks, and increased bus service. This includes:

Address Gentrification As with any redevelopment project, there is concern that existing neighborhood residents may be displaced. With the anticipation of any proposed development for Pleasant Run Crossing, real estate speculation is likely to occur. The ARI Strategy advocates for the construction of single family homes on vacant sites in the neighborhood. Any new housing must contain a mixture of price points in order to address gentrification. Besides this strategy, it will take the effort of many partners to preserve the character of the community to mitigate the loss of existing residents.

•

Tying the Twin Aire neighborhood into downtown Indianapolis via Southeastern Avenue with bicycle lanes;

•

Bus service from the Village Center to Washington St. and the Blue Line Bus Rapid Transit (BRT);

•

A cycle track on Rural Street;

•

Pleasant Run Promenade to connect the currently disconnected portions of the Pleasant Run Greenway;

•

A cycle track along the east side of Keystone Avenue;

•

Wider sidewalks along Southeastern Avenue in the Village Center; and

•

The various other on-street bike facilities in the community.

DEVELOPMENT BLOCKS

In order to better organize and reference sub-areas within Pleasant Run Crossing and the adjacent neighborhood, a development block framework was created. These development blocks correspond to Pleasant Run Crossing names. Two additional development blocks were identified to incorporate the Village Center area planned along Southeastern Avenue. Figure 3.1, the Development Block Organizing Framework, shows the boundaries of the development blocks. They are as follows:

Rich Amenity Infrastructure Several amenities are proposed including a trail along Pleasant Run Creek, a Dog Park at the southern end of Pleasant Run Creek on the Pleasant Run Crossing South site, an active play area on the Twin Aire site, the Village Green, and the expansion of Clayton & LaSalle park north of English Avenue. Park and recreation space should all be easily accessed from the multi-modal transportation facilities.

•

Village Center West

•

Village Center East

•

Twin Aire

•

Pleasant Run Crossing North

•

Pleasant Run Crossing

•

Pleasant Run Crossing South

•

Prospect Place West

•

Prospect Place East

These development blocks are referenced on the following pages when detailing the development program, vehicular trip generation, and economic impacts. They are also used later in this plan with regard to implementation recommendations. While Figure 3.1 depicts the development blocks in reference to Concept 1: Community Justice Campus Focus, the development block boundaries are the same for Concept 2: Advanced Manufacturing Focus.

Additionally, the expansion of Blue Indy and the Pacers bike share into the Village Center would provide many more multi-modal options. This would create a strong, complete, and safe network for all people, including children and the elderly. Figure 3.1

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Development Block Organizing Framework

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 55

1 Gateway Nodes 2 Village Center 3 Expansion of Kroger Twin Aire Plaza 4 Redevelopment

Clayton Ave.

Development Program

7 Village Green

8 CJC Law Quad

9 Mixed Use Node

11 Retail

13 Bail Bonds

6 3

Hoyt Ave.

15 SE IMPD & IFD Facility

16 18 Pleasant Run Promenade 19 Animal Care & Control

Av e

15 15

12 1

20 New Park 21 Twin Aire Residential 22 Expansion of Clayton & LaSalle Park Development Projects Summary

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Prospect st.

16 12

Based on the market conditions and the availability of resources, it is anticipated that full build out could occur in the next 18 years. Development Projects The following development projects are identified based on the Market Analysis and public input into the process. These improvements include the following as noted on Figure 3.2, Development Projects Summary, on the prior page.

So 14

16 Makers Village 17 Dog Park

English Ave.

14 CJC

Figure 3.2

12 Flex Buildings

The first concept is developed around the placement of the CJC on the Pleasant Run Crossing site. Because of the nature of the CJC, a greater amount of ancillary development is expected based on the market analysis and to support the increase in employment within the neighborhood. This could drive a variety of mixed use development in the surrounding area.

5 Community Center 6 McDonald’s Relocation

10 Retail & Parking

CONCEPT 1 - COMMUNITY JUSTICE CAMPUS REDEVELOPMENT FOCUS

Sherman Dr.

Rural St.

Concept 1: CJC Focus Projects

1. Gateway Nodes: Locate gateway nodes at Rural Street and Southeastern Avenue, Prospect Street and a newly proposed street, “Justice Drive.” The gateways are an enhanced feature that contains upscale landscape, signage and art that represents the neighborhood, CJC or Village Center. 2. Village Center: Establish Southeastern Avenue as the primary east-west street to serve as the main street of the Village Center. This will create a more pedestrian oriented street with appropriately sized traffic calmed lanes, wide comfortable sidewalks with parallel parking, storefront market space, and bike connectivity. Businesses within the Village Center are local businesses including cafes, coffee shops, dry cleaners, restaurants, bars, retail, personal services, professional services, etc. 3. Expansion of Kroger: With the increase in residential and employment in the area, an expansion of Kroger would be supported per the Market Analysis. As part of the Twin Aire

Plaza Redevelopment, the Kroger expands from its current location to face Parker Street. The parking adjacent to the Kroger plus parking across Hoyt Avenue would support the expansion of this facility. 4. Twin Aire Plaza Redevelopment: The existing shopping center contains Ace Hardware, Chase Bank, and other local businesses. The development plan calls for an updated layout of the Twin Aire Plaza where the buildings are closer to the street with parking behind the buildings to give a more pedestrian orientation. The buildings would front both Southeastern Avenue and Parker Street. Enhanced landscape is recommended along Southeastern Avenue, Parker Street, and in the parking lot. These buildings are one story. 5. Community Center: The Community Center is located at the corner of Parker Street and Southeastern Avenue and is the anchor for the Village Center. The Community Center is two stories and contains such uses as a clinic, gym, community space, offices, workforce development programs, and training space. 6. Relocation of McDonald’s: McDonald’s is relocated from its existing location to Parker Street where it would have greater access and allow a better traffic flow for the drive-thru. 7. Village Green: The central gathering space is the Village Green which borders the Community Center and Law Quad and provides programmed space, a community stage, and a green lawn for a variety of events. 8. Law Quad: The Law Quad provides the needed office and parking for the public defenders and prosecutors for the CJC. These buildings are approximately three stories, with ground floor retail and parking and office space on the second and third floors.

9. Mixed Use Node: Located between English Avenue and Southeastern Avenue from Oakland Street to Dearborn Street, this area is redeveloped as three story mixed use with retail and restaurants on the street level and residential on the upper floors. 10. Retail & Parking Garage: A parking garage is needed to accommodate visitors to the Village Center, and to serve as overflow parking for the CJC and apartments. The first floor of the garage is wrapped with retail on the ground floor. The parking structure is approximately three stories. 11. Retail: There are many existing retailers that serve the existing community including Dollar General and Big Lots. These facilities will continue to be located along LaSalle Street and provide the frontage for the bail bonds. 12. Flex Buildings: This area has been designated with flex space in order to allow the market to respond to the needs of various businesses. These buildings are located close to English Avenue with parking and loading behind. These buildings are designed to be versatile and may be used in combination with office, research and development, quasi-retail sales, industrial processing or high tech businesses. These buildings are approximately one to two stories and provide the transition point to minimize incompatible land uses. 13. Bail Bonds: With the CJC relocation to this area, bail bonds and other related services may follow. The bail bonds location is tucked behind store fronts, with surface parking within walking distance of the CJC. The building is one story. 14. Community Justice Campus: The CJC is situated on the Pleasant Run Crossing site to serve as an anchor opposite of the Community Center. Facilities located on site include a courthouse, jail, assessment center, and sheriff’s office.

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 57

15. Police Headquarters and Fire Department Training Facility: The Southeastern division of the Indianapolis Metropolitan Police Department wants to relocate its headquarters from Fountain Square. Additionally, the Indianapolis Fire Department needs a training facility. Given the synergy between these two uses and the CJC, the Indianapolis Fire Department is located just south of the CJC on the Pleasant Run Crossing site. The Indiana Metropolitan Police Department Southern Headquarters is located on the Pleasant Run Crossing South site.

20. New Park: A new park is proposed to be located on the Twin Aire site to provide active play with a splash park, playground and basketball courts to support the higher density of residential on the Twin Aire site.

16. Makers Village: Prospect Place East offers a buffered area for appropriately scaled industrial development that adds richness and an active “makers spirit” into the neighborhood. The Makers Village will contain incubator units, flex production space, food to table, brewery/ distillery, and space for artists, designers and makers. The purpose of this Makers Village is to create an environment to grow small businesses and give them a place to relocate within the Twin Aire neighborhood.

Option 1, in Figure 3.3, shows the mixture of townhouses surrounding apartments. Rows one and three are townhomes (magenta) with the center row containing apartments (orange). This site has an active green core that includes a spray pad, playground and shelter to complete the neighborhood. The buildings are approximately three stories with parking on-site. Option 1 shows parking garages (white) wrapped with apartments located at the western edge of the site to provide a buffer to the adjacent industrial.

17. Dog Park: The Pleasant Run Crossing South site was selected for a Dog Park due to its adjacency to Animal Care and Control and the proposed Pleasant Run Promenade. 18. Pleasant Run Promenade: A new multi-use promenade connection would be established from the existing Pleasant Run Greenway, which currently ends at Keystone Avenue, is proposed to run adjacent to Pleasant Run Creek through the Pleasant Run Crossing site, and connect to the existing Pleasant Run Greenway located at Christian Park on English Avenue. 19. Animal Care and Control Facility with Adoption Center: The Animal Care and Control facility is located on the Pleasant Run Crossing South site. The location is away from the neighborhoods and buffered by flex buildings to the north and the railroad to the south. It is also adjacent to the Pleasant Run Promenade, Village Green, and the Dog Park.

21. Twin Aire Residential: The Twin Aire site has two options for redevelopment due to the Market Analysis findings conflicting with some neighborhood ideas. The Market Analysis shows the need for multi-family housing to compliment existing single-family housing. Figures 3.3 and 3.4 illustrate two different options for Twin Aire.

Option 2, in Figure 3.4, of the Twin Aire site is a mixed income residential site. This site is similar in character and scale to the neighborhoods to the north of English Avenue. The site has a prototypical lot size which has the flexibility to increase density by decreasing the lot size or to decrease density by increasing the lot size to accommodate larger homes. This site also has an active green core that includes a spray pad, playground and meeting space and two soccer fields to complete the neighborhood. Soccer fields are located at the western edge of the site to provide a buffer to the adjacent industrial. 22. Expansion of Clayton & LaSalle Park: This existing park is expanded to provide for additional soccer fields.

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concept 1: Infrastructure Initiatives TRANSPORTATION IMPROVEMENTS Based on the development program for Concept 1, daily trip generation was developed. The square footage of the buildings were used to predict the number of future daily vehicular trips generated within the study area based on the development blocks in Figure 3.5. Table 3.1 describes the various development blocks within the study area, the proposed development within that block, and the expected trip generation from those proposed developments. Of the daily trips expected to be generated by the developments, 20% of the total trips were eliminated because they fall into one of three categories: Figure 3.3

Twin Aire Residential Option 1

•

Internal trips that will not utilize a vehicle, such as a resident walking to a nearby store

•

Linked trips, such as an employee that drives to work from outside of the site, who also drives to a store after work before returning home

•

Trips expected to utilize public transportation rather than a personal vehicle

Figure 3.5 Figure 3.4

Development Block Map

Pleasant Run Crossing: Concept 1 - CJC Focus*

Twin Aire Residential Option 2

Block

General Use

Pleasant Run Crossing

CJC, IFD

Pleasant Run Crossing North

CJC Law Offices

Pleasant Run Crossing South

S.F. Commercial

S.F. Office

S.F. Civic

S.F. Industrial

S.F. Units Structured Residential Residential Parking

Surface Parking

Daily Trip Generation

1,313,890

97,920

1,629

4,700

72,585

204,120

753

18,500

Industrial, Rescue

28,615

95,250

174

1,100

Prospect East

Industrial

281,930

547

1,500

Prospect West

Industrial

73,440

194

400

Twin Aire

Residential, Rec.

44,800

987,660

787

838

792

840

Village Center East

Mixed-Use

193,639

168,671

187

954

677

8,700

Village Center West

Mixed-Use

157,807

30,505

82,700

45,840

517

13,500

468,831

234,625

1,425,205

548,540

1,202,171

1,026

2,546

4,575

56,800

Totals

Table 3.1 Development Program and Trip Generation for Concept 1 * These calculations are consistent with the methodology prescribed by the 9th edition of the Institute of Transportation Engineers (ITE) Trip Generation Manual. PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 59

Concept 1: CJC Focus Transportation

2 Roundabout 3 Additional Lane 4 Extension of LaSalle

Clayton Ave.

5 Traffic Signal 6 Traffic Signal

7 Roundabout

12 Roundabout 13 New Village Main Street 15 Extension of Hoyt

22 23 Hoyt Ave.

25 25 26

16 Extension of Oxford

10 Extension of LaSalle

8 Relocate Pleasant Run Pkwy 11 Extension of Rural

Sherman Dr.

Rural St.

1 Roundabout

TRANSPORTATION IMPROVEMENTS Based on the existing infrastructure studies and the predicted daily traffic generation, the following improvements are proposed for the study area in order to support the Concept 1 development program. These improvements include the following as noted on Figure 3.6, Transportation Projects Summary. Typical cross sections are shown in Figures 3.7, 3.8 and 3.9.

English Ave.

2. Roundabout at Southeastern / English / Rural: Proposed single lane roundabout that serves as a gateway into the Village Center and includes

6 15 11

1. Roundabout at English / Parker / Southeastern: Proposed single lane roundabout that serves as the gateway in the neighborhood and includes appropriate accommodation for pedestrians and bicycles.

appropriate accommodation for pedestrians and bicycles. 3. Southeastern Avenue Roundabout: A second lane will be needed to accommodate traffic entering and exiting the roundabout for Southeastern / English / Rural. 4. Extension of LaSalle Street to CJC Northern Entry: Proposed two-lane road extension from Southeastern Avenue and the northern entrance into the CJC. 5. LaSalle Street at English Avenue: Traffic signal needed due to increased traffic heading to Law Quad and the CJC. 6. LaSalle Street at Southeastern Avenue: Traffic signal needed due to increased traffic heading to Law Quad and the CJC.

7. Rural Street / Pleasant Run Parkway Roundabout: Proposed single lane roundabout from the intersection of Rural Street and the Pleasant Run Parkway at the western entrance into the CJC. 8. Relocate Pleasant Run Parkway: Relocate Pleasant Run Parkway from Keystone Avenue to the CJC. The segment from the roundabout to the CJC will remain as Pleasant Run Parkway, and will crossover via a bridge onto the south side of Pleasant Run Creek to engage with the Pleasant Run Crossing site. There is a minimum of two multi-modal bridge crossings of the creek. 9. Vacate Pleasant Run Parkway: Once Pleasant Run Parkway has been relocated from the segment from Rural Street to Southeastern Avenue, the City should vacate the existing rightof-way.

17 Extension of Deerborn

Av e

18 Extension of Gray 19 Extension of Oakland

Prospect st.

20 Extension of Parker 22 Extension of Trowbridge 23 Extension of Temple 24 Extension of Leeds 25 New East/West Twin Aire Road 26 New Twin Aire Road Figure 3.6

Transportation Projects Summary

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Figure 3.7

Proposed Southeastern Avenue Section PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 61

10. Extension of LaSalle Street: Two-lane extension from English Avenue to Southeastern Avenue and continuing to the CJC site where a bridge would be constructed to access the Pleasant Run Crossing site. 11. Extension of Rural Street: Proposed two lane extension of Rural Street south from Southeastern Avenue along the east side of the Twin Aire block where it would terminate into the relocated Pleasant Run Parkway. 12. Roundabout on CJC Site: A roundabout will be an entrance to the CJC, to create access to and from the Village Center to the CJC.

Figure 3.8

13. Southeastern Avenue (Main Village Street): Proposed narrowing of Southeastern Avenue from Parker Avenue to LaSalle Street to two lanes, one in each direction, in order to increase sidewalk width and add parking into the Village Center. 14. Improve English Avenue: English Avenue serves the residential area north of English Avenue. The roadway will be improved from just east of LaSalle Street to Rural Street due to the increased traffic generated by the CJC.

Proposed LaSalle Street Section

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15. Extension of Hoyt Avenue: Proposed two lane extension from Keystone Avenue to LaSalle Street. This roadway would extend into the Village Center around the Village Green, where parallel parking will be available and provide access to the Law Quad and the northern entrance into the CJC. 16. Extension of Oxford Street: Proposed two lane extension of Oxford Street from English Avenue to Hoyt Avenue.

18. Extension of Gray Street: Two-lane extension of Gray Street south from English Street to Hoyt Avenue.

21. Keystone Avenue: Repave the street and narrow lanes to add a cycle track from Hoyt Avenue to Prospect Street.

24. Extension of Leeds Avenue: Two-lane extension of Leeds Avenue from Hoyt Avenue to the relocated Pleasant Run Parkway.

19. Extension of Oakland Street: Two-lane extension of Oakland Street south from English Avenue to Hoyt Avenue.

22. Extension of Trowbridge Street: Two-lane extension of Trowbridge Street from Hoyt Avenue to the relocated Pleasant Run Parkway.

25. (New) East/West Twin Aire Road: Two-lane road from Keystone Avenue to Trowbridge Street and from Leeds Avenue to Rural Street.

20. Extension of Parker Avenue: Two-lane extension of Parker Avenue from Southeastern Avenue to Hoyt Avenue.

23. Extension of Temple Avenue: Two-lane extension of Temple Avenue from Hoyt Avenue to the relocated Pleasant Run Parkway.

26. (New) Twin Aire Road: Two-lane road from Trowbridge Street to Leeds Avenue.

17. Extension of Dearborn Street: Two-lane extension of Dearborn Street south from English Avenue to Hoyt Avenue.

Figure 3.9

Proposed Parker Avenue Section PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 63

Concept 1: CJC Focus Multi-Modal

2 Bus Stops/Shelters 3 Shuttle Service 4 Pleasant Run Promenade

Sherman Dr.

Rural St.

1 Keystone Cycle Track

Clayton Ave.

5 Sidewalks (not mapped)

MULTI-MODAL IMPROVEMENTS In order to provide a variety of transportation options to businesses, customers and residents in the area, other multi-modal improvements are needed. Based on the input from the public and the existing conditions of the area, the following improvements are recommended as shown on Figure 3.10. Cross sections of multi-modal improvements are show in Figures 3.11, 3.12, 3.13, and 3.14.

1. Keystone Avenue: Cycle track from Southeastern Avenue to Pleasant Run Parkway. 2

English Ave.

2. Enhanced Bus Stops / Shelters: Transit stops should be enhanced with a bus pull-off and shelters to accommodate the new 15 and 30 minute bus routes. These routes are critical to secure the mixed-use zoning needed to support the Village Center and CJC. These enhanced stations are located at English Avenue at LaSalle Street, and Rural Street at Pleasant Run Parkway.

4. Pleasant Run Promenade: A new multi-use promenade connection would be established from the existing Pleasant Run Greenway which currently ends at Keystone Avenue, is proposed to run adjacent to Pleasant Run Creek through the Pleasant Run Crossing site, and connect to the existing Pleasant Run Greenway that is located at Christian Park on English Avenue.

3. Shuttle Service: Two shuttle service routes should be provided. One route on Rural Street from the CJC to the Blue Line on Washington Street and another route from the Transit Center to the CJC via Southeastern Avenue.

3 2

Hoyt Ave. 4

Av e

Prospect st.

Figure 3.10 Multi-Modal Projects Summary P 64 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

Figure 3.11 Proposed Keystone Avenue Section PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 65

5. Sidewalks: Missing sidewalk segments and those identified as in need of repair in the infrastructure existing conditions report should be placed in the Cityâ&#x20AC;&#x2122;s capital improvements program to complete the network, upgrade the curb, ramps, and sidewalks to be ADA compliant. All roads and new development should contain external and internal ADA compliant curbs, ramps and sidewalks. No waivers should be given by the Indianapolis Metropolitan Development Commission from this requirement. These improvements are not mapped in Figure 3.10 because the overall map scale, the projects would not be visible.

Figure 3.13 Proposed North Rural Street Section

Figure 3.12 Proposed South Rural Street Section P 66 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

Figure 3.14 Proposed Southeastern Avenue Cycle Track Section PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 67

Rural St.

Concept 1: CJC Focus infrastructure

Sanitary Sewer Water

Clayton Ave.

English Ave.

Storm Sewer

NON-TRANSPORTATION INFRASTRUCTURE IMPROVEMENTS Based on the development program for Concept 1, certain non-transportation infrastructure elements were modeled to determine the improvements needed to support the new development. These improvements include the following as shown on Figure 3.15, Non-Transportation Infrastructure Projects Summary. Each section is represented by colors indicated on the map and correspond with sanitary sewer, water, and storm sewer improvements. SANITARY SEWER

Hoyt Ave.

1. Pleasant Run Crossing: 15” sewer from CJC to Prospect Street and 8” sewer from institutional and flex spaces to Prospect Street.

2. Pleasant Run Crossing North: 10” sewer to Southeastern Avenue.

Av e

3. 18” trunk sewer to 48” Pleasant Run Interceptor; 12” sewer to Twin Aire and 10” sewer to Pleasant Run Crossing South. 4. Prospect Place East: 15” trunk sewer to Prospect Street. 5. Prospect Place West: 8” sewer to Prospect Street. 6. Village Center East: 10” sewer to English Avenue. 7. Village Center West: 8” sewer to Pleasant Run Interceptor.

WATER

TELECOMMUNICATIONS

8. Pleasant Run Crossing: 12” diameter main loop from Prospect Street.

17. Proposed installation of underground conduits to accommodate new telephone and cable service for the Pleasant Run Crossing site. As new sites are developed, existing services will need to be placed underground at the developers cost.

9. 12” diameter main along proposed section of Gray Street from English Avenue to Southeastern Avenue and stub to buildings in Pleasant Run Crossing North. 10. Pleasant Run Crossing South: 12” diameter main stub from Pleasant Run Parkway N Drive. 11. Prospect Place East: 12” diameter main loop from Prospect Street. 12. Prospect Place West: 8” diameter main stub from Prospect Street. 13. Twin Aire: 12” diameter main loop along the relocated Pleasant Run Parkway and Rural Street from Keystone Avenue and Hoyt Avenue. 8” diameter mains through the site. 14. 12” diameter main along proposed section of Lasalle Street connecting to English Avenue and Southeastern Avenue and stubs to Village Center East.

DRAINAGE 18. Storm Water: Proposed construction of new 12” to 42” storm sewers for all new roads and buildings in the development, discharging to Pleasant Run Creek. 19. Floodplain: Work with the Indiana Department of Natural Resources and the Federal Emergency Management Agency to restudy flood model. The floodplain map should be updated based on the outcomes of the study. Additionally, evaluate whether bridge replacements at Prospect Street or Southeastern Avenue are viable options to mitigate flooding in these areas.

15. Village Center West: 12” diameter main from English Avenue to Rural Avenue. GAS 16. Proposed 20” distribution line from the existing 20” stub on Prospect Street and heading northwest along the railroad tracks toward South Keystone Avenue.

Prospect st.

Figure 3.15 Non-Transportation Infrastructure Projects Summary P 68 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 69

Concept 1 Project Cost-Benefit Analysis Overcoming Cost Challenges At a policy level, national trends highlight the practical challenges of encouraging infill redevelopment along existing older commercial corridors and industrial sites. Long-standing challenges that have been in place well before the impact of the “great recession” include: •

Difficulty of getting financing for projects

•

Constraints created by smaller parcel sizes and older buildings

•

Perceptions of increased risk

•

Delays created by extended entitlement and development review policies

Reflective of the real challenges of effecting change in these areas, a number of successful policy responses have emerged: •

Building public consensus and involvement upfront

•

Identifying important sites and securing preliminary entitlements for their redevelopment

•

Improving the appeal of infill sites with targeted infrastructure and access improvements

•

Selective site acquisition and building demolition

•

Marketing infill sites aggressively

•

Development of enhanced corridor transit

Total Project Development Costs Total Economic Benefit

-$1,030,138,178 $1,749,582,000

Net Economic Benefit

$719,443,822

20-year New Sales, Income, Other Tax Revenue

$118,146,000

20-year New Property Tax Revenue Private sector Asset Sale Values Net Benefit (Financial-Economic-Fiscal) Table 3.2

$74,853,000 $510,893,000 $1,423,335,822

Community Employment Benefits

Community Employment Benefit While the economic impact model estimates the number of jobs generated by the investment in the area’s infrastructure and built environment, these construction period impacts are finite as they are tied to the length of construction activities. When the building program is complete, the impact ends. In order to gain a more complete picture of the scale of employment that may be sited in the Neighborhood Study Area, the operating period (i.e., long-term) employment impacts are modeled based on the concept’s development plan. By using benchmark rates of square feet per employee by type (office, retail, industrial), this analysis estimates the number of permanent workers who would be housed in the Neighborhood Study Area in Concept 1 at between 2,900 and 3,000 long-term workers by 2035, in addition to the roughly 600 jobs tied to public sector development.

While these local jobs would be beneficial to the area, it is important to note that they are not necessarily net new jobs—they may be partially composed of relocations from other parts of the city or county. In simple terms, between 2009 and 2016, Marion County has seen a total increase of 44,000 jobs, which has supported a net increase of 15.9 million in occupied retail, office, industrial, and flex space. Clearly, for Marion County to continue to sustain this pace of job creation, locations such as the Twin Aire Great Place need to play a role, given that there is a limited amount of “shovel-ready” development land across Marion County—roughly 1,100 acres for industrial and commercial use according to the State of Indiana. Of this total, about 800 acres remains in two locations (Ameriplex and Indianapolis International Airport). Within the Interstate 465 loop, the Pleasant Run Crossing site is one of the largest contiguous parcels remaining to support development, along with the GM stamping, Navistar, Ford/ Visteon, and Carrier Bryant; none of these sites are considered “shovel ready”. Additional Public Share Allocation Baseline

Project costs for Concept 1 have been estimated at roughly $1 billion, to be shared by the public and private sectors (Table 3.2, Community Employment Benefits). The ripple effects of this direct investment throughout the local economy total an estimated $1.7 billion, resulting in a net economic benefit of $719 million. In addition to the economic activity related to and supporting construction activities, this includes the wages and household spending of a cumulative 12,530 full-time equivalent jobs over the construction period 2018-2035.

50%

70%

90%

(60,690)

(40,686)

(28,385)

(16,878)

(7,168)

Public Infrastructure/ Land Costs

(65,112)

(84,149)

(95,805)

(106,864)

(116,575)

(472,883)

(452,879)

(440,578)

(429,072)

(419,361)

519,665

25,495

6.0%

7.6%

8.6%

9.8%

10.8%

Disposed Value of Private Development Opening Year NOI of Private Development Figure 3.16 Concept 1 Construction and Permanent FTE Jobs annually

30%

Private Infrastructure/ Land Costs

Total Private Costs

In turn, this boost in area economic activity is expected to generate increased fiscal revenues. Through 2036, the project could generate an increase of $118 million in sales, income, and other tax revenue, and $74.9 million in property tax revenue. Combined with the net economic benefit, these tax revenues could potentially offset the initial public investment in infrastructure. After one considers the forecasted private sector disposal value of $511 million for the private development components, the bottom line of Concept 1 is estimated at a total net benefit of $1.4 billion. P 70 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

The significance of these employment impacts on a community like the Twin Aire neighborhood cannot be overstated. As a “Severely Distressed” census tract under the New Markets Tax Credit program, the local community experiences a high poverty rate, as macroeconomic trends have negatively impacted many manufacturers that once employed local residents. In 2014, there were 1,824 jobs within the Neighborhood Study Area, having decreased 5.5% annually since 2004. Based on the estimates, Concept 1 could potentially more than double that number to about 5,000-5,500 jobs housed in the area by 2035, an increase of about 6% annually. These jobs can be expected to combat the local unemployment problem.

Private IRR Table 3.3

Allocation of Costs

Allocation of Costs The ARI Strategy must acknowledge that a majority of existing on-site and offsite infrastructure that serves the area is in need of reinvestment. While it is not unusual for developers to absorb a majority of ordinary costs for on-site infrastructure (i.e. utility connections, landscaping, paving, limited site grading), a typical developer will struggle to absorb extraordinary on- and off-site infrastructure costs related to wholesale replacement of dated infrastructure, as well as major site grading, environmental remediation, and provision of structured parking. Table 3.3, Allocation of Costs, reinforces this point, showing how private sector return on investment can become attractive (greater than 8% internal rate of return) based on allocation of public and private infrastructure costs. To be clear, for any infill project to be “feasible,” public and private reinvestment costs need to be in balance with returns. For the public sector, payback on initial infrastructure investment comes in two ways: first, through identification of broader economic and fiscal benefits; these are identified in the following pages. Second, through use of tools that can offset gaps in financial performance: •

Prioritization of City Capital Improvement Program (CIP) dollars

•

Use of Tax Increment Financing (TIF), i.e. growth in property values above a base year for a specific geography surrounding Pleasant Run

•

Advertising, Sponsorship and Naming Rights

•

Infrastructure grants from US Dept. of Commerce, Economic Development Administration, such as Promise Zone awards

•

Parking revenues from metered on-street or structured parking fees

•

Establishment of a special benefit district supported by additional Property Tax assessments to fund or offset costs for infrastructure.

•

Collected stormwater utility fees to fund infrastructure improvements

•

Publically-owned properties can be ground leased for third party development, generating annual lease revenues, as well as payment in lieu of taxes.

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 71

Assumptions The economic, fiscal, and financial components of this analysis rely on a common set of assumptions that are outlined below. Furthermore, the outputs of the three models inform and guide one another. Construction costs generated in the financial model are the direct impact that catalyzes the ripple effects modeled in the economic and fiscal impact analysis. The scale and timing of the potential tax revenue and wage and job impacts of the project in turn inform the public ROI in infrastructure and services to support the project. This section identifies the assumptions that are common across all parts of the cost-benefit analysis. Figures 3.4 through 3.11 illustrate the assumptions discussed below.

INFRASTRUCTURE AND LAND COSTS Infrastructure and land costs have been derived from the relevant study reports regarding infrastructure costs and land acquisition cost. Infrastructure cost breakdowns are included in the Implementation section of the ARI strategy while land acquisition estimates are below. •

Currently only non-Citizens controlled land is estimated for the cost of land acquisition. Number Number Parcels Owners

2016 Assessed Land Value

2016 Assessed Improv. Value

2016 Assessed Total Value

•

Developers pursue and develop specific sites independently with phasing driven by forecasted market demand. All developers look to sell properties three years after opening.

Dev Block

•

Costs are allocated between the public and private sector, with the public sector covering the civic development and a share of the infrastructure costs. Public funding would come from a variety of sources but is not detailed within the financial model.

Village Center West

$1,182,100

$2,043,900

$3,226,000

Village Center East

$1,009,411

$1,302,900

$2,312,311

•

Sites not controlled by Citizens (in Village Center West and Village Center East Sites) are acquired at their 2016 total assessed value early in the project life cycle. Other land acquisition strategies exist if this proves not viable. On-site infrastructure costs are split proportionally between the public and private sectors based on share of site building development costs. Sensitivity tests identify the likely share of costs needed to make private development viable. Off-site infrastructure costs—including roadway and some utilities— are assigned to the public sector. The real estate assumptions (costs and rents) are in today’s dollars, escalated in the model to reflect inflation, appreciation, and anticipated impacts of CJC development and market trends. Construction costs and base rents have a long-term nominal escalation rate of 2.5%. Escalation catalyzed by construction activity appears in line with the delivery of the CJC, major infrastructure, or other amenities, and is outlined in greater detail in Appendix 3.

•

All-in construction costs include soft costs (design fees, PM/CM, approvals, etc.) estimated at 15% of hard construction costs, with additional 10% contingency.

•

Rents are set at a premium to existing neighborhood benchmark but below nearby competitive areas like Fountain Square.

P 72 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

Table 3.4

Parcel Acquisition and Consolidation Summary

Village Center West and Village Center East include multiple owners and existing retail tenants. While it is possible the announcement of the CJC and the development of Concepts 1 or 2 could make these estimates more optimistic, additional more complicated strategies are potentially possible that can defray additional costs. •

Incorporating existing ownership into a new development entity for those that wish to participate.

•

Certain parcels or portions could be deferred, in particular Village Center East, to allow existing owners to coordinate use within the plan. The far west edge of Village Center East is relatively similar to the existing use and not assumed to be redeveloped until later in the plan. This redevelopment could be carried out by existing owners driven simply by market forces.

•

Coordinating with existing tenants that expect to stay, such as Kroger and McDonalds, would allow their construction program to be coordinated and make the existing owner the “private developer” assumed in our analysis for that portion.

Infrastructure costs for the purpose of the financial model consist of both onsite costs allocated to specific sites and off-site costs not allocated to a specific site. For the purposes of the financial analysis related to private development, off-site costs are not included in the private financials. These infrastructure costs are categorized as: •

Roadways – All work to change or improve roadways is assumed to be a public cost not borne by private developers of sites.

•

Utilities – Utilities include storm sewer, sanitary, sewer, water and other utility construction costs. Most of these costs fall within specific sites while a portion is categorized as off-site, beyond the boundaries of the proposed sites. On-site utility costs are assumed to be paid by the developer of the site.

•

Site Design & Site Works – These are costs to prepare the sites for construction, provide landscaping and paving along with other basic site design work. These costs are all allocated to the specific sites

When sites include both private and public uses, the allocation of infrastructure is based on the ratio of construction costs between the public and private sector use. (e.g. with $150 million in public construction costs, $50 million private costs, infrastructure costs would be allocated 75% to public and 25% to private) •

Separately the model incorporates the more short term analysis of the impact of growing demand to the east of the neighborhood for residential as well as the broader impact of new demand from the CJC and value created from creating a more defined Village Center that can be a draw to the broader community. Therefore, additional escalation of rents / values is built in to the model with escalation occurring from 2019 through 2022 in line with the delivery of the CJC and the major adjustment of roadways, green space, and other infrastructure. •

Residential: Rental growth of 20-25% is factored bringing rents by the mid2020’s to a range that is still 15-20% below the benchmarked figures from Fountain Square.

•

Retail: Rental growth of 15-20% over from 2021 is linked with both the addition of the CJC and the creation of the Village Center concept

•

Office & Industrial (Flex): Additional rental growth of 10-12% are a near term impact of the Village Center development (and CJC-related office demand) and as growing demand for in-city flex industrial space. As highlighted in the Stage 1 analysis, a severe lack of industrial land is available within Marion County, in particular, in the central area within 465.

One exception to this format is Pleasant Run Crossing South. Due to the limited development on this site and the relatively low overall construction budget compared with the infrastructure costs, it is not realistic to expect the private use (industrial) to pay a proration of the estimated costs. Therefore, private contribution to infrastructure costs is assumed to be 10% of the private construction costs with the remainder kept as public costs.

GENERAL All assumptions summarized for each real estate use are in 2017 dollars unless otherwise stated and do not include escalation due to the time of construction start. All-in construction costs are inclusive of design fees, PM/CM, approvals etc. These costs are exclusive of site specific infrastructure and land acquisition costs. For most uses, soft costs are estimated at 15% of direct hard construction costs with an additional 10% contingency added. Long term escalation is currently assumed consistent across all categories. Nominal escalation rates are: •

Construction Costs: 2.5% per annum

•

Retail, Residential, Industrial, and Office rents: 2.5% per annum PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 73

Apartment Assumptions Today’s Rent ($/sf) Achieved Rent (Post-CJC, $/sf)

$1 to $1.4 $1.35 to $1.89

Cap Rate

6.25%

All-in Construction ($/sf) Table 3.5

$111 to $133

Apartment Assumptions

Townhome Assumptions Today’s Net Sale Value ($/sf)

$166.08

Achieved Net Sale Value (Post-CJC, $/sf)

$224.53

All-in Construction ($/sf)

$139.15

Table 3.6

Townhouse Assumptions

Achieved Rent (Post-CJC, $/sf)

$11 to $14.5 $13.75 to $18.13

Cap Rate

7.25%

All-in Construction ($/sf) Table 3.7

$116 to $179

Retail Assumptions

Office Assumptions Today’s Rent ($/sf) Achieved Rent (Post-CJC, $/sf)

$15 to $18 $18.75 to $22.5

Cap Rate

7.00%

All-in Construction ($/sf) Table 3.8

FLEX INDUSTRIAL All industrial buildings categorized in Concept 1 are assumed to be flex space with higher construction costs and higher rents than light industrial or warehouses.

Flex Industrial Assumptions

Values achieved for all residential components are assumed to be at a premium to the existing benchmarks in the neighborhood, but below nearby competitive benchmarks such as Fountain Square. Rents and values for new construction commonly need to be at a premium to existing stock.

All rents are assumed to be triple-net with primarily single tenant buildings.

Cap Rate

6.50%

All-in Construction ($/sf)

$94.88

Rents differ between building types and locations with the low-rise apartments assumed as the cheapest while those apartments within mixed-use spaces in the Village Center achieving the highest rents.

CIVIC DEVELOPMENT Civic development costs are estimated primarily for the purpose of the economic and fiscal impact analysis. Cost estimates are based on physical plan in the Concept proposed and the square footage estimated. These estimates are not aligned with any other source of cost estimates (in particular for the CJC).

Assumed values achieved for townhomes imply a sale value of $250,000 to $380,000 depending on the size. Again this is at a discount to more established neighborhoods nearby, but a premium to existing stock. Intended buyers would not be competitive with those for vacant lots or existing single family homes. RETAIL All retail rents are assumed to be triple-net. Operating expenses are assumed negative for some mixed use buildings because the future developer could recover expenses and taxes from the tenant through Common Area Management charges.

Retail Assumptions Today’s Rent ($/sf)

RESIDENTIAL All residential development, excluding the townhomes, are assumed to be for rent.

$133 to $139

Office Assumptions

The highest rents are assumed to be achieved within the Village Center area and in particular at the ground floor of the CJC offices.

Building typologies are displayed as mostly industrial sheds split between 3-4 tenants. Actual split is flexible and likely the buildings will be consolidated between fewer tenants.

Unlike other development uses, a 15% contingency has been added to the unit costs assumed to account for the complexity of these civic projects and higher likelihood of overruns. This is built into the all-in cost range displayed below. STRUCTURED PARKING Structured parking is primarily distinguished between below ground and above ground parking for costs. All parking is currently benchmarked to achievable monthly rates although some structures could earn higher incomes through daily fees.

Today’s Rent ($/sf)

$7.00

Achieved Rent (Post-CJC, $/sf)

$8.75

Table 3.9

Flex Industrial Assumptions

Civic Assumptions Hard Construction Costs ($/sf)

$125 to $302

All-in Construction ($/sf)

$165 to $400

Table 3.10

Civic Assumptions

Parking Assumptions Achieved Monthly NOI ($/space) Cap Rate

6.00%

All-in Construction ($/sf) Table 3.11

$63.75 $55 to $66

Parking Assumptions

Built into the all-in construction costs are Tenant Improvement (TI) costs that vary from $10 to $40 per square foot of rentable built area. These are costs paid by the developer to cover a portion of the Tenant’s fit out and encourage them to sign a longer term lease and pay an attractive rent. The TIs are assumed most expensive for the prime retail spaces within the CJC offices and around the Village Center. OFFICE Office assumption for the CJC-linked office are assumed to differ from other potential tenants. A significant portion of the building will be committed by a long term tenant (for which the building is purpose built) and therefore not subject to tenant turnover or marketing expenses. Other mixed use offices within the Village Center are expected to have a lower rental rate with more typical marketing expenses and vacancy allowance. Cap Rates benchmarked are often higher than the 7% assumed however, the expectation again is that the value of the office asset will be more in line with prime offices due to the security of the lease and the continued need for proximity to the CJC.

P 74 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 75

Economic Impact Overview Economic impacts can be described as the sum of economic activity within a defined geographic region resulting from an initial change in the economy. This initial change, also referred to as the direct impact, spurs a series of subsequent indirect and induced activities. Households, businesses, and government are connected in a complex web of interdependent relationships based on producing, selling, purchasing, and taxing goods and services. An initial change in one of these creates ripple effects through the others.

input-output models The inter-industry relationships and the multiplier effects in the regional economy are captured in an input-output (I-O) model. This model estimates how effects in one industry will impact other sectors, as well as the share of each industry’s purchases that are supplied by firms within the economic region being analyzed. The I-O model developed by IMPLAN was used to trace how the initial investment circulates throughout the Indiana economy. For more than 35 years, IMPLAN has been widely used across the United States by government offices, non-profit agencies, industry associations, and private entities to prepare location-specific economic impact analyses. IMPLAN’s database includes state, county, and zip code level data for 536 industrial sectors and the ways in which those sectors interact with each other, with households, and with government agencies.

•

Direct Impact results from an initial change in the economy such as construction costs, the operating revenues from a new business, or jobs created.

•

Indirect Impacts result when the suppliers to the companies initiating the direct impacts purchase goods and services.

•

Induced Impacts result from the employees purchasing goods and services for their households from the wages they earn.

IMPLAn economic impact multipliers The IMPLAN model generates the following types of impact multipliers:

•

Total Impact is the sum of the direct, indirect, and induced impacts.

•

Output: This is the total value of goods and services produced across all industry sectors and all stages of production in the study area.

•

The indirect and induced impacts are often referred to as the multiplier effect. The size of this depends on the region in which the impacts occur and the nature of the economy within the region. Larger regions that have most of their needs met locally have larger multiplier effects. In the case of the development plans under analysis, the direct impact is the construction costs of the Pleasant Run Crossing project concepts—typically labor and materials. Indirect impacts would include the goods and services that go into the labor and materials, such as increased operating costs for supplier firms, higher utility fees to meet production demand, or the cost of raw goods that are processed into construction materials by Indiana firms. Finally, when workers spend their wages in the local economy, such as at local grocery stores, daycare providers, or lunch restaurants, this increased spending is the induced impact.

•

Annual

Direct

Indirect

Induced

Total

412

104

169

685

Wages

$28,889,000

$2,668,000

$3,385,000

$33,942,000

Output

$56,920,000

$17,950,000

$22,330,000

$99,200,000

Jobs (FTE)

Table 3.12

Average Annual Economic Impacts

Cumulative and Average Annual Economic Impacts Preliminary cost estimates (excluding land acquisition) point to a total investment of roughly $1 billion in new infrastructure, as well as residential and commercial development. The model assumes that all construction materials for the project are available from in-state suppliers. This $1 billion investment has the potential to directly generate roughly 7,400 cumulative full-time equivalent construction jobs over the construction period, supporting roughly $502 million in wages. As this analysis is on an FTE basis, the actual head count of construction workers will vary from year to year and the cumulative head count of workers could be greater. Factoring in indirect and induced impacts over the 18-year construction period, anticipated construction investment has the potential to support about 12,300 cumulative jobs, roughly $611 million in wages, and $1.7 billion in total output. These impacts reflect the benefit of the project on the state of Indiana. Looking at those numbers from an annual basis, the project has the potential to directly generate roughly 410 annual FTE (Full Time Equivalent) construction jobs during the construction period, supporting nearly $28 million in wages in a given year. When most of the civic space in Pleasant Run Crossing and office space in Pleasant Run Crossing North is being built between 2018 and 2021, the project may employ 900-1,700 FTE construction workers each year. After this period, employment is typically 200 or fewer FTE jobs annually.

Figure 3.17 Concept 1 FTE Jobs Annually

Factoring in indirect and induced impacts over the construction period, anticipated construction investment has the potential to support about 700 FTE jobs annually and $34 million in annual wages. The total economic impact is estimated at an average $99 million annually.

It should be noted that each economic impact analysis is unique resulting from differences in the I-O model used, definition of the economic region, data sources, assumptions, time frame of the analysis, among other factors. Therefore, comparisons across studies, even of seemingly similar impacts, are very complicated and should be done with considerable caution.

Figure 3.18 Concept 1 Cumulative Economic Impacts Annually P 76 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 77

fiscal impact Sales, income, other tax impacts The IMPLAN model further estimates potential project fiscal benefits to local and state units of government based on the direct impact (i.e., the $1 billion in construction costs), and fiscal and economic conditions specific to the study area. These include anticipated sales, income, and other tax revenues, as shown in Table 3.12, Project Tax Revenue by Type. Between 2021 and 2036, the project is estimated to generate an additional $65 million in sales taxes, $37 million in income taxes, and $16 million in other taxes, for a total of $118 million. Annually, this translates to $1.9 million sales tax revenues, $1.1 million income tax revenues, and $0.4 million in other taxes, for a total of $3.4 million on average each year.

Avg Annual

Cumulative

Sales Tax

$1,868,000

$65,420,000

Income Tax

$1,062,000

$37,210,000

$443,000

$15,520,000

Other Tax Table 3.13

Project Tax Revenue by Type

Property Tax Revenue Table 3.14

Avg Annual

Cumulative (2021-2036)

$4,678,000

$74,853,000

Property Tax Revenue Total

For context, in fiscal year 2016 the City of Indianapolis received roughly $302 million in non-property tax revenue (e.g., wheel tax, county & local option income tax, other taxes). The largest component was the local income tax with $267 million in FY 2016. There is no local sales tax in Indianapolis, though a portion of state sales tax revenues is distributed via a formula to help fund local governance. Total tax revenues were just over $600 million the same year, the other half comprising property tax revenue.

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To put these figures in perspective, the city received $300 million in property tax revenues in fiscal year 2016 according to its Consolidated Annual Financial Report. For the Indianapolis Center Township, roughly 28% of the property tax rate is assigned to the Consolidated City. Other large taxing authorities include the school district at 37% and the County at 15%. It is important to remember that the estimated potential tax revenue will be distributed to different authorities, but when one combines all of the different potential fiscal benefits of the project (property tax, sales tax, income tax), there is a potential cumulative $195 million to counterbalance public outlay in infrastructure costs and increased public services. Figure 3.19 illustrates the potential annual fiscal benefit across all tax categories. There is a peak in sales and income taxes in the early years when major construction work in infrastructure and the CJC is being completed. With construction phased at regular intervals to meet growing demand, these construction-related tax revenues also remain relatively stable in later years, as buildings also begin paying property taxes.

Property Tax Impact To estimate the taxable assessed value of the programmed development, the average assessed values per square foot (by land use type) for recently constructed properties in Indianapolis were applied to the phased program. Assessed values are reflective of current downtown and adjacent market trends, thus the Design Teamâ&#x20AC;&#x2122;s current estimate of potential property tax proceeds is seen as speculative. These values were escalated consistent with real estate appreciation and the influence of major construction events, such as the CJC or Community Center. These property tax impacts need to be viewed with the understanding that aggregate assessed values in Marion County have only recently stabilized and started to grow. By 2036, the incremental taxable property value could stand at $354 million, based on current conceptual phasing plans tied to future years of occurrence. By applying the tax rate for Indianapolis Center Township to this new taxable property, we can estimate annual property tax revenues for the local taxing entities. The 2017 rate is $2.6127 per $100 in assessed value, and the circuit breaker tax rate of 2% was applied to the rental residential properties. Consistent with a conservative approach, tax rates and policies are held constant over the forecast period.

The average annual property tax revenue from 2021 to 2036 is estimated at $4.7 million annually, with an order-of-magnitude cumulative total of up to $74.9 million in property tax revenues. This property tax estimate has direct bearing on potential TIF proceeds.

Figure 3.19 Concept 1 Estimated Potential Tax Revenue Annually

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 79

Overall Project Summary ($ ‘000)

Introduction This Financial Analysis is based on the program of development in Concept 1 with an emphasis on determining the conceptual financial viability of private development at a development site level as well as a separate estimate of economic impact for the overall Pleasant Run Crossing and Twin Aire Great Place plan. Therefore the analysis develops a cost and phasing estimate for all proposed uses and supporting infrastructure while focusing the analysis of financial performance on specific project components intended for a developer.

Infrastructure

Land Acq.

(1,030,138)

(903,170)

(121,430)

(5,538)

Public Costs

(557,255)

(490,977)

(65,112)

(1,166)

Private Costs

(472,883)

(412,193)

(56,318)

(4,373)

Total Costs

Disposed Value of Private Development Opening Year NOI of Private Development

519,665

5.4%

Private IRR

6.0%

Site Summary ($ ‘000) Total Costs

6.2%

Assumed Phasing Concept 1 is driven by a significant civic program with the CJC being delivered in 2021, a few smaller facilities in 2020 and the Community Center assumed to open in 2022. This triggers a linked office development (in Pleasant Run Crossing North) and substantial structured parking as well as spurring additional residential and retail development.

800

129,207

(87,228)

(16,774)

(2,312)

(87,228)

(16,774)

(2,312)

329

6,758

Townhomes Sold

N/A

Multifamily Sold

46,049

(39,747)

364

2,570

6.5%

Retail Sold

49,855

(26,867)

303

3,215

891 12.0%

Office Sold

N/A

Civic

800

Parking

Retail Industrial

891

Civic Parking

549

400

475

200

N/A

18,161

(20,614)

19,022

974

400

1,202

Office

Parking Sold

Private Infrastructure & Land Costs 1,439

Residential

Industrial Sold

235

Initial200 Yield on Building Costs

7.7%

Initial Yield on All Costs 0

6.4%

Nominal Profit Table 3.17 400 350 300 250 200 150

Figure 3.20 Overall Project Cumulative Development by Year

100

Some retail development (or renovation of existing boxes) is assumed post-CJC opening, but the primary mixed use development planned is delayed until 2030. At this stage, other sites have been completed.

•

Infrastructure costs are significant for this site at almost 20% of building costs.

•

Village Center East contains a significant amount of stand-alone retail that is relatively low cost and provides attractive yields. The mixed-use concepts with higher construction costs and integrated retail with residential have lower yields but could still be potentially viable, dependent on costs to provide supporting infrastructure.

•

The scale of structured parking has a negative impact on the overall performance; however, with greater daily parking demand from the village center, achieved parking income could improve. Structured parking could also be considered for public investment.

7.7%

1,202

N/A

549

4.7%

475 235

2018 2019 2020 2021 2022 2023 2024 2025 Private IRR 5.3%2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037

2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037

29,243

Village Center East Block Performance

Cumulative Development by Year (GBA, ‘000 sf)

Residential Retail Office Industrial Civic Parking

Cumulative Development by Year (GBA, ‘000 sf) 400 Natural residential demand growth combined with this civic program triggers a relatively rapid Residential 350 increase in residential product built from 2020 to 2025 with staggered additional developments Retail 300 through 2035.Office Industrial and retail supply growth is assumed to be more staggered. New retail is 250 combined with minor additional office space towards the end of the project phasing plan. Industrial 200 Significant structured parking is required to achieve the proposed program which has a negative Civic 150 impact on theParking financial performance.

(17,615)

•

1,439

(87,228)

Industrial

Village Center East Village Center East site is primarily delayed until later stages of the project based on the need for supportable demand for proposed uses as well as the existing retail operations across most of the site.

Initial Yield

114,065

Office

1,200 1,000

600

(106,314) (106,314)

Retail

Thousands

The current IRR and payback period demonstrate that with the current infrastructure burden placed on the private sector, it is not yet viable for securing private interest. While certain sites do have the potential to develop independently, overall performance is dependent on identifying sources for funding of infrastructure improvements. This is identified in the sensitivity analysis on page 93.

1,000

Land Acq.

Public Costs

Total Private Development 1,400

Cumulative Development by Year (GBA, ‘000 sf )

1,200

Infrastructure

Private Costs

Residential

600

1,400

Buildings

Private Disposal Value 102,231 Table 3.16 Village Center East Block Summary

Nominal Payback Period 15 years Table 3.15 Overall Project Cost Summary

1,600

Total

Cumulative Development by Year Unit (GBA, ‘000 ) Private Development Details Value at sf Opening Year Disposal Value Building Costs 1,600 ($ ‘000) Sale ($/RBA) NOI

25,495

Initial Yield on Cost Nominal Profit

Thousands

The disposed value (Table 3.14) of private development is in the year of occurrence. Opening Year NOI and Initial Yield are intended to provide a useful reference across the timeline to match anticipated costs incurred to the stabilized income generated immediately following construction.

Buildings

Thousands

overall project performance Over half the building costs in the Concept 1 plan are related to civic development or public sector projects, which generate significant additional economic benefits and demand generation. Similarly, approximately half of the infrastructure costs are generally related to off-site district-wide improvements or costs specifically related to civic projects and assumed borne by the public sector.

Total

Thousands

Financial Model

2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037

Figure 3.21 Village Center East Cumulative Development by Year

100 50

P 80 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037

usands

180 160 140

Cumulative Development by Year (GBA, ‘000 sf) Residential Retail Office

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 81

Parking

250 549

600

•

Despite a portion of infrastructure costs being addressed via the public civic component (Community Center), the private allocated infrastructure is still over 30% of private construction costs. Similar to other sites, public funding solutions for greater portions of this are likely necessary. Village Center West also faces complexity regarding existing ownership and tenants (in particular the Kroger and related strip mall along with the McDonald’s). Efficient solutions are needed for integrating these tenants into future plans. The proposed retail and mixed-use program provides attractive potential yields that could entice private development with the appropriate public support.

Land Acq.

(59,906)

(46,955)

(9,725)

(3,226)

Public Costs

(26,676)

(21,996)

(3,514)

(1,166)

Private Costs

(33,231)

(24,960)

(6,211)

(2,060)

Total Costs 0

235

Cumulative Development by Year Unit (GBA, ‘000 Private Development Details Value at sf) Opening Year Disposal Value Building Costs 400 ($ ‘000) Sale ($/RBA) NOI Residential

Total 350 Private Development Retail 300 250 200

Total Costs 0

100

Initial Yield

34,518

(24,960)

232

2,110

N/A

Multifamily Sold Industrial

8,335

(6,457)

242

465

7.2%

Retail Sold

20,014

(12,864)

221

1,260

9.8%

Parking Office Sold

6,168

(5,638)

259

385

6.8%

Industrial Sold

N/A

Parking Sold

N/A

50 0

8.5%

Initial Yield on All Costs

6.3%

Private IRR

4.3%

Nominal Profit

7,345

Table 3.19

Buildings

Infrastructure

Land Acquisition

(492,791)

(473,187)

(19,604)

(481,111) 2018 2019 2020Public 2021 Costs 2022 2023 2024 2025 2026 2027 2028(461,972) 2029 2030 2031 2032(19,140) 2033 2034 2035 2036 2037 0 Private Costs

(11,680)

Private Development Details ($ ‘000)

(11,215)

Disposal Value Building Costs

Total Private Development

13,459

Townhomes Sold Cumulative

Private Infrastructure & Land Costs 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 (8,271) Initial Yield on Building Costs

Total

(465)

Private Disposal Value 13,459 Table 3.20 Pleasant Run Crossing Block Summary

Townhomes Sold Office Civic

150

180 160 140 120 100 80 60 40 20 0

2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037

Private Disposal Value 34,518 Table 3.18 Village Center West Block Summary

Parking

100

Site Summary ($ ‘000)

Village Center West Block Performance

Retail Office Industrial Civic

Opening Year NOI

Initial Yield

153

781

7.0%

(11,215)

0 Development

by 0Year (GBA, N/A ‘000 sf)

Private IRR

8.1%

Nominal Profit

3,993

Table 3.21

Pleasant Run Crossing The Pleasant Run Crossing site is primarily a civic development site with most of the building costs and related infrastructure costs addressed by the CJC project. Only a small flex industry component remains. •

Due to the potential significant investment in the CJC, the remaining infrastructure costs for the private industrial development are minimal (less than 5% construction costs). This makes the private component relatively high performing.

•

Timing of the flex industrial development is delayed to allow for completion of all civic construction, but as a standalone project the performance is attractive—albeit small. Primary concern would be securing an appropriate tenant.

•

Industrial development in Prospect Place West would be a suitable pairing with this development however, that site cannot be developed until the late 2020s due to its use for utility work (DigIndy, page 53).

180 Multifamily Sold 0 0 N/A 0 N/A Residential 160 Retail Retail Sold 0 0 N/A 0 N/A 140 Office Office Sold 0 0 N/A 0 N/A 120 Industrial 100 Industrial Sold 13,459 (11,215) 153 781 7.0% Civic 80 Parking Sold 0 0 N/A 0 N/A Parking 60 Private Infrastructure & Land Costs (465) 40 Initial20 Yield on Building Costs 7.0% 0 Initial Yield on All Costs 6.7% 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037

Pleasant Run Crossing Block Performance

Cumulative Development by Year (GBA, ‘000 sf) Residential

Unit Value at Sale ($/RBA)

Thousands

•

Additional retail development, along with minor offices, are delayed until Twin Aire site residential development is further established and the scale of supportable retail grows. Some existing retail is assumed to be preserved or expanded.

Infrastructure

Cumulative Development by Year (GBA, ‘000 sf) Thousands

•

The Community Center and additional retail and residential are expected to open around the same time of CJC to create the targeted density.

Buildings

200

Thousands

•

Total

Civic

150

475

400

Site Summary ($ ‘000)

Thousands

Village Center West Along with Pleasant Run North, Village Center West is critical in creating the Village Center concept.

Industrial

200

1,400 1,200 1,000

Parking

Residential Retail Office

800

Industrial

600

Civic

400

Parking

200

2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037

Figure 3.22 Village Center West Cumulative Development by Year

2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037

Figure 3.23 Pleasant Run Crossing site Cumulative Development by Year

1,200

1,000 P 82 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY 800

Residential Retail Office Industrial

Cumulative Development by Year (GBA, ‘000 sf) Thousands

Thousands

Cumulative Development by Year (GBA, ‘000 sf) 1,400

300 250 200 150

Residential Retail Office Industrial Civic

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 83

•

Most of this site is developed in parallel with the CJC and has a current assumed opening date of late 2020, including retail, office and parking. Based on the demand analysis, a minor expansion of the retail and office is delayed until later. With a clear anchor tenant and central location, Pleasant Run Crossing North represents a relatively safe development project. As will be seen with other sites, the cost to deliver significant structured parking with a very low yield pulls down the overall IRR and performance. Other solutions to implement the structured parking (which is necessary to create the denser village center environment) need to be considered.

Disposal Value Building Costs

Total Private Development

71,827

Townhomes Sold Cumulative Multifamily Sold

1,400

Residential Retail Sold Retail Office Sold

1,200 1,000

Office

Unit Value at Sale ($/RBA)

Opening Year NOI

Initial Yield

272

3,943

6.5%

(60,712)

0 Development 0

0 N/A sf) Year (GBA, ‘000 0

N/A

0 0

N/A

19,841

(14,027)

322

1,146

8.2%

38,542

(30,583)

252

2,198

7.2%

Industrial Sold

N/A

Parking Sold

13,444

(16,103)

17,859

599

3.7%

800

Industrial

600

Civic

400

Parking

Private Infrastructure & Land Costs

(4,344)

Initial Yield on Building Costs

6.5%

Initial200 Yield on All Costs

6.1%

Thou

Thousands

Private Development Details ($ ‘000)

Retail

1,000

Office

800

Industrial

Civic Site 600 Summary ($ ‘000) Parking

Total400 Costs

Total

Buildings

Infrastructure

Land Acq.

(23,408)

(17,893)

(5,515)

200

Public Costs

(11,436)

(7,010)

(4,427)

Private Costs

(11,972)

(10,884)

(1,088)

2018 2019 2020 2021 2022 2023 2024 202513,061 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 Private Disposal Value

Table 3.24

Pleasant Run Crossing South Block Summary

Private Development Details ($ ‘000) Total Private Development 300

Thousands

•

Thousands

Pleasant Run Crossing North Pleasant Run Crossing North consists primarily of the CJC linked, but privately developed office complex, and is assumed to include additional supporting retail for the Village Center as well as the CJC.

180 Residential 160 Retail 140 Office 120 Site Summary ($Industrial ‘000) Total Buildings Infrastructure Land Acq. 100 Civic 80 Total Costs (65,056) (60,712) (4,344) 0 Parking 60 Public Costs 0 0 0 0 40 Private Costs (65,056) (60,712) (4,344) 0 20 Private0Disposal Value 71,827 2019 2020 2022 North 2023 2024 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 Table 3.22 2018 Pleasant Run2021 Crossing Block2025 Summary

152

757

N/A

Multifamily Sold

N/A

Retail Sold

N/A

Office Sold

N/A

Parking Industrial Sold

13,061

(10,884)

152

757

7.0%

Parking Sold

N/A

Civic

Private Infrastructure & Land Costs

(1,088)

0 Initial Yield on Building Costs 7.0% 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037

Initial Yield on All Costs

6.3%

Private0IRR 6.3% 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037

Private IRR

5.9%

Nominal Profit

3,238

Table 3.23

Table 3.25

Nominal Profit

25,477

Pleasant Run Crossing North Block Performance

Thousands

Cumulative Development by Year (GBA, ‘000 sf) 300

Residential Retail

250

Office

200

Industrial

150

Civic Parking

100

Due to the scale of the infrastructure costs estimated, only about 10% has been allocated to the private development as the rest is likely related to the new park space and trail and not to the industrial development.

•

Civic uses are assumed to be near-term demands and timed for construction in parallel with the CJC.

•

For industrial, construction is delayed until the mid-2020s as other sites are expected to be utilized for any industrial demand over the next 5-7 years.

Pleasant Run Crossing South Block Performance

Cumulative Development by Year (GBA, ‘000 sf) Residential Retail Office Industrial

Civic

Parking

Cumulative Development by Year (GBA, ‘000 sf) Residential Retail Office

2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037

Figure 3.25 Pleasant Run Crossing South Cumulative Development by Year

Cumulative Development by Year (GBA, ‘000 sf) 1,200 housands

Thousands

120

P 84 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY 80

100

2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037

Figure 3.24 Pleasant Run Crossing North Cumulative Development by Year

100

120

•

50 0

7.0%

(10,884)

Industrial

100

Initial Yield

13,061

Office

150

Opening Year NOI

Townhomes Sold

Retail

200

Unit Value at Sale ($/RBA)

Cumulative Development by Year (GBA, ‘000 sf)

Residential

250

Disposal Value Building Costs

Pleasant Run Crossing South Pleasant Run Crossing South is a large site that largely contains the Pleasant Run Promenade decreasing real estate development. The remaining land is split roughly in half between private and public uses.

1,000 800

Residential Retail Office

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 85

•

A significant portion of the Twin Aire site is developed in the first 7 years of the project plan (by 2025). Townhomes are assumed to be sold at a healthy premium to costs, capturing growing demand shifting from Fountain Square. Rental property has slightly lower returns, but a private developer would likely see upside potential in the achievable rents and the assumed density of the site. Opportunities for improved financial performance could come from rationalizing the structured parking requirement to reduce the cost, reduce the scale, or convert more to surface parking. The structured parking currently pulls down the overall project performance. Despite the structured parking the estimated IRR is over 8% which could be a reasonable starting point for private development discussions.

Total Costs

Total

Buildings

Infrastructure

Land Acq.

(194,762)

(179,467)

(15,295)

Public Costs

Private Costs

(194,762)

(179,467)

(15,295)

2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037

Private Disposal Value Table 3.26 Twin Aire Block Summary Private Development Details ($ ‘000) Total Private Development 120

227,459

Disposal Value Building Costs

Unit Value at Sale ($/RBA)

Opening Year NOI

Cumulative Development by Year (GBA, ‘000 227,459 (179,467) 250 sf)

Initial Yield

8,629

6.6%

Residential Townhomes Sold

73,199

(49,142)

257

129,511

(101,949)

245

7,227

7.1%

Retail Multifamily Sold Office Retail Sold

10,106

(8,041)

265

634

7.9%

Civic

Office Sold

N/A

Parking

100

Office

Industrial

Industrial Sold

N/A

Parking Sold

14,644

(20,335)

17,466

769

3.8%

Private 20Infrastructure & Land Costs Initial Yield on Building Costs

(15,295)

* Parking value displayed is per space not sf of RBA

6.6%

Industrial Site 600 Summary ($ ‘000) Civic

Total400 Costs 200

Parking Public Costs

Total

Buildings

Infrastructure

Land Acq.

(39,113)

(28,890)

(10,223)

Private Costs (39,113) (28,890) (10,223) 0 0 Private Disposal Value 34,670 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 Table 3.28 Prospect Place East Block Summary Private Development Details ($ ‘000) Total Private Development Thousands

•

Private infrastructure costs are about 11% of total building costs, which is in line with typical development costs.

Retail

800

80 70 60 50

Disposal Value Building Costs

Unit Value at Sale ($/RBA)

Opening Year NOI

Initial Yield 6.6%

34,670

(28,890)

137

1,902

Townhomes Sold

N/A

Multifamily Sold

N/A

Retail Sold

N/A

Office Sold

N/A

Industrial Sold

34,670

(28,890)

137

1,902

6.6%

Parking Sold

N/A

Cumulative Development by Year (GBA, ‘000 sf)

Residential Retail Office Industrial

Civic

Parking

Private Infrastructure & Land Costs 20

(10,223)

Initial Yield on Building Costs

6.6%

Initial Yield2018 on All Costs 5.9%2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2019 2020 2021 2022 2023 2024 2025

Initial Yield on All Costs

4.9%

Private IRR

Private IRR2018 2019 2020 2021 2022 2023 2024 2025 0.7% 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 Nominal Profit 1,170 Table 3.29 Prospect Place East Block Performance

8.6%

Nominal Profit Table 3.27

58,619

Twin Aire Block Performance

Cumulative Development by Year (GBA, ‘000 sf) Thousands

1,200

Thousands

•

Parking

Site Summary ($ ‘000)

Thousands

Twin Aire The Twin Aire site performs relatively well as one of the earliest phases of development with a density of development that defrays infrastructure costs.

Civic

100

1,000

Thousan

Industrial 150

Residential

1,000

Retail Office

800

Industrial

600

Thousands

•

The proposed phasing shows this nearterm development over a 5-year period. The primary constraint currently is the scale of the infrastructure costs assumed, which is not in line with the development value.

•

The basic metrics regarding the potential performance of industrial uses at this site are attractive when not considering the infrastructure costs. Once these costs are accounted for however, the site does not appear viable for private development. Further analysis is required factoring in the availability of various funding sources to support the infrastructure costs related to new industrial development.

Cumulative Development by Year (GBA, ‘000 sf) Residential Retail Office Industrial Civic Parking

50 0

2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037

Figure 3.26 Twin Aire Cumulative Development by Year

80 70

60 P 86 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY 50

200

100

Parking

200 0

250

150

Civic

400

300

Prospect place East Prospect Place East represents the most attractive near-term site for flex industrial development. The scale of the site, adjacency to existing warehouses, and potential rail connectivity all create an attractive near-term opportunity.

2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037

Figure 3.27 Prospect Place East Cumulative Development by Year

Cumulative Development by Year (GBA, ‘000 sf) Residential Retail Office Industrial

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 87

Tho

•

Construction is delayed due to the ongoing utility work (DigIndy, page 53) on this site and therefore does not commence until after 2025. Similar to Prospect Place East, the initial yield on industrial development when factoring in only the building costs look potentially attractive. Healthy operations and minor rental growth could lead to a viable project. However, the infrastructure costs will likely require public funding support.

Industrial

Civic

Site Summary ($ ‘000) Parking 40

Total Costs

Total

Buildings

Infrastructure

Land Acq.

(12,227)

(8,837)

(3,390)

Public Costs

Private Infrastructure/ Land Costs

Private Costs

(12,227)

(8,837)

(3,390)

Public Infrastructure/ Land Costs

Private Development Details ($ ‘000)

Disposal Value Building Costs

Total Private Development

Cumulative Townhomes Sold

1,200

Multifamily Sold Residential Retail Retail Sold

1,000

Office Office Sold Industrial Sold Industrial

800 600

Civic Parking Sold Parking 400Infrastructure Private & Land Costs

10,605

(8,837)

Unit Value at Sale ($/RBA)

Opening Year NOI

Initial Yield

160

615

7.0%

Development by 0Year (GBA, N/A ‘000 sf) 0

N/A

10,605

(8,837)

160

615

7.0%

N/A

Table 3.31

Prospect Place West Block Performance

Cumulative Development by Year (GBA, ‘000 sf)

Residential

70 60

Civic

Parking

Thousands

300

P 88 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY 200

(28,385)

(16,878)

(7,168)

(10,281)

(95,805)

(106,864)

(116,575)

(128,019)

(429,072)

(419,361)

(277,246)

519,665

298,903

25,495

13,431

7.6%

8.6%

9.8%

10.8%

7.1%

Note: Site where Private share of infrastructure allocation is already below the adjustment value (e.g. less than 30%, 45%, or 60%) simply are reduced to 0.

Table 3.32

Allocation of Infrastructure Costs

2. Residential Growth Rate

Real Estate Growth Rate Baseline

30%

0.5%

45%

60%

1.0%

1.5%

2.0%

2.5%

(472,883)

Total Private Costs

(472,883)

Disposed Value of Private Development

519,665

534,106

549,424

565,676

582,923

Opening Year NOI of Private Development

25,495

26,003

26,538

27,102

27,697

Private internal rate of return

6.0%

6.6%

7.2%

7.9%

8.5%

10 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037

90%

(440,578)

Private IRR

Residential Growth Rates

Infrastructure Share

Figure 3.28 Prospect Place West Cumulative Development by Year

70%

(84,149)

Opening Year NOI of Private Development

Additional Public

250

50%

Real Estate Growth Rate

Industrial

30%

3. IRR Sensitivity Combined

Office

Sensitivity Tests

Additional Public Share Allocation

(452,879)

Disposed Value of Private Development

Table 3.33

Retail

(40,686)

Total Private Costs

(3,390)

Initial Yield on Building Costs 7.0% 200 Initial Yield on All Costs 5.0% 0 Private IRR 0.3%2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2018 2019 2020 2021 2022 2023 2024 2025 Nominal Profit 123

Thousands

Baseline Perform.

2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 Private Disposal Value 10,605 Table 3.30 Prospect Place West Block Summary

Thousands

Prospect place west Prospect Place West could be considered a second phase of the industrial development proposed at Prospect Place East.

Office

Table 3.34

30%

1.0%

1.5%

2.0%

2.5%

8.2%

8.8%

9.4%

10.1%

50%

9.3%

9.9%

10.6%

11.2%

70%

10.4%

11.1%

11.7%

12.4%

90%

11.5%

12.1%

12.8%

13.5%

As highlighted in the introduction to the cost-benefit analysis, the private development opportunity is primarily constrained by the expected infrastructure costs of the proposed plan. Sensitivity tests have identified the level of public support required to make the baseline project performance viable from the view of a private developer. 1. By allocating additional infrastructure costs to the public (either through the CJC project; city, state or federal funds; or TIF), the private IRR appears more attractive. Based on current estimates, the performance begins to look viable for private development when the public sector is able to support $85 to $95 million of the total infrastructure costs estimated. 2. The success of private development is also dependent on the ability for rents to grow above the broader market rates. This could be due to the CJC as well as continued development occurring just to the east and north of the Twin Aire neighborhood. Testing across land use categories shows the overall project performance is most sensitive to residential rental growth (versus retail, industrial, or office). Sustained real residential growth rates (above the assumed inflation rate) also increase the project performance 3. Combining these two sensitivities shows that with additional residential rental growth above baseline, less public support of infrastructure will be needed to achieve break even performance for private development.

IRR Sensitivity Combined - Real Estate Growth Rate

Cumulative Development by Year (GBA, ‘000 sf) Residential Retail Office Industrial

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 89

1 Gateway Nodes 2 Village Center

Clayton Ave.

Development Program

Twin Aire Plaza Redevelopment

7 Village Green 16

Av e

10 10

15 Flex Buildings

11 1

Prospect st.

16 Twin Aire Residential 17 New Park 18 Pleasant Run Promenade 19

16 15

13 Dog Park 14 Animal Care & Control

Expansion of Clayton & LaSalle Park

Figure 3.29 Concept 2 Development Projects Summary P 90 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

Based on the market conditions and the availability of resources, it is anticipated that full build out could occur in the next 18 years. Development Projects The following development projects were identified based on the market analysis and public input. These improvements include the following as noted on Figure 3.29, Concept 2 Development Projects Summary.

10 SE IMPD & IFD Facility

Hoyt Ave.

Light Industrial/Advanced 9 Manuf.

12 Makers Village

6 Existing McDonald’s

Light Industrial/Flex 11 Buildings

English Ave.

5 Community Center

8 Mixed Use Node

3 Existing Kroger 4

CONCEPT 2 - ADVANCED MANUFACTURING REDEVELOPMENT FOCUS

Sherman Dr.

Rural St.

Concept 2: Advanced Manufacturing Focus Projects

1. Gateway Nodes: Gateway nodes would be located at Rural Street and Southeastern Avenue, Prospect Street and the new access drive. The gateways would be an enhanced feature that contains upscale landscape, signage and art that represents the neighborhood, or Village Center. 2. Village Center: Establish Rural Street as the primary north-west Village Street to serve as the main street of the Village. This will create a more pedestrian oriented street with appropriately sized traffic calmed lanes, wide comfortable sidewalks with parallel parking and storefront market space, and east/west bike connectivity. Businesses within the Village Center are local businesses including cafes, coffee shops, dry cleaners, restaurants, bars, retail, personal services, professional services, etc. The Village Center will be centered along S. Parker Avenue.

3. Kroger: With the development of advanced manufacturing and industrial uses on the Pleasant Run Crossing site, new retail development will not increase the demand enough to warrant an expansion of the Kroger, thus it will remain at its current size. 4. Twin Aire Plaza Redevelopment: The existing Twin Aire Plaza contains Ace Hardware, Chase Bank, and other local businesses. This plan calls for an updated layout of the site where the buildings are closer to the street with parking behind the buildings to give a more pedestrian orientation. This would then become the Village Center. The buildings would front on both Southeastern Avenue and Parker Street. Enhanced landscape is recommend both along Southeastern Avenue and Parker Street and in the parking lot. The buildings are one story. 5. Community Center: The Community Center located at the corner of Parker Street and Southeastern Avenue will be the anchor for the Village Center. It is envisioned that the Community Center would be two stories and contain such uses as a clinic, gym, community space, offices and training space. 6. McDonald’s: The existing McDonald’s will be rebuilt on its existing site. 7. Village Green: The central gathering space will be the Village Green which borders the Community Center and provides programmed space, community stage and a green lawn for a variety of events. 8. Mixed Use Node: Located between English Avenue and Southeastern Avenue from Oakland Street to Dearborn Street, this area will be redeveloped with retail and restaurants on the first floor at street level and residential on the upper floors. It is anticipated that these buildings will be three stories.

9. Light Industrial / Advanced Manufacturing: The Pleasant Run Crossing site contains large amounts of contiguous land which have the capacity to support 1,000,000 square feet of light industrial and advanced manufacturing uses. These uses would create minimal impacts and be contained to enclosed structures. 10. Police Headquarters and Fire Department Training Facility: The Southeastern division of the Indianapolis Metropolitan Police Department wants to relocate their headquarters from Fountain Square. Additionally, the Indianapolis Fire Department has requested a training facility. Given the synergy between these two uses, The Indianapolis Fire Department is located just south of the industrial buildings on the Pleasant Run Crossing site. The Indiana Metropolitan Police Department Southern Headquarters is located on the Pleasant Run Crossing South site. 11. Light Industrial / Flex Buildings: This area is designated for flex space in order to allow the market to respond to the needs of various businesses. These buildings can be designed to be versatile and used in combination with office, research and development, quasi-retail sales, industrial processing, or high tech. These buildings are approximately one to two stories. 12. Makers Village/Light Industrial: The Prospect Place East site offers a more secluded and buffered area for appropriately scaled industrial development that adds richness and an active “makers spirit” into the neighborhood. The Makers Village is anticipated to contain incubator units, flex production space, food to table, brewery/distillery, and space for artists, designers and makers. The purpose of this Makers Village is to create an environment to grow small businesses and give them a place to relocate within the area.

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 91

13. Dog Park: Pleasant Run Crossing South was selected for a Dog Park due to its adjacency to the proposed relocation of the Animal Care and Control and the proximity to the Pleasant Run Promenade. 14. Animal Care and Control Facility with Adoption Center: The Animal Care and Control facilities will be located on the Pleasant Run Crossing South site. The location is away from the neighborhoods and buffered by flex buildings to the west and the railroad to the southeast. It is also adjacent to the Pleasant Run Promenade, Village Green, and the Dog Park. 15. Flex Buildings: This area has been designated with flex space in order to allow the market to respond to the needs of various businesses. These buildings are designed to be versatile and used in combination with office, research and development, quasi-retail sales, industrial processing or high tech. These buildings are approximately one to two stories. 16. Twin Aire Residential: The Twin Aire site has two options for redevelopment. The market analysis shows the need for additional types of housing in the area as shown in Figures 3.30 and 3.31. Option 1, as shown in Figure 3.30, shows the mixture of townhouses surrounding apartments. Rows of townhomes will run along the opposite sides of the apartments creating rows of housing and internal access between them. This site would have an active green core. The buildings will be approximately three stories with parking on-site. Option 1 shows parking garages wrapped with apartments located at the western edge of the site providing a buffer to the adjacent industrial.

Option 2, as shown in Figure 3.31, the Twin Aire site is a mixed income residential site. This site would be similar in character and scale to the neighborhoods to the north of English Avenue. The site is a prototypical lot size which has the flexibility to increase density by decreasing the lot size or decrease density by increasing the lot size to accommodate larger homes. This site would also have an active green core. The soccer fields located at the western edge of the site provides a buffer to the adjacent industrial use.

Infrastructure Initiatives

Figure 3.30 Twin Aire Residential Option 1

17. New Park: A new park is proposed to be located on the Twin Aire site providing active play with a splash park, playground and a shelter supporting higher density residential on the site. 18. Pleasant Run Promenade: A new multiuse path connection from the Pleasant Run Greenway, which currently ends at Keystone Avenue, running adjacent to Pleasant Run Creek through the Pleasant Run Crossing site, to connect to the greenway that is located at Christian Park on English Avenue. 19. Expansion of Clayton & LaSalle Park: This existing park would be expanded to provide for additional soccer fields.

TRANSPORTATION IMPROVEMENTS Based on the development program for Concept 2, daily trip generation was developed. The square footage of the buildings were used to predict the number of future daily vehicular trips generated within the study area. Table 3.35 describes the various sites within the study area, the proposed development area in each site, and the expected trip generation from those proposed developments. During the calculation of these daily trips 20% of the total trips were eliminated from the overall total to arrive at the values in the below table. These eliminated trips are expected to fall into one of three categories:

•

Internal trips that will not utilize a vehicle, such as a resident walking to a nearby store

•

Linked trips, such as an employee that drives to work from outside of the site, who also drives to a store after work before returning home

•

Trips expected to utilize public transportation rather than a personal vehicle

Based on the existing Infrastructure Study and the predicted daily traffic generation, the following improvements are proposed to support Concept 2 development program. The transportation improvements are noted on Figure 3.32.

Pleasant Run Crossing: Concept 2 - Advanced Manufacturing Focus* Block

Figure 3.31 Twin Aire Residential Option 2

General Use

S.F. Commercial

S.F. Office

S.F. Civic

S.F. Industrial

S.F. Units Structured Residential Residential Parking

Surface Parking

Daily Trip Generation

9,190

553,470

733

3,200

5,895

53,055

170

1,600

Pleasant Run Crossing

Industrial, IFD

Pleasant Run Crossing North

Community Center

Pleasant Run Crossing South

Industrial, Rescue

28,615

111,450

219

1,200

Prospect East

Industrial

281,970

547

1,500

Prospect West

Industrial

73,440

194

400

Twin Aire

Residential, Rec.

44,800

648,500

454

126

722

6,000

Village Center East

Mixed-Use

127,259

168,674

187

562

5,500

Village Center West

Mixed-Use

144,260

22,920

608

9,200

322,214

90,860

1,020,330

840,094

667

126

3,755

28,600

Totals Table 3.35

Development Program and Trip Generation for Concept 2

* These calculations are consistent with the methodology prescribed by the 9th edition of the Institute of Transportation Engineers (ITE) Trip Generation Manual.

P 92 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 93

Concept 2:ADV. MaNUf. Transportation

2 Roundabout 3 Additional Lane 4 Extension of LaSalle

Clayton Ave.

5 Roundabout 6 Relocate Pleasant Run Pkwy.

8 Extension of LaSalle

The transportation improvements described on the following pages describe various projects across the neighborhood. Some improvements are depicted in street sections and can be found in Concept 1 beginning on page 65. 1. Roundabout at English / Parker / Southeastern: Proposed single lane roundabout that serves as the gateway in the neighborhood and includes appropriate accommodation for pedestrians and bicycles.

English Ave. 8

11 20 21 Hoyt Ave.

13 Extension of Hoyt

15 Extension of Deerborn

10 Roundabout

14 Extension of Oxford

9 Extension of Rural

11 New Village Main Street

Sherman Dr.

Rural St.

1 Roundabout

TRANSPORTATION IMPROVEMENTS

23 24

16 Extension of Gray

3. Village Center West from Roundabout: A second lane will be needed to accommodate traffic entering and existing the roundabout for Southeastern / English / Rural.

4 10

17 Extension of Oakland

Av e

18 Extension of Parker 20 Extension of Trowbridge 21 Extension of Temple 22 Extension of Leeds 23 New East/West Road 24 New Twin Aire Road

2. Roundabout at Southeastern / English / Rural: Proposed single lane roundabout that serves as a gateway into the Village Center and includes appropriate accommodation for pedestrians and bicycles.

Prospect st.

4. Extension of LaSalle Street to the Advanced Manufacturing Northern Entry: Proposed twolane road extension from Southeastern Avenue and the new northern entrance to the advanced manufacturing site. 5. Rural Street / Pleasant Run Parkway: Proposed single lane roundabout from the intersection of Rural Street and the newly relocated Pleasant Run Parkway at the western entrance into the advanced manufacturing site. 6. Relocate Pleasant Run Parkway: Relocate Pleasant Run Parkway from Keystone Avenue to the Pleasant Run Crossing site. The segment from Keystone to the advanced manufacturing site would remain as Pleasant Run Parkway, but then would crossover via a bridge onto the south side of Pleasant Run Creek to engage the Pleasant Run Crossing site, with a minimum of two multi-modal bridge crossings of the creek.

7. Vacate Pleasant Run Parkway: Once Pleasant Run Parkway has been relocated from the segment from Rural Street to Southeastern Avenue, the City should vacate the existing rightof-way. 8. Extension of LaSalle Street: LaSalle Street would be extended from English Avenue to Southeastern Avenue and continue to the advanced manufacturing site where a bridge would be constructed to access Pleasant Run Crossing. 9. Extension of Rural Street: Two-lane extension of Rural Street south from Southeastern Avenue along the east side of Twin Aire Shopping Center where it would terminate into the relocated Pleasant Run Parkway.

14. Extension of Oxford Street: Two-lane extension of Oxford Street from English Avenue to Hoyt Avenue. 15. Extension of Dearborn Street: Two-lane extension of Dearborn Street south from English Avenue to Hoyt Avenue. 16. Extension of Gray Street: Two-lane extension of Gray Street south from English Avenue to Hoyt Avenue. 17. Extension of Oakland Street: Two-lane extension of Oakland Street south from English Avenue to Hoyt Avenue. 18. Extension of Parker Avenue: Two-lane extension of Parker Avenue from Southeastern Avenue to Hoyt Avenue.

10. Roundabout at LaSalle: A new roundabout would provide access to the advanced manufacturing, and help create a new block for the Twin Aire site.

19. Keystone Avenue: Repave the street and narrow lanes to add a cycle track from Hoyt Avenue to Prospect Street.

11. Southeastern Avenue (Main Village Street): Propose narrowing Southeastern Avenue from Parker Avenue to LaSalle Street down to twolanes, one in each direction in order to increase sidewalk width and add parking into the Village Center.

20. Extension of Trowbridge Street: Two-lane extension of Trowbridge Street from Hoyt Avenue to the relocated Pleasant Run Parkway.

12. Improve English Avenue: English Avenue serves an entire residential area north of English. Improving the roadway with wider sidewalks and new pavement will be needed from east of LaSalle Street to Rural Street due to the traffic generated by the advanced manufacturing businesses.

22. Extension of Leeds Avenue: Two-lane extension of Leeds Avenue from Hoyt Avenue to relocated Pleasant Run Parkway.

13. Extension of Hoyt Avenue: Two-lane extension from Keystone Avenue to LaSalle Street to extend into the Village Center around the Village Green, where parallel parking will be available and provide access to the Community Center and the northern entrance into the advanced manufacturing.

21. Extension of Temple Avenue: Two-lane extension of Temple Avenue from Hoyt Avenue to the relocated Pleasant Run Parkway.

23. New East/West Twin Aire Road: Two-lane road from Keystone Avenue to Trowbridge Street and from Leeds Avenue to Rural Street. 24. New Twin Aire Road: Two-lane road from Trowbridge Street to Leeds Avenue (north & south side of the park)

Figure 3.32 Concept 2 Transportation Projects Summary P 94 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 95

Concept 2: ADV. MaNUf. Multi-Modal

2 Bus Stops/Shelters 3 Pleasant Run Promenade 4 5 Sidewalks (not mapped)

Sherman Dr.

Rural St.

1 Keystone Cycle Track

MULTI-MODAL IMPROVEMENTS In order to provide a variety of transportation options to businesses, customers and residents in the area, other multi-modal improvements are needed. Based on the input from the public and the existing conditions of the area, the following improvements are recommended. These improvements include the following as noted on Figure 3.33, Concept 2 MultiModal Projects Summary.

Clayton Ave.

1. Keystone Avenue: Cycle track from Southeastern Avenue to Pleasant Run Parkway 2

English Ave.

Hoyt Ave. 3 1

2. Enhanced Bus Stops / Shelters: Transit stops should be enhanced with a bus pull-off and shelters to accommodate the new 15 and 30 minute bus routes. These routes are critical to support the mixed-use zoning district. These enhanced stations/stops are located at English Avenue, at LaSalle Street, and Rural Street at Pleasant Run Parkway.

3. Pleasant Run Promenade: A new multi-use promenade connection would be established from the existing Pleasant Run Greenway which currently ends at Keystone Avenue, is proposed to run adjacent to Pleasant Run Creek through the Pleasant Run Crossing site, and connect to the existing Pleasant Run Greenway that is located at Christian Park on English Avenue. 4. Sidewalks: Missing sidewalk segments and those identified as in need of repair in the Phase 1 Existing Conditions Infrastructure Assessment should be placed on the Cityâ&#x20AC;&#x2122;s capital improvements program to complete the network, upgrade the curb, ramps and sidewalks to be ADA compliant. All roads and new development should contain external and internal ADA compliant curbs, ramps and sidewalks. No waivers should be given by the Indianapolis Metropolitan Development Commission from this requirement. These improvements are not mapped in Figure 3.33 because of the overall scale of map improvements would not show up.

Av e

Prospect st.

Figure 3.33 Concept 2 Multi-modal Projects Summary P 96 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 97

Sanitary Sewer Water

Rural St.

Concept 2: Adv. Manuf. Infrastructure

Clayton Ave.

English Ave.

Storm Sewer

Hoyt Ave.

NON-TRANSPORTATION INFRASTRUCTURE IMPROVEMENTS Based on the development program for Concept 2 certain non-transportation infrastructure elements were modeled to determine the improvements needed to support the new development. These improvements include the following as noted on Figure 3.34, Concept 2 Infrastructure Projects Summary. Each section is represented by colors indicated on the map and correspond with sanitary sewer, water, and storm sewer improvements.

WATER

TELECOMMUNICATIONS

8. Pleasant Run Crossing Site: 12” diameter main loop from Prospect Street

17. Proposed installation of underground conduits to accommodate new telephone and cable service for the Pleasant Run Crossing site. As new sites are developed existing services will need to be placed underground at the developers cost.

SEWER

11. Prospect Place East: 12” diameter main loop from Prospect Street

1. Pleasant Run Crossing Site: 15” sewer from Justice Campus to Prospect Street and 8” sewer from institutional and flex spaces to Prospect Street

2. Pleasant Run Crossing North: 10” sewer to Southeastern Avenue

Av e

3. 18” trunk sewer to 48” Pleasant Run interceptor; 12” sewer to Twin Aire and 10” sewer to Pleasant Run Crossing South

9. Pleasant Run Crossing North: 12” diameter main along proposed section of Gray Street from English Avenue to Southeastern Avenue and stub to buildings in Pleasant Run Crossing North 10. Pleasant Run Crossing South: 12” diameter main stub from Pleasant Run Parkway N Drive

12. Prospect Place West: 8” diameter main stub from Prospect Street 13. Twin Aire: 12” diameter main loop along Pleasant Run Parkway N Drive and Rural Street from Keystone Avenue and Hoyt Avenue. 8” diameter mains through the site.

4. Prospect Place East: 15” trunk sewer to Prospect Street

14. Village Center East: 12” diameter main along proposed section of Lasalle Street connecting to English Avenue and Southeastern Avenue and stubs to Village Center East

5. Prospect Place West: 8” sewer to Prospect Street

15. Village Center West: 12” diameter main from English Avenue to Rural Avenue

6. Village Center East: 10” sewer to English Avenue

GAS

7. Village Center West: 8” sewer to Pleasant Run Interceptor

16. Proposed 20” distribution line from the existing 20” stub on Prospect Street and heading northwest along the railroad tracks toward South Keystone Avenue.

DRAINAGE 18. Storm Water: Proposed construction of new storm sewers for all new roads and buildings in the development, discharging to Pleasant Run Creek from 12” to 42” 19. Floodplain: Work with Indiana Department of Natural Resources and the Federal Emergency Management Agency to restudy flood model to update floodplain mapping based on improvements to Pleasant Run Creek and natural degradation of Prospect Falls. Evaluate whether bridge replacements at Prospect Street or Southeastern Avenue are viable options.

Prospect st.

Figure 3.34 Concept 2 Infrastructure Projects Summary P 98 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 99

Concept 2 Project Cost-Benefit Analysis Overcoming Cost Challenges The practical challenges of redeveloping the site (outlined for Concept 1 on page 80) remain the same for Concept 2. The ability of the project benefits to cover the infrastructure costs remains an important question for Concept 2, given the extent and scale of the infrastructure rehabilitation and renewal required. Project costs for Concept 2 have been estimated at roughly $400 million, to be shared by the public and private sectors. The ripple effects of this direct investment throughout the local economy could total an estimated $694 million, resulting in a net economic benefit of $294 million. In addition to the economic activity related to and supporting construction activities, this economic benefit also includes the wages and household spending of a cumulative 4,700 full-time equivalent jobs over the construction period 2018-2035.

Community Employment Benefit The jobs estimated in the economic model are tied to construction activity, and thus when the building program is complete, the impact ends. The operating period (i.e., long-term) employment impacts modeled based on the concept’s development plan are estimated at between 1,000 and 1,500 long-term workers by 2035, also inclusive of estimated civic jobs. Figure 3.35 shows the combination of these short- and long-term jobs throughout the life of the project. The area is a “Severely Distressed” census tract under the New Markets Tax Credit program, with just 1,824 jobs within the Neighborhood Study Area. Based on the estimates, Concept 2 could potentially double that number to about 2,8003,300 jobs housed in the area by 2035, an increase of about 3% annually. These jobs can be expected to combat the local unemployment problem.

$693,807,000

Net Economic Benefit

$293,747,000

20-year New Sales, Income, Other Tax Revenue

$45,492,000

20-year New Property Tax Revenue

$41,939,000

Private sector Asset Sale Values

$298,903,000

Net Benefit (Financial-Economic-Fiscal)

$680,081,000

Table 3.36

Concept 2 Community Employment Benefits

The public sector may seek its return on investment in the form of broader economic and fiscal benefits (measured via economic impact modeling), or through more concrete measures as highlighted on page 203 (for example, TIF, infrastructure grants, parking revenues, etc.). Baseline Perform.

-$400,060,000

Total Economic Benefit

Public and private reinvestment costs need to be in balance with returns, which is why the division of infrastructure costs between sectors must be strategic. Table 3.37 reinforces this point, showing how private sector return on investment can become attractive (greater than 8% internal rate of return) based on allocation of public and private infrastructure costs.

Additional Public Share Allocation

This boost in area economic activity is expected to in turn generate increased fiscal revenues. Through 2036, the project could bring about an increase of $45 million in sales, income, and other taxes, and $42 million in property taxes, as shown in Table 3.36. In addition to the net economic benefit, this fiscal benefit can offset the initial public outlay of funds in to infrastructure investment and result in a net benefit of $680 million after one considers the forecasted private sector disposal value of $299 million for the private development components. Total Project Development Costs

Allocation of Costs The Pleasant Run revitalization strategy must acknowledge the need for major reinvestment in existing on-site and off-site infrastructure. A typical developer would struggle to absorb extraordinary on- and off-site infrastructure costs related to wholesale replacement of dated infrastructure.

70%

90%

(46,924)

(33,965)

(21,006)

(8,047)

(10,281)

Public Infrastructure/ Land Costs

(59,729)

(72,043)

(84,357)

(96,670)

(128,019)

(320,397)

(307,438)

(294,478)

(281,519)

(277,246)

318,816

298,903

14,637

13,431

3.1%

4.5%

6.2%

8.4%

7.1%

Disposed Value of Private Development Opening Year NOI of Private Development Private IRR Table 3.37

P 100 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

50%

Private Infrastructure/ Land Costs

Total Private Costs

Figure 3.35 Concept 2 Construction and Permanent FTE Jobs Annually

30%

Concept 2 Allocation of Costs

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 101

Economic Impact

A summary of the economic and fiscal impact modeling process is provided on page 80. Cumulative and Average Annual Economic Impact Preliminary cost estimates (excluding land acquisition) point to a total investment of $400 million in new infrastructure, as well as residential and commercial development.

Annual

Direct

Indirect

Induced

Total

147

261

Wages

$11,215,000

$1,321,000

$1,357,000

$12,985,000

Output

$21,920,000

$8,160,000

$8,470,000

$38,540,000

Jobs (FTE)

Table 3.38

Cumulative Economic Impacts

Through 2035, this investment has the potential to directly generate roughly 2,650 cumulative full-time equivalent construction jobs, supporting roughly $189 million in wages. As this analysis is on an FTE basis, the actual head count of construction workers will vary from year to year and the actual head count of workers could be greater. Factoring in indirect and induced impacts over the construction period, anticipated investment has the potential to support about 4,700 cumulative jobs, roughly $234 million in wages, and roughly $694 million in total output. On an annual basis, the same $400 million investment has the potential to directly generate roughly 150 annual FTE construction jobs during the construction period, supporting roughly $11 million in wages in a given year, as noted in Table 3.38. The actual head count of construction workers will vary from year to year. During the first seven years of the project, the project may employ 200300 construction workers each year, as noted in Figure 3.36. The construction employment is typically 50-150 FTE jobs annually during later years.

Fiscal Impact

Sales, income, other tax impacts The same fiscal impact assumptions (page 76-79) are applied to the fiscal Avg Annual Cumulative impact modeling for Concept 2, updating only the programâ&#x20AC;&#x2122;s phasing and cost $1,125,000 $25,190,000 Sales Tax structure. The project is estimated to generate an additional $25 million in sales $640,000 $14,330,000 taxes, $14 million in income taxes, and $6 million in other taxes, for a combined Income Tax cumulative total of $45 million through 2036, as noted in Table 3.39. Annually, Other Tax $267,000 $5,980,000 this translates to $2 million each year on average. For context, in fiscal year Table 3.39 Project Tax Revenue by Type 2016 the City of Indianapolis received roughly $302 million in non-property tax revenue (e.g., wheel tax, county & local option income tax, other taxes). Avg Annual Cumulative (2021-2036) Estimated Assessed Value and Property Tax Impact Based on assessed taxable property values rising to $212 million by the end of the construction period, the average annual property tax revenue is estimated at $2.6 million annually 2021 through 2036, with an order-of-magnitude cumulative total of up to $41 million in property tax revenues. The same caveats regarding assessed values and property tax rate assumptions apply, and thus these estimates are seen as speculative.

Figure 3.36 Concept 2 FTE Jobs Annually

Property Tax Revenue Table 3.40

$2,621,000

$41,939,000

Property Tax Revenue Total

The forecast potential annual tax revenue is illustrated in Figure 3.38. In the early years of the project while much of the infrastructure and buildings are being built but the property has not been occupied, a larger proportion of the fiscal benefit comes from sales and income tax revenue connected to construction activities. As construction wraps up in later years, this transitions to property tax revenues. Considering the combined property, sales, income, and other tax revenue, there is a potential cumulative $87 million in fiscal benefit to counterbalance public outlay in infrastructure costs and other public services. These revenues would be directed to a numerous public agencies, such as the City, State, County, and school district, among others.

Factoring in indirect and induced impacts over the 18-year construction period, anticipated construction investment has the potential to support about 260 FTE jobs annually and $13 million in annual wages. The total economic impact is estimated at an average $39 million annually.

Figure 3.38 Concept 2 Estimated Tax Revenue by Year

Figure 3.37 Concept 2 Project Outputs by Year

P 102 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 103

Concept 2 retains a significant amount of existing retail development in the area and includes a limited amount of new retail. The below phasing chart does not include the retained retail within the Village Center East and Village Center West sites. No new office is included. overall project performance Concept 2 has approximately $273 million in private building construction costs supported by almost $19 million in public buildings and $39 million in public infrastructure. Given that much of the investment will be private, a large share of infrastructure costs will have to be absorbed by individual development projects. Incentives and public assistance may be needed to overcome the large infrastructure costs. As demand increases in the neighborhood, higher rents and sale prices may also offset some of these additional costs.

Buildings

Infrastructure

Land Acquisition

(400,060)

(292,440)

(102,082)

(5,538)

Public Costs

(58,135)

(18,967)

(39,168)

Private Costs

(341,926)

(273,473)

(62,915)

(5,538)

Total Costs

Disposed Value of Private Development Opening Year NOI of Private Development Initial Yield on Cost

318,816

Private IRR

5.4%

1.3%

Nominal Profit

Total Costs

18,924

1,000 800

Cumulative New Development by Year (GBA, ‘000 sf) Residential Retail Industrial

400

Parking

Thousands

120 100 80 60

(42,257)

(6,497)

(2,312)

(51,066)

(42,257)

(6,497)

(2,312)

Total Private Development

Unit Value at ‘000 Opening Year (GBA, sf) Year Sale ($/RBA)

NOI

44,065

(42,257)

316

2,497

N/A

Retail Multifamily Sold

39,318

(39,748)

311

2,194

5.5%

Retail Sold

4,747

(2,509)

364

303

12.1%

600

IndustrialOffice Sold

N/A

CivicIndustrial Sold

N/A

400

ParkingParking Sold

N/A

800

Office

Initial Yield on Building Costs

4.9%

Private0IRR

0.0%

2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037

140 120 100 80 60

Cumulative New Development by Year (GBA, ‘000 sf)

The phasing of the new residential and commercial development is assumed to be delayed on this block until after more attractive development sites, such as Twin Aire and Village Center West, are built out.

•

With a majority of the investment being light industrial and advanced manufacturing, greater infrastructure costs must be absorbed by private development.

•

Public-led infrastructure improvements may be needed to increase the viability of private development.

•

The residential struggles to recoup construction costs. This is linked to limited long-term real rental growth in the neighborhood.

5.9%

Village Center East Block Performance

Cumulative New Development by Year (GBA, ‘000 sf)

180 160

•

5.9%

Initial Yield on All Costs

Table 3.43

Village Center East The intensity of new development on Village Center East is of a smaller scale when compared to Concept 1 due to the absence of the CJC and associated development. However, significant existing retail in this area is retained.

Initial Yield

Residential Townhomes Sold

1,000

Figure 3.39 Overall Project Cumulative Development by Year

140

(51,066) Public Costs

Civic

200

160

Land Acquisition

2018 2019 2020 2021 2022 2023 2024 2025 Nominal Profit 2432026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037

Office

180

Infrastructure

Private Costs

200

600

Buildings

Private Disposal Value 44,065 Table 3.42 Village Center East Block Summary

Nominal Payback Period 14 years Table 3.41 Overall Project Performance

1,200

Total

Private Development Details Cumulative NewValue Development Disposal Building Costsby ($ ‘000) 1,200

14,637 4.3%

Site Summary ($ ‘000)

Thousands

PHASING Concept 2 phasing is summarized by the overall project cumulative development in Figure 3.39. Most of the new construction is focused on Residential and Industrial uses.

Total

Thousands

Introduction The Concept 2 Financial Analysis emphasizes determining the financial viability of private development at a site level. Therefore, the analysis develops a cost and phasing estimate for all proposed uses and supporting infrastructure while focusing on the analysis of financial performance on specific project components intended for a developer.

Overall Project Summary ($ ‘000)

Thousands

Financial Model

Residential Retail Office Industrial Civic Parking

40 20

Residential Retail

Office Industrial Civic

2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037

Figure 3.40 Village Center East Cumulative Development by Year

Parking

40 0

P 104 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037

Thousands

Cumulative New Development by Year (GBA, ‘000 sf)

120 100 80

Residential Retail Office Industrial

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 105

100

Industrial

600 400

Industrial

Civic

Parking

Village Center West Village Center West focuses retail development along the Parker Avenue extension and some mixed use and residential development along Rural Street.

Total 200 Costs

•

Infrastructure costs create an unsupportable burden for the scale of retail and residential proposed for this site.

Private (28,442) (18,507) 2018 2019 2020 2021 Costs 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 (6,709) 2033 2034 2035 2036(3,226) 2037 Private Disposal Value 25,248 Table 3.44 Village Center West Block Summary

Private Disposal Value 51,357 Table 3.46 Pleasant Run Crossing Block Summary

•

Village Center West is particularly attractive for additional density of retail aligning with existing uses. However, infrastructure costs must be addressed.

Cumulative New Development by Year (GBA, Private Development Details Unit Value at Disposal Value Building Costs 180 ($ ‘000) Sale ($/RBA)

Private Development Details ($ ‘000)

Buildings

Infrastructure

Land Acquisition

(28,442)

(18,507)

(6,709)

(3,226)

Public Costs

Thousands

Total

160

Total Private Development Residential 140 120 100

‘000 sf) Year Opening NOI

25,248

(18,507)

246

1,595

N/A

Office Multifamily Sold

3,977

(3,653)

231

222

80 60

Parking

Initial Yield 8.6% 6.1%

21,271

(14,854)

248

1,374

9.2%

Office Sold

N/A

Industrial Sold

N/A

Parking Sold

N/A

Initial Yield on Building Costs 0

8.6% 0.0%

20 Total Costs 0

Townhomes Sold Retail Industrial Retail Sold Civic

Block Summary ($ ‘000) 40

Total

Buildings

Infrastructure

Land Acquisition

(68,654)

(50,447)

(18,207)

Public Costs

(2,809)

(2,064)

(745)

Private Costs

(65,845)

(48,383)

(17,462)

2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037

Disposal Value Building Costs

Unit Value at Sale ($/RBA)

Opening Year NOI

Initial Yield 6.0%

Cumulative New Development by Year (GBA, ‘000 sf)

Total120 Private Development Thousands

Block Summary ($ ‘000)

100 80

51,357

(48,383)

103

2,918

Townhomes Sold

N/A

Multifamily Sold

N/A

Retail Sold

N/A

Office Sold

N/A

Industrial Sold

51,357

(48,383)

103

2,918

6.0%

Parking Sold

N/A

Residential Retail Office

Industrial

Parking

Civic

Initial 20 Yield on Building Costs

6.0%

2020 2021 2022 2023 2024 5.6% 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 Initial Yield2018 on All2019 Costs

Initial Yield on All Costs

4.4%

Private IRR

Private IRR 2018 2019 2020 2021 2022 2023 2024 -2.0% 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 Nominal Profit (6,069) Table 3.47 Pleasant Run Crossing Block Performance

Cumulative New Development by Year (GBA, ‘000 sf)

120 100

Thousands

Nominal Profit 1,332 Table 3.45 Village Center West Block Performance

Residential Retail

Office

Industrial

Parking

Civic

600 500 400 300 200

20 0

600 500

400 P 106 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

Cumulative New Development by Year (GBA, ‘000 sf)

Although the industrial demand is supportable, the scale of infrastructure costs to prepare the site does not make private development feasible without public assistance.

•

If infrastructure costs are accurate, a source of public funding would be required to prepare the site in order to attract private interest in largescale industrial development.

Cumulative New Development by Year (GBA, ‘000 sf) Residential Retail Office Industrial Civic Parking

2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037

Figure 3.42 Pleasant Run Crossing Cumulative Development by Year

Residential Retail Office Industrial Civic

Thousands

•

100

2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037

Figure 3.41 Village Center West Cumulative Development by Year

300

Pleasant Run Crossing Pleasant Run Crossing is largely comprised of light industrial and flex development that will target advanced manufacturing industries, thereby bringing high quality jobs back to the southeast side.

60 50 40 30

Cumulative New Development by Year (GBA, ‘000 sf) Residential Retail Office Industrial Civic

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 107

•

This site becomes primarily a public-sector development focus with the retail within the Community Center expected to offset some of the operating expenses. Although the performance of the private component is unattractive, as a standalone Community Center, the rentable retail space is expected to be part of a single development to provide some operational income for the nonprofit operator. By this metric, the initial income yield on the building costs does look attractive.

Parking

Thou

Civic

Total

Buildings

Infrastructure

Land Acquisition

(16,786)

(10,946)

(5,840)

Public Costs

(15,172)

(9,894)

(5,279)

Private Costs

(1,614)

(1,052)

(561)

Total Costs 0

2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037

Private Disposal Value 1,153 Table 3.48 Pleasant Run Crossing North Block Summary

sf) Year Cumulative New Development by Year (GBA, Private Development Details Unit Value at ‘000 Opening 600 Disposal Value Building Costs ($ ‘000) Sale ($/RBA) NOI Residential

Total500 Private Development Retail

Office

400

Industrial

Block Summary ($ ‘000) 300

Civic

Total Costs

Parking

200 100

Total

Buildings

Infrastructure

Land Acquisition

(27,484)

(22,301)

(5,183)

Public Costs

(10,664)

(7,010)

(3,654)

Private Costs

(16,820)

(15,291)

(1,529)

Initial Yield

1,153

(1,052)

230

N/A

Multifamily Sold

N/A

Retail Sold

1,153

(1,052)

230

7.1%

Office Sold

N/A

Industrial

Retail

Private Disposal Value 17,648 Table 3.50 Pleasant Run Crossing South Block Summary

Townhomes Sold

Office

400

500

7.1%

Private Development Details Year 2018 2019 2020 2021 2022 2023 2024 Value 2025 2026 2027 Costs 2028 2029 Unit 2030Value 2031 at 2032Opening 2033 2034 2035 Initial 2036 2037 Disposal Building Yield ($ ‘000) Sale ($/RBA) NOI Total Private Development Townhomes Sold

300

Civic

200

ParkingIndustrial Sold

N/A

Parking Sold

N/A

Thousands

•

Industrial

Block 20 Summary ($ ‘000)

Thousands

Pleasant Run Crossing North Pleasant Run Crossing North is the location for a large Community Center with a small amount of rentable retail space.

Cumulative Multifamily Sold

Residential Office

176

1,024

N/A

New Development 0 0by Year (GBA, N/A ‘000 sf) 0

N/A

Industrial Sold

17,648

(15,291)

176

1,024

6.7%

Parking Sold

N/A

Civic

Initial Yield on Building Parking Costs

Initial Yield on All Costs

4.6%

Initial Yield on All Costs

6.1%

10 IRR Private

4.0%

Nominal 0 Profit

3,731

Table 3.51

Residential Retail

Office

Industrial

Civic Parking

20 10 0

2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037

60 P 108 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY 40

Residential

Industrial Civic Parking

IRR is lower due to longer delay in start of construction, but the viability of the industrial use for an owner-occupier remains suitable as the project is too small for a private industrial developer.

6.7%

Cumulative New Development by Year (GBA, ‘000 sf)

100 80

Residential Retail Office

Industrial

Parking

Civic

2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037

Figure 3.44 Pleasant Run Crossing South Cumulative Development by Year

Retail Office

•

Pleasant Run Crossing South Block Performance

120

Cumulative New Development by Year (GBA, ‘000 sf)

Thousands

100

This delay increases the value and potential cost of the industrial proposed.

Figure 3.43 Pleasant Run Crossing North Cumulative Development by Year 120

•

2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037

Thousands

Cumulative New Development by Year (GBA, ‘000 sf)

N/A

7.1%

Initial100 Yield on Building Costs

Private IRR 0.0% 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2018 2019 2020 2021 2022 2023 2024 2025 Nominal Profit (249) Table 3.49 Pleasant Run Crossing North Block Performance

6.7%

Office Sold

Industrial

(15,291)

Retail Sold

Retail

17,648

Pleasant Run Crossing South The construction of the industrial development on Pleasant Run Crossing South is delayed due to additional industrial being built on other sites.

Cumulative New Development by Year (GBA, ‘000 sf)

700 600

Residential

500

Retail Office

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 109

•

Townhomes perform well on the Twin Aire site. Other multifamily is also potentially viable based on growing demand in the neighborhood and demand pressure from Fountain Square to the west.

Block Summary ($ ‘000) 10 Total Costs 0

Buildings

Infrastructure

Land Acquisition

(120,243)

(105,022)

(15,221)

Public Costs

Private Costs

(120,243)

(105,022)

(15,221)

Private Disposal Value Table 3.52 Twin Aire Block Summary

Disposal Value Building Costs

Residential Total100 Private Development 80

Office

Unit Value at Sale ($/RBA)

Opening Year NOI

Initial Yield

129,763

(105,022)

227

3,653

Townhomes Sold

65,534

(46,622)

235

Multifamily Sold

53,048

(46,583)

190

2,950

6.3%

Retail Sold

10,136

(8,469)

266

649

7.7%

Office Sold

N/A

Industrial

Parking

Civic

6.3%

Total Costs 0

70 Total Private Development

N/A

1.6%

Multifamily Sold

N/A

Retail Sold

N/A

Office Sold

N/A

Industrial Sold

37,458

(32,456)

148

2,172

6.7%

Parking Sold

N/A

Civic Parking

5.0%

Initial Yield on All Costs

0.0%

Thousands

Cumulative New Development by Year (GBA, ‘000 sf)

Office Industrial

300

Civic Parking

200 100 0

Private0IRR

Prospect place East Prospect Place East is an attractive industrial development site, but a delay in the development phasing may result in less optimal performance. •

Infrastructure costs will be significant and may require public assistance.

•

The total value of development is high due to the longer phasing of the components, but IRR is low as there is a longer gap between the infrastructure costs incurred and the sale of the industrial assets built.

•

Likely infrastructure costs will need to be reevaluated with additional sources of funding pursued.

6.7%

6.7% 5.0% 0.0%

2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037

Nominal Profit 259 Table 3.55 Prospect Place East Block Performance

Cumulative New Development by Year (GBA, ‘000 sf)

300 250 200

Residential Retail Office

150

Industrial

100

Parking

Civic

2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037

Figure 3.45 Twin Aire Cumulative Development by Year

Thousands

Initial Yield

Private IRR

20,093

NOI

2,172

Initial Yield on All Costs

2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037

sf) Year ‘000 Opening

148

Initial Yield on Building Costs

400

N/A

Retail

(10,906)

8,168

Residential

(32,456)

N/A

500

(43,362)

Industrial

(3,349)

600

Land Acquisition

37,458

Office

700

Infrastructure

Townhomes Sold

Residential

1,046

Nominal Profit Table 3.53 Twin Aire Block Performance

Buildings

(GBA, Cumulative New Development by Year Private Development Details Unit Value at Disposal Value Building Costs 80 ($ ‘000) Sale ($/RBA)

6.3%

Total

Costs2023 2024 2025 2026 0 2027 2028 2029 2030 0 2031 2032 2033 2034 0 2018 2019 2020Public 2021 2022 2035 2036 2037 0 Private Costs (43,362) (32,456) (10,906) 0

Retail

Parking Sold

Initial Yield on Building Costs

Block Summary ($ ‘000) 100

Industrial Sold

Parking

Private Disposal Value 37,458 Table 3.54 Prospect Place East Block Summary

129,763

Cumulative New Development by Year (GBA, ‘000 sf)

120Development Details Private ($ ‘000)

The the estimated $19 million infrastructure requirement, which represents about 20% of building costs, is higher than the ideal range of 10% - 11%. Public investments in infrastructure would help to offset this difference. If increased growth in rents or higher densities are supportable due to broader market trends, Twin Aire remains a viable development project within Concept 2.

Total

2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037

Retail

Civic

200

Parking

Thousands

•

300

Civic

Thousands

Twin Aire Significant infrastructure improvements are needed to support the residential and retail development program on the Twin Aire block. The block has a relatively long phasing schedule and reduced rental growth and value appreciation.

Industrial

Thousands

P 110 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037

Figure 3.46 Prospect Place East Cumulative Development by Year

Cumulative New Development by Year (GBA, ‘000 sf)

80 70

Residential Retail

Office

Industrial

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 111

Civic

•

Prospect Place West is not available until after utility work on the site is completed (DigIndy, page 53).

•

The initial yield on industrial development when factoring in only the building costs looks potentially attractive, however high infrastructure costs reduce viability.

Block20 Summary ($ ‘000) Total Costs 0

Total

Buildings

Infrastructure

Land Acquisition

(14,534)

(10,505)

(4,029)

Public Costs

Private Costs

(14,534)

(10,505)

(4,029)

2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037

Private Disposal Value 12,124 Table 3.56 Prospect Place West Block Summary

Cumulative New Development by Private Development Details Disposal Value Building Costs 700 ($ ‘000) Thousands

Prospect place west Prospect Place West has a delay in development phasing due to more attractive industrial sites available earlier in the proposed phasing plan.

Parking

Total600 Private Development Residential 500 400

Year (GBA, sf) Year Unit Value at ‘000 Opening Sale ($/RBA)

NOI

Initial Yield

12,124

(10,505)

183

703

Townhomes Sold Retail

N/A

6.7%

OfficeMultifamily Sold

N/A

Industrial Retail Sold

N/A

300

Civic

Office Sold

N/A

200

ParkingIndustrial Sold

12,124

(10,505)

183

703

6.7%

Parking Sold

N/A

100

Initial Yield on Building Costs

6.7%

0 Initial Yield on All Costs 4.8% 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037

Private IRR

0.0%

This page intentionally blank.

Thousands

Nominal Profit (415) Table 3.57 Prospect Place West Block Performance

Cumulative New Development by Year (GBA, ‘000 sf)

80 70

Residential

Retail

Office

Industrial

Civic Parking

20 10 0

2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037

Thousands

Figure 3.47 Prospect Place West Cumulative Development by Year

Cumulative New Development by Year (GBA, ‘000 sf)

300 250

Residential Retail

200 P 112 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY Office 150

Industrial Civic

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 113

MICRO PLANNING AREA 1: Prospect Falls

During the community outreach process, including the public meetings and the L.O.V.E. Committee meetings, the community identified Prospect Falls Park as an area that needed improvements. The improvements included making Prospect Falls a key gateway from the south into the Twin Aire neighborhood. The Prospect Falls Park, located at 2599 Prospect St., is not only located within the redevelopment area but also serves as an entry way to Pleasant Run Creek Greenway and enhances the efforts of the Reconnecting to Our Waterways (ROW) collective impact initiative. The community space will become a gateway for the Twin Aire neighborhood and an artistic and natural habitat for monarch butterflies.

Figure 3.49 Prospect Falls Plan View

MICRO PLANNING AREAS

Figure 3.48 Neighborhood Event in the Village Green Looking North Towards the Community Center

The development plans presented in this document will take at least 18 to 20 years before full build-out is accomplished. In order to illustrate that change is coming to the area and to seize the momentum, two projects were selected for more in-depth design. These two areas are known as micro planning areas. The first micro planning area, the beautification of Prospect Falls Park, can be implemented within 2018. The second micro planning area, a Community Center at the heart of the neighborhood, will be implemented within 5 to 10 years. The Community Center was selected as a micro planning area because of its significance to existing residents. Many residents want a Community Center that offers gathering spaces, healthcare, workforce development services, and space for other community partners. These designs offer marketing imagery and materials to seek additional funding and grants to implement the micro planning areas. P 114 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

Figure 3.50 Prospect Falls Trail

A Design Workshop for project partners has been held. It led to one-on-one listening sessions with the Twin Aire Great Place L.O.V.E. Committee Co-Chairs as well as engaging the Arts Council of Indianapolis and the Indiana Historical Society to leverage their resources to provide recommendations to enhance the area. This included taking down the old art piece in the park, refurbishing and rehabbing the play equipment, and developing conceptual ideas for an art installation, proposed locations for native landscapes around the art piece, the area where invasive honeysuckle will be removed, the restoration of Prospect Falls in the Pleasant Run Creek, and additional native plantings providing more visual connection with Pleasant Run Creek.

Figure 3.51 Creek Overlook

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 115

Micro Planning Area 2: Community Center

During the numerous L.O.V.E. Committee meetings, the community identified the need to have a Community Center. The vision for the Community Center included space for multiple activities to function under one roof, as depicted in Figures 3.52 through 3.56. This allows for several touch points for the community and caters to individual and family needs simultaneously. The proposed program includes services for families, entrepreneurs, individuals, group organizations, outside events, and the casual bystander. This Community Center is strategically located to have multiple building fronts that address the main road through the development, the new pedestrian trail system, and the Village Green facing the CJC (Concept 1 only). In Concept 1 the Community Center is in line visually with the CJC to create a design counter balance between one another. Concept 2 shows the Community Center on the Pleasant Run Crossing site adjacent to the Village Green. It is anticipated that the Village Green serves as an extension of the building for daily activities and larger events in both concepts. The proposed services, as shown in Figure 3.56, will include:

GROSS SQUARE FOOTAGE

83,700

Departments Square Footage

76,500

Auditorium

1,850

300

Storage Cafe

1,000

Clinic

9,500

Waiting and Reception

1,900

Exam Rooms (x18) and Treatment Rooms (x2)

3,500

Back-of-House

2,150

Laboratory

1,950

11,450

Resource Center

2,150

Program Rooms

4,000

Open Community Space

5,300

8,850

Community Space

Figure 3.52 Street Perspective from the south side of the center

Daycare

•

Community classrooms and rentable space

Reception

750

•

Early learning center

Classroom (x3)

3,800

•

Gym with workout machines and a gymnasium

Indoor Activities

1,250

•

Café with street presence

Outdoor Activities

1,550

•

Workforce development training space

Offices

1,500

•

Health & wellness clinic

18,100

•

Resource center

Gym Gymnasium Figure 3.53 Street Perspective of the north side of the Community Center

Figure 3.54 Street Perspective of the south side of the Community Center P 116 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

Figure 3.55 Community Center Floor Plans

7,700

Storage

200

Female and Male Lockers

1,700

Open Gym

6,600

Group Exercise

550

Offices

1,350

Lobby and Circulation

9,950

Kitchen

1,000

Mechanical

1,250

Senior Space

3,850

Community space

2,050

Program room

1,800

Workforce Incubator

9,700

3.56 Community Center Programming SPACE Figure PROGRAM CEG / COMMUNITYPLEASANT CENTER

RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE |October P 117 6, 2017 / 0870007

GREAT PLACES 2020 A VISION FOR TWIN AIRE INTRODUCTION

Great Places 2020 is a visionary community development project to transform strategic places in Marion County neighborhoods into dynamic centers of culture, commerce and community. As philanthropic, civic and private partners look toward Indianapolis’ Bicentennial, they are engaging neighborhoods to make significant social and capital investments to enhance their quality of life and spur private investment. Every Great Place needs a variety of attributes to succeed. Great Places 2020 organizes investments within each Great Place into four outcomes — livability, opportunity, vitality and education (L.O.V.E.). Together, investments in these four outcomes are aligned to tangibly elevate the people, institutions and places at the “heart” of each selected place. •

Livability - includes the natural and cultural amenities that will improve the health and well-being of residents and make their neighborhood more attractive to new stakeholders.

•

Opportunity - focuses on building human capital, supporting existing businesses and redeveloping industrial/commercial property for viable new businesses, which requires the deployment of capital and technical support to bolster neighborhood entrepreneurs.

•

Vitality - focuses on retaining and attracting residents to under-populated neighborhoods in a way that diversifies household income levels and leads to enhanced density and prosperity.

•

Education - seeks to offer a rich array of educational opportunities to residents from cradle to career to ensure that all children in these areas will have access to quality public schools, and that adults will have opportunities to improve their employment skills.

The following pages outline the L.O.V.E. goals for the Twin Aire Great Place.

P 118 | TWIN AIRE GREAT AT PLACE | PLEASANT RUN SITE CROSSING ARI STRATEGY LOOKING WEST TWIN AIRE AND PLEASANT

RUN CREEK

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 119

Great Places 2020 is a visionary community development project to transform strategic places in Marion County neighborhoods into dynamic centers of culture, commerce and community. As philanthropic, civic and private partners look toward Indianapolis’ Bicentennial, they are engaging neighborhoods to make significant social and capital investments to enhance their quality of life and spur private investment. Every Great Place needs a variety of attributes to succeed. Great Places 2020 uses the L.O.V.E. acronym to embody these critical components: livability, opportunity, vitality and education.

•

Grass median on Meredith Ave.

•

Crime Watch Groups

•

Local restaurants

L.O.V.E. ENGAGEMENT

Lighting (streets, parks, underpasses, etc.)

•

Intersection walkability

•

Vacant retail spaces

•

Absentee landlords

•

Future bail bonds locations

•

Maintaining affordability as market improves

•

Education level of adult residents

•

6-street intersection

•

Library not accessible

•

Keeping residents in their homes

•

No health care facilities

•

Street flooding

•

Lack of retail options

The L.O.V.E. Committees were tasked with identifying strengths, concerns, and opportunities that were within the neighborhood. The input from the various committees was aggregated to represent opportunities for the neighborhood to identify existing and potential assets and target areas that could be improved. The items below are listed in descending order of importance.

•

Lack of affordable childcare

•

Need for workforce development

STRENGTHS • Local parks (Christian, Clayton & LaSalle, Pride, etc.)

•

Redevelopment of Citizens Energy Group’s Pleasant Run Crossing

•

New commercial development opportunities at key intersections

•

Florence Fay Senior Apartments

•

Pleasant Run Trail + bike lane connectivity

•

Community Justice Campus – workforce development opportunities

•

Purdue Extension Polytechnic High School development

•

Potential early education facilities

•

Prospect Falls

•

Community Justice Campus – new healthcare opportunities

•

Revitalization of the Twin Aire shopping center

Strengths, Concerns, + Opportunities

•

Local Elementary Schools

•

Shopping Center (Kroger, Chase, ACE, etc.)

•

Locally-focused organizations (Englewood, SEND, Southeast Community Services, etc.)

•

Independent grocers including a wide variety of Latinx grocery stores

•

Housing market momentum moving east

•

Trails + bike lanes

•

Farm 360

•

FULLBEAUTY Brands employs 800 people

P 120 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

The L.O.V.E. acronym’s outcomes, standing for Livability, Opportunity, Vitality, and Education, implement and advocate for the vision set forth by neighborhood residents, partners, and stakeholders. Led by SEND, this diverse group of stakeholders will work diligently to implement the goals developed in this plan.

CONCERNS • Deteriorating housing •

L.O.V.E Committees, which consisted of neighborhood residents and subject matter experts, guided the Twin Aire Great Place planning process. Each of the four committees met monthly to discuss a variety of topics related to the Twin Aire Great Place. In addition, there were other outreach meetings, such as the design workshop and monthly TANC (Twin Aire Neighborhood Coalition) meetings that the L.O.V.E. committee members were invited to in order to better understand the wants of residents, employees, and business owners of the Twin Aire neighborhood. These meetings introduced the project, collected ideas, and solicited feedback from the L.O.V.E. Committees members in addition to the general public.

THE L.O.V.E. COMMITTEE

TWIN AIRE PLACEMAKING TEAM

A placemaking team concentrates on one Great Place. The team has many members but has two chairs dedicated to each of the L.O.V.E. focuses. A coordinator is also created to be a point of contact for the team.

CITY-WIDE STEERING COMMITTEE

The 26-member civic leadership team meets quarterly to govern the Great Places 2020 Initiatives.

CITY-WIDE L.O.V.E. COMMITTEES

Neighborhood and topic specific experts comprise the committees and meet regularly to offer support and technical assistance to each Great Place and their plans.

TWIN AIRE PLANNING TEAM

With the Placemaking Team, the Planning Team manages the planning process for the Twin Aire Neighborhood Great Place.

OPPORTUNITIES • Underutilized land throughout neighborhood

PUBLIC INPUT & STAKEHOLDER GROUPS

Both the Placemaking and Planning Teams have worked with residents, stakeholders, and local topical experts to assist in the development and guidance of the plan. The intention was to ensure the plan was reacting to the neighborhoods’ needs and aspirations.

Figure 6.1

Twin Aire L.O.V.E. Organization Chart

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THE NEIGHBORHOOD’S HEART

The Twin Aire Great Place study area is adjacent to other neighborhoods that have joined together in support of the Twin Aire Great Place goals for community improvement.

Twin Aire

The neighborhood is bordered by the CSX rail line to the north and east, Prospect Street to the south and Keystone Avenue to the west. This 1950’s era neighborhood is one of the few in the area with a marketplace for daily shopping needs.

Christian Park

Christian Park Neighborhood surrounds the iconic Christian Park which has the Christian Park School and Pleasant Run Trail within it. The neighborhood boundaries are Washington Street to the north, the CSX rail line to the west and south, and Emerson Avenue to the east.

Norwood Place

Norwood Place is bounded by Prospect Street to the north, Sherman Avenue to the east, Terrace Avenue to the south and Vanderman Street to the west. Norwood Place, built in the early 1900s, has always been a diverse working class neighborhood. “A community with pride,” this neighborhood houses the Pride Community Center.

SECO Figure 6.2

SECO is typically associated with a large area encompassing many neighborhoods within its boundaries. Its borders include Sherman Drive to the east, the CSX rail line or Washington Street to the north, Shelby Street to the west, and Pleasant Run Parkway/ Prospect Street to the south. For the purposes of this study it will be recognized as the remaining residential zones that do not have another neighborhood representing them.

Study Area Location Map

NEARBY ANCHORS + ASSETS •

Angie’s List

•

Fountain Square

•

Ivy Tech Community College

•

Horner Industrial Group

•

Historic Irvington

•

McKinley Elementary

•

East Washington Branch Public Library

•

Pleasant Run Creek and Trail

•

Farm 360

•

Christian Park School and Christian Park

•

FULLBEAUTY Brands

•

Bethel Park

WHERE IS TWIN AIRE?

Twin Aire is in the Southeast neighborhood and is located at the intersection of Hoyt Avenue and Rural Street. The Great Place Study Area (shown above) touches several neighborhoods: Christian Park, Twin Aire, SECO, WECAN, and Norwood Place. At its heart is Pleasant Run Crossing which is ripe for redevelopment. Twin Aire is close to downtown, Fountain Square, and the Englewood Village Great Place. Interstates I-65 and I-70 are both within a two-mile drive from the site allowing easy access for residents, employees, and visitors.

WECAN

Figure 6.3 P 122 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

Neighborhoods Location Map

Bounded by Woodlawn Ave to the north, CSX rail lines on the east, Pleasant Run Pkwy on the south, and State St to the west, this neighborhood is situated just southeast of Fountain Square and south of SECO Neighborhoods. PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 123

EARLY ACTION PROJECTS

CLIMATE RESILIENCY

what is climate resilience?

•

Invest in Pride Park that currently serves as an under-utilized and under-programmed park.

•

Work with Indy Parks to enhance Clayton & LaSalle Park.

•

Create a neighborhood task force to address crime.

•

Work with SEND, INHP, and the City of Indianapolis to increase home repair and property maintenance grants to individuals in the neighborhood.

•

Figure 6.4

Work with Indy Parks to implement a youth “intern” program where youth in the neighborhood work for the Parks department to maintain parks in the neighborhood.

•

Work with the City of Indianapolis Department of Minority & Women Business Development to implement a local procurement program for the Community Justice Campus.

•

Work with SEND, SECS, Employ Indy and other partners to bring workforce training programs for residents of the area.

•

Relocate the SEND office to within the Twin Aire Great Place.

Clayton & LaSalle Park

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Work with TANC, SEND and/or Southeast Community Services (SECS) to create new cultural programming to celebrate the heritage of the people in the neighborhood.

Climate resilience is the capacity of a community, business, or natural environment to prevent, withstand, respond to, and recover from a disruption. In other words, it’s the ability to adapt, recover, and flourish in the face of a changing climate.

Why Does it matter?

Changing climate conditions will have harmful effects on communities. Preparation is needed in order to adapt to these changes and ensure the neighborhood’s long-term success. Projected climate conditions in Indianapolis include higher temperatures, heat waves, increased precipitation, heavy downpours, and droughts. In general, these changes will have negative effects on health and safety, infrastructure, transportation, natural and environmental resources, and cultural resources. More specifically, they will cause: •

Reduced air quality;

•

Increased risk of heat stress and heat-related death;

•

Higher food prices;

•

Increased energy costs;

•

Reduced water supply;

•

Flooding; and

•

Relocation of people from coasts.

For all of these reasons, it is critical for Twin Aire to implement a resilient strategic plan so the neighborhood will continue to thrive long after it is put into place. The L.O.V.E. Committees have accomplished this by setting various goals and objectives that will allow the area to better prevent, adapt to, and recover from the effects of a changing climate. Resilient initiatives they have incorporated into the plan include: •

Improving walkability, bikeability, and travel efficiency;

•

Addressing flooding issues;

•

Improving the stormwater and sewer system;

•

Preserving natural assets and establishing new greenspace;

•

Strengthening the neighborhood’s relationships with healthcare providers and law enforcement;

•

Identifying potential indoor areas to serve as safe places during extreme weather; and

•

Providing environmental education programs and opportunities.

The Twin Aire neighborhood is also home to people who are most vulnerable to these changes: young children, the elderly and those with limited mobility or pre-existing health conditions, low income households, and those historically exposed to environmental burdens.

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L.O.V.E. GOALS AND OBJECTIVES introduction

Twin Aire developed the following L.O.V.E. goals during the community engagement and planning process to build upon current assets and guide work over the next five years.

LIVABILITY GOALS 1.

INCREASE CONNECTIVITY THROUGHOUT THE AREA BY EXPANDING TRAILS, IMPROVING PEDESTRIAN INFRASTRUCTURE, AND CREATING OPPORTUNITIES TO ACCESS A VARIETY OF TRANSPORTATION OPTIONS

A. Improve the Rural/Southeastern/English Avenue intersection by creating safer pedestrian crossings, slowing cars, and building new or expanding existing sidewalks B. Connect the Pleasant Run Trail to the city’s existing trail network, local parks, and nearby community centers and thru Pleasant Run Crossing C. Address flooding and drainage issues throughout the neighborhood D. Focus pedestrian infrastructure investments along Rural Street, Southeastern Avenue, English Avenue, Pleasant Run Parkway, Keystone Avenue, and around Twin Aire Plaza to create a neighborhood that is accessible by residents of all ages and abilities E. Connect and expand existing bike routes, build new bicycle amenities, and improve bicycle safety F. Create strong connections to transit and provide ample amenities at and around stops G. Work with Blue Indy to explore options for lower cost / affordable car share services H. Reconnect the urban grid

2. EXPAND ACCESS TO ART, NATURE, AND RECREATIONAL OPPORTUNITIES FOR ALL RESIDENTS

A. Foster a unique cultural identity for the neighborhood by capitalizing on the area’s diverse working-class history and existing assets B. Create a centralized community gathering space while enhancing connections between existing open spaces C. Activate Pleasant Run Creek and Prospect Falls as natural assets D. Offer new recreation facilities and programs, such as soccer fields with particular focus given to Clayton & LaSalle Park E. Create new cultural programming to celebrate resident diversity F. Encourage small pocket or neighborhood parks within the existing neighborhood fabric that serve the immediate area and increase neighborhood greenspace

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B. Advocate for a local procurement program for the Community Justice Campus that prioritizes utilizing local businesses and assists residents in identifying business opportunities related to purchasing needs C. Create a marketing strategy to attract new businesses to the area by promoting the neighborhood’s workforce, strategic location, existing facilities, shovel-ready properties, etc. D. Connect residents and organizations to larger economic and workforce development initiatives offered throughout the city. E. Improve access to other job centers

3. IMPROVE PUBLIC HEALTH AND SAFETY

4. CREATE A COMMUNITY CENTER

A. Develop a central community space for all people that provides health and recreation facilities, career development programs, workforce training, and event spaces.

A. Partner with small business support programs to connect entrepreneurs to business mentoring services, technical assistance, and capital B. Provide bilingual programming to connect nonnative English speakers to small-business resources C. Create a Makers Village to act as an incubator for industrial and artisan small businesses

ESTABLISH A DENSE, MIXED-USE CENTER OF ACTIVITY THAT ATTRACTS LOCAL BUSINESSES AND ENHANCES ECONOMIC DEVELOPMENT INITIATIVES

A. Improve infrastructure, including bike/ pedestrian amenities, plazas, roadways, storm water facilities, sewer, etc., to support new commercial and industrial investment. B. Reduce barriers to reinvestment by prioritizing brownfield remediation, site assembly, and clustering commercial development to create a neighborhood Village Center C. Prioritize development in the Village Center to act as a catalyst for revitalization of the area D. Create additional opportunities for small businesses, retailers, and restaurants to locate in the area so that the daily needs of residents and employees can be met locally E. Maintain / support affordable rents for local businesses

2. INCREASE EMPLOYMENT OPPORTUNITIES FOR LOCAL RESIDENTS AND CREATE AN ECONOMIC DEVELOPMENT INITIATIVE THAT LEVERAGES THE STRENGTHS OF THE NEIGHBORHOOD TO ATTRACT LOCAL BUSINESSES AND HIGHER PAYING EMPLOYERS

A. Leverage the redevelopment of Pleasant Run Crossing as a potential employment generator by adopting local hiring practices

3. CREATE RESOURCES FOR ENTREPRENEURSHIP AND MINIMIZE BARRIERS TO ENTRY FOR SMALL BUSINESSES

OPPORTUNITY GOALS 1.

2. IMPROVE THE QUALITY OF THE EXISTING HOUSING STOCK AND CREATE A DIVERSE RANGE OF NEW HOUSING OPTIONS

3. BECOME A MODEL “AGING-IN-PLACE” COMMUNITY

A. Create more opportunities for seniors to engage with the community through volunteer opportunities, the development of seniorfocused gathering spaces, and connections to existing services B. Develop a homeowner repair program specifically designed to make aging modifications so that seniors may remain in their homes

VITALITY GOALS 1.

ENSURE THAT THE AREA WILL REMAIN AFFORDABLE FOR RESIDENTS OF ALL INCOME LEVELS BY DEVELOPING PROGRAMS TO ASSIST CURRENT RESIDENTS TO REMAIN IN THEIR NEIGHBORHOODS

A. Partner with local housing organizations to preserve and expand affordable rental and forsale options in the area B. Focus initial efforts to preserve affordability near the western edge of the Great Places 2020 boundary due to the rapidly changing housing market C. Explore the possibility of a community land trust to preserve affordability as the housing market continues to improve D. As the housing market continues to improve, work with public officials and community leaders to establish mechanisms to reduce or limit property tax impacts on homeowners E. Encourage increased home ownership by connecting renters and potential homeowners with services such as INHP’s down payment assistance program and other financial products

EDUCATION GOALS 1.

INCREASE ACCESS TO HIGH-QUALITY EARLY LEARNING AND YOUTH PROGRAMMING

A. Increase the quality, access, and capacity of early learning options in the area B. Work with providers to expand child care options C. Expand Pre-K offerings throughout the neighborhood D. Utilize existing ecological assets, such as Pleasant Run Creek and Prospect Falls, to create environmental educational opportunities E. Increase transportation options for students to access educational opportunities F. Work with existing education providers to offer a variety of opportunities for neighborhood youth so that more of their education needs can be met locally and will set them up for success to graduate with a high school diploma

G. Increase communication about child care, educational, and programming opportunities in the area

2. EXPAND OPPORTUNITIES FOR POST-SECONDARY EDUCATION AND WORKFORCE DEVELOPMENT

A. Connect residents to existing services, adult educational programs, job-skills programs, and training opportunities B. Connect low-wage and underemployed workers with training opportunities and higher paying industry jobs offered throughout the city C. Provide tailored job skills training that aligns with future employment opportunities that will be available through the redevelopment of Pleasant Run Crossing and the revitalization of the surrounding neighborhood. D. Work with existing educational and social service providers to teach life, job readiness, and entrepreneurship skills E. Create opportunities to access virtual and online trainings for residents who may not have access to internet in their homes F. Provide environmental education training programs

3. CAPITALIZE ON THE UNIQUE CULTURAL CONTEXT OF THE AREA AND PROVIDE ENGLISH LANGUAGE PROGRAMMING FOR NON-ENGLISH SPEAKERS

A. Connect non-English speaking residents to resources for overcoming language barriers B. Connect immigrants to opportunities where they can learn about legal services C. Provide cultural and bilingual programming D. Provide education for parents and/or caregivers to increase their support systems so they can have a better quality of life

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Policies and Programs Implementation

Action Type

What are Objectives and action steps? L.O.V.E. Association Resiliency The following pages of L.O.V.E Goals, Objectives, This symbol indicates and Action Steps were developed through the Each goal and objective is assigned to a L.O.V.E. outcome, described that a goal or objective community engagement process and discussions earlier in the document. is climate resilient. with the L.O.V.E. committees in order to distill community desires into actionable items. These are comprehensive and sensitive to the various aspects Become a Model “Aging-in-Place” Community of community development. Although many of the goals are focused on the built environment, and concentrating on the physical aspects of the area, many others relate to the people-based needs of the community. The intent of the L.O.V.E. framework is to create actionable steps to achieve these goals over Livability Opportunity Vitality Education Resiliency the next five years.

Each objective references a specific action or task. Policies are overarching ideas defining a course of action. Programs are plans or activities to be carried out to achieve a goal. Brick & Mortar refers to a physical construction or infrastructure project.

Goal 1:

Increase connectivity throughout the area by expanding trails, improving pedestrian infrastructure, and creating opportunities to access a variety of transportation options

Goal 4:

Objective A:

The L.O.V.E. Goals provide the overarching framework while the Objectives and Action Steps create measurable, implementable steps for success.

These are the actionable items to facilitate or support the completion of the objective

Stakeholders

The organization or entity that is designated as a potential community partner to facilitate or complete the objective and action steps

Funding

These are specific funding opportunities for the project. Lettered abbreviations refer to funding sources identified in the Implementation chapter

Improve the Rural/Southeastern/English Avenue intersection by creating safer pedestrian crossings, slowing cars, and building new or expanding existing sidewalks

•

Identify existing senior resources, programs, and volunteer opportunities

•

Create an outreach strategy to reach area seniors to connect them to existing resources, programs, and opportunities

•

Work with partners, such as SECS, to create programming and resources for seniors

Policy

Program

Brick & Mortar

Potential Cost:

$ Short

Long

Lead Party SECS SUPPORTING PARTNERS IU Health, Eskenazi, Health Net, Indy Parks

•

Conduct a walkability study of the intersection to identify missing infrastructure, areas in need of repair, and areas of opportunity

•

Prioritize projects and locations for investment

•

Advocate for sidewalk improvements, street repairs, traffic calming measures, and improved pedestrian crossings that fit with the brand of the Twin Aire Great Place

Lead Party SEND

Funding Opportunities:

Medium

Brick & Mortar

Potential Cost:

$$$ Timeline:

Funding Opportunities:

Long Long

Short Short

Medium Medium

City of Indianapolis GF, Bond, A, B, E, J, AA, AD Timeline

Objectives will not be carried out immediately. This indicates whether an objective is a short, middle or long term planning effort P 128 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

Program

Stakeholders:

SUPPORTING PARTNERS TANC, Health by Design, City of Indianapolis

Central Indiana Senior Fund - CICF CDBG Public Service Fund - City of Indianapolis

Policy

Action Steps:

Timeline:

Stakeholders:

Action type:

Create more opportunities for seniors to engage with the community through volunteer opportunities, the development of senior-focused gathering spaces, and connections to existing services.

Action Steps:

Action Steps

Objective A:

Potential Cost

Each objective has a magnitude of cost associated with it to assist in the identification of funding for the project PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 129

Goal 1:

Increase connectivity throughout the area by expanding trails, improving pedestrian infrastructure, and creating opportunities to access a variety of transportation options

Objective B:

Action type:

Connect the Pleasant Run Trail to the city’s existing trail network, local parks, and nearby community centers Policy

Program

Action Steps: •

Map existing community destinations, trails, and bike lanes

•

Conduct a walkability and bikeability study to identify missing infrastructure, areas in need of repair, and areas of opportunity

•

Prioritize projects and locations for investment

•

Advocate for new trails and improvements

•

Identify non-municipal funding sources to leverage to support potential City investment

SUPPORTING PARTNERS TANC, Health by Design, City of Indianapolis, Keep Indianapolis Beautiful

Funding Opportunities: City of Indianapolis GF, Bond, A, B, C, D, J, O, V, AA, AB, AD, AJ P 130 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

Brick & Mortar

Policy

Short

Program

Action Steps:

$$$ Long

Action type:

Address flooding and drainage issues throughout the neighborhood

Potential Cost:

Timeline:

Increase connectivity throughout the area by expanding trails, improving pedestrian infrastructure, and creating opportunities to access a variety of transportation options

Objective C:

•

Stakeholders: Lead Party SEND

Goal 1:

Advocate for the City to address the drainage through communication with DPW, DMD, and the Mayor’s Action Center. Areas of specific concern include: ▫▫ ▫▫ ▫▫ ▫▫

Hoyt and S Rural intersection Along Southeastern Ave Along Pleasant Run Parkway N Dr Railroad underpasses

•

Encourage the use of on-site green infrastructure best management practices in new development

•

Improve stormwater utility infrastructure in conjunction with roadway, multimodal, and other utility projects.

Stakeholders:

Brick & Mortar

Potential Cost:

$$$ Timeline:

Long Long

Short Short

Lead Party SEND Medium

SUPPORTING PARTNERS TANC, Health by Design, City of Indianapolis

Medium Medium

Funding Opportunities: City of Indianapolis GF, Bond, A, C, J, U, AD PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 131

Goal 1:

Increase connectivity throughout the area by expanding trails, improving pedestrian infrastructure, and creating opportunities to access a variety of transportation options

Objective D: Focus pedestrian infrastructure investments along Rural Street, Southeastern Avenue, English Avenue, Pleasant Run Parkway, Keystone Avenue, and around Twin Aire Plaza to create a neighborhood that is accessible by residents of all ages and abilities

Action Steps: •

Fill in missing sidewalks as identified in Appendix 4: Phase 1 Infrastructure Assessment

•

Reconstruct deteriorating sidewalks as identified in Appendix 4: Phase 1 Infrastructure Assessment

Stakeholders:

Action type: Policy

Program

Timeline:

Lead Party SEND SUPPORTING PARTNERS City of Indianapolis

Funding Opportunities: City of Indianapolis GF, Bond, A, C, E, J, O, AD

Long

Short

Medium

Increase connectivity throughout the area by expanding trails, improving pedestrian infrastructure, and creating opportunities to access a variety of transportation options

Objective E: Brick & Mortar

Potential Cost:

$$$

Goal 1:

Action type:

Connect and expand existing bike routes, build new bicycle amenities, and improve bicycle safety Policy

Program

Action Steps: •

Map existing trails, routes, bike lanes, and bike sharrows

•

Conduct a walkability and bikeability study to identify missing infrastructure, areas in need of repair, and opportunity areas

•

Prioritize projects and locations for investment, including the recommended Keystone Ave cycle track, Southeastern Ave cycle track, and Pleasant Run Promenade

•

Advocate for new trails and improvements

•

Host bicycle educational classes for both adults and children. Classes could provide maintenance instructions, teach state bike laws, and provide low-cost safety features (i.e. headlights, taillights, bells, etc.)

Stakeholders: Lead Party SEND SUPPORTING PARTNERS TANC, Health by Design, Indy Cog, Pacers Bike Share, City of Indianapolis, SECS, Nine13sports

Brick & Mortar

Potential Cost:

$$ Timeline:

Long Long

Short Short

Medium Medium

Funding Opportunities: P 132 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

City of Indianapolis GF, Bond, A, B, C, O, V, AA, AB, AD, AJ, Nine13sports

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Goal 1:

Increase connectivity throughout the area by expanding trails, improving pedestrian infrastructure, and creating opportunities to access a variety of transportation options

Objective F:

Action type:

Create strong connections to transit and provide ample amenities at and around stops Policy

Program

Action Steps: •

Map existing transit infrastructure, including bus stops, bus routes, bicycle routes, sidewalks, etc. with particular focus on the existing infrastructure near stops

•

Conduct a walkability study of the area to identify missing infrastructure, areas in need of repair, and areas of opportunity

•

Work with IndyGo to identify locations of future transit stops that would benefit from improvements and enhanced amenities

•

Work with IndyGo and CIRTA to improve transit access to other job centers

•

Work with large local employers to explore the possibility of non-municipal transportation services, such as shuttles and rideshares, to and from major employment locations

Stakeholders: Lead Party SEND SUPPORTING PARTNERS TANC, SECS, IndyGo, CIRTA, City of Indianapolis

Goal 1:

Objective G: Brick & Mortar

Policy

Program

Action Steps:

Potential Cost:

Timeline:

Action type:

Work with Blue Indy to explore options for lower cost / affordable car share services

•

$$$

Increase connectivity throughout the area by expanding trails, improving pedestrian infrastructure, and creating opportunities to access a variety of transportation options

•

Explore national best practices about car sharing for lowincome individuals Work with Blue Indy to identify feasible locations for a potential car share station

Stakeholders: Lead Party SEND

Brick & Mortar

Potential Cost:

$$ Timeline:

SUPPORTING PARTNERS Blue Indy, City of Indianapolis Long

Short

Funding Opportunities:

Long Long

Short Short

Blue Indy, City of Indianapolis, SEND Medium

Medium Medium

Funding Opportunities: City of Indianapolis GF, Bond, A, B, C, D, E, AD, AJ P 134 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

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Goal 1:

Increase connectivity throughout the area by expanding trails, improving pedestrian infrastructure, and creating opportunities to access a variety of transportation options

Objective H:

Action type:

Action Steps: •

All roadway improvements should contain pedestrian and bicycle infrastructure

•

Extend Trowbridge St, Temple Ave, Leeds Ave, and S Rural St into the Twin Aire site to reconnect the urban grid, support commercial activity, and encourage new residential development

•

Extend Parker Ave, Oakland Ave, Gray St, Dearborn St, and LaSalle St south, across English Ave and Southeastern Ave to increase connectivity with new developments in these areas. Vacate Pleasant Run Parkway to improve connectivity throughout the area and support commercial activity

Stakeholders:

Program

Policy

Program

Action Steps:

•

Work with residents, long-standing businesses, and other stakeholders to identify locations that are historically significant within the neighborhood Create artwork, historic markers, and/or neighborhood gateways that reflect and honor the working-class history of the area

Stakeholders: Lead Party SEND

Timeline:

Action type:

Foster a unique cultural identity for the neighborhood by capitalizing on the area’s diverse working-class history and existing assets

Potential Cost:

Brick & Mortar

Potential Cost:

$ Timeline:

SUPPORTING PARTNERS TANC, Big Car, Arts Council of Indianapolis Long

Short

Lead Party SEND SUPPORTING PARTNERS City of Indianapolis

Brick & Mortar

•

$$$

Expand access to art, nature, and recreational opportunities for all residents

Objective A:

Reconnect the urban grid Policy

Goal 2:

Funding Opportunities:

Long Long

Short Short

L, M, W, X, Y, AJ, AK, AS Medium

Medium Medium

Funding Opportunities: City of Indianapolis GF, Bond, Private, A, AD P 136 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

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Case Study:

Lawrence Inside Out Community Art

Lawrence, Kansas is a small city with a strong arts culture. To celebrate the city’s history, culture, and residents, a local photographer gathered 600 portraits of artists and community members to create a city-wide display. The Lawrence project is part of the worldwide “Inside Out” participatory art project created to strengthen communities.

Goal 2:

Expand access to art, nature, and recreational opportunities for all residents

Objective B:

Action type:

Create a centralized community gathering space while enhancing connections between existing open spaces Policy

Program

Action Steps: •

Using the recommendations from the plan, and specifically the outdoor village green, identify and prioritize potential gathering spaces for future investment

•

Identify existing property ownership of prioritized potential gathering spaces to determine feasibility

•

Work with existing property owner to negotiate land usage/ ownership

•

Identify funding opportunities and work with businesses and organizations to gather in-kind contributions

•

Recruit residents, local organizations, and other volunteers to create the space

•

Create a maintenance plan

Stakeholders: “[Inside Out] is a global platform for people to share their untold stories and transform messages of personal identity into works of public art.”

-Inside Out Project

Lead Party SEND

Brick & Mortar

Potential Cost:

$$$ Timeline:

Long Long

Short Short

Medium Medium

SUPPORTING PARTNERS TANC, Keep Indianapolis Beautiful, SECS

Funding Opportunities: City of Indianapolis GF, Bond, AD, AJ, AK, AN, AS P 138 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

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Goal 2:

Expand access to art, nature, and recreational opportunities for all residents

Objective C:

Action type:

Objective D:

Activate Pleasant Run Creek and Prospect Falls as natural assets

Action Steps: •

Continue to develop and construct Micro Planning Area 1

•

Organize Clean-up events with residents, local organizations, and other volunteers

•

Work with KIB, ROW, and supporting partners to identify funding sources to enhance and make these natural assets accessible to all users

•

Create a maintenance plan for regular clean-up events

Stakeholders: Lead Party Keep Indianapolis Beautiful (KIB), Reconnecting With Our Waterways (ROW) SUPPORTING PARTNERS SEND, TANC, SECS

Funding Opportunities: KIB, ROW, Y, AJ, AK, AS

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Policy

Program

Expand access to art, nature, and recreational opportunities for all residents

Brick & Mortar

Offer new recreation facilities and programs, such as soccer fields, basketball courts, etc., with particular focus given to Clayton and LaSalle Park

Action type: Policy

Program

Brick & Mortar

Action Steps: Potential Cost:

$$ Timeline:

•

Using the recommendations from the plan, work with Indy Parks to prioritize potential spaces for future investment

•

Work with existing property owner to negotiate land usage/ ownership

•

Identify funding opportunities and work with businesses and organizations to gather in-kind contributions

•

Recruit residents, local organizations, and other volunteers to create the space

Potential Cost:

$$ Timeline:

Stakeholders: Long

Short

Lead Party SECS

Long Long

Short Short

SUPPORTING PARTNERS SEND, Indy Parks, Renew Indianapolis Medium

Funding Opportunities:

Medium Medium

City of Indianapolis GF, Bond, AD, AJ, AK, AN, AS

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Goal 2:

Expand access to art, nature, and recreational opportunities for all residents

Objective E:

Action type:

Objective F:

Create new cultural programming to celebrate resident diversity

Action Steps: •

For each program, identify the event theme based on resident and target-audience interest

•

Create a calendar of existing events and activities to ensure that the new program will not compete with long-established events

•

Identify funding sources

•

Plan the program and market to the identified audience

Stakeholders:

Policy

Program

Timeline:

Lead Party SEND SUPPORTING PARTNERS TANC, SECS

Funding Opportunities: SEND, W, Y, AJ, AK, AS

Brick & Mortar

Potential Cost:

$$ Long

Short

Medium

Expand access to art, nature, and recreational opportunities for all residents

Encourage small pocket or neighborhood parks within the existing neighborhood fabric that serve the immediate area and increase neighborhood greenspace

Action type: Policy

Program

Action Steps: •

Identify and prioritize potential pocket parks through resident input and engagement

•

Identify existing property ownership of prioritized potential gathering spaces to determine feasibility

•

Work with existing property owner to negotiate land usage/ ownership

•

Identify funding opportunities and work with businesses and organizations to gather in-kind contributions

•

Recruit residents, local organizations, and other volunteers to create the space

•

Create a maintenance plan

Stakeholders: Lead Party KIB SUPPORTING PARTNERS SEND, TANC

Brick & Mortar

Potential Cost:

$$$ Timeline:

Long Long

Short Short

Medium Medium

Funding Opportunities: City of Indianapolis GF, Bond, Y, AD, AJ, AK P 142 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 143

Goal 3:

Improve Public Health and Safety

Objective A:

Action type:

Objective B:

Improve public safety

Action Steps: •

Increase pedestrian-scaled lighting along streets, trails, and sidewalks

•

Advocate for minimum lighting levels in parking lots, driveways, and walkways in private development

•

Advocate for and implement Crime Prevention Through Environmental Design principles

Stakeholders: Lead Party SEND SUPPORTING PARTNERS City of Indianapolis, IMPD, IPL, Mayor’s Action Center

Action type:

Strengthen the community’s relationship with IMPD Policy

Program

Brick & Mortar

Potential Cost:

$$ Timeline:

Action Steps: •

Develop a mentorship program between schools and IMPD with an emphasis on the Latinx community

•

Advocate for IMPD to conduct roll calls in neighborhood

•

Explore the possibility of community relations officers for the area

•

Support the transition of the Southeast District into Twin Aire. Invite IMPD to attend community meetings & school functions.

•

Consider hosting a National Night Out event

Stakeholders:

Policy

Program

Brick & Mortar

Potential Cost:

$ Timeline:

Lead Party Southeast Crime Watch District Long

Short

Funding Opportunities: City of Indianapolis GF, Bond, Private, A, C

Improve Public Health and Safety

Medium

SUPPORTING PARTNERS TANC, La Plaza, IMPD, Southeast Crime Watch District

Funding Opportunities:

Long Long

Short Short

Medium Medium

IMPD, City of Indianapolis GF

P 144 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 145

Goal 3:

Improve Public Health and Safety

Objective C: Explore opportunities to partner with healthcare providers to expand resident access to primary care, health clinics, and mental health facilities

Action type: Policy

Program

Objective D: Brick & Mortar

Action Steps: •

Partner with local health care providers

•

Identify a potential location for a health clinic and/or explore the possibility of bringing a mobile clinic to the area

Stakeholders: Lead Party SECS

Long

Short

SECS, HealthNet, Eskenazi Community Health Network, IU Health Medium

P 146 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

•

Identify existing convenience stores and gas stations, with particular focus at the Prospect & Keystone intersection Explore national best practices for healthy corner store programs

Stakeholders: Lead Party Purdue Extension

Policy

Program

Brick & Mortar

Potential Cost:

$ Timeline:

SUPPORTING PARTNERS SECS, SEND, TANC, Indy Food Council, Garden on the Go

SUPPORTING PARTNERS HealthNet, Eskenazi Community Health Network, IU Health

Funding Opportunities:

Action Steps:

Potential Cost:

Timeline:

Action type:

Support Southeast Community Health Task Force and its efforts to expand healthy options at corner stores

•

$$ $

Improve Public Health and Safety

Funding Opportunities: SECS, Private

Long Long

Short Short

Medium Medium

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 147

Case Study:

Healthy in a Hurry Corner Store Program

Goal 4:

Create a Community Center

Location: Louisville, KY

Objective A:

The YMCA of Greater Louisville partnered with the Louisville Department of Public Health and the Center for Healthy Equity to create the Healthy in a Hurry Corner Store Initiative that works to address the lack of fresh produce in the city’s low-income neighborhoods. The initiative is grant funded and provides financial and technical assistance to corner stores interested in selling fresh and affordable produce. Six corner stores are currently participating in the program, with some experiencing double the amount of sales of produce and a significant increase in customer traffic. The University of Louisville found a 95% increase in the amount of fresh produce consumed by customers since the program was implemented.

Develop a central community space for all people that provides health and recreation facilities, career development programs, workforce training, and event spaces

Action type: Policy

Program

Brick & Mortar

Action Steps: •

Work with partners to identify a location, if different from the location represented on the Concept 1- CJC Focus or Concept 2 - Advanced Manufacturing Focus development plans

•

Refine the draft program based on updated community needs to determine spaces and resources to prioritize

•

Conduct a feasibility study building upon the proposed development and program

•

Identify funding sources and conduct a fundraising campaign for the facility

Stakeholders: Lead Party SEND, SECS SUPPORTING PARTNERS LISC, United Way

Potential Cost:

$$ $ Timeline:

Long Long

Short

Medium Medium

Funding Opportunities: Private, Lease, AD, AE, AJ, AN, AS P 148 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 149

Goal 1: Establish a dense, mixed-use center of activity that attracts local businesses and enhances economic development initiatives

Objective A: Improve infrastructure, including bike/pedestrian amenities, plazas, roadways, storm water facilities, sewer, etc., to support new commercial and industrial investment

Action type: Policy

Program

Action Steps: •

For any areas that are rezoned for mix use development, ensure the standards contained within the document are incorporated into the zoning

•

Advocate for a scoping report for identified infrastructure projects (cross-reference with infrastructure recommendations)

•

Advocate for storm water upgrades including green infrastructure

•

Establish a tax increment financing district (TIF) to fund some infrastructure projects

•

Seek funding through both local and non-municipal sources

Stakeholders:

Funding Opportunities:

Objective B: Brick & Mortar

Reduce barriers to reinvestment by prioritizing brownfield remediation, site assembly, and clustering commercial development to create a neighborhood Village Center

Action type: Policy

Program

Brick & Mortar

Action Steps: Potential Cost:

$$ Timeline:

•

Work with DMD and Develop Indy to build upon the investment to identify an economic development professional who would help to redevelop this area

•

Identify an organizational project lead to focus on-site assembly

•

Seek funding for continued remediation

•

Using the recommendations from this plan, encourage customer-facing businesses to locate in the village core

Potential Cost:

$$ Timeline:

Stakeholders: Long

Short

Lead Party SEND SUPPORTING PARTNERS City of Indianapolis, TANC, Local Property Owners

Goal 1: Establish a dense, mixed-use center of activity that attracts local businesses and enhances economic development initiatives

Medium

Lead Party SEND SUPPORTING PARTNERS City of Indianapolis, Renew Indianapolis

Long Long

Short

Medium Medium

Funding Opportunities: T, U, AD

City of Indianapolis GF, Bond, Private, A, B, C, O, V, AA, AB, AD, AJ, P 150 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 151

Goal 1: Establish a dense, mixed-use center of activity that attracts local businesses and enhances economic development initiatives

Objective C:

Action type:

Prioritize development in the Village Center to act as a catalyst for revitalization of the area Policy

Program

Action Steps: •

Review zoning and encourage the rezoning of properties to support mixed use developments

•

Work with property owners to increase density on their property

•

Ensure retention and expansion of existing business during redevelopment

•

Consider locating the Community Center in the Village Center to act as a catalyst project

Case Study:

Mashpee Commons

Location: Mashpee, MA Brick & Mortar

First constructed in the mid-1960s, the development now known as Mashpee Commons was a typical suburban strip center and was home to a bank, hardware store, florist, two-screen movie theater, small market, post-office, and restaurant. The strip center faced significant disinvestment in the 1980s until it was converted into a mixed-use, mixed-income, pedestrian-friendly town center. Mashpee Commons was the first retrofit of a strip shopping center into a mixed-use town center, and now it is a thriving, open-air shopping district.

Potential Cost:

$$$ Timeline:

Stakeholders: Lead Party SEND

Long

Short

Long

Short

SUPPORTING PARTNERS City of Indianapolis, Property Owners, LISC Medium

Medium

Funding Opportunities: City of Indianapolis GF, Bond, AD, AJ, AK

P 152 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 153

Goal 1: Establish a dense, mixed-use center of activity that attracts local businesses and enhances economic development initiatives

Objective D: Create additional opportunities for small businesses, retailers, and restaurants to locate in the area so that the daily needs of residents and employees can be met locally

Action type:

Create new commercial spaces in the Village Center

•

Explore the possibility of offering free or reduced rents to new small businesses and entrepreneurs for a certain period of time

Stakeholders: Lead Party SEND

Policy

Program

Brick & Mortar

Action Steps: •

Potential Cost:

$$ $ Timeline:

SUPPORTING PARTNERS EmployIndy, Property Owners, LISC, Develop Indy

Funding Opportunities:

Objective E:

Action type:

Maintain / support affordable rents for local businesses

Action Steps: •

Goal 1: Establish a dense, mixed-use center of activity that attracts local businesses and enhances economic development initiatives

Identify best practices from other communities, such as the NorthEast Investment Cooperative example on the facing page.

•

Partner neighborhood groups and local institutions to create a rent subsidy program, whereby qualifying local businesses receive a subsidy to make rental rates in new commercial buildings more affordable

•

Develop a task force to implement the findings from the best practice research

Policy

Program

Brick & Mortar

Potential Cost:

$$ Timeline:

Stakeholders: Long

Short

Y, AN, AP Medium

Lead Party SEND SUPPORTING PARTNERS LISC

Funding Opportunities:

Long Long

Short

Medium Medium

SEND, AK, AO

P 154 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 155

Case Study:

Goal 2:

NorthEast Investment Cooperative

Increase employment opportunities for local residents and create an economic development initiative that leverages the strengths of the neighborhood to attract local businesses and higher paying employers

Location: Minneapolis, MN

Objective A:

The NorthEast Investment Cooperative was founded in 2011 by a group of concerned citizens to collectively purchase, rehab, and manage commercial properties in Northeast Minneapolis. The organization rents commercial spaces to local tenants that provide services residents were interested in having in the area, including a bike shop, bakery, and brewery. Because the organization is focused on the neighborhood’s longterm success, the NorthEast Investment Cooperative offers more affordable rents and flexibly compared to traditional retail landlords. NorthEast Investment Cooperative identifies underutilized property in the community and raises capital from community members, who then see modest financial returns on their investment.

Leverage the redevelopment of Pleasant Run Crossing as a potential employment generator by adopting local hiring practices

Action Steps: •

Identify best practices and programs to promote local hiring for both construction jobs during the construction period as well as permanent jobs in new businesses and institutions

•

Create an implementation team made up of community organization representatives, city staff, workforce development professionals, and job training providers

•

Establish a referral clearinghouse and job applicant portal for employers to utilize when they are ready to hire

•

Adopt policy that developers and employers must use the referral system and make good faith efforts to hire job seekers

Action type: Policy

Program

Brick & Mortar

Potential Cost:

$ Timeline:

Stakeholders: 2506 Central Avenue Before NorthEast Investment Cooperative

After NorthEast Investment Cooperative bought the building, which is now home to Fair State Brewing

Lead Party SEND SUPPORTING PARTNERS EmployIndy, Buy Indy East, SECS

Long Long

Short

Medium Medium

Funding Opportunities: SEND, City of Indianapolis, EmployIndy, Private

P 156 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 157

Goal 2:

Objective B: Advocate for a local procurement program for the Community Justice Campus that prioritizes utilizing local businesses and assists residents in identifying business opportunities related to purchasing needs

Action Steps: •

Work with Indy’s small business office to advocate for a local procurement program

•

Work with the Community Justice Campus to identify necessary goods and services

•

Work with neighborhood businesses to identify which goods and services they would be able to provide

•

Goal 2:

Support and provide technical assistance to businesses to scale-up to Community Justice Campus needs

Stakeholders: Lead Party SEND SUPPORTING PARTNERS LISC, Buy Indy East, Indy Chamber, EmployIndy, SECS

Action type: Policy

Program

Objective C: Brick & Mortar

Potential Cost:

Create a marketing strategy to attract new businesses to the area by promoting the neighborhood’s workforce, strategic location, existing facilities, shovel-ready properties, etc.

•

Identify neighborhood strengths and develop a neighborhoodspecific economic development strategy

•

Use branding developed through the Great Places 2020 process to promote the neighborhood to developers

•

Explore the possibility of working with Buy Indy East to package and market shovel ready properties to developers

Lead Party SEND

Short

Action type: Policy

Program

Action Steps:

Stakeholders:

Timeline:

Long

SUPPORTING PARTNERS Buy Indy East, Develop Indy, LISC

Brick & Mortar

Potential Cost:

$ Timeline:

Long Long

Short

Funding Opportunities: Medium

SEND, City of Indianapolis, Develop Indy

Medium Medium

Funding Opportunities: SEND, City of Indianapolis, EmployIndy P 158 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 159

Goal 2:

Objective D:

Action type:

Connect residents and organizations to larger economic and workforce development initiatives offered throughout the city Program

Action Steps: Identify and connect with existing economic and workforce development initiatives available throughout the city, such as programming through TeenWorks, Centers for Working Families, EmployIndy, and SUPPORTING PARTNERS

•

Create an outreach and marketing strategy to connect residents to these existing initiatives

•

Identify gaps in service or barriers preventing residents from accessing these opportunities

SUPPORTING PARTNERS SEND, the Excel Center, Ivy Tech, WorkOne, EmployIndy, Centers for Working Families

Objective E: Brick & Mortar

Potential Cost:

Action Steps: •

Advocate for additional public transit opportunities

•

Work with large employers in Indianapolis to explore the possibility of organized rideshare/carpool/shuttle service for the neighborhood

Stakeholders: Lead Party SEND SUPPORTING PARTNERS TANC, SECS, Transit Task Force, IndyGo, Blue Indy

Timeline:

Stakeholders: Lead Party SECS

Action type:

Improve access to other job centers Policy

•

Goal 2:

Policy

Program

Brick & Mortar

Potential Cost:

$$ Timeline:

Funding Opportunities: SEND, IndyGo Long

Short

Medium

Long Long

Short

Medium Medium

Funding Opportunities: SECS, SEND, EmployIndy

P 160 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 161

Goal 3: Create resources for entrepreneurship and minimize barriers to entry for small businesses

Objective A: Partner with small business support programs to connect entrepreneurs to business mentoring services, technical assistance, and capital

Goal 3: Create resources for entrepreneurship and minimize barriers to entry for small businesses

Action type: Policy

Program

Objective B: Brick & Mortar

Action Steps: •

Identify an appropriate location for the small business support center, with potential priority given to the new community center

•

Identify potential workforce development partners

•

Provide technical assistance with business plans, identifying funding, legal structures, federal and state tax IDs, licenses and permits, MBE/WBE/VBE/DBE certification, etc.

SUPPORTING PARTNERS SEND, TANC, The Excel Center, Ivy Tech, WorkOne, EmployIndy, Centers for Working Families, LISC

Action Steps: Develop a toolbox to connect residents to business opportunities

Stakeholders:

Lead Party SECS SUPPORTING PARTNERS La Plaza

Timeline:

Funding Opportunities:

Policy

Program

Brick & Mortar

Potential Cost:

$ Timeline:

SECS

Stakeholders: Lead Party SECS

Provide bilingual programming to connect non-native English speakers to small-business resources

•

Potential Cost:

Action type:

Long

Short

Medium

Long Long

Short

Medium Medium

Funding Opportunities: SECS, SEND, AO

P 162 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 163

Goal 3: Create resources for entrepreneurship and minimize barriers to entry for small businesses

Objective C:

Case Study: Greenpoint Manufacturing and Design

Action type:

Create a “makers” village to act as an incubator for industrial and artisan small businesses Policy

Program

Action Steps: •

Examine national best practices to determine the model appropriate for the Twin Aire maker space

•

Using this plan, prioritize potential locations for a maker space and work with existing property owner(s) to determined feasibility

•

Identify additional funding sources

Stakeholders:

Location: Brooklyn, NYC Brick & Mortar

Potential Cost:

Founded in 1992, The Greenpoint Manufacturing and Design Center (GMDC) utilizes public/private financing to purchase, renovate, and lease space in derelict factories around the Greenpoint neighborhood. As a non-profit industrial developer, they utilize debt financing and are supported by many philanthropists and foundations. The 99 businesses surveyed in 2011 had the following make-up: 39 woodworkers, 27 fine artists/graphic artists, 20 artisans, 9 manufacturers, and 4 architecture/design studios. Over 100 businesses and 500 people are employed at the 6 buildings GMDC runs. With an average annual salary of $41,618 per year, these businesses are making a significant impact on the surrounding neighborhoods. Many of the products are sold outside of the NY region, including 15% nationally, and 9% internationally, bringing outside dollars in to the local economy.

$$$ Timeline:

Lead Party SEND SUPPORTING PARTNERS LISC, Riley Area Development Corp,

Long

Short

Long

Short

Funding Opportunities: Private, SEND, LISC, F

P 164 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

Medium

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 165

Goal 1: Ensure that the area will remain affordable for residents of all income levels by developing programs to assist current residents to remain in their neighborhoods

Objective A:

Action type:

Partner with local housing organizations to preserve and expand affordable rental and for-sale options in the area

Action Steps: •

Create a map/inventory of property ownership in the area, noting which properties are subsidized affordable, marketrate, and naturally occurring affordable

•

Identify potential development/redevelopment opportunities

•

Work with private landlords to ensure that private options are safe and habitable

•

Prioritize the long-term affordability of existing affordable housing

Stakeholders:

Policy

Program

Funding Opportunities:

residents to remain in their neighborhoods

Objective B: Brick & Mortar

Focus initial efforts to preserve affordability near the western edge of the Great Places 2020 boundary due to the rapidly changing housing market

Action type: Policy

Program

Brick & Mortar

Action Steps: Potential Cost:

$$$ Timeline:

•

Advocate for public policy that supports affordability

•

Focus on advocacy for state statue change

Stakeholders: Lead Party SEND SUPPORTING PARTNERS Fair Housing Center of Central Indiana, LISC, INHP

Lead Party SEND SUPPORTING PARTNERS Renew Indianapolis, City of Indianapolis, IHCDA, Marion County Treasurer’s Office, Existing Property Owners, TWG

Goal 1: Ensure that the area will remain affordable for residents of all income levels by developing programs to assist current

Funding Opportunities: Long

Short

Medium

SEND

Potential Cost:

$ Timeline:

Long Long

Short

Medium Medium

F, G, H, I, X, AM, AQ, AR

P 166 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 167

Goal 1: Ensure that the area will remain affordable for residents of all income levels by developing programs to assist current residents to remain in their neighborhoods

Objective C:

Action type:

Explore the possibility of a community land trust to preserve affordability as the housing market continues to improve

Action Steps: •

Examine national best practices and determine feasibility. Identify potential development/redevelopment opportunities

•

If a community land trust is the best option, identify lead organization and implement

Stakeholders: Lead Party SEND SUPPORTING PARTNERS TANC, Renew Indianapolis, City of Indianapolis

Policy

Program

Location: Durham, NC Brick & Mortar

Potential Cost:

$$$

Case Study: Durham Community Land Trust

A community land trust (CLT) is a non-profit, community-based organization created to acquire and hold land in order to provide long-term affordable housing access for community residents. CLTs primarily work to preserve long-term housing affordability for low and moderate-income households, specifically targeting families at or below 80% of the Area Median Income. When the trust acquires land, it maintains ownership of it permanently. Once a prospective buyer is found, the land trust enters in to a long-term renewable lease with the buyer as opposed to a purchase agreement (typically a 99-year renewable land lease). When the home is sold in the future, the homeowner shares in a percentage of the increased property value, while the rest returns to the CLT so that it can ensure housing affordability for the next low to moderate income family. Durham Community Land Trustees, Inc. (DCLT) was established in 1987 when members of Durham’s West End, Burch Avenue, and Lyons Park neighborhoods came together to improve the community through crime prevention, increasing housing affordability, and promoting homeownership. The land trust’s portfolio now includes over 200 units of affordable housing in Durham’s West End neighborhoods with an additional 47 units currently under development.

Timeline:

Funding Opportunities: SEND, Renew Indianapolis, City of Indianapolis

Long

Short

Long

Medium

Before

P 168 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

Short

After

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 169

Goal 1: Ensure that the area will remain affordable for residents of all income levels by developing programs to assist current residents to remain in their neighborhoods

Objective D: As the housing market continues to improve, work with public officials and community leaders to establish mechanisms to reduce or limit property tax impacts on homeowners

Action type: Policy

Program

Action Steps: •

Explore best practices in property tax discount programs.

•

Advocate for statutes that enable such programs at the state and local level.

•

Establish eligibility criteria that may include minimum length of ownership, unit type (single family or duplex), minimum percent change in property tax over a given period, income restrictions, and no tax delinquency.

•

Determine if the tax assistance will be set up as a loan to be repaid when the property is sold or if it is a reduction in tax owed.

Lead Party SEND SUPPORTING PARTNERS City of Indianapolis, Fair Housing Center of Central Indiana

residents to remain in their neighborhoods

Objective E: Brick & Mortar

Potential Cost:

Encourage increased home ownership by connecting renters and potential homeowners with services such as INHP’s down payment assistance program and other financial products

•

Direct residents to existing resources

Lead Party SEND, SECS SUPPORTING PARTNERS INHP, IHCDA

Timeline:

Action type: Policy

Program

Action Steps: Stakeholders:

Funding Opportunities:

Brick & Mortar

Potential Cost:

$ Timeline:

INHP, F

Adopt the program at the city level.

Stakeholders:

Goal 1: Ensure that the area will remain affordable for residents of all income levels by developing programs to assist current

Long

Short

Medium

Long Long

Short

Medium Medium

Funding Opportunities: SEND, City of Indianapolis P 170 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 171

Goal 2: Improve the quality of the existing housing stock and create a diverse range of new housing options

Objective A: Create new mixed income housing products that are currently missing from the market, including townhomes, small multi-family apartments, and live/work units

Goal 2: Improve the quality of the existing housing stock and create a diverse range of new housing options

Action type: Policy

Program

Objective B: Brick & Mortar

Action Steps: •

Prioritize the former Twin Aire Drive-in site as a location for new mixed income development

•

Market the opportunity to developers

Stakeholders: Lead Party SEND SUPPORTING PARTNERS Live Indy East, City of Indianapolis, MIBOR

Funding Opportunities: Private

Action Steps:

Potential Cost:

Timeline:

•

Connect current homeowners to Owner-Occupied Repair resources available through SEND, INHP, Habitat for Humanity, and other local partners Connect residents to INHP’s Revive Indy Program.

Stakeholders: Lead Party SEND SUPPORTING PARTNERS Habitat for Humanity, City of Indianapolis, INHP

Policy

Program

Brick & Mortar

Potential Cost:

$ Timeline:

Funding Opportunities: Long

Short

Medium

P 172 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

Help current homeowners access technical assistance and capital to make home improvements

•

$$$

Action type:

SEND, City of Indianapolis, INHP

Long Long

Short

Medium Medium

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 173

Goal 2: Improve the quality of the existing housing stock and create a diverse range of new housing options

Objective C: Explore the possibility of establishing a rental repair program that provides loans, construction management, and project management services to carry out repair and improvements to market-rate rental properties. This capital and technical support can be tied to maintaining the long-term affordability of units

Action Steps: •

Investigate best practices from other cities

•

Determine the feasibility of program

•

Create program rules and eligibility

•

Market to existing landlords

Action type: Policy

Program

$$$ Timeline:

Brick & Mortar

Action type:

Create a neighborhood pattern book to guide new development so that it complements the existing character and form of the area

Action Steps: •

Create a Pattern Book for the neighborhood to guide the design of new development.

•

Work with the Department of Metropolitan Development to adopt the guidebook.

Stakeholders: Lead Party SEND SUPPORTING PARTNERS City of Indianapolis, IUPUI, Ball State University

Policy

Program

Brick & Mortar

Potential Cost:

$ Timeline:

Funding Opportunities:

Lead Party SEND

Funding Opportunities:

Objective D:

Potential Cost:

Stakeholders:

SUPPORTING PARTNERS City of Indianapolis, Live Indy Eats, INHP, LISC

Goal 2: Improve the quality of the existing housing stock and create a diverse range of new housing options

City of Indianapolis Long

Short

Medium

Long Long

Short

Medium Medium

SEND, City of Indianapolis, INHP

P 174 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 175

Case Study:

Goal 3:

St. Clair Place Pattern Book

Become a Model “Aging-in-Place” Community

Location: Indianapolis, IN

Objective A:

A Neighborhood Pattern Book provides a set of guidelines that either recommend or require design standards for properties that undergo building activity within a specific geography. Pattern Books help to ensure that new investments in neighborhoods are durable, fit within the context of the existing homes, and contribute to the neighborhood’s success. St. Clair Place on the east side of Indianapolis has a neighborhood Pattern Book that is used to guide housing development.

Create more opportunities for seniors to engage with the community through volunteer opportunities, the development of senior-focused gathering spaces, and connections to existing services.

Action Steps: •

Identify existing senior resources, programs, and volunteer opportunities

•

Create an outreach strategy to reach area seniors to connect them to existing resources, program, and opportunities

•

Work with partners, such as SECS, to create programming and resources for seniors

Action type: Policy

Program

Brick & Mortar

Potential Cost:

$ Timeline:

Stakeholders: Long

Short

Medium The St. Clair Place Pattern Book outlines development standards for the neighborhood, such as siding and trim standards.

P 176 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

The St. Clair Place Pattern Book provides also guides design topics like doors and windows.

Lead Party SECS SUPPORTING PARTNERS IU Health, Eskenazi, Health Net, Indy Parks

Funding Opportunities:

Long Long

Short Short

Medium Medium

AJ, AK, AS

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 177

Case Study:

Mathers More Than a Cafe

Location: Chicago, IL Mathers More than a Café is a neighborhood-based, retail-oriented community center focused on senior programming. The café is a full-service restaurant that also offers community gathering spaces for residents all ages. However, Mathers Café focuses specifically on offering senior-focused activities, including fitness classes, chronic-disease management, continuing education, as well as other services and programs. More than 40 other organizations throughout the U.S. have expanded on or duplicated the Mathers Café model.

Goal 3:

Become a Model “Aging-in-Place” Community

Objective B: Develop a homeowner repair program specifically designed to make aging modifications so that seniors may remain in their homes

Action type: Policy

Program

Action Steps: •

Work with SEND, INHP, and the City to develop program logistics

•

Create a marketing and outreach strategy to reach low-tomoderate income seniors in the neighborhood to connect them with resources

Stakeholders: Lead Party SEND

Brick & Mortar

Potential Cost:

$$ Timeline:

SUPPORTING PARTNERS NeighborLink, INHP, Rebuilding Together, 46201 Project, Indy Do Day

Funding Opportunities:

Long Long

Short Short

SEND, F, G, AR “Nothing about Mather’s – More than a Café looks as if its aimed at people over 50. But the Chicago café, which could easily be mistaken for a large Starbucks, is much more than that, serving as a community hub mostly for older people, with dozens of classes on topics like flower arranging, Egyptian history and digital safety.” — Constance Gustke, The New York Times P 178 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

Medium Medium

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Goal 1: Increase access to high-quality early learning and youth programming

Objective A:

Goal 1: Increase access to high-quality early learning and youth programming

Action type:

Increase the quality, access, and capacity of early learning options in the area Program

Action Steps: Develop a map of child care options in the area

•

Identify the licensed, unlicensed, and unregulated facilities

•

Encourage existing facilities to work towards licensure and support facilities participating in the Paths to Quality program

•

Provide trainings to current providers

Stakeholders: Lead Party SECS SUPPORTING PARTNERS SEND, TANC, United Way

Action type:

Work with provider to provide extended child care options Policy

•

Objective B: Brick & Mortar

Potential Cost:

Action Steps: •

Encourage existing providers to become Child Care and Development Fund (CCDF) certified so that low-income families with CCDF vouchers can access childcare locally

•

Work with providers to expand facility hours to meet the needs of neighborhood working-families

Stakeholders: Lead Party SECS

Timeline:

SUPPORTING PARTNERS Early Learning Indiana, United Way, SEND, TANC

Policy

Program

Brick & Mortar

Potential Cost:

$$ Timeline:

Funding Opportunities: Long

Short

SECS, United Way, Private

Long Long

Short Short

Funding Opportunities: SECS, United Way, Private

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Medium

Medium Medium

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Goal 1: Increase access to high-quality early learning and youth programming

Objective C:

Goal 1: Increase access to high-quality early learning and youth programming

Action type:

Expand pre-k offerings throughout the neighborhood so that all residents can access early-childhood educational opportunities Policy

Program

Action Steps: • •

Explore the possibility of creating two generational programming Explore the possibility of an infant to pre-k early learning facility

Stakeholders: Lead Party SECS

Brick & Mortar

Potential Cost:

$$$ Timeline:

Action type:

Utilize existing ecological assets, such as Pleasant Run Creek and Prospect Falls, to create environmental educational opportunities

Action Steps: •

SUPPORTING PARTNERS SEND, United Way, Early Learning Indiana, IFF

Funding Opportunities:

Objective D:

Develop a learning trail for students and residents that highlights the environmental/ecological characteristics of the area

Stakeholders: Lead Party SEND SUPPORTING PARTNERS Keep Indianapolis Beautiful, Reconnecting to Our Waterways, Indy Parks

Policy

Program

Brick & Mortar

Potential Cost:

$$ Timeline:

Funding Opportunities: Long

Short

KIB, ROW, Y, AJ

Long Long

Short Short

SECS, IFF Medium

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Medium Medium

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Goal 1: Increase access to high-quality early learning and youth programming

Objective E:

Goal 1: Increase access to high-quality early learning and youth programming

Action type:

Increase transportation options for students to access educational opportunities Policy

Program

Action Steps: • •

Objective F: Brick & Mortar

Continue to advocate for the Marion County Transit Plan Examine existing routes for walking and biking to local schools and identify areas for improvement

•

Encourage nearby schools, including public, private, and charter, to participate in Safe Routes to School programs

•

Increase bus capacity at local schools

Stakeholders:

Potential Cost:

$$ Timeline:

Lead Party Southeast Transit Task Force SUPPORTING PARTNERS SEND, TANC, Indy Connect, Indy Cog, IPS, Local Charter Schools

Funding Opportunities: Indy Connect, IndyGo, IPS

Work with existing education providers to offer a variety of opportunities for neighborhood youth so that more of their education needs can be met locally and will set them up for success to graduate with a high school diploma

Action Steps: •

Inventory existing educational opportunities in the area

•

Identify areas to improve and expand

•

Work with educational partners to improve and/or expand educational opportunities in the area

•

Work with and support current schools, including IPS and nearby charter schools, to improve quality

•

Expand before and after school care and programs as well as learning opportunities over summer breaks

Action type: Policy

Program

Brick & Mortar

Potential Cost:

$$ Timeline:

Stakeholders: Long

Short

Medium

Lead Party SECS SUPPORTING PARTNERS SEND, IPS, Local Charter Schools, Office of Education Innovation

Long Long

Short Short

Medium Medium

Funding Opportunities: SECS, IPS, Local Charter Schools, Office of Education Innovation

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Goal 1: Increase access to high-quality early learning and youth programming

Objective G:

Goal 2: Expand opportunities for post-secondary education and workforce development

Action type:

Increase communication about child care, educational, and programming opportunities in the area Policy

Program

Action Steps: •

To increase local knowledge about educational opportunities, utilize social media, distribute community flyers, create bill boards, post on Next Door, and communicate through the Neighborhood Association

Stakeholders: Lead Party SEND SUPPORTING PARTNERS TANC, Neighborhood Associations, Mayor’s Neighborhood Advocates

Funding Opportunities:

Objective A: Brick & Mortar

Potential Cost:

$ Timeline:

Action type:

Connect residents to existing services, adult educational programs, job-skills programs, and training opportunities

Action Steps: •

Communicate educational opportunities to residents

•

Examine existing routes to Ivy Tech campuses and IUPUI to identify areas for improvement

•

Explore the possibility of providing bus passes and/or gas cards to residents seeking these programs

•

Explore the possibility of creating a mentorship program

•

Connect locals to legal services so that residents can feel empowered regarding real estate matters, family law, immigration, criminal concerns, etc.

Policy

Program

Brick & Mortar

Potential Cost:

$$ Timeline:

Stakeholders: Long

Short

TANC, City of Indianapolis Medium

Lead Party SECS SUPPORTING PARTNERS SEND, Southeast Transit Task Force, The Excel Center, Ivy Tech, IUPUI, WorkOne, EmployIndy, Centers for Working Families, Legal Aid, Neighborhood Christian Legal Clinic, Indiana Legal Services, Immigrant Welcome Center, Fair Housing Action Center

Long Long

Short Short

Medium Medium

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Goal 2: Expand opportunities for post-secondary education and workforce development

Objective B: Connect low-wage and underemployed workers with training opportunities and higher paying industry jobs offered throughout the city

Goal 2: Expand opportunities for post-secondary education and workforce development

Action type: Policy

Program

Objective C: Brick & Mortar

Action Steps: •

Partner with EmployIndy, SECS, the Excel Center, and other local providers to connect residents to existing opportunities

•

Create work-based learning and internship opportunities with employers

•

Create accessible and effective career coaching resources

Stakeholders:

Funding Opportunities: SECS, LISC, EmployIndy, The Excel Center, WorkOne

Policy

Program

Brick & Mortar

Action Steps: Potential Cost:

$$ Timeline:

Lead Party SECS SUPPORTING PARTNERS SEND, EmployIndy, The Excel Center, WorkOne, Centers for Working families, existing businesses

Provide tailored job skills training that aligns with future employment opportunities that will be available through the redevelopment of Pleasant Run Crossing and the revitalization of the surrounding neighborhood

Action type:

Long

Short

Medium

•

Identify potential job opportunities that would require higher levels of training

•

Partner with those industry leaders and local training providers

•

Develop a recruitment and training program to recruit prospective employees for areas of opportunity

•

Provide for automatic placement for prospective employees who successfully completed the training program and received credentials with participating employers

Stakeholders: Lead Party SECS SUPPORTING PARTNERS SEND, Buy Indy East, EmployIndy, The Excel Center, Ivy Tech, IUPUI, WorkOne, Centers for Working Families,

Potential Cost:

$$ Timeline:

Long Long

Short Short

Medium Medium

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Goal 2: Expand opportunities for post-secondary education and workforce development

Objective D:

Goal 2: Expand opportunities for post-secondary education and workforce development

Action type:

Work with existing educational and social service providers to teach life, job readiness, and entrepreneurship skills Policy

Program

Action Steps: •

Advocate for an entrepreneurship center

•

Offer services and classes at the new Community Center

Stakeholders: Lead Party SECS SUPPORTING PARTNERS SEND, TANC, EmployIndy, The Excel Center, WorkOne, Centers for Working Families

Funding Opportunities: SECS, LISC, EmployIndy, The Excel Center, WorkOne

Objective E: Brick & Mortar

Create opportunities to access virtual and online trainings for residents who may not have access to internet in their homes Policy

Potential Cost:

Timeline:

Program

Action Steps: •

$$$

Action type:

•

Create free Wi-Fi hotspots in existing community gathering spaces, such as churches, parks, etc. Explore the possibility of a learning lab and/or business center in the new Community Center

Stakeholders: Lead Party SECS

Brick & Mortar

Potential Cost:

$$ Timeline:

SUPPORTING PARTNERS SEND, TANC, Local Churches, Neighborhood Organizations, Existing Businesses Long

Short

Funding Opportunities:

Long Long

Short Short

SECS, SEND, Private Medium

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Medium Medium

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Goal 2: Expand opportunities for post-secondary education and workforce development

Objective F:

Goal 3: Capitalize on the unique cultural context of the area and provide English language programming for non-English speakers

Action type:

Objective A:

Provide environmental education training programs

Action Steps: •

Policy

Program

Partner with environmental education organizations to host programs within the neighborhood

Brick & Mortar

Connect non-English speaking residents to resources for overcoming language barriers Policy

Lead Party SECS SUPPORTING PARTNERS Keep Indianapolis Beautiful, Reconnecting to Our Waterways, Hoosier River Watch, the White River Alliance, TANC

• •

Work with grassroots and community-based organizations, such as churches and community centers, to connect with non-English speaking residents

Lead Party SECS

Funding Opportunities: KIB, ROW, IUPUI, Ivy Tech, Purdue Extension Long

Engage local stakeholders to help identify and frame the potential issues and opportunities

Stakeholders:

Timeline:

Short

Program

Action Steps:

Potential Cost: Stakeholders:

Action type:

SUPPORTING PARTNERS SEND, TANC, Southeast Community Services, La Plaza, Local Churches, Neighborhood Organizations

Brick & Mortar

Potential Cost:

$ Timeline:

Long Long

Short Short

Funding Opportunities: Medium

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SECS, SEND, Southeast Community Services, La Plaza

Medium Medium

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Goal 3: Capitalize on the unique cultural context of the area and provide English language programming for non-English speakers

Objective B:

Action type:

Connect immigrants to opportunities where they can learn about legal services Program

Action Steps:

•

Work with grassroots and Latinx-focused organizations, such as La Plaza, to connect with residents Partner with legal services providers for low and moderateincome residents

Stakeholders: Lead Party SECS SUPPORTING PARTNERS SEND, La Plaza, Local churches, Neighborhood Organizations, Indianapolis Legal Aid Society, Neighborhood Christian Legal Clinic, Indiana Legal Services, Immigrant Welcome Center, Fair Housing Action Center

Funding Opportunities: SECS, SEND, La Plaza, Indianapolis Legal Aid Society, Neighborhood Christian Legal Clinic, Indiana Legal Services, Immigrant Welcome Center

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Objective C:

Action type:

Provide cultural and bilingual programming Policy

•

Goal 3: Capitalize on the unique cultural context of the area and provide English language programming for non-English speakers

Brick & Mortar

Potential Cost:

Action Steps: •

Identify goals of the proposed cultural programming

•

Offer bilingual programming at community events and meetings

•

Recognize and capitalize on the diversity within the Latinx/ Hispanic community in the area

Stakeholders: Lead Party SECS

Timeline:

Policy

Program

Brick & Mortar

Potential Cost:

$ Timeline:

SUPPORTING PARTNERS SEND, TANC, Local Churches, Neighborhood Organizations Long

Short

Funding Opportunities:

Long Long

Short Short

SECS, SEND, W, Y, AJ, AK, AS Medium

Medium Medium

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Goal 3: Capitalize on the unique cultural context of the area and provide English language programming for non-English speakers

Objective D:

Action type:

Provide education for parents and/or caregivers

Action Steps: •

Work with local schools and other youth-oriented organizations to distribute educational information and engage with parents and/or caregivers

Stakeholders: Lead Party SECS SUPPORTING PARTNERS IPS, Local Charter Schools, Office of Education Innovation

Policy

Program

Brick & Mortar

Potential Cost:

This page intentionally blank.

$ Timeline:

Funding Opportunities: SECS, IPS, Local Charter Schools Long

Short

Medium

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IMPLEMENTATION Introduction While this plan sets forth a defined vision, it should be treated as a living plan. This means that the plan should continue to evolve over time as physical, economic and market conditions change and resources become available. This is important, especially since the plan contains two concept alternatives and the decision regarding future development will not be made until after completion of the ARI Strategy. Therefore, prime consideration should be given in making a determination of when an update should be initiated, what changes should be incorporated, and how changes to project prioritization are made. Any plan changes should include a thorough evaluation of the vision, goals and objectives contained within in the section entitled Great Places 2020: A Vision for Twin Aire. Now that the planning process is complete, it is time to implement the plan. Many communities and organizations struggle with what to do first. This section provides the guidance of what needs to be completed and in what order. This can be broken down into six categories: 1. Early action initiatives; 2. Catalyst projects; 3. Implementation recommendations; 4. Implementation mechanisms; 5. Implementation matrix; and 6. Funding sources.

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LOOKING SOUTHWEST

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Early Action Initiatives The early action initiatives are those actions that are recommendations that go beyond the physical projects and the L.O.V.E. objectives and action steps. Many of these initiatives should be started immediately to capitalize on the momentum that was built during the planning process. LEVERAGE PARTNERS During the creation of this plan, several partners have come together to provide input. The implementation of this plan requires on-going relationships between these partners and outside entities. Strong partnerships are needed to foster good communication, provide additional alliances in the implementation of some of the recommendations, and to explore funding opportunities. In order to ensure the implementation is funneled through one entity, a convening organization and a convener is needed to manage and engage with all these partnerships. The following list indicates some critical partnerships that need to be maintained or strengthened. •

Southeast Neighborhood Development (SEND): SEND is positioned to be the convening organization of the redevelopment of this area. SEND has identified a point of contact within their organization, the convener, who will spearhead the next phases of implementation due to their involvement in this master plan process. The convener should present the recommendations of this plan to their respective partner organizations.

•

Twin Aire Neighborhood Coalition (TANC): TANC will continue to be the voice of the neighborhood and ensure that the residents are engaged with the implementation of the plan.

•

Southeast Community Services (SECS): Staff from SECS was involved in the L.O.V.E. Committees. Their service area includes the Twin Area neighborhood and many of the surrounding neighborhoods. They will continue to provide support to the neighborhood helping with implementation in the areas of employment, education and social services.

•

Local Initiatives Support Corporation (LISC): LISC works in partnership with local organizations to provide technical, financial, and policy support. Their staff will continue to work with TANC though the L.O.V.E. Committees to implement the Great Places 2020 plan. As part of the Great Places designation, Twin Aire is among five neighborhoods that will receive close to $20 million in total investment in 2017 and a total of over $84 million from 50 partners. Citizens Energy Group (CEG): CEG was the convening organization to develop the ARI Strategy to promote revitalization. CEG will continue to be a stakeholder in the area and be engaged with the implementation process

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ideas that create community transformation and enhance the quality of life. There are many innovation ideas that CICF will be able to help SEND implement, including the Pleasant Run Promenade.

to ensure that future development is consistent with the intent of the plan and the desire of TANC. CEG also will ensure that Pleasant Run Crossing is shovel ready in accordance with the Remediation Work Plan (RWP). •

•

Renew Indianapolis: Renew Indy is the city’s Land Bank that can help buy abandoned and blighted properties and sell them to individuals, nonprofit and for-profit buyers. They can work in conjunction with Community Development Corporations (CDC) such as SEND, property owners and developers to facilitate redevelopment in specific areas within the Twin Aire neighborhood. This is especially critical for the larger neighborhood beyond Pleasant Run Crossing.

ADOPT THE master plan document The plan was created by a number of partners joining together to help lead the L.O.V.E. Committees and larger community through this planning process. While this master plan document is an expression of the future vision, it has not been adopted as policy by the City of Indianapolis, and therefore cannot be used by the Department of Metropolitan Development (DMD), Metropolitan Development Commission (MDC) and City-County Council when reviewing and making development decisions for the area. Therefore, these same partners and neighborhood leaders need to be advocates of the entire plan, encouraging the MDC and City-County Council to adopt this plan by resolution as the official policy for this neighborhood. This will allow the city planners to ensure that any future development applications are consistent with and meet the vision, goals and objectives identified by the community. Adopting this master plan document as a policy document for the area will also support the zoning recommendations contained herein and is necessary to ensure future development is consistent with the vision.

•

Indianapolis Chamber of Commerce - Develop Indy: The Chamber of Commerce has a team that focuses on economic development. To bring new businesses to the area, the convening organization is going to need support. The Chamber along with the Department of Metropolitan Development (DMD) would support and potentially fund the Specialized Economic Development person. See page 207 for more details.

•

John H. Boner Center: The John H. Boner Center is the lead organization for the Promise Zone. The Promise Zone has twelve implementation partners that can oversee work. Many of these twelve partners will help implement various recommendations and projects. Since Pleasant Run Crossing is in the Promise Zone, greater resources are available in the form of technical assistance, federal staff support, and access to preference points for other federal grant programs.

•

Keep Indianapolis Beautiful (KIB): KIB played a strong leadership role with the Livability Committee. They will continue to be engaged in the implementation of Microplanning Area 1 and assist with the development of green space and beautification projects.

City of Indianapolis: The City of Indianapolis will continue to be a key leader in implementation. Departments such as DMD and DPW will need to work with community leadership to establish a TIF, rezone any property, and lead the necessary infrastructure improvements to support redevelopment in the area.

Indianapolis Neighborhood Housing Partnership (INHP): INHP is one of the implementation partners of the Promise Zone. They are a nonprofit homeownership resource. INHP will assist in the implementation of housing recommendations through grant resources, the federal new markets tax credit program, and other resources that INHP can provide to home-buyers in the Twin Aire neighborhood. Reconnecting To Our Waterways (ROW): ROW has organized the community around the Pleasant Run Creek to coordinate efforts through the Pleasant Run Waterway Committee to enhance the Pleasant Run Creek. In partnership with KIB, ROW can assist with Microplanning Area 1 by helping to increase access to Pleasant Run Falls and introduce educational elements in partnership with local schools. Central Indiana Community Foundation (CICF): CICF attended various meetings during the creation of the ARI strategy. CICF supports visionary

Create an implementation committee One of the implementation recommendations of this plan is the creation of an on-going standing committee to ensure that this plan is implemented. This committee should be called the Implementation Committee. This Implementation Committee should be organized by the convener, SEND. The individuals serving on this committee need to be, and should be, comprised of both partners and neighborhood leaders who were involved in the L.O.V.E. Committees. These individuals need to be champions of the plan. The main purpose of this committee is to review the projects and work with various partners to prioritize and implement specific tasks identified in the implementation matrix. The Implementation Committee should meet regularly to discuss implementation responsibilities as well as development proposals and applications within the study area. For example, if DMD receives an application for development in the Twin Aire area, it could be brought to the Implementation Committee to discuss the pros and cons of how the development fits in with the direction of this plan and provide their recommendation to the MDC. This is similar to how other

neighborhood organizations in the City of Indianapolis have interacted with DMD – so there is a precedent for how this could work for Twin Aire. Many funding opportunities have been identified in this document. This committee should assist the convening organization and partners in seeking support for grants and funding for the various projects listed within the plan. The convener, with input from the committee, would provide a yearly report to SEND’s Board of Directors, TANC and other partners highlighting the policies and initiatives that have been implemented, priorities for the upcoming year, and recent or on-going development projects. promote the plan While many residents and community partners have been a part of this plan, there are still many partners, organizations, businesses and residents who are not aware of the vision of this plan. In order to be successful with redevelopment, partners and community members need to get the word out to the larger Indianapolis community. This should be spearheaded by one of the local community organizations such as SEND or Southeast Community Services. This engagement is best done through direct meetings and speaking opportunities with partners, local organizations, foundations, other community nonprofits, neighborhood groups, businesses, and developers. A comprehensive presentation and marketing materials should be developed to use at meetings, events, and other engagement opportunities. Explore funding opportunities At the crux of implementation is the dollars needed to do so. The convening organization, convener, and partners need to search for creative ways to leverage investment whether it be public, private or non-profit. At the completion of this plan, funding may be available for implementation through project partners as well as the federal, state and local governments. However, partners and members of the Implementation Committee will need to continuously seek funding to implement various projects. In the Great Places 2020 Policy and Program Implementation (page 132) and the implementation matrix for the development projects (page 213), potential funding sources have been identified. These sources are described on page 272. The funding sources should be reviewed and a funding strategy developed to leverage the Promise Zone designation. The convener, convening organization, and partners must ensure that funding deadlines are being met as they vary from one another. Some of the more traditional funding options that partners should seek include: •

United States Department of Transportation (USDOT): Investment Generating Economic Recovery (TIGER)

Transportation

•

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•

United States Housing and Urban Development (HUD): Home Investment Partnership Program (HOME)

•

Economic Development Administration (EDA): Economic Development Assistance Program (EDAP) & Assistance to Coal Communities (ACC)

•

Indiana Department of Transportation (INDOT)/Indianapolis Metropolitan Planning Organization (MPO): Surface Transportation Program (STP)

•

INDOT/MPO: Congestion Mitigation and Air Quality Improvement Program (CMAQ)

•

INDOT/MPO: Transportation Alternatives Program (TAP)

•

City of Indianapolis: Community Development Block Grants (CBDG)

Besides traditional funding there are an array of tools that can be used to offset project financial gaps including: •

Dedication / prioritization of City capital improvement program (CIP) dollars

•

Use of Tax Increment Financing to fund off-site infrastructure improvements

•

Advertising, Sponsorship and Naming Rights

•

Parking Revenues

•

Establishment of a special benefit district supported by additional Property Tax assessments to fund or offset costs for “above standard” infrastructure.

•

Allocation of collected stormwater utility fees to fund infrastructure improvements

•

Publicly-owned properties can be ground leased for third party development, generating annual lease revenues, as well as payment in lieu of taxes.

TANC meetings provide a good platform for larger community engagement. The implementation of the Great Places 2020 portion of the plan will be on-going for at least the next four years. There will be designated funding from LISC and its partners to support implementation of the plan. The establishment of the L.O.V.E. Committees offers an organizational structure to continue to engage residents in the implementation process through the convener. Formal and informal communication efforts by SEND, Southeast Community Services, and the John H. Boner Community Center should continue to keep partners informed and engaged. Maintain and update the plan Once the plan is adopted, it should be maintained as a living plan. This means that the convening organization and the Indianapolis Department of Metropolitan Development (DMD) should lead the effort to update it. Because the plan contains two concepts, a review or update will not be needed until one concept comes to fruition. Once that happens, the plan should be reviewed every two to three years.

Catalyst Projects The catalyst projects below are the top projects for each development concept which need to be implemented first, so they act as a catalyst for continued change. They should be completed in the first five years. These projects have been identified for their likelihood to catalyze investment that will spur additional redevelopment and improvements within the neighborhood. They should be considered the priority for federal funding. These projects are prioritized by level of importance and impact on the area.

Prioritize resources Contained within this plan are numerous policies, programs and projects for implementation. Unfortunately, there are not enough resources to implement everything immediately. Based on available infrastructure capacity, market direction, existing physical conditions, partner capacity, and available funding, all policies, programs and projects will be prioritized for implementation. Implementation partners should take this under consideration when selecting projects to implement and help the community to make the hard decisions that realize the vision of the plan. Additionally, the Implementation Committee and L.O.V.E. Committees should try to resist the temptation to use limited resources on projects that won’t have the same impact as catalyst projects.

Concept 1: CJC Focus 1. Rezone CEG Property

maintain communication Regular communication throughout the ARI process built trust and engaged residents, businesses and partners. This trust needs to be maintained by continuing regular communication about the plan and status of projects. The

9. Design and Construct the Pleasant Run Greenway Trail

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2. Create a Tax Increment Financing (TIF) District 3. Build the CJC & Law Quad 4. Fix the Intersection of English/Rural/Southeastern with Traffic Circle 5. Fix the Intersection of English/Parker/Southeastern with Traffic Circle 6. Vacate Pleasant Run Parkway 7. Extend Rural Street from Hoyt Avenue to the Relocated Pleasant Run Parkway 8. Design and Build the Village Green 10. Fundraise and Design the Community Center

Concept 2: Advanced Manufacturing Focus 1. Rezone CEG Property 2. Create a Tax Increment Financing (TIF) District 3. Secure Light Industrial/Advanced Manufacturing for Pleasant Run Crossing Site 4. Fundraise and Design the Community Center 5. Design and Construct the Pleasant Run Greenway Trail 6. Fix the Intersection of English/Rural/Southeastern with Traffic Circle 7. Fix the Intersection of English/Parker/Southeastern with Traffic Circle 8. Extend Parker to Create the Village Main Street 9. Vacate Pleasant Run Parkway 10. Extend Rural Street from Hoyt Avenue to the relocated Pleasant Run Parkway 11. Design and Build the Village Green

Implementation Recommendations The following elements are additional high level recommendations that should be considered as the plan is implemented and projects are constructed. Focused Economic Development Specialist This plan vision illustrates widespread redevelopment within the southeast side of Indianapolis. While many partners are needed to implement this plan, an economic development specialist should be designated for this area whose sole job is to focus on implementation. This was the case in Speedway, where there was an identified specialist who focused on the implementation of the master plan for the area surrounding the Motor Speedway in the downtown. DMD in conjunction with the Chamber of Commerce has supported this elsewhere in the City, as a successful model to replicate. Additionally, to help speed up economic development, an ombudsperson should be designated within the Chamber, SEND or Southeast Community Services that could help entities work through the City of Indianapolis’ planning and zoning process. Having this ombudsperson will help to streamline and speed up the process which would save both time and money for developers allowing their projects to get off the ground faster.

Workforce Development Despite Marion County’s fairly low unemployment rate of 5.0%, data from 2015 indicates that east side of Indianapolis has a significantly higher unemployment rate of 8.4%, which has an impact on both income and poverty in the area. The neighborhoods surrounding Pleasant Run Crossing have an approximate median income of $26,000, which is significantly lower than the median income for Marion County ($41,400). Furthermore, between 2000 and 2015, the percentage of neighborhood households living in poverty nearly doubled, from 23% in 2000 to 39% in 2015. The percentage of residents living in poverty in the Pleasant Run Crossing area is nearly double the percentage of Marion County residents living in poverty. Finally, the area is home to a higher proportion of adults without a high school degree. In the area, 49% of residents aged 25 and or older do not have a high school degree, compared to just 15% within Marion County. Only 17% of area residents have any level of higher education (some College or Associates Degree, Bachelor’s Degree, or Graduate or Professional Degree) compared to 57% of Marion County residents. The area’s lower educational attainment levels, higher poverty rates, lower incomes, and higher unemployment rates indicate that residents are likely having difficulty finding and/or maintaining a job, which may be caused by a potential skills-gap, an educational-gap, and/or transportationgap preventing residents from accessing jobs. Incomes, poverty, and education are inextricably linked. High educational attainment is highly correlated with higher incomes and lower poverty rates. To reduce poverty, increase incomes, and improve the quality of life of residents, tailored and targeted workforce development initiatives are appropriate for the area. Workforce development is focused on improving job readiness and providing job skills training programs to prepare residents for employment. These programs provide educational opportunities for individuals to prepare them to obtain employment and keep the job once hired. Training and readiness programs can include preparing a resume and job applications, writing a cover letter, interview skills training, instruction on how to search for a job, and training regarding work place expectations. Although a significant share of the skillsgap faced by Indianapolis’ employers can be filled by residents with less than a Bachelor’s degree, many individuals still need to develop the skills to obtain these jobs while others need to develop the marketable, soft-skills desired by employers. To address these up-skilling and educational challenges, the neighborhood will need to capitalize on existing workforce development initiatives while providing tailored job skills training for area residents based on future employer needs. Workforce development should also focus on training persons in emerging technology to make them competitive in today and the future’s job market.

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If the CJC is built on the Pleasant Run Crossing site, it will likely be a major employment generator for the area. Many residents may not currently have the skills necessary to be hired at the CJC, but many of these positions will likely be able to be filled by residents who have less than a Bachelor’s Degree. Through a partnership with the CJC, and by providing tailored trainings, local residents will likely be able to find employment within the neighborhood. Furthermore, the proposed Community Center could be a potential location for neighborhood workforce development initiatives. It’s central location and proximity to the proposed Community Justice Campus provide a major opportunity to connect residents with higher-paying employment. Although many highquality workforce development programs are available near the area, such as the Center for Working Families at Southeast Community Services, there are few resources within the boundaries of the neighborhood. Therefore, neighborhood partners will need to coordinate with existing workforce development service providers, such as the Centers for Working Families, WorkOne, EmployIndy, and The Excel Center. •

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Centers for Working Families provide a coordinated set of services to help low-income individuals and families get jobs, strengthen their finances, and move up the economic ladder. These services are offered in a single location, often in Community Centers or other existing, well-known community facilities. Centers for Working Families provide financial coaching and education, help people find work and advance their careers, and improve access to public benefits. Southeast Community Services is one of seven Centers for Working Families locations, and is a major community asset. WorkOne helps individuals find a new or better job, choose a career, and access workforce trainings. WorkOne also provides employer incentives for veteran hiring, ex-offender hiring, and employee training. Two WorkOne offices are located in Indianapolis—one on the far east side and one on the west side of the city. EmployIndy provides a variety of tools and resources for both job seekers and employers throughout Marion County, including young adult career mentorship and employment, incentives for employers, employee training, and strategic place-based investments. The organization is currently focused on creating an employer-driven, urban neighborhood workforce development framework for Indianapolis. Five ZIP codes, including 46201, have been selected for these targeted workforce development initiatives. The Excel Center, operated by Goodwill, provides the opportunity for adults to earn a high school diploma and post-secondary education within a supportive environment. Free childcare, transportation assistance, and schedule flexibility allows students to learn at their own pace to complete their high school degrees. Currently, there are five Indianapolis locations.

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The Excel Center closest to the neighborhoods surrounding Pleasant Run Crossing is located near the University Heights neighborhood on the southside of the city. Green Infrastructure As redevelopment occurs on Pleasant Run Crossing and adjacent redeveloped properties, a unique opportunity is available to employ a comprehensive system of state-of-the-art best practices for the management and treatment of stormwater runoff. The construction of new roadways, buildings, public spaces, and greenway corridors present opportunities to significantly reduce stormwater runoff and mitigate impacts to the Pleasant Run floodway through the systematic integration of Green infrastructure (GI). A variety of stormwater management techniques – including green roofs, rain gardens, permeable pavements, vegetated bioswales, and green streets - can be used to manage stormwater quality and quantity, slowing and cleansing runoff and allowing for controlled infiltration of stormwater. Many of these techniques can employ native plants tolerant of urban runoff and intermittent wet conditions, helping to reduce the amount of impermeable surfaces, adding beauty to the local community, and contributing a more balanced ecosystem. The City of Indianapolis currently accepts many GI applications to manage stormwater through the Department of Public Works’ GI Supplemental Document (2016) and any new redevelopment of the project site should employ a comprehensive GI strategy that meets or exceeds the City’s requirements. With CEG already taking on the monumental task of remediation of the Pleasant Run Crossing Site, incorporation of GI further advances the project’s environmental and redevelopment goals. Additional benefits of employing this type of GI-focused approach to stormwater management include the reduction of the urban heat island effect, provision of habitat for native flora and fauna, and mitigating the impacts of climate change. Collection of stormwater through cisterns and other below-grade storage tanks can also help minimize the use of potable water sources through the use of greywater irrigation and plumbing systems. Aside from ecological and aesthetic benefits, sustainable site design and green infrastructure are often more cost effective than traditional infrastructure by reducing the need for mass earthwork, working with existing hydrology, and reducing dependence on traditional materials. Employing this type of distributed detention and treatment strategy in all redevelopment areas will reduce the need for excessive sizing of hard infrastructure and result in both short and long-term cost savings. The integration of these features allows the connective tissue of the redevelopment sites – greenways, public spaces, streets, walks, and spaces between buildings - to become a high-performance landscape system that functions as both

greenspace amenity and stormwater management - maximizing hydrologic storage, infiltration, evapotranspiration, and groundwater recharge while providing the essential green connective tissue that contributes to a pleasant, walkable, and connected community.

additional maintenance, increasing inlet capacity, increasing pipe capacity at various locations down sewer or regrading/modifying the elevated train yard to reduce contributing impervious area. •

The inlets along Prospect Street under the railroad tracks between Prospect Place East and Prospect Place West are often partially clogged with debris. Inlets appear to need regular maintenance and the nearby vegetation and overgrown brush should be cut back. A detailed analysis should be prepared for this area to identify whether a higher level of service is needed, identify the most restricting factors and provide recommendations such as additional maintenance, increasing inlet capacity and increasing pipe capacity at various locations down sewer. If it is determined an infrastructure improvement project is needed, a project scoping report should be prepared.

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For South Rural Street under the railroad tracks, roadway and drainage infrastructure was rehabbed in winter 2016/2017. A detailed analysis should be prepared for this area to identify whether a higher level of service is needed, identify the most restricting factors and provide recommendations such as additional maintenance, increasing inlet capacity and increasing pipe capacity at various locations down sewer. If it is determined an infrastructure improvement project is needed, a project scoping report should be prepared.

Drainage As noted in the existing conditions chapter and during the public meetings, drainage is a concern for the area, especially with additional development being proposed. There are several recommendations that need to be considered in order to address drainage issues. These include the following: •

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The curb inlet at Hoyt Avenue and South Rural Street is blocked regularly with debris and therefore drains slowly. The curb inlet should be upgraded to a combination curb and gutter inlet to improve drainage and minimize clogging. The inlet modification should be included with road improvements associated with the Twin Aire development. A portion of the street and shoulder is poorly graded along Southeastern Avenue approaching the bridge over Pleasant Run Creek from the north. This causes standing water. Regrading the road and drainage improvements should be included with road improvements along Southeastern Avenue associated with either the Pleasant Run Crossing North or Village Center East development block. A portion of the street and shoulder along Pleasant Run Parkway is poorly graded causing standing water. Some of this will be addressed when the road is realigned with Rural Street. Drainage improvements should be included with realignment and other improvements along Pleasant Run Parkway North Drive associated with either the Twin Aire or Pleasant Run Crossing South developments.

Each of the areas’ railroad overpasses pose drainage challenges. The streets are depressed therefore, any wet-weather event that causes runoff greater than the capacity of the inlets or downstream sewers cause ponding that can reach hazardous depths. It appears the overpass at South Sherman Drive may have the lowest level of service and most in need of infrastructure improvements. The railroad overpasses include the following: •

During heavy rains the depressed area of South Sherman Drive and the railroad tracks, north of Southeastern Avenue can become impassable. A wide area from the elevated train yard discharges runoff onto the roadway. It appears extensive trench drains have been installed along both sides of the street. While several inlets appear clogged with debris and should be cleaned, downstream sewer capacity is likely the limiting factor for peak drainage rate. A detailed analysis and scoping report should be prepared for this area to identify the most restricting factors and provide recommendations such as

Digital Technology While the area is well served by several broadband providers, technology in the area can continue to be upgraded. The area currently has a fiber line traversing Southeastern Avenue, Keystone Avenue and Prospect Street. As new development and redevelopment occurs, both on-site and with other infrastructure upgrades, service providers should be engaged in order to upgrade infrastructure to the next generation and thereby lower costs for residents in the future. Additionally, developers of specific sites such as Pleasant Run Crossing will want to install separate underground conduits to accommodate enhanced telephone and cable services. Regarding neighborhood Wi-Fi, the City of Indianapolis won the Smart Cities Readiness Challenge Grant. This meant the City of Indianapolis received a tailored Readiness Workshop in 2017 to develop a road map for applying smart technologies to further innovation, inclusion and investment within the city. The city is currently and systematically implementing citywide digital infrastructure. If Concept 1 comes to fruition, this neighborhood will be primed for technology investment in order to serve the CJC.

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Implementation Mechanisms

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The implementation mechanisms are tools that should be considered to help implement the various elements in the entire ARI Strategy. Acquisition In approaching the redevelopment of this project, the existing street network creates many different oddly shaped sites that are not easily redeveloped in their current form. Therefore acquisition of some sites will be needed in order to achieve the entire development vision as depicted in Concept 1 and Concept 2. To understand how sites would be combined, the concepts were reviewed against the existing sites lines. Based on market standards, and the improvements proposed in each concept, large development blocks were identified which would inform how each site would be developed. See page 59 for more details. Pleasant Run Crossing, which is owned by CEG, will be the first sites to be redeveloped. Infrastructure and land costs have been derived from the relevant study reports regarding infrastructure costs and land acquisition cost during this process. Infrastructure cost breakdowns are summarized, beginning on page 218 while land acquisition estimates are below. Currently only non-Citizens controlled land is estimated for the cost of land acquisition.

Development Block

Number Parcels

Number Owners

2016 Assessed Land Value

2016 Assessed Improved Value

Village Center West

$1,182,100

$2,043,900

$3,226,000

Village Center East

$1,009,411

$1,302,900

$2,312,311

Table 7.1

2016 Assessed Total Value

Property Acquisition Cost Summary

Land acquisition costs were derived based on the current assessed value of property not controlled by Citizens. This is contained within the blocks of Village Center West and Village Center East on page 215, Figure 7.1. Both include multiple owners and existing retail tenants. While the announcement of the CJC and this ARI Strategy will make these estimates more optimistic, additional more complicated strategies are potentially possible that can defray additional costs including: •

Incorporating existing ownership into new a development entity for those that wish to participate

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•

Certain sites or portions could be deferred, in particular Village Center East, to allow existing owners to coordinate use within the plan. The far west edge of Village Center East is relatively similar to the existing use and not assumed to be redeveloped until later in the plan. This redevelopment could be carried out by existing owners driven simply by market forces. Coordinating with existing tenants that expect to stay, such as Kroger and McDonald’s, would allow their construction program to be coordinated and make the existing owner the “private developer” assumed in the financial analysis for that portion of the site.

An alternative estimate of land value would be an estimate of residual value for the land as an output of our financial analysis. Based on the current assumptions regarding project performance and infrastructure costs, there does not appear to be significant residual value above and beyond the current assessed value. Zoning While the strategy is recommended for adoption by the MDC and the City-County Council, that will not be enough to ensure that development occurs in the manner identified in the plan. Currently the zoning varies on Pleasant Run Crossing and the surrounding properties as noted on page 49 of this report. Further, it does not support either concept. To appropriately guide and create the vision set forth in this plan, the zoning in both concepts would need to be changed. The best category for zoning to implement this vision, as recommended by DMD, is the CS zoning or on some parcels a Mixed Use Category. The CS zoning is a Special Commercial District. It is considered to be a form of a Planned Unit Development (PUD) that promotes a more creative approach in site planning and a higher quality of development. A CS zone would allow the owner of the site to write the standards under which the property would be developed. This would include: • • • • • • • • • • • • •

Area Setbacks Height Density Landscape Parking Loading Signage Architectural Standards Open Space Lot Coverage Building Orientation Development Review Process

The zoning on the entire Pleasant Run Crossing development will be easier to change because it is one single owner. Pleasant Run Crossing, in its entirety, should be rezoned to CS. Additionally, the convener should consider approaching private property owners to encourage them to be part of the rezone to the CS district. If not, the remaining parcels will need to be rezoned to at least an MU2 or MU3 district which would allow mixed uses.

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Provide more transportation choices

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Promote equitable, affordable housing

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Enhance economic competitiveness

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Support existing communities

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Coordinate and leverage federal policies and investment

Creation of a Tax Increment Financing District Because considerable redevelopment is expected to occur, it is recommended that the City create a Tax Increment Financing (TIF) district. A TIF district uses future property tax revenues generated within a defined area to pay for improvements and incentivize redevelopment. As the assessed values (AV) of properties within a TIF district increase, the incremental growth in the property taxes since the establishment of the district (base year) is captured to assist with investment in the area. Taxing entities within the TIF district will receive the same amount of taxes as identified in the base year even though the AV is increasing. In order to use the fund, the City-County Council must issue bonds or undertake other financial obligations based on the growth of the tax revenue in the TIF district.

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Value communities and neighborhoods

In Indiana, a TIF district is effective for no more than 30 years. The City of Indianapolis is different from any other jurisdictions in Indiana. The City can create two different TIF districts. One is a traditional district that contains uses such as industrial, commercial and multi-family housing. The City can also establish a HOTIF which is TIF that contains single family housing. DMD would be the sponsoring agency for this TIF and has the capabilities to calculate the financial benefits and costs in order to provide the necessary information to the City-County Council for approval. Federal Funding Livability Principles The offices of the US Department of Housing and Urban Development (HUD), Department of Transportation (DOT), and the Environmental Protection Agency (EPA) formed a partnership in 2009 to help communities improve access to affordable housing, increase transportation options and lower transportation costs all while protecting the environment. (Source: www.sustainablecommunities. gov) This partnership was called the Partnership for Sustainable Communities. The purpose of this partnership is to help neighborhoods become more prosperous by providing transportation alternatives and housing options that would lower transportation costs, provide savings to families and reduce pollution. The Partnership was built upon the six principles of livability including:

In the development of the ARI strategy, these principles were the driving factors of the policy and design. Provide More Transportation Choices: Of the 1,800 jobs in the study area, 96 percent of the employees who work at these jobs are located outside of the study area. Approximately 7 percent of the residents work downtown and another 7 percent work around the Indianapolis International Airport. IndyGo Bus service accesses the area with three bus routes. The route on Prospect Street (Route 14) runs approximately every 30 minutes during peak hour and then every hour non-peak. The route on Keystone (Route 26) runs every 45 minutes during peak time and then every hour and twenty minutes in non-peak hours. Finally, the route on English Avenue (Route 55) runs approximately every hour. Because of the limited availability of bus service, the preferred mode of transportation is the automobile. The redevelopment plan contains a variety of solutions which will promote more transportation choices. •

The extension of Pleasant Run Greenway along Pleasant Run Creek would connect the gaps in the trail network to provide a safe means to travel downtown or access the larger regional greenway system. This will promote public health, create safe access and improve air quality.

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Establish Southeastern Avenue as the primary east-west village street. The plan proposes putting Southeastern Avenue on a road diet to create a more pedestrian oriented street with appropriately sized traffic calmed lanes, wide comfortable sidewalks with parallel parking and storefront market space, and enhanced east west bike connectivity. This will promote public health, and create a safer street with more activity, and improve air quality while reducing greenhouse gas emissions.

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Fix the intersection of Southeastern Avenue, English Avenue and Rural Street. This is currently a long light that allows cars to be idle contributing to air pollution and increasing emissions. This intersection is also unsafe for pedestrians and cyclists to travel through. The proposed solution is a roundabout, which will allow the free flow of traffic to reduce both air pollution and emissions. Designated crossing zones will also be marked. PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 207

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Bus Rapid Transit (BRT) is proposed for Washington Street, which will become the Blue Line. This service will allow residents to travel east/west across the City from the Twin Aire Neighborhood to Downtown and the Indianapolis Airport much more efficiently. Two bus service lines will remain in the area, with an increase in the frequency for one line in routing passengers. Route 55 will have a 60-minute frequency. It will travel along Shadeland Avenue and English Avenue, with stops within the proposed Village Area. This route would run from the Blue Line into the neighborhood. Route 56 will have a 30-minute frequency. However, IndyGo is updating their future route maps in the winter of 2017, and if the proposed CJC is constructed on the Pleasant Run Crossing site, then IndyGo would consider increasing the frequency of one of the routes.

Promote Equitable, Affordable Housing: This area is home to a portion of the working-class population of Indianapolis, is very proud, and wants to remain. The area is diverse with 11 percent African American, 6 percent identifying as other, and 83 percent Caucasian. The area has the largest concentration (21%) of the Latinx population in Marion County. The area is comprised of approximately 82 percent single family detached homes, 11 percent attached, and 7 percent multi-family. The area has 53 percent owner occupied housing. In 2010, the US Census indicated that there were 765 vacant homes, which has more than doubled since 2000. Additionally, the number of overall houses in the study area has decreased from 3,347 in 2000 to 3,136 in 2015. The market analysis shows that there is a need for different types of housing in the market including senior housing, apartments and townhomes. The plan promotes affordable housing by:

The plan enhances economic competitiveness by: •

Redeveloping the 140 acre site into a mixture of professional services, personal services, office, advanced manufacturing, light industrial and a Makers Village.

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Using the CJC to catalyze additional commercial and residential investment in the area (Concept 1).

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Working with local workforce agencies to create a targeted workforce training program for residents of this area. It is proposed that this training program and training space be located in the proposed Community Center.

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Identifying an individual that will be part of the Indianapolis Department of Metropolitan Development and Develop Indy that would be focused on implementing the redevelopment plan and bringing jobs to the area.

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Increasing multi-modal connectivity by increasing bus service to the area and locating substantial station stops within the heart of the Village, locating a Pacers bike share station in the Village, locating electric car sharing stations near Pleasant Run Crossing, and improving bikeways and walkways in the area and to Downtown.

Support Existing Communities: Because this area is economically distressed, the Promise Zone was created in 2015. In the first year alone, 14 grants from seven different federal agencies were secured totaling more than $9.6 million for areas within the Promise Zone. In 2016, the area received a $375,000 EDA grant for the ARI strategy. The ARI strategy supports the existing community by: •

Targeting specific infrastructure improvements supporting new development and increasing safety by minimizing vehicular/pedestrian/cyclist interaction.

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Developing the Twin Aire site with a mixture of apartments and townhomes.

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Identifying areas for future senior housing options near the community gathering space.

Creating a focused mixed use Village Center serving the everyday needs of residents and providing additional housing options in the heart of the center.

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Encouraging infill of single family housing on the vacant parcels in the neighborhoods to strengthen and stabilize the neighborhood.

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Working with partners such as the Southeast Neighborhood Development, Habitat for Humanity, and other local Community Development Corporations (CDC) to identify and purchase lots to ensure that affordable housing is available.

Providing multi-modal access to jobs, education resources (both early learning, workforce development and senior classes), recreation (parks & Pleasant Run Greenway), and a variety of social services (through the Community Center).

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Working with social service providers

Enhance Economic Competitiveness: Currently the area has been identified as an economically distressed area. With the closing of many manufacturing plants on the southeast side of the City, many of the residents in the area lost jobs. Some had the skills to find other work, but others did not. P 208 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

Coordinate and leverage federal policies and investment: The redevelopment of Pleasant Run Crossing as well as other neighborhood redevelopment initiatives will provide a model for other areas of the City to approach redevelopment holistically through physical, policy and social recommendations. Because of the extent of redevelopment identified in this area, there will be many different public, private and nonprofit partnerships to leverage various project synergies. In the implementation matrix, there are many public and private institutions such as SEND, TANC, LISC, Eli Lilly Foundation, Kresge Foundation, Reconnecting to

Our Waterways, Central Indiana Community Foundation, and City of Indianapolis that have a vested interest in the redevelopment of this area and have been identified as key partners in the funding strategy to leverage local public dollars with federal dollars and private funds. Various design elements have been identified as specific projects that will have an identified funding strategy because many of these projects have several amenities that can be funded via targeted private foundation dollars. Leveraging city, state, federal and private dollars for wise investment has allowed the incorporation of additional green infrastructure elements that will promote sustainability and limit impacts via runoff in to Pleasant Run Creek. Value Communities and Neighborhoods: The redevelopment plan will result in numerous long-term benefits to the southeast side of Indianapolis and to the overall City. The potential relocation of the jail and courts from downtown Indianapolis onto Pleasant Run Crossing will promote efficiencies, lower costs and increase safety for the larger community. It will allow critical land in the center city to be open for redevelopment into additional office, housing and retail. The redevelopment of the blocks have been organized to return to the traditional street grid. With Southeastern Avenue cutting through a portion of the site, it minimizes the amount of redevelopment that is possible. The plan calls for Southeastern Avenue to be placed on a “road diet” that will allow the reduction in the number of lanes to add parking areas and create a more village feel for the redevelopment area promoting walkability. This plan also calls for Rural Street and Hoyt Avenue to be extended into the village completing the grid pattern. The redevelopment plan offers a great mix of housing. The area is comprised of single family residential, with a doubling of the number of vacant homes from 2000 to 2010. There is only one apartment complex in the area and the Market Analysis documents the need for more apartments. The plan proposes that the Twin Aire site should be redeveloped with appropriately scaled housing, adjacent to mixed use retail/office space, a Community Center, an expanded grocery, and a green space/park with highly desired amenities expressed by the residents to support the new neighborhood. Additionally, adjacent to the Twin Aire site to the north, an expansion of senior housing is imminent. The redevelopment plan promotes multi-modal connectivity that ties the new redevelopment district into Downtown Indianapolis. Separate bike trails are proposed along Southeastern Ave., Rural Street from Southeastern Avenue north to Washington Street, Keystone Avenue both north and south, and along one side of the Pleasant Run Creek to connect the currently disconnected portions of the Pleasant Run Greenway. This will create a strong, complete and safe network for all people including children and the elderly.

PROJECT IMPLEMENTATION MATRIX This plan contains policies, programs and projects that cannot be implemented at once due to limited capacity, resources, or lack of infrastructure in place to support redevelopment. This plan represents between $400 Million to $1 Billion in investments in the area. The ARI master plan strategy is an ambitious long-range policy and design plan that will require up to 20 years or more to fully implement, depending on market conditions. It is impossible to identify costs for such broad ranging, long term policies and programs. Many polices and programs would require significant staff time of a partner organization to implement. Further, depending on some of the policy or program options chosen, costs could vary greatly. In order to accurately capture all the policies, programs and projects, two implementation sections were created. The first implementation section is called the Policies and Programs Implementation. It is located within the Great Places 2020 chapter on page 132. This implementation section contains the policies and programs needed to implement the development plan. The implementation sheets are organized around the L.O.V.E. Goals and Objectives. The Great Places 2020 chapter is related to the entire plan, but a different framework exists with one partner agency, LISC, and its partners, that will fund some elements of the policies and programs over the next four years. The second matrix called the Project Implementation Matrix contains all the physical projects identified within the development plan. The Project Implementation Matrix, starting on page 218, summarizes the projects and identifies priorities and time frames to guide each partner’s allocation of efforts and financial resources. Development blocks As discussed on page 59, the development plan has been broken into blocks for easier organization as well as calculating a planning cost. Figure 7.1, Concept 1: CJC Development Blocks & Building Number, on page 215, illustrates the layout of the development blocks as well as the building number within each block. Figure 7.2, Concept 2: Advanced Manufacturing Development Blocks & Building Number, on page 245, illustrates the layout of the development blocks as well as the building number within each block. Projects Within each redevelopment block, each building is given a number. That number corresponds to the implementation matrix. The building number is considered a project. PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 209

Phasing Phasing refers to the timing of when the project should be constructed. All of the projects were phased based on when the market could absorb the development, the cost and the availability of resources and how investments could be leveraged to fully realize the plan.

It should be noted that these planning cost opinions will not be exactly the same as the costs in the financial model. While the block costs represented in this matrix are the same as what was used in the financial model, timing as well as an escalation of the dollars to the year spent in the model will make the overall costs slightly different.

The phasing years indicates how quickly implementation should occur. Phase 1 means that the project should be undertaken within the next five years, Phase 2 indicates the project should be started in the next 5 to 10 years, Phase 3 indicates the project should be started in the next 10 to 15 years and Phase 4 indicates the projects are would be start after 15 years.

Lead party For each project, a lead party was identified. The lead party is the individual party driving the project forward and securing partner assistance. This could be the convening organization and convener, the City of Indianapolis, a partner organization, foundation, or even a private entity. The lead partyâ&#x20AC;&#x2122;s name will be identified in the column.

Construction dates Because the phasing spans multiple years, this was further broken down into construction start date and construction end date. This information was used in the financial model. This date shows while a block may be started in an earlier phase, the construction of all buildings depicted on the concept plan would likely take multiple years. Funding Sources A number of funding suggestions and ideas were considered, and the most relevant funding sources were identified. All of these funding sources are described after the implementation matrix. For each project listed, at least one funding source was identified. Because many of the projects have several funding sources, a letter was assigned to each funding source, which is listed below. Those letters will be identified for each project in the column.

Support party No project can be completed by a single party. Support from other entities is vital to the success of the project regardless whether the support is financial, logistical, political, capacity building, constructor, etc. A list of support parties is located below, which a number associated with them that is then identified in the column. What should be noted is that this is not an exhaustive list and as other partners are identified, this list will grow. Implementation matrix The implementation matrices for both Concept 1: CJC Focus and Concept 2: Advanced Manufacturing Focus can be found on pages 218 - 271.

It should also be noted that at the time this document was prepared, the US Congress was working on a new infrastructure bill that could have direct bearing on some the projects identified in the plan. When the bill becomes law, the convening organization will need to review and determine which funding programs were kept, which were changed and what the new requirements might be and what new funding sources were added. Planning cost A planning cost opinion has been developed for all the physical projects based on 2017 dollars. These costs are generated based on each concept and then organized by block. Each block will have an acquisition cost, individual building costs, site costs, and utilities costs. Because of the scale of project and the lack of individual parcel lines, the site and utility costs could only be calculated at a block level rather than on an individual basis similar to a building. Therefore those costs are lumped together and phased based on the building phases. The costs are exclusive of design fees, permitting costs, construction management costs or contingency costs. Figure 7.1 P 210 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

Concept 1: CJC Development Blocks & Building Number PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 211

project Implementation Matrix organization

project Implementation Matrix: Lead/Supporting Parties & Funding sources

The project implementation matrix is represented on pages 218 to 271. pages 218 to 244 correspond to Concept #1: CJC Focus projects. Within Concept #1, from pages 218 to 235, the matrix is organized by on-site projects and blocks. From pages 236 to 244, the matrix is organized by off-site projects and roadway name. Concept #2: Advanced Manufacturing Focus projects are found on pages 246 to 271. On pages 246 to 263, the matrix is organized by on-site projects and blocks. From pages 264 to 271, the matrix is organized by off-site projects and roadway names.

There are many different parties that can either lead or support a project. Below each lead/support party is given a number which corresponds to the Lead Party and Support Party. The are numerous funding sources, the names were too long to put in the funding column. So each funding source was abbreviated and then given a letter. This letter corresponds to the name and description of the funding source which can be found on pages 272-281.

Funding Source: are potential resources that can be used to fund the project. The key for the source can be found on page 217. Explanations for the funding sources are found on pages 272-281.

Phase: the time frame in which the project will be completed. The phasing model is described on page 214.

Party: These are the lead or supporting organizations, City department, group, etc. that is responsible for implementing the project. The key for the supporting number in the column is on page 217.

Lead / Supporting Parties Number 1. 2. 3. 4. 5.

Project Implementation Matrix Concept #1: CJC Focus onsite ProjectS

PHase

Village Center West Block

Construction Start End

Funding Source

Cost estimate

Lead Party

Support party(s)

6. 7. 8. 9.

buildings Building 1: Retail

Project Name: this label will correspond with the Development Blocks and Building Numbers on pages 215 and 245.

Cost Section: The costs are broken up by Four sections including Building, Site, Utilities and Roadway.

P1 P2 P3 P4

January 1, 2021

June 30, 2022

Private

$3,357,021

Private

1, 3, 4, 9, 11, 14

P1 P2 P3 P4

January 1, 2021

June 30, 2022

Private

$1,595,100

Private

1, 3, 4, 9, 11, 14

P1 P2 P3 P4

January 1, 2022

June 30, 2023

Private

$10,007,445

Private

1, 3, 4, 9, 11, 14

Building 4: Kroger Expansion

July 1, 2020

June 30, 2022

Private

$4,138,928

Private

1, 3, 4, 9, 11, 14

Building 5: Community Center

January 1, 2025

$16,820,838

Private

Building 2: Retail Building 3: Retail, Residential

Building 6: Retail, Office Building 7: Retail, Office

P1 P2 P3 P4

July 1, 2030

June 30, 2032

Private

$1,987,405

Private

1, 2, 3, 4, 9,10, 11, 14, 29, 33, 34,38, 53, 54, 59, 1, 3, 4, 9, 11, 14

P1 P2 P3 P4

July 1, 2030

June 30, 2032

Private

$4,305,842

Private

1, 3, 4, 9, 11, 14

December Private, Lease, 31, 2026 AD, AE, AJ, AN, AS

site* Pavement Site Furnishings Structures Landscape Mechanical, Electrical & Plumbing

P1 P2 P3 P4

January 1, 2020

December 31, 2024

Private

$3,286,766

Private

4, 14, 45

P1 P2 P3 P4

January 1, 2020

December 31, 2024

Private

$182,000

Private

4, 14, 45

P1 P2 P3 P4

January 1, 2020

December 31, 2024

Private

$1,974,100

Private

4, 14, 45

P1 P2 P3 P4

January 1, 2020

December 31, 2024

Private

$1,815,354

Private

4, 14, 45

P1 P2 P3 P4

January 1, 2020

December 31, 2024

Private

$1,615,000

Private

4, 14, 45

SEND SECS TANC City of Indianapolis Renew Indianapolis IHCDA TWG Marion County Treasurers Office Property Owners

10. LISC 11. INHP 12. Fair Housing Center of Central Indiana 13. MIBOR 14. DMD 15. Live Indy East 16. Habitat for Humanity 17. IUPUI 18. Ball State University 19. Purdue

University 20. Health by design 21. Keep Indianapolis Beautiful 22. IMPD 23. Pacers Bikeshare 24. IndyCog 25. 913 Sports 26. IndyGo 27. Blue Indy 28. ROW

29. Indy Parks 30. La Plaza 31. Southeast Crime Watch District 32. Health Net 33. Eskenazi 34. Community Health 35. Indiana University 36. Indy Food Council 37. Garden on the

Grant Fund Q. IEDC & Elevate Ventures Indiana Angel Network Fund R. IEDC and Elevate Ventures Indiana Diversity Investment Fund S. IEDC and Elevate

Ventures 21st Century Research and Technology Fund T. IFA Indiana Brownfields Program Revolving Loan Fund U. IFA Green Project Reserve Revolving Loan Fund

38. 39. 40. 41. 42. 43. 44. 45. 46. 47.

Go IU Health NeighborLink Indy Connect United Way Early Learning Indiana UWCI IFF DPW Indianapolis Public Schools Local Charter Schools

48. Office of Education Innovation 49. Mayorâ&#x20AC;&#x2122;s Neighborhood Advocates 50. Neighborhood Associations 51. The Excel Center 52. Ivy Tech Community College 53. WorkOne

54. EmployIndy 55. Center for Working Families 56. Legal Aid 57. Neighborhood Christian Legal Clinic 58. Indiana Legal Services 59. Immigrant Welcome Center 60. Fair Housing

Action Center 61. Local Businesses 62. Local Churches 63. Neighborhood Organizations 64. Hoosier River Watch 65. The White River Alliance

IFA CWSRF OCRA PBIF IHCDA IHCDA CreatINg Places Program IAC Capacity Building Partnership Program IDNR RTP Grant INDR LWCF IDNR BNT TIF EID

AF. Indy PILOTS AG. Indy Payment in Lieu of Parking AH. IN or Indy Industrial Revenue Bonds AI. IFA Economic Development Bonds AJ. CICF Grants AK. LISC Grants AL. SEND Home Repair Grants AM. BuILD Fund

KPDC AN. United Way Capital Projects Fund AO. Indy Chamber Business Ownership Initiative AP. IFF AQ. Federal Home Loan Bank of Indianapolis Affordable Housing

Program / Community Investment Program AR. Indy DMD New Market Tax Credits AS. Lilly Endowment Community Development Division

funding sources letter A. B. C. D. E. F. G. H. I.

STP CMAQ TAP TIGER Grant TIFIA CDBG HOME LIHTC Section 108 Loans J. EDAP K. CED L. NEA Challenge American Grant

Program M. NEA Our Town Grant Program N. NPS Federal Historic Preservation Tax Incentive Program O. NFWF Five Star & Urban Waters Restoration Grant P. IEDC Industrial Development

V. W. X. Y. Z.

AA. AB. AC. AD. AE.

P 194 | TWIN AIRE | GREAT PLACES | ARI REDEVELOPMENT PLAN

P 212 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 213

Project Implementation Matrix Concept #1: CJC Focus onsite Projects

Phase

Construction Start End

Funding Source

Village Center West Block Cost estimate

Lead Party

Support party(s)

buildings Building 1: Retail Building 2: Retail Building 3: Retail, Residential Building 4: Kroger Expansion Building 5: Community Center Building 6: Retail, Office Building 7: Retail, Office

Village Center West BlocK onsite Projects

Phase

Construction Start End

Project Implementation Matrix Concept #1: CJC focus Funding Source

Cost estimate

Lead Party

Support party(s)

Utilities*

P1 P2 P3 P4

January 1, 2021

June 30, 2022

Private

$3,357,021

Private

1, 3, 4, 9, 11, 14

Sanitary Sewer

P1 P2 P3 P4

January 1, 2021

June 30, 2022

Private

$1,595,100

Private

1, 3, 4, 9, 11, 14

Water

P1 P2 P3 P4

January 1, 2022

June 30, 2023

Private

$10,007,445

Private

1, 3, 4, 9, 11, 14

Storm Sewer

P1 P2 P3 P4

July 1, 2020

June 30, 2022

Private

$4,138,928

Private

1, 3, 4, 9, 11, 14

Miscellaneous

P1 P2 P3 P4

January 1, 2025

$16,820,838

Private

P1 P2 P3 P4

July 1, 2030

June 30, 2032

Private

$1,987,405

Private

1, 2, 3, 4, 9,10, 11, 14, 29, 33, 34,38, 53, 54, 59, 1, 3, 4, 9, 11, 14

P1 P2 P3 P4

July 1, 2030

June 30, 2032

Private

$4,305,842

Private

1, 3, 4, 9, 11, 14

P1 P2 P3 P4

January 1, 2020

December 31, 2024

Private

$3,688,525

Private

4, 14, 45

P1 P2 P3 P4

January 1, 2020

December 31, 2024

Private

$136,500

Private

4, 14, 45

P1 P2 P3 P4

January 1, 2020

December 31, 2024

Private

$1,977,600

Private

4, 14, 45

P1 P2 P3 P4

January 1, 2020

December 31, 2024

Private

$2,474,308

Private

4, 14, 45

P1 P2 P3 P4

January 1, 2020

December 31, 2024

Private

$1,895,000

Private

4, 14, 45

December Private, Lease, 31, 2026 AD, AE, AJ, AN, AS

ACQUISITION

P1 P2 P3 P4

January 1, 2020

December 31, 2024

Private

$223,220

Private

Local Utilities

P1 P2 P3 P4

January 1, 2020

December 31, 2024

Private

$185,300

Private

Local Utilities

P1 P2 P3 P4

January 1, 2020

December 31, 2024

Private

$1,086120

Private

Local Utilities

P1 P2 P3 P4

January 1, 2020

December 31, 2024

Private

$154,155

Private

Local Utilities

P1 P2 P3 P4

January 1, 2020

December 31, 2024

Private

$3,226,000

Private

Local Utilities

* Site and utility improvements are tied to the individual development of each building. The earliest start dates corresponds to the first building, while the latest end date corresponds to the last building.

site* Pavement Site Furnishings Structures Landscape Mechanical, Electrical & Plumbing

P 214 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 215

Project Implementation Matrix Concept #1: CJC Focus onsite Projects

Phase

Construction Start End

Funding Source

Village Center East Block Cost estimate

Lead Party

Support party(s)

buildings Building 1: Residential Building 2: Residential Building 3: Retail, Garage Building 4: Retail Building 5: Retail Building 6: Retail Building 7: Retail

onsite Projects

Phase

Construction Start End

Project Implementation Matrix Concept #1: CJC focus Funding Source

Cost estimate

Lead Party

Support party(s)

utilities*

P1 P2 P3 P4

January 1, 2022

December 31, 2042

Private

$764,337

Private

Local Utilities

P1 P2 P3 P4

January 1, 2022

December 31, 2042

Private

$268,895

Private

Local Utilities

P1 P2 P3 P4

January 1, 2022

December 31, 2042

Private

$1,362,425

Private

Local Utilities

P1 P2 P3 P4

January 1, 2022

December 31, 2042

Private

$254,696

Private

Local Utilities

P1 P2 P3 P4

January 1, 2021

December 31, 2021

Private

$2,312,311

Private

Local Utilities

P1 P2 P3 P4

January 1, 2029

June 30, 2031

Private

$15,444,647

Private

1, 3, 4, 9, 11, 14

Sanitary Sewer

P1 P2 P3 P4

January 1, 2033

June 30, 2035

Private

$16,298,306

Private

1, 3, 4, 9, 11, 14

Water

P1 P2 P3 P4

January 1, 2031

June 30, 2032

Private

$18,538,432

Private

1, 3, 4, 9, 11, 14

Storm Sewer

P1 P2 P3

January 1, 2041

December 31, 2042

Private

$3,474,660

Private

1, 3, 4, 9,14

P1 P2 P3 P4

January 1, 2041

December 31, 2042

Private

$2,453,796

Private

1, 3, 4, 9,14

ACQUISITION

P1 P2 P3 P4

January 1, 2022

June 30, 2023

Private

$3,909,989

Private

1, 3, 4, 9,14

P1 P2 P3 P4

January 1, 3039

December 31, 2040

Private

$2,550,166

Private

1, 3, 4, 9,14

January 1, 2026

June 30, 2027

Private

$2,124,142

Private

1, 3, 4, 9,14

P1 P2 P3 P4

January 1, 2022

June 30, 2023

Private

$2,712,999

Private

1, 3, 4, 9,14

P1 P2 P3 P4

January 1, 2022

December 31, 2042

Private

$3,961,519

Private

4, 14, 45

P1 P2 P3 P4

January 1, 2022

December 31, 2042

Private

$106,000

Private

4, 14, 45

P1 P2 P3 P4

January 1, 2022

December 31, 2042

Private

$46,500

Private

4, 14, 45

P1 P2 P3 P4

January 1, 2022

December 31, 2042

Private

$1,663,234

Private

4, 14, 45

P1 P2 P3 P4

January 1, 2022

December 31, 2042

Private

$1,300,000

Private

4, 14, 45

Building 8: Retail Building 9: Retail

Village Center East BlocK

Miscellaneous

site* Pavement Site Furnishings Structures Landscape Mechanical, Electrical & Plumbing

P 216 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 217

Project Implementation Matrix Concept #1: CJC Focus onsite Projects

Phase

Construction Start End

Pleasant Run Crossing Block Funding Source

Cost Estimate

Lead Party

Support party(s)

buildings Building 1.1: CJC-Main Entry Building1.2: CJC - Courthouse Building 1.3: CJC Accesssory Building 1.4: CJC Sheriff Building 1.5: CJC Assessment Building 2: IFD Facility Building 3: IFD Facility Building 4: Industrial Building 5: Industrial Building 6: Industrial Building 7: Industrial

Pleasant Run Crossing Block Project ImplementatioN MAtrix Concept #1: CJC focus onsite Projects

Phase

Construction Start End

Funding Source

Cost estimate

Lead Party

Support party(s)

site*

P1 P2 P3 P4

July 1, 2018

June 30, 2021

Bond

$2,243,307

City of Indianapolis

3, 9

Pavement

P1 P2 P3 P4

January 1, 2019

June 30, 2023

Bond, L, U

P1 P2 P3 P4

July 1, 2018

June 30, 2021

Bond

$75,768,958

City of Indianapolis

3,9

Site Furnishings

P1 P2 P3 P4

January 1, 2019

June 30, 2023

P1 P2 P3 P4

July 1, 2018

June 30, 2021

Bond

$1,547,108

City of Indianapolis

3,9

Structures

P1 P2 P3 P4

January 1, 2019

P1 P2 P3 P4

July 1, 2018

June 30, 2021

Bond

$33,355,768

City of Indianapolis

3,9

Landscape

P1 P2 P3 P4

July 1, 2018

June 30, 2021

Bond

$299,788,268

City of Indianapolis

3,9

Mechanical, Electrical & Plumbing

P1 P2 P3 P4

July 1, 2018

June 30, 2021

Bond

$25,996,621

City of Indianapolis

3,9

Pleasant Run Trail

P1 P2 P3 P4

July 1, 2018

June 30, 2021

Bond

$1,691,015

City of Indianapolis

3,9

P1 P2 P3 P4

July 1, 2018

June 30, 2021

Private, J, S, T, AD, AH

$607,810

City of Indianapolis

3,9

$2,322,540

Private

1, 3, 4, 9,14

P1 P2 P3 P4

July 1, 2018

June 30, 2021

Private, J, S, T, AD, AH

P1 P2 P3 P4

July 1, 2018

June 30, 2021

Private, J, S, T, AD, AH

$2,322,540

Private

1, 3, 4, 9,14

June 30, 2021

Private, J, S, T, AD, AH

$2,322,540

Private

1, 3, 4, 9,14

P1 P2 P3 P4

July 1, 2018

$8,409,673

City of Indianapolis

14, 45

Bond

$65,000

City of Indianapolis

14, 45

June 30, 2023

Bond

$96,500

City of Indianapolis

14, 45

January 1, 2019

June 30, 2023

Bond

$2,568,954

City of Indianapolis

14, 45

P1 P2 P3 P4

January 1, 2019

June 30, 2023

Bond

$2,295,000

City of Indianapolis

14, 45

P1 P2 P3 P4

January 1, 2019

June 30, 2023

Private, I, U, AA, AB, AJ

$4,649,756

City of Indianapolis

14, 45

P1 P2 P3 P4

January 1, 2019

June 30, 2023

Bond

$693,105

City of Indianapolis

Local Utilities

P1 P2 P3 P4

January 1, 2019

June 30, 2023

Bond

$574,854

City of Indianapolis

Local Utilities

P1 P2 P3 P4

January 1, 2019

June 30, 2023

Bond

$2,553,720

City of Indianapolis

Local Utilities

P1 P2 P3 P4

January 1, 2019

June 30, 2023

Bond

$428,831

City of Indianapolis

Local Utilities

utilities* Sanitary Sewer Water Storm Sewer Miscellaneous

P 218 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 219

Project Implementation Matrix Concept #1: CJC Focus onsite Projects

Phase

Construction Start End

Pleasant Run Crossing North Block Funding Source

Cost Estimate

Lead Party

Support party(s)

buildings Building 1: CJC Office Building 2: CJC Office Building 3: CJC Office Building 4: CJC Garage

Site Furnishings Structures Landscape Mechanical, Electrical & Plumbing

onsite Projects

Phase

Construction Start End

Funding Source

Project Implementation Matrix Cost estimate

Lead Party

Support party(s)

utilities*

P1 P2 P3 P4

July 1, 2018

June 30, 2020

Bond

$17,198,171

City of Indianapolis

3, 9

Sanitary Sewer

P1 P2 P3 P4

July 1, 2018

June 30, 2020

Bond

$87,324

City of Indianapolis

Local Utilities

P1 P2 P3 P4

July 1, 2018

June 30, 2020

Bond

$23,374,906

City of Indianapolis

3, 9

Water

P1 P2 P3 P4

July 1, 2018

June 30, 2020

Bond

$60,000

City of Indianapolis

Local Utilities

P1 P2 P3 P4

July 1, 2018

June 30, 2020

Bond

$7,967,574

City of Indianapolis

3, 9

Storm Sewer

P1 P2 P3 P4

July 1, 2018

June 30, 2020

Bond

$234,838

City of Indianapolis

Local Utilities

P1 P2 P3 P4

July 1, 2018

June 30, 2020

Bond

$8,550,448

City of Indianapolis

3, 9

Miscellaneous

P1 P2 P3 P4

July 1, 2018

June 30, 2020

Bond

$38,216

City of Indianapolis

Local Utilities

site* Pavement

PLeasant Run Crossing North BlocK

P1 P2 P3 P4

July 1, 2018

June 30, 2020

Bond

$1,102,116

City of Indianapolis

3, 9

P1 P2 P3 P4

July 1, 2018

June 30, 2020

Bond

$80,000

City of Indianapolis

3, 9

P1 P2 P3 P4

July 1, 2018

June 30, 2020

Bond

$1,286,300

City of Indianapolis

3, 9

P1 P2 P3 P4

July 1, 2018

June 30, 2020

Bond

$463,011

City of Indianapolis

3, 9

P1 P2 P3 P4

July 1, 2018

June 30, 2020

Bond

$780,000

City of Indianapolis

3, 9

P 220 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 221

Project Implementation Matrix Concept #1: CJC Focus onsite Projects

Phase

Construction Start End

Pleasant Run Crossing south Block Funding Source

Cost Estimate

Lead Party

Support party(s)

buildings Building 1: Industrial Building 2: Industrial Building 3: Animal Care & Control Building 4: Industrial Building 5: SE District Police Headquarters

Pleasant Run Crossing South BlocK onsite Projects

Phase

Construction Start End

Funding Source

Project Implementation Matrix Cost estimate

Lead Party

Support party(s)

utilities*

P1 P2 P3 P4

July 1, 2024

December 31, 2025

Private, J, S, T, AD, AH

$4,425,919

Private

1, 3, 4, 9,14

Sanitary Sewer

P1 P2 P3 P4

July 1, 2025

June 30, 2020

Private, J, S, T, AD, AH

$3,073,950

Private

1, 3, 4, 9,14

Water

P1 P2 P3 P4

July 1, 2020

December 31, 2021

City of Indianapolis General Fund (GF)

$3,662,133

City of Indianapolis

P1 P2 P3 P4

July 1, 2026

December 31, 2027

Private, J, S, T, AD, AH

$1,536,975

Private

P1 P2 P3 P4

July 1, 2028

December 31, 2029

Indianapolis GF

$2,694,988

City of Indianapolis

P1 P2 P3 P4

July 1, 2024

December 31, 2029

Private/ City of Indianapolis GF

$1,468,203

Private/City of Indianapolis

1, 3, 4, 9,14

P1 P2 P3 P4

July 1, 2024

December 31, 2029

Private/ City of Indianapolis GF

$53,200

Private/City of Indianapolis

1, 3, 4, 9,14

P1 P2 P3 P4

July 1, 2024

December 31, 2029

Private/ City of Indianapolis GF

$66,000

Private/City of Indianapolis

1, 3, 4, 9,14

P1 P2 P3 P4

July 1, 2024

December 31, 2029

Private/ City of Indianapolis GF

$590,259

City of Indianapolis

1, 3, 4, 9,14

P1 P2 P3 P4

July 1, 2024

December 31, 2029

Private/ City of Indianapolis GF

$1,295,000

City of Indianapolis

1, 3, 4, 9,14

3, 9 1, 3, 4, 9,14 3, 9

Storm Sewer Miscellaneous

P1 P2 P3 P4

July 1, 2024

December 31, 2029

Private/ City of Indianapolis GF

$263,060

Private/City of Indianapolis

Local Utilities

P1 P2 P3 P4

July 1, 2024

December 31, 2029

Private/ City of Indianapolis GF

$224,673

Private/City of Indianapolis

Local Utilities

P1 P2 P3 P4

July 1, 2024

December 31, 2029

Private/ City of Indianapolis GF

$783,918

Private/City of Indianapolis

Local Utilities

P1 P2 P3 P4

July 1, 2024

December 31, 2029

Private/ City of Indianapolis GF

$141,988

Private/City of Indianapolis

Local Utilities

site* Pavement Site Furnishings Structures Landscape Mechanical, Electrical & Plumbing

P 222 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 223

Project Implementation Matrix Concept #1: CJC Focus onsite Projects

Phase

Construction Start End

Funding Source

Twin Aire Block Cost Estimate

Lead Party

Support party(s)

onsite Projects Building 16: Townhomes

buildings Building 1: Mid Rise Apartments

twin aire BlocK

P1 P2 P3 P4

January 1, 2025

December 31, 2026

Private

$22,099,424

Private

1, 3, 4, 9, 11, 14

Building 17: Townhomes

P1 P2 P3 P4

January 1, 2025

June 30, 2026

Private

$6,860,278

Private

1, 3, 4, 9, 11, 14

Building 18: Townhomes

P1 P2 P3 P4

January 1, 2028

December 31, 2029

Private

$22,099,424

Private

1, 3, 4, 9, 11, 14

Building 19: Low-Rise Apartments

P1 P2 P3 P4

January 1, 2028

June 30, 2029

Private

$6,860,278

Private

1, 3, 4, 9, 11, 14

Building 20: Townhomes

P1 P2 P3 P4

January 1, 2023

June 30, 2024

Private

$3,005,640

Private

1, 3, 4, 9, 11, 14

Building 21: Mixed Use

P1 P2 P3 P4

January 1, 2022

June 30, 2023

Private

$3,005,640

Private

1, 3, 4, 9, 11, 14

Building 22: Townhomes

P1 P2 P3 P4

January 1, 2028

June 30, 2029

Private

$5,985,095

Private

1, 3, 4, 9, 11, 14

Building 23: Low-Rise Apartments

P1 P2 P3 P4

January 1, 2022

June 30, 2023

Private

$5,985,095

Private

1, 3, 4, 9, 11, 14

Building 24: Townhomes

P1 P2 P3 P4

January 1, 2023

June 30, 2024

Private

$3,005,640

Private

1, 3, 4, 9, 11, 14

Building 25: Mixed Use

P1 P2 P3 P4

January 1, 2022

June 30, 2023

Private

$3,005,640

Private

1, 3, 4, 9, 11, 14

Building 26: Townhomes

P1 P2 P3 P4

January 1, 2028

June 30, 2029

Private

$3,005,640

Private

1, 3, 4, 9, 11, 14

P1 P2 P3 P4

January 1, 2022

June 30, 2023

Private

$3,005,640

Private

1, 3, 4, 9, 11, 14

Building 13: Low-Rise Apartments

P1 P2 P3 P4

January 1, 2028

June 30, 2029

Private

$5,985,095

Private

1, 3, 4, 9, 11, 14

Building 14: Low-Rise Apartments

P1 P2 P3 P4

January 1, 2022

June 30, 2023

Private

$5,985,095

Private

1, 3, 4, 9, 11, 14

P1 P2 P3 P4

January 1, 2028

June 30, 2029

Private

$3,005,640

Private

1, 3, 4, 9, 11, 14

Building 2: Apartments, Parking Garage Building 3: Mid Rise Apartments Building 4: Apartments, Parking Garage Building 5: Townhomes Building 6: Townhomes Building 7: Low-Rise Apartments Building 8: Low-Rise Apartments Building 9: Townhomes Building 10: Townhomes Building 11: Townhomes Building 12: Townhomes

Building 15: Townhomes

P 224 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

Phase

Project Implementation Matrix Concept #1: CJC focus

Construction Start End

Funding Source

Cost estimate

Lead Party

Support party(s)

P1 P2 P3 P4

January 1, 2022

June 30, 2023

Private

$3,005,640

Private

1, 3, 4, 9, 11, 14

P1 P2 P3 P4

July 1, 2020

December 31, 2021

Private

$2,938,848

Private

1, 3, 4, 9, 11, 14

P1 P2 P3 P4

July 1, 2020

December 31, 2021

Private

$2,894,320

Private

1, 3, 4, 9, 11, 14

P1 P2 P3 P4

July 1, 2020

December 31, 2021

Private

$4,239,066

Private

1, 3, 4, 9, 11, 14

P1 P2 P3 P4

July 1, 2020

December 31, 2021

Private

$2,894,320

Private

1, 3, 4, 9, 11, 14

P1 P2 P3 P4

January 1, 2020

December 31, 2021

Private

$12,119,240

Private

1, 3, 4, 9, 11, 14

P1 P2 P3 P4

July 1, 2020

December 31, 2021

Private

$2,894,320

Private

1, 3, 4, 9, 11, 14

P1 P2 P3 P4

July 1, 2020

December 31, 2021

Private

$4,239,066

Private

1, 3, 4, 9, 11, 14

P1 P2 P3 P4

July 1, 2020

December 31, 2021

Private

$2,894,320

Private

1, 3, 4, 9, 11, 14

P1 P2 P3 P4

January 1, 2020

December 31, 2021

Private

$7,271,544

Private

1, 3, 4, 9, 11, 14

P1 P2 P3 P4

July 1, 2020

December 31, 2021

Private

$3,203,233

Private

1, 3, 4, 9, 11, 14

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 225

Project Implementation Matrix Concept #1: CJC Focus onsite Projects

Phase

Construction Start End

Funding Source

Twin Aire Block Cost Estimate

Lead Party

$3,286,766

Private

4, 14, 45

Support party(s)

site* Pavement Site Furnishings Structures Landscape Mechanical, Electrical & Plumbing

P1 P2 P3 P4

July 1, 2020

December 31, 2029

Private

P1 P2 P3 P4

July 1, 2020

December 31, 2029

Private, M, Y,AB,AJ, AK

$182,000

Private

4, 14, 45

P1 P2 P3 P4

July 1, 2020

December 31, 2029

Private, M, Y,AB,AJ, AK

$1,974,100

Private

4, 14, 45

P1 P2 P3 P4

July 1, 2020

December 31, 2029

Private, M, Y,AB,AJ, AK

$1,815,354

Private

4, 14, 45

P1 P2 P3 P4

July 1, 2020

December 31, 2029

Private

$1,615,000

Private

4, 14, 45 This page intentionally blank.

Utilities* Sanitary Sewer Water Storm Sewer Miscellaneous

P1 P2 P3 P4

January 1, 2020

December 31, 2029

Private

$1,733,052

Private

Local Utilities

P1 P2 P3 P4

January 1, 2020

December 31, 2029

Private

$93,200

Private

Local Utilities

P1 P2 P3 P4

January 1, 2020

December 31, 2029

Private

$1,871,306

Private

Local Utilities

P1 P2 P3 P4

January 1, 2020

December 31, 2029

Private

$369,756

Private

Local Utilities

P 226 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 227

Project Implementation Matrix Concept #1: CJC Focus onsite Projects

Phase

Construction Start End

Funding Source

prospect place west Block Cost Estimate

Lead Party

Support party(s)

buildings Building 1: Industrial Building 2: Industrial Building 3: Industrial

prospect place west BlocK onsite Projects

P1 P2 P3 P4

January 1, 2027

June 30, 2028

Private, J, S, T, AD, AH

$15,444,647

Private

1, 3, 4, 9,14

Sanitary Sewer

P1 P2 P3 P4

January 1, 2027

June 30, 2028

Private, J, S, T, AD, AH

$16,298,306

Private

1, 3, 4, 9,14

Water

P1 P2 P3 P4

January 1, 2027

June 30, 2028

Private, J, S, T, AD, AH

$18,538,432

Private

1, 3, 4, 9,14

Storm Sewer

Structures Landscape Mechanical, Electrical & Plumbing

Funding Source

Cost estimate

Lead Party

Support party(s)

P1 P2 P3 P4

January 1, 2027

June 30, 2028

Private

$148,409

Private

Local Utilities

P1 P2 P3 P4

January 1, 2022

June 30, 2028

Private

$134,163

Private

Local Utilities

P1 P2 P3 P4

January 1, 2022

June 30, 2028

Private

$407,643

Private

Local Utilities

P1 P2 P3 P4

January 1, 2022

June 30, 2028

Private

$85,143

Private

Local Utilities

site*

Site Furnishings

Construction Start End

utilities*

Miscellaneous

Pavement

Phase

Project Implementation Matrix Concept #1: CJC focus

P1 P2 P3 P4

January 1, 2027

June 30, 2028

Private

$832,405

Private

4, 14, 45

P1 P2 P3 P4

January 1, 2027

June 30, 2028

Private

$24,000

Private

4, 14, 45

P1 P2 P3 P4

January 1, 2027

June 30, 2028

Private

$15,500

Private

4, 14, 45

P1 P2 P3 P4

January 1, 2027

June 30, 2028

Private

$489,500

Private

4, 14, 45

P1 P2 P3 P4

January 1, 2027

June 30, 2028

Private

$180,000

Private

4, 14, 45

P 228 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 229

Project Implementation Matrix Concept #1: CJC Focus onsite Projects

Phase

Construction Start End

Funding Source

prospect place East Block Cost Estimate

Lead Party

Support party(s)

buildings Building 1: Industrial Building 2: Industrial Building 3: Industrial Building 4: Industrial Building 5: Industrial Building 6: Industrial Building 7: Industrial Building 8: Industrial Building 9: Industrial Building 10: Industrial Building 11: Industrial

prospect place East BlocK onsite Projects

Phase

Construction Start End

Project Implementation Matrix Concept #1: CJC focus Funding Source

Cost estimate

Lead Party

Support party(s)

site*

P1 P2 P3 P4

January 1, 2019

June 30, 2020

Private, J, S, T, AD, AH

$2,271,308

Private

1, 3, 4, 9,14

Pavement

P1 P2 P3 P4

January 1, 2019

June 30, 2023

Private

$2,701,523

Private

4,14. 45

P1 P2 P3 P4

January 1, 2019

June 30, 2020

Private, J, S, T, AD, AH

$2,271,308

Private

1, 3, 4, 9,14

Site Furnishings

P1 P2 P3 P4

January 1, 2019

June 30, 2023

Private

$24,000

Private

4, 14, 45

P1 P2 P3 P4

January 1, 2019

June 30, 2020

Private, J, S, T, AD, AH

$2,271,308

Private

1, 3, 4, 9,14

Structures

P1 P2 P3 P4

January 1, 2019

June 30, 2023

Private

$62,000

Private

4, 14, 45

P1 P2 P3 P4

July 1, 2019

December 31, 2020

Private, J, S, T, AD, AH

$4,004,674

Private

1, 3, 4, 9,14

Landscape

P1 P2 P3 P4

January 1, 2019

June 30, 2023

Private

$1,270,468

Private

4, 14, 45

P1 P2 P3 P4

July 1, 2019

December 31, 2020

Private, J, S, T, AD, AH

$2,284,590

Private

1, 3, 4, 9,14

Mechanical, Electrical & Plumbing

P1 P2 P3 P4

January 1, 2019

June 30, 2023

Private

$560,000

Private

4, 14, 45

P1 P2 P3 P4

July 1, 2019

December 31, 2020

Private, J, S, T, AD, AH

$2,271,308

Private

1, 3, 4, 9,14

P1 P2 P3 P4

July 1, 2019

December 31, 2020

Private, J, S, T, AD, AH

$2,271,308

Private

1, 3, 4, 9,14

P1 P2 P3 P4

July 1, 2019

December 31, 2020

Private, J, S, T, AD, AH

$2,271,308

Private

1, 3, 4, 9,14

$2,271,308

Private

1, 3, 4, 9,14

P1 P2 P3 P4

January 1, 2019

June 30, 2023

Private

$555,546

Private

Local Utilities

P1 P2 P3 P4

January 1, 2019

June 30, 2023

Private

$445,093

Private

Local Utilities

P1 P2 P3 P4

January 1, 2019

June 30, 2023

Private

$2,443,782

Private

Local Utilities

P1 P2 P3 P4

January 1, 2019

June 30, 2023

Private

$378,819

Private

Local Utilities

P1 P2 P3 P4

January 1, 2019

June 30, 2020

Private, J, S, T, AD, AH

P1 P2 P3 P4

January 1, 2019

June 30, 2020

Private, J, S, T, AD, AH

$2,271,308

Private

1, 3, 4, 9,14

June 30, 2020

Private, J, S, T, AD, AH

$2,271,308

Private

1, 3, 4, 9,14

P1 P2 P3 P4

January 1, 2019

utilities* Sanitary Sewer Water Storm Sewer Miscellaneous

P 230 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 231

Project Implementation Matrix off site ROADWAY & Non-Roadway Concept #1: CJC Focus Infrastructure projects

off site ROADWAY & non-roadway infrastructure projects

Projects (Project Number)

1. Roundabout at English / Parker / Southeastern

Phase

P1 P2 P3 P4

Construction Start End January 1, 2019

June 30, 2021

Funding Source General Fund(GF), A, B, D, E, AD

Cost estimate $1,200,000

Lead Party City of Indianapolis

Support party(s) 1, 3, 9, 45

4. Extension of LaSalle Street to CJC Northern Entry

Sanitary Sewer

Water

Phase

P1 P2 P3 P4

Project Implementation Matrix Concept #1: CJC Concept

Construction Start End January 1, 2019

June 30, 2021

Funding Source

Cost estimate

Lead Party

Support party(s)

GF, A, B, D, E, AD

$1,264,800

City of Indianapolis

1, 3, 9, 45

City of Indianapolis

1, 3, 9,45

City of Indianapolis

1, 3, 9,45

Storm Sewer

$66,995

Storm Sewer

$58,150

Miscellaneous

$10,700

Miscellaneous

$5,815

2. Roundabout at Southeastern / English / Rural

P1 P2 P3 P4

January 1, 2019

June 30, 2021

GF, A, B, D, E, AD

$1,200,000

City of Indianapolis

1, 3, 9,45

5. Traffic Signal LaSalle Street at English Avenue

Sanitary Sewer

Water

P1 P2 P3 P4

January 1, 2019

June 30, 2021

GF, A, B,

$515,700

Storm Sewer

$74,275

Storm Sewer

$35,800

Miscellaneous

$11,428

Miscellaneous

$3,580

3. Southeastern South from Roundabout

P1 P2 P3 P4

January 1, 2029

June 30, 2031

GF, A, B, D, E, AD

$398,100

City of Indianapolis

1, 3, 9,45

6. Trafffic Signal LaSalle Street at Southeastern Parkway

Sanitary Sewer

Water

P1 P2 P3 P4

January 1, 2029

June 30, 2031

GF, A, B

$255,800

Storm Sewer

$127,775

Storm Sewer

$62,900

Miscellaneous

$12,778

Miscellaneous

$6,290

P 232 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 233

Project Implementation Matrix off site ROADWAY & Non-Roadway Concept #1: CJC Focus Infrastructure projects

off site ROADWAY & non-roadway infrastructure projects

Projects (Project Number)

7. Rural Street / Pleasant Run Parkway

Phase

P1 P2 P3 P4

Construction Start End January 1, 2019

June 30, 2021

Funding Source GF, A, B, D, E, AD

Cost estimate $800,000

Lead Party City of Indianapolis

Support party(s) 1, 3, 9, 45

11. Extension of Rural Street

Phase

P1 P2 P3 P4

Project Implementation Matrix Concept #1: CJC FOCUS

Construction Start End January 1, 2029

June 30, 2031

Funding Source GF, A, B, E, AD

Cost estimate $1,460,600

Sanitary Sewer

Water

Storm Sewer

$317,750

Miscellaneous

$31,775

Miscellaneous

8. Relocate Pleasant Run Parkway

$4,000

P1 P2 P3 P4

January 1, 2019

June 30, 2021

GF, A, B, D, E, AD

$1,540,400

City of Indianapolis

1, 3, 9,45

12. Roundabout on CJC Site

$175,330

Sanitary Sewer

Water

$181,200

Water

Storm Sewer

$467,850

Storm Sewer

Miscellaneous

$90,438

Miscellaneous

Sanitary Sewer 9. ate Pleasant Run Parkway

10. Extension of LaSalle Street

P1 P2 P3 P4

January 1, 2029

June 30, 2031

GF, A, B, D, E, AD

$699,200

City of Indianapolis

1, 3, 9,45

13. Southeastern Avenue (Main Village Street)

Sanitary Sewer

$52,290

Sanitary Sewer

Water

$72,800

Water

P1 P2 P3 P4

January 1, 2019

June 30, 2021

GF, A, B, E, AD

$1,668,700

Support party(s)

City of Indianapolis

1, 3, 9, 45

City of Indianapolis

1, 3, 9,45

City of Indianapolis

1, 3, 9,45

$4,000

P1 P2 P3 P4

January 1, 2029

June 30, 2031

GF, A, B, D, E,U, AD, AM

$1,173,700

Storm Sewer

$109,225

Storm Sewer

$268,435

Miscellaneous

$28,462

Miscellaneous

$26,844

P 234 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

Lead Party

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 235

Project Implementation Matrix off site ROADWAY & Non-Roadway Concept #1: CJC Focus Infrastructure projects

off site ROADWAY & non-roadway infrastructure projects

Projects (Project Number)

14. English Avenue Parker Avenue to LaSalle Street

Phase

P1 P2 P3 P4

Construction Start End January 1, 2030

June 30, 2032

Funding Source GF, A, B, D, E, AD

Cost estimate $1,580,400

Lead Party City of Indianapolis

Support party(s) 1, 3, 9, 45

17. Extension of Dearborn Street

Sanitary Sewer

Water

Phase

P1 P2 P3 P4

Project Implementation Matrix Concept #1: CJC FOCUS

Construction Start End January 1, 2030

June 30, 2032

Funding Source GF, A, B, E, AD

Cost estimate $436,600

Storm Sewer

$58,100

Miscellaneous

$10,870

Miscellaneous

$8,468

January 1, 2019

June 30, 2021

GF, A, B, D, E, AD

$3,726,200

City of Indianapolis

1, 3, 9,45

Sanitary Sewer Water

$80,000

18. Extension of Gray Street

P1 P2 P3 P4

January 1, 2019

June 30, 2021

GF, A, B, E, AD

$444,300

Sanitary Sewer

$53,800

Water

$70,050

Storm Sewer

$636,425

Storm Sewer

$197,600

Miscellaneous

$79,643

Miscellaneous

$39,205

16. Extension of Oxford Street

P1 P2 P3 P4

January 1, 2029

Sanitary Sewer

June 30, 2031

GF, A, B, D, E, AD

$1,759,400 $32,500

Water

City of Indianapolis

1, 3, 9,45

19. Extension of Oakland Street

P1 P2 P3 P4

January 1, 2030

June 30, 2032

GF, A, B, D, AD

$749,000

1, 3, 9, 45

City of Indianapolis

1, 3, 9,45

City of Indianapolis

1, 3, 9,45

Sanitary Sewer Water

$24,440

Storm Sewer

$94,400

Storm Sewer

$175,395

Miscellaneous

$12,500

Miscellaneous

$23,984

P 236 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

City of Indianapolis

$4,500

$108,700

P1 P2 P3 P4

Support party(s)

$16,075

Storm Sewer

15. Extension of Hoyt Avenue

Lead Party

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 237

Project Implementation Matrix off site ROADWAY & Non-Roadway Concept #1: CJC Focus Infrastructure projects

off site ROADWAY & non-roadway infrastructure projects

Projects (Project Number)

20. Extension of Parker Avenue

Phase

P1 P2 P3 P4

Construction Start End

Funding Source

Cost estimate

January 1, 2029

GF, A, B, D, AD

$658,000

June 30, 2031

Sanitary Sewer

Lead Party City of Indianapolis

Support party(s) 1, 3, 9, 45

23. Extension of Temple Avenue

Phase

P1 P2 P3 P4

Project Implementation Matrix Concept #1: CJC FOCUS

Construction Start End January 1, 2020

June 30, 2022

Funding Source GF, A, B, E, AD

Cost estimate $499,400

$102,500

Water

Storm Sewer

$144,430

Storm Sewer

$97,400

Miscellaneous

$39,381

Miscellaneous

$9,740

P1 P2 P3 P4

January 1, 2022

June 30, 2024

GF, A, B, D, AD

$1,011,400

City of Indianapolis

1, 3, 9,45

24. Extension of Leeds Avenue

P1 P2 P3 P4

January 1, 2020

June 30, 2022

GF, A, B, E, AD

$684,100

Sanitary Sewer

$75,745

Water

$93,800

Storm Sewer

Miscellaneous 22. Extension of Trowbridge Street

Miscellaneous

$4,000

P1 P2 P3 P4

January 1, 2020

Sanitary Sewer Water

June 30, 2022

GF, A, B, D, AD

$684,100 $128,635 $99,275

Storm Sewer Miscellaneous

P 238 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

Support party(s)

City of Indianapolis

1, 3, 9, 45

City of Indianapolis

1, 3, 9,45

City of Indianapolis

1, 3, 9,45

Sanitary Sewer

$73,375

Water

21. Keystone Avenue

Lead Party

City of Indianapolis

1, 3, 9,45

25. New East/West Twin Aire Road

$24,9995

P1 P2 P3 P4

January 1, 2020

June 30, 2022

GF, A, B, D, AD

$644,400

Sanitary Sewer

$59,690

Water

$58,350

Storm Sewer $31,561

Miscellaneous

$19,804

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 239

Project Implementation Matrix off site ROADWAY & Non-Roadway Concept #1: CJC Focus Infrastructure projects Projects (Project Number) 26. New Twin Aire Roadway

Phase

P1 P2 P3 P4

Construction Start End January 1, 2019

June 30, 2021

Funding Source

Cost estimate

GF, A, B, D, AD

$915,400

Lead Party

1, 3, 9, 45 City of Indianapolis

Sanitary Sewer $14,600

City of Indianapolis

Storm Sewer

$300,750

City of Indianapolis

Miscellaneous

$52,416

City of Indianapolis

Water

Support party(s)

Figure 7.2 P 240 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

Concept 2: Advanced Manufacturing Development Blocks & Building Number PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 241

Project Implementation Matrix Village Center West Block Concept #2: Advanced manufacturing Focus onsite Projects

Phase

Construction Start End

Funding Source

Cost estimate

Lead Party

Support party(s)

buildings Building 1: Retail Building 2: Retail Building 3: Retail, Residential Building 4: Retail Building 5: Retail Building 6: Retail

Village Center West BlocK Project Implementation Matrix Concept #2: Advanced manufacturing focus onsite Projects

Phase

Construction Start End

Funding Source

Cost estimate

Lead Party

Support party(s)

Utilities*

P1 P2 P3 P4

January 1, 2020

December 31, 2024

Private

$223,330

Private

Local Utilities

P1 P2 P3 P4

January 1, 2020

December 31, 2024

Private

$185,300

Private

Local Utilities

P1 P2 P3 P4

January 1, 2020

December 31, 2024

Private

$1,086,120

Private

Local Utilities

P1 P2 P3 P4

January 1, 2020

December 31, 2024

Private

$154,155

Private

Local Utilities

P1 P2 P3 P4

January 1, 2020

December 31, 2024

Private

$3,226,000

Private

Local Utilities

P1 P2 P3 P4

July 1, 2024

June 30, 2026

Private

$3,357,021

Private

1, 3, 4, 9, 11, 14

Sanitary Sewer

P1 P2 P3 P4

January 1, 2021

June 30, 2022

Private

$1,595,100

Private

1, 3, 4, 9, 11, 14

Water

P1 P2 P3 P4

January 1, 2031

June 30, 2032

Private

$6,963,096

Private

1, 3, 4, 9, 11, 14

Storm Sewer

P1 P2 P3 P4

July 1, 2024

June 30, 2025

Private

$2,382,016

Private

1, 3, 4, 9, 11, 14

Miscellaneous

P1 P2 P3 P4

January 1, 2025

December 31, 2026

Private

$930,475

Private

1, 3, 4, 9, 11, 14

ACQUISITION

P1 P2 P3 P4

July 1, 2027

June 30, 2028

Private

$2,082,935

Private

1, 3, 4, 9, 11, 14

P1 P2 P3 P4

January 1, 2020

December 31, 2024

Private

$2,906,362

Private

4, 14, 45

P1 P2 P3 P4

January 1, 2020

December 31, 2024

Private

$106,000

Private

4, 14, 45

P1 P2 P3 P4

January 1, 2020

December 31, 2024

Private

$46,500

Private

4, 14, 45

P1 P2 P3 P4

January 1, 2020

December 31, 2024

Private

$1,803,672

Private

4, 14, 45

P1 P2 P3 P4

January 1, 2020

December 31, 2024

Private

$1,400,000

Private

4, 14, 45

site* Pavement Site Furnishings Structures Landscape Mechanical, Electrical & Plumbing

P 242 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 243

Project Implementation Matrix Village Center East Block Concept #2: Advanced manufacturing Focus onsite Projects

Phase

Construction Start End

Funding Source

Cost estimate

Lead Party

Support party(s)

buildings Building 1: Residential Building 2: Residential

Village Center East BlocK Project Implementation Matrix Concept #2: Advanced manufacturing focus onsite Projects

P1 P2 P3 P4

January 1, 2029

June 30, 2031

Private

$12,331,345

Private

1, 3, 4, 9, 11, 14

Sanitary Sewer

P1 P2 P3 P4

January 1, 2033

June 30, 2035

Private

$11,851,907

Private

1, 3, 4, 9, 11, 14

Water

Miscellaneous ACQUISITION

site*

Site Furnishings Structures Landscape Mechanical, Electrical & Plumbing

Construction Start End

Funding Source

Cost estimate

Lead Party

Support party(s)

utilities*

Storm Sewer

Pavement

Phase

$721,950

Private

4, 14, 45

P1 P2 P3 P4

January 1, 2022

June 30, 2035

Private

P1 P2 P3 P4

January 1, 2022

June 30, 2035

Private

$136,500

Private

4, 14, 45

P1 P2 P3 P4

January 1, 2022

June 30, 2035

Private

$1,931,100

Private

4, 14, 45

P1 P2 P3 P4

January 1, 2022

June 30, 2035

Private

$1,406,128

Private

4, 14, 45

P1 P2 P3 P4

January 1, 2022

June 30, 2035

Private

$1,535,000

Private

4, 14, 45

P 244 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

P1 P2 P3 P4

January 1, 2022

June 30, 2035

Private

$503,466

Private

Local Utilities

P1 P2 P3 P4

January 1, 2022

June 30, 2035

Private

$177,120

Private

Local Utilities

P1 P2 P3 P4

January 1, 2022

June 30, 2035

Private

$897,424

Private

Local Utilities

P1 P2 P3 P4

January 1, 2022

June 30, 2035

Private

$167,767

Private

Local Utilities

P1 P2 P3 P4

January 1, 2021

June 30, 2035

Private

$2,312,311

Private

Local Utilities

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 245

Project Implementation Matrix Pleasant Run Crossing Block Concept #2: Advanced manufacturing FOCUS onsite Projects

Phase

Construction Start End

Funding Source

Cost Estimate

Lead Party

Support party(s)

buildings Building 1: Industrial Building 2: Industrial Building 3: Industrial Building 4: Industrial Building 5: Industrial Building 6: Industrial Building 7: IFD Facility Building 8: IFD Facility Building 9: Industrial Building 10: Industrial Building 11: Industrial Building 12: Industrial

Project ImplementatioN Matrix Pleasant Run Crossing Block Concept #2:Advanced manufacturing focus onsite Projects

Phase

Construction Start End

Funding Source

Cost estimate

Lead Party

Support party(s)

site*

P1 P2 P3 P4

January 1, 2027

June 30, 2031

Private, J, S, T, AD, AH

$1,188,594

Private

1, 3, 4, 9,14

Pavement

P1 P2 P3 P4

January 1, 2027

June 30, 2031

Private, J, S, T, AD, AH

$7,923,960

Private

1, 3, 4, 9,14

Site Furnishings

P1 P2 P3 P4

January 1, 2027

June 30, 2031

Private, J, S, T, AD, AH

$5,942,970

Private

1, 3, 4, 9,14

Structures

P1 P2 P3 P4

January 1, 2023

June 30, 2024

Private, J, S, T, AD, AH

$2,377,188

Private

1, 3, 4, 9,14

Landscape

P1 P2 P3 P4

January 1, 2023

June 30, 2024

Private, J, S, T, AD, AH

$7,923,960

Private

1, 3, 4, 9,14

P1 P2 P3 P4

January 1, 2023

June 30, 2024

Private, J, S, T, AD, AH

$7,923,960

Private

1, 3, 4, 9,14

P1 P2 P3 P4

July 1, 2018

June 30, 2021

Bond

$1,691,015

Private

3,9

P1 P2 P3 P4

July 1, 2018

June 30, 2021

Bond

$607,810

Private

3,9

$2,322,540

Private

1, 3, 4, 9,14

P1 P2 P3 P4

January 1, 2019

June 30, 2020

Private, J, S, T, AD, AH

P1 P2 P3 P4

January 1, 2019

June 30, 2020

Private, J, S, T, AD, AH

$2,322,540

Private

1, 3, 4, 9,14

$2,322,540

Private

1, 3, 4, 9,14

$2,322,540

Private

1, 3, 4, 9,14

P1 P2 P3 P4

January 1, 2019

June 30, 2020

Private, J, S, T, AD, AH

P1 P2 P3 P4

January 1, 2019

June 30, 2020

Private, J, S, T, AD, AH

P 246 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

$6,330,008

City of Indianapolis

14, 45

Bond

$65,000

City of Indianapolis

14, 45

June 30, 2023

Bond

$112,000

City of Indianapolis

14, 45

January 1, 2019

June 30, 2023

Bond

$2,966,599

City of Indianapolis

14, 45

P1 P2 P3 P4

January 1, 2019

June 30, 2023

Bond

$2,095,000

City of Indianapolis

14, 45

P1 P2 P3 P4

January 1, 2019

June 30, 2023

Private, I, U, AA, AB, AJ

$3,462,434

City of Indianapolis

14, 45

P1 P2 P3 P4

January 1, 2019

June 30, 2023

Bond

$749,438

City of Indianapolis

Local Utilities

P1 P2 P3 P4

January 1, 2019

June 30, 2023

Bond

$612,575

City of Indianapolis

Local Utilities

P1 P2 P3 P4

January 1, 2019

June 30, 2023

Bond

$2,761,274

City of Indianapolis

Local Utilities

P1 P2 P3 P4

January 1, 2019

June 30, 2023

Bond

$463,684

City of Indianapolis

Local Utilities

P1 P2 P3 P4

January 1, 2019

June 30, 2023

Bond, L, U

P1 P2 P3 P4

January 1, 2019

June 30, 2023

P1 P2 P3 P4

January 1, 2019

P1 P2 P3 P4

Mechanical, Electrical & Plumbing Pleasant Run Trail

utilities* Sanitary Sewer Water Storm Sewer Miscellaneous

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 247

Project Implementation Matrix #2: Advanced manufacturing focus onsite Projects

Phase

Construction Start End

Pleasant Run crossing North Block Funding Source

Cost Estimate

Lead Party

Support party(s)

buildings Building 1: Community Center

PLeasant Run crossing North BlocK onsite Projects

P1 P2 P3 P4

January 1, 2022

December 31, 2023

Private, Lease, AD, AE, AJ, AN, AS

$9,703,391

Non Profit

1, 2, 3, 4, 9,10, 11, 14, 29, 33, 34,38, 53, 54, 59,

Structures Landscape Mechanical, Electrical & Plumbing

Funding Source

Cost estimate

Lead Party

Support party(s)

Sanitary Sewer

P1 P2 P3 P4

January 1, 2022

December 31, 2023

Private, AD, AE, AJ, AN, AS

$133,131

Non Profit

Local Utilities

Water

P1 P2 P3 P4

January 1, 2022

December 31, 2023

Private, AD, AE, AJ, AN, AS

$91,474

Non Profit

Local Utilities

Storm Sewer

P1 P2 P3 P4

January 1, 2022

December 31, 2023

Private, AD, AE, AJ, AN, AS

$358,027

Non Profit

Local Utilities

P1 P2 P3 P4

January 1, 2022

December 31, 2023

Private, AD, AE, AJ, AN, AS

$58,263

Non Profit

Local Utilities

site*

Site Furnishings

Construction Start End

utilities*

Miscellaneous

Pavement

Phase

Project Implementation Matrix

P1 P2 P3 P4

January 1, 2022

December 31, 2023

Private, AD, AE, AJ, AN, AS

$1,296,470

Non Profit

1, 3, 4, 9,14

P1 P2 P3 P4

January 1, 2022

December 31, 2023

Private, AD, AE, AJ, AN, AS

$75,000

Non Profit

1, 3, 4, 9,14

P1 P2 P3 P4

January 1, 2022

December 31, 2023

Private, AD, AE, AJ, AN, AS

$1,286,300

Non Profit

1, 3, 4, 9,14

P1 P2 P3 P4

January 1, 2022

December 31, 2023

Private, AD, AE, AJ, AN, AS

$969,478

Non Profit

1, 3, 4, 9,14

P1 P2 P3 P4

January 1, 2022

December 31, 2023

Private, AD, AE, AJ, AN, AS

$780,000

Non Profit

1, 3, 4, 9,14

P 248 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 249

Project Implementation Matrix Pleasant Run crossing south Block Concept #2: Advanced manufacturing focus onsite Projects

Phase

Construction Start End

Funding Source

Cost Estimate

Lead Party

Support party(s)

buildings Building 1: Industrial Building 2: Industrial Building 3: Animal Care & Control Building 4: Industrial Building 5: SE District Police Headquarters

PLeasant Run crossing South BlocK onsite Projects

Phase

Construction Start End

Funding Source

Project Implementation Matrix Cost estimate

Lead Party

Support party(s)

utilities*

P1 P2 P3 P4

July 1, 2031

December 31, 2032

Private, J, S, T, AD, AH

$4,425,919

Private

1, 3, 4, 9,14

Sanitary Sewer

P1 P2 P3 P4

July 1, 2033

December 31, 2034

Private, J, S, T, AD, AH

$3,073,950

Private

1, 3, 4, 9,14

Water

P1 P2 P3 P4

July 1, 2020

December 31, 2021

City of Indianapolis General Fund (GF)

$3,662,133

City of Indianapolis

P1 P2 P3 P4

July 1, 2033

December 31, 2034

Private, J, S, T, AD, AH

$3,073,950

Private

P1 P2 P3 P4

July 1, 2028

December 31, 2029

Indianapolis GF

$2,694,988

City of Indianapolis

P1 P2 P3 P4

July 1, 2020

December 31, 2034

Private/ City of Indianapolis GF

$1,134,730

Private/City of Indianapolis

1, 3, 4, 9,14

P1 P2 P3 P4

July 1, 2020

December 31, 2034

Private/ City of Indianapolis GF

$53,200

Private/City of Indianapolis

1, 3, 4, 9,14

P1 P2 P3 P4

July 1, 2020

December 31, 2034

Private/ City of Indianapolis GF

$66,000

Private/City of Indianapolis

1, 3, 4, 9,14

P1 P2 P3 P4

July 1, 2020

December 31, 2034

Private/ City of Indianapolis GF

$619,520

City of Indianapolis

1, 3, 4, 9,14

P1 P2 P3 P4

July 1, 2020

December 31, 2034

Private/ City of Indianapolis GF

$1,295,000

City of Indianapolis

1, 3, 4, 9,14

3, 9 1, 3, 4, 9,14 3, 9

Storm Sewer Miscellaneous

P1 P2 P3 P4

July 1, 2020

December 31, 2034

Private/ City of Indianapolis GF

$259,874

Private/City of Indianapolis

Local Utilities

P1 P2 P3 P4

July 1, 2020

December 31, 2034

Private/ City of Indianapolis GF

$221,952

Private/City of Indianapolis

Local Utilities

P1 P2 P3 P4

July 1, 2020

December 31, 2034

Private/ City of Indianapolis GF

$774,423

Private/City of Indianapolis

Local Utilities

P1 P2 P3 P4

July 1, 2020

December 31, 2034

Private/ City of Indianapolis GF

$140,268

Private/City of Indianapolis

Local Utilities

site* Pavement Site Furnishings Structures Landscape Mechanical, Electrical & Plumbing

P 250 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 251

Project Implementation Matrix Concept #2: Advanced manufacturing focus onsite Projects

Phase

Construction Start End

Funding Source

Twin Aire Block Cost Estimate

Lead Party

Support party(s)

onsite Projects Building 16: Townhomes

buildings Building 1: Mid Rise Apartments

twin aire BlocK Project Implementation Matrix Concept #2: Advanced manufacturing focus

P1 P2 P3 P4

January 1, 2025

December 31, 2026

Private

$22,099,424

Private

1, 3, 4, 9, 11, 14

Building 17: Townhomes

P1 P2 P3 P4

January 1, 2025

June 30, 2026

Private

$6,860,278

Private

1, 3, 4, 9, 11, 14

Building 18: Townhomes

P1 P2 P3 P4

January 1, 2028

December 31, 2029

Private

$22,099,424

Private

1, 3, 4, 9, 11, 14

Building 19: Low-Rise Apartments

P1 P2 P3 P4

January 1, 2028

June 30, 2029

Private

$6,860,278

Private

1, 3, 4, 9, 11, 14

Building 20: Townhomes

P1 P2 P3 P4

January 1, 2023

June 30, 2024

Private

$3,005,640

Private

1, 3, 4, 9, 11, 14

Building 21: Mixed Use

P1 P2 P3 P4

January 1, 2022

June 30, 2023

Private

$3,005,640

Private

1, 3, 4, 9, 11, 14

Building 22: Townhomes

P1 P2 P3 P4

January 1, 2028

June 30, 2029

Private

$5,985,095

Private

1, 3, 4, 9, 11, 14

Building 23: Low-Rise Apartments

P1 P2 P3 P4

January 1, 2022

June 30, 2023

Private

$5,985,095

Private

1, 3, 4, 9, 11, 14

Building 24: Townhomes

P1 P2 P3 P4

January 1, 2023

June 30, 2024

Private

$3,005,640

Private

1, 3, 4, 9, 11, 14

Building 25: Mixed Use

P1 P2 P3 P4

January 1, 2022

June 30, 2023

Private

$3,005,640

Private

1, 3, 4, 9, 11, 14

Building 26: Townhomes

P1 P2 P3 P4

January 1, 2028

June 30, 2029

Private

$3,005,640

Private

1, 3, 4, 9, 11, 14

P1 P2 P3 P4

January 1, 2022

June 30, 2023

Private

$3,005,640

Private

1, 3, 4, 9, 11, 14

Building 13: Low-Rise Apartments

P1 P2 P3 P4

January 1, 2028

June 30, 2029

Private

$5,985,095

Private

1, 3, 4, 9, 11, 14

Building 14: Low-Rise Apartments

P1 P2 P3 P4

January 1, 2022

June 30, 2023

Private

$5,985,095

Private

1, 3, 4, 9, 11, 14

P1 P2 P3 P4

January 1, 2028

June 30, 2029

Private

$3,005,640

Private

1, 3, 4, 9, 11, 14

Building 15: Townhomes

P 252 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

Phase

Construction Start End

Funding Source

Cost estimate

Lead Party

Support party(s)

P1 P2 P3 P4

January 1, 2022

June 30, 2023

Private

$3,005,640

Private

1, 3, 4, 9, 11, 14

P1 P2 P3 P4

July 1, 2020

December 31, 2021

Private

$2,938,848

Private

1, 3, 4, 9, 11, 14

P1 P2 P3 P4

July 1, 2020

December 31, 2021

Private

$2,894,320

Private

1, 3, 4, 9, 11, 14

P1 P2 P3 P4

July 1, 2020

December 31, 2021

Private

$4,239,066

Private

1, 3, 4, 9, 11, 14

P1 P2 P3 P4

July 1, 2020

December 31, 2021

Private

$2,894,320

Private

1, 3, 4, 9, 11, 14

P1 P2 P3 P4

January 1, 2020

December 31, 2021

Private

$12,119,240

Private

1, 3, 4, 9, 11, 14

P1 P2 P3 P4

July 1, 2020

December 31, 2021

Private

$2,894,320

Private

1, 3, 4, 9, 11, 14

P1 P2 P3 P4

July 1, 2020

December 31, 2021

Private

$4,239,066

Private

1, 3, 4, 9, 11, 14

P1 P2 P3 P4

July 1, 2020

December 31, 2021

Private

$2,894,320

Private

1, 3, 4, 9, 11, 14

P1 P2 P3 P4

January 1, 2020

December 31, 2021

Private

$7,271,544

Private

1, 3, 4, 9, 11, 14

P1 P2 P3 P4

July 1, 2020

December 31, 2021

Private

$3,203,233

Private

1, 3, 4, 9, 11, 14

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 253

Project Implementation Matrix Concept #2: Advanced manufacturing focus onsite Projects

Phase

Construction Start End

Funding Source

Twin Aire Block Cost Estimate

Lead Party

$3,286,766

Private

4, 14, 45

Support party(s)

site* Pavement Site Furnishings Structures Landscape Mechanical, Electrical & Plumbing

P1 P2 P3 P4

July 1, 2020

December 31, 2029

Private

P1 P2 P3 P4

July 1, 2020

December 31, 2029

Private, M, Y,AB,AJ, AK

$182,000

Private

4, 14, 45

P1 P2 P3 P4

July 1, 2020

December 31, 2029

Private, M, Y,AB,AJ, AK

$1,974,100

Private

4, 14, 45

P1 P2 P3 P4

July 1, 2020

December 31, 2029

Private, M, Y,AB,AJ, AK

$1,815,354

Private

4, 14, 45

P1 P2 P3 P4

July 1, 2020

December 31, 2029

Private

$1,615,000

Private

4, 14, 45 This page intentionally blank.

Utilities* Sanitary Sewer Water Storm Sewer Miscellaneous

P1 P2 P3 P4

January 1, 2020

December 31, 2029

Private

$1,821,346

Private

Local Utilities

P1 P2 P3 P4

January 1, 2020

December 31, 2029

Private

$97,948

Private

Local Utilities

P1 P2 P3 P4

January 1, 2020

December 31, 2029

Private

$1,966,643

Private

Local Utilities

P1 P2 P3 P4

January 1, 2020

December 31, 2029

Private

$388,594

Private

Local Utilities

P 254 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 255

Project Implementation Matrix Concept #2: Advanced manufacturing focus onsite Projects

Phase

Construction Start End

Funding Source

prospect place west Block Cost Estimate

Lead Party

Support party(s)

buildings Building 1: Industrial Building 2: Industrial Building 3: Industrial

prospect place west BlocK Project Implementation Matrix Concept #2: Advanced manufacturing focus onsite Projects

Phase

Construction Start End

Funding Source

Cost estimate

Lead Party

Support party(s)

utilities*

P1 P2 P3 P4

January 1, 2034

June 30, 2035

Private, J, S, T, AD, AH

$2,322,540

Private

1, 3, 4, 9,14

Sanitary Sewer

P1 P2 P3 P4

July 1, 2032

June 30, 2033

Private, J, S, T, AD, AH

$2,322,540

Private

1, 3, 4, 9,14

Water

P1 P2 P3 P4

July 1, 2032

June 30, 2033

Private, J, S, T, AD, AH

$2,322,540

Private

1, 3, 4, 9,14

Storm Sewer Miscellaneous

P1 P2 P3 P4

July 1, 2032

June 30, 2035

Private

$148,409

Private

Local Utilities

P1 P2 P3 P4

July 1, 2032

June 30, 2035

Private

$134,163

Private

Local Utilities

P1 P2 P3 P4

July 1, 2032

June 30, 2035

Private

$470,643

Private

Local Utilities

P1 P2 P3 P4

July 1, 2032

June 30, 2035

Private

$85,143

Private

Local Utilities

site* Pavement

P1 P2 P3 P4

July 1, 2032

June 30, 2035

Private

$832,405

Private

4, 14, 45

Site Furnishings

P1 P2 P3 P4

July 1, 2032

June 30, 2035

Private

$24,000

Private

4, 14, 45

Structures

P1 P2 P3 P4

July 1, 2032

June 30, 2035

Private

$15,500

Private

4, 14, 45

Landscape

P1 P2 P3 P4

July 1, 2032

June 30, 2035

Private

$489,500

Private

4, 14, 45

Mechanical, Electrical & Plumbing

P1 P2 P3 P4

July 1, 2032

June 30, 2035

Private

$180,000

Private

4, 14, 45

P 256 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 257

Project Implementation Matrix Concept #2: Advanced manufacturing focus onsite Projects

Phase

Construction Start End

Funding Source

prospect place East Block Cost Estimate

Lead Party

Support party(s)

prospect place East BlocK Project Implementation Matrix Concept #2: Advanced manufacturing focus onsite Projects

Phase

Construction Start End

Funding Source

Cost estimate

Lead Party

Support party(s)

site*

P1 P2 P3 P4

January 1, 2022

June 30, 2023

Private, J, S, T, AD, AH

$2,271,308

Private

1, 3, 4, 9,14

Pavement

P1 P2 P3 P4

January 1, 2022

June 30, 2023

Private, J, S, T, AD, AH

$2,271,308

Private

1, 3, 4, 9,14

Site Furnishings

P1 P2 P3 P4

January 1, 2022

June 30, 2023

Private, J, S, T, AD, AH

$2,271,308

Private

1, 3, 4, 9,14

Structures

P1 P2 P3 P4

July 1, 2027

December 31, 2028

Private, J, S, T, AD, AH

$4,004,674

Private

1, 3, 4, 9,14

Landscape

P1 P2 P3 P4

July 1, 2027

December 31, 2028

Private, J, S, T, AD, AH

$2,284,590

Private

1, 3, 4, 9,14

Mechanical, Electrical & Plumbing

P1 P2 P3 P4

July 1, 2023

December 31, 2024

Private, J, S, T, AD, AH

$2,271,308

Private

1, 3, 4, 9,14

P1 P2 P3 P4

July 1, 2023

December 31, 2024

Private, J, S, T, AD, AH

$2,271,308

Private

1, 3, 4, 9,14

P1 P2 P3 P4

July 1, 2023

December 31, 2024

Private, J, S, T, AD, AH

$2,271,308

Private

1, 3, 4, 9,14

$2,277,000

Private

1, 3, 4, 9,14

P1 P2 P3 P4

January 1, 2028

June 30, 2029

Private, J, S, T, AD, AH

P1 P2 P3 P4

January 1, 2028

June 30, 2029

Private, J, S, T, AD, AH

$2,277,000

Private

1, 3, 4, 9,14

June 30, 2029

Private, J, S, T, AD, AH

$2,277,000

Private

1, 3, 4, 9,14

P1 P2 P3 P4

January 1, 2028

P1 P2 P3 P4

January 1, 2022

June 30, 2029

Private

$2,701,523

Private

4,14. 45

P1 P2 P3 P4

January 1, 2022

June 30, 2029

Private

$24,000

Private

4, 14, 45

P1 P2 P3 P4

January 1, 2022

June 30, 2029

Private

$62,000

Private

4, 14, 45

P1 P2 P3 P4

January 1, 2022

June 30, 2029

Private

$1,270,468

Private

4, 14, 45

P1 P2 P3 P4

January 1, 2022

June 30, 2029

Private

$560,000

Private

4, 14, 45

P1 P2 P3 P4

January 1, 2022

June 30, 2029

Private

$545,878

Private

Local Utilities

P1 P2 P3 P4

January 1, 2022

June 30, 2029

Private

$437,347

Private

Local Utilities

P1 P2 P3 P4

January 1, 2022

June 30, 2029

Private

$2,401,254

Private

Local Utilities

P1 P2 P3 P4

January 1, 2022

June 30, 2029

Private

$372,227

Private

Local Utilities

utilities* Sanitary Sewer Water Storm Sewer Miscellaneous

P 258 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 259

Project Implementation Matrix off site ROADWAY & Non-Roadway Concept #2: Advanced manufacutring Focus Infrastructure projects

off site ROADWAY & non-roadway infrastructure projects

Projects (Project Number)

1. Roundabout at English / Parker / Southeastern

Phase

P1 P2 P3 P4

Construction Start End January 1, 2019

June 30, 2021

Funding Source GF, A, B, D, E, AD

Cost estimate $1,200,000

Lead Party City of Indianapolis

Support party(s) 1, 3, 9, 45

4. Extension of LaSalle Street to Advanced Manuf. Entry

Sanitary Sewer

Water

Phase

P1 P2 P3 P4

Project Implementation Matrix Concept #2: Advanced manufacutring Focus

Construction Start End January 1, 2019

June 30, 2021

Funding Source GF, A, B, E, AD

Cost estimate

Lead Party

Support party(s)

$1,264,800

City of Indianapolis

1, 3, 9, 45

City of Indianapolis

1, 3, 9,45

City of Indianapolis

1, 3, 9,45

Storm Sewer

$63,505

Storm Sewer

$55,121

Miscellaneous

$10,142

Miscellaneous

$5,512

2. Roundabout at Southeastern / English / Rural

P1 P2 P3 P4

January 1, 2019

June 30, 2021

GF, A, B, D, E, AD

$1,200,000

City of Indianapolis

1, 3, 9,45

5. Rural Street / Pleasant Run Parkway Roundabout

Sanitary Sewer

Water

Storm Sewer

$70,406

Storm Sewer

Miscellaneous

$10,832

Miscellaneous

3. Southeastern South from Roundabout

January 1, 2029

June 30, 2031

GF, A, B, D, E, AD

$398,100

City of Indianapolis

1, 3, 9,45

Sanitary Sewer

6. Relocate Pleasant Run Parkway Sanitary Sewer

Water

7. ate Pleasant Run Parkway Water

P1 P2 P3 P4

January 1, 2019

June 30, 2021

GF, A, B, E, AD

$800,000

$3,792

P1 P2 P3 P4

January 1, 2019

June 30, 2021

GF, A, B, D, AD

$1,540,400 $175,330 $181,200

Storm Sewer

$121,120

Storm Sewer

$467,850

Miscellaneous

$12,112

Miscellaneous

$90,438

P 260 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 261

Project Implementation Matrix off site ROADWAY & Non-Roadway Concept #2: Advanced manufacutring Focus Infrastructure projects

off site ROADWAY & non-roadway infrastructure projects

Projects (Project Number)

8. Extension of LaSalle Street

Phase

P1 P2 P3 P4

Construction Start End January 1, 2029

June 30, 2031

Funding Source GF, A, B, D, E, AD

Cost estimate $699,200

Lead Party City of Indianapolis

Support party(s) 1, 3, 9, 45

11. Southeastern Avenue (Main Village Street)

Sanitary Sewer

$49,566

Sanitary Sewer

Water

$69,008

Water

Phase

P1 P2 P3 P4

Project Implementation Matrix Concept #2: Advanced manufacutring Focus

Construction Start End January 1, 2029

June 30, 2031

Funding Source GF, A, B, E,U AD, AE, AM

Cost estimate $1,173,700

Storm Sewer

$103,536

Storm Sewer

$254,453

Miscellaneous

$26,979

Miscellaneous

$25,445

9. Extension of Rural Street

P1 P2 P3 P4

January 1, 2029

June 30, 2031

GF, A, B, D, E, AD

$1,460,600

City of Indianapolis

1, 3, 9,45

Sanitary Sewer Water

12. English Avenue - Parker Avenue to LaSalle Street Sanitary Sewer

P1 P2 P3 P4

January 1, 2030

June 30, 2032

GF, A, B, E, AD

$1,580,400

Support party(s)

City of Indianapolis

1, 3, 9, 45

City of Indianapolis

1, 3, 9,45

City of Indianapolis

1, 3, 9,45

Water

Storm Sewer

$301,200

Storm Sewer

$103,038

Miscellaneous

$30,120

Miscellaneous

$10,304

10. Roundabout on Advanced Manufacturing Site

Lead Party

P1 P2 P3 P4

January 1, 2019

June 30, 2021

GF, A, B, D, E, AD

$1,668,700

City of Indianapolis

1, 3, 9,45

13. Extension of Hoyt Avenue

P1 P2 P3 P4

January 1, 2019

June 30, 2021

GF, A, B, D, AD

$3,726,200

Sanitary Sewer

Water

Storm Sewer

$603,275

Miscellaneous

$75,494

Miscellaneous

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$3,792

$75,833

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Project Implementation Matrix off site ROADWAY & Non-Roadway Concept #2: Advanced manufacutring Focus Infrastructure projects

off site ROADWAY & non-roadway infrastructure projects

Projects (Project Number)

14. Extension of Oxford Street

Phase

P1 P2 P3 P4

Construction Start End

Funding Source

Cost estimate

January 1, 2029

GF, A, B, E, AD

$1,759,400

June 30, 2031

Sanitary Sewer

Lead Party City of Indianapolis

Support party(s) 1, 3, 9, 45

17. Extension of Oakland Street

Phase

P1 P2 P3 P4

Project Implementation Matrix Concept #2: Advanced manufacutring Focus

Construction Start End January 1, 2030

June 30, 2032

Funding Source GF, A, B, E, AD

Cost estimate $749,000

Storm Sewer

$94,400

Storm Sewer

$166,259

Miscellaneous

$12,500

Miscellaneous

$22,734

January 1, 2030

June 30, 2032

GF, A, B, E, AD

Sanitary Sewer

$436,600

City of Indianapolis

1, 3, 9,45

$15,238

Water

$4,266

18. Extension of Parker Avenue

P1 P2 P3 P4

January 1, 2029

June 30, 2031

GF, A, B, E, AD

$658,000

Sanitary Sewer

$69,553

Water

$97,161

Storm Sewer

$55,074

Storm Sewer

$136,907

Miscellaneous

$8,026

Miscellaneous

$37,329

16. Extension of Gray Street

P1 P2 P3 P4

January 1, 2019

June 30, 2021

GF, A, B, E, AD

$444,300

City of Indianapolis

1, 3, 9,45

19. Keystone Avenue

Sanitary Sewer

$50,997

Sanitary Sewer

Water

$66,401

Water

Storm Sewer

$187,308

Storm Sewer

Miscellaneous

$37,163

Miscellaneous

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City of Indianapolis

1, 3, 9, 45

City of Indianapolis

1, 3, 9,45

City of Indianapolis

1, 3, 9,45

$23,167

Water

P1 P2 P3 P4

Support party(s)

Sanitary Sewer

$32,500

Water

15. Extension of Dearborn Street

Lead Party

P1 P2 P3 P4

January 1, 2022

June 30, 2024

GF, A, B, D, AD

$1,011,400

$3,792

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Project Implementation Matrix off site ROADWAY & Non-Roadway Concept #2: Advanced manufacutring Focus Infrastructure projects

off site ROADWAY & non-roadway infrastructure projects

Projects (Project Number)

20. Extension of Trowbridge Street

Phase

P1 P2 P3 P4

Construction Start End

Funding Source

Cost estimate

January 1, 2020

GF, A, B, E, AD

$684,100

June 30, 2022

Sanitary Sewer

Lead Party City of Indianapolis

Support party(s) 1, 3, 9, 45

$121,935

Water

$94,104

Storm Sewer

P1 P2 P3 P4

Construction Start End January 1, 2020

June 30, 2022

Funding Source

Cost estimate

GF, A, B, E, AD

$644,400

Sanitary Sewer

$56,581

Water

$55,311

Miscellaneous

$29,917

Support party(s)

City of Indianapolis

1, 3, 9, 45

P1 P2 P3 P4

January 1, 2020

June 30, 2022

GF, A, B, E, AD

$499,400

City of Indianapolis

1, 3, 9,45

24. New Twin Aire Roadway

City of Indianapolis

1, 3, 9,45

$18,772

P1 P2 P3 P4

January 1, 2019

June 30, 2021

GF, A, B, E, AD

$915,400

Sanitary Sewer

Water

$133,276

Storm Sewer

$92,327

Storm Sewer

$237,690

Miscellaneous

$9,233

Miscellaneous

$49,684

22. Extension of Leeds Avenue

Lead Party

Storm Sewer

Miscellaneous 21. Extension of Temple Avenue

23. New East/West Twin Aire Road

Phase

Project Implementation Matrix Concept #2: Advanced manufacutring Focus

P1 P2 P3 P4

January 1, 2020

June 30, 2022

GF, A, B, E, AD

$684,100

Sanitary Sewer

$71,800

Water

$88,914

City of Indianapolis

1, 3, 9,45

Storm Sewer Miscellaneous

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$23,693

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FUNDING SOURCES Introduction Funding for the complete development of the Pleasant Run Crossing Master Plan will require creative use of resources, partnerships, leveraging opportunities, and judicious timing. Potential funding sources are easy to identify, but obtaining money from them can be difficult, as funds are limited and competitive. For these reasons, it is essential that the implementation of projects be accomplished in a way to maximize efficiency and return on investment. The following section discusses various funding sources for implementation of this plan’s recommendations and realization of the plan vision. Note: The letters before each funding source reference the abbreviations used in the Project Implementation Matrix.

FEDERAL Map21 – US Dept. of Transportation MAP-21, the Moving Ahead for Progress in the 21st Century Act, was signed into law on July 6, 2012, funding surface transportation programs at over $105 billion for fiscal years 2013 and 2014. To allow more time for development and consideration of a long-term reauthorization of surface transportation programs, Congress has enacted short term extensions of the law. MAP-21 includes a streamlined, performance-based, and multimodal program to address the many challenges facing the U.S. transportation system. These challenges include improving safety, maintaining infrastructure condition, reducing traffic congestion, improving efficiency of the system and freight movement, protecting the environment, and reducing delays in project delivery. MAP-21 encompasses the Surface Transportation Program (STP), Congestion Mitigation and Air Quality Improvement Program (CMAQ), and Transportation Alternatives Program (TAP), all outlined below. (Source: fhwa.dot.gov) A. Surface Transportation Program (STP) The STP program provides flexible funding that may be used by states and localities for projects to preserve and improve the conditions and performance on any federal-aid highway, bridge and tunnel projects on any public road, pedestrian and bicycle infrastructure, and transit capital projects, and public bus terminals. Administered through INDOT, this program requires local communities to contribute a minimum 20 percent match (80 percent federal funds, 20 percent local). (Source: fhwa.dot.gov)

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B. Congestion Mitigation and Air Quality Improvement Program (CMAQ) The CMAQ program provides a flexible funding source to state and local governments for transportation projects and programs to help meet the requirements of the Clean Air Act. Funding is available to reduce congestion and improve air quality for areas that do not meet the National Ambient Air Quality Standards for ozone, carbon monoxide, or particulate matter (nonattainment areas) as well as former nonattainment areas that are now in compliance (maintenance areas). States with no nonattainment or maintenance areas may use their CMAQ funds for any CMAQ- or STP-eligible project. (Source: fhwa.dot.gov) C. Transportation Alternatives Program (TAP) MAP-21 established a new program to provide for a variety of alternative transportation projects that were previously eligible activities under separately funded programs. This program is funded at a level equal to two percent of the total of all MAP-21 authorized federal-aid highway and highway research funds, with the amount for each state set aside from the state’s formula apportionments. Unless a state opts out, it must use a specified portion of its TAP funds for recreational trails projects. Eligible activities include: •

Transportation alternatives

•

Recreational trails program

•

Safe routes to schools program

•

Planning, designing, or constructing roadways within the right-of way of former Interstate routes or other divided highways.

More specifically, TAP funds may be used for projects or activities that are related to surface transportation and described in the definition of “Transportation Alternatives.” This includes: •

Construction, planning, and design of on-road and off-road trail facilities for pedestrians, bicyclists, and other non-motorized forms of transportation.

•

Construction, planning, and design of infrastructure-related projects and systems that will provide safe routes for non-drivers, including children, older adults, and individuals with disabilities to access daily needs.

•

Community improvement activities, including— ◦◦

Inventory, control, or removal of outdoor advertising;

•

◦◦

Historic preservation and rehabilitation of historic transportation facilities;

◦◦

Vegetation management practices in transportation rights-ofway to improve roadway safety, prevent against invasive species, and provide erosion control; and

◦◦

Archaeological activities relating to impacts from implementation of a transportation project eligible under 23 USC.

Any environmental mitigation activity, including pollution prevention and pollution abatement activities and mitigation to— ◦◦

◦◦

Address storm water management, control, and water pollution prevention or abatement related to highway construction or due to highway runoff; or Reduce vehicle-caused wildlife mortality or to restore and maintain connectivity among terrestrial or aquatic habitats.

(Source: fhwa.dot.gov) D. TIGER Grant – US Dept. of Transportation The Transportation Investment Generating Economic Recovery, or TIGER Discretionary Grant program, provides a unique opportunity for the DOT to invest in road, rail, transit and port projects that promise to achieve national objectives. Since 2009, Congress has dedicated nearly $5.1 billion for eight rounds of TIGER to fund projects that have a significant impact on the Nation, a region or a metropolitan area. $500 million in funding was allocated for fiscal year 2017; applications were due on October 16, 2017. Grant awards may not be less than $5 million and not greater than $25 million. Should the TIGER program be continued in the future, similar program requirements are anticipated. TIGER Discretionary Grants have supported capital projects which repair bridges or improve infrastructure to a state of good repair; projects that implement safety improvements to reduce fatalities and serious injuries, including improving grade crossings or providing shorter or more direct access to critical health services; projects that connect communities and people to jobs, services, and education; and, projects that anchor economic revitalization and job growth in communities. (Source: transportation.gov/tiger) E. Transportation Infrastructure Finance and Innovation Act (TIFIA) – US Dept. of Transportation TIFIA provides credit assistance for qualified projects of regional and national significance. Any type of project that is eligible for Federal assistance through existing surface transportation programs (highway projects and transit capital projects) is eligible for the TIFIA credit program, including intelligent transportation systems (ITS). In addition, the following types of projects are

eligible: international bridges and tunnels; intercity passenger bus and rail facilities and vehicles; publicly owned freight rail facilities; private facilities providing public benefit for highway users; intermodal freight transfer facilities; projects that provide access to such facilities; service improvements on or adjacent to the National Highway System; and projects located within the boundary of a port terminal under certain conditions. Qualified projects are evaluated against eight statutory criteria, including among others, impact on the environment, significance to the national transportation system, and the extent to which they generate economic benefits, leverage private capital, and promote innovative technologies. (Source: transportation. gov/buildamerica/programs-services/tifia) F. Community Development Block Grant (CDBG) CDBG entitlement program allocates annual grants to cities, counties, and states to develop safe housing and expand economic opportunities for low- and moderate-income people. Activities supported by these funds must address one of the national priorities: benefit low- and moderate-income persons, prevention or elimination of blight, or address community development needs that pose serious and immediate threat to the health or welfare of a community. The City of Indianapolis has a number of CDBG funding set-asides including, but not limited to, construction, public services, healthy food access, and industrial facility improvements. G. HOME Investment Partnerships Program (HOME) – US Dept. of Housing and Urban Development HOME provides formula grants to States and localities that communities use often in partnership with local nonprofit groups - to fund a wide range of activities including building, buying, and/or rehabilitating affordable housing for rent or homeownership or providing direct rental assistance to low-income people. HOME is the largest Federal block grant to state and local governments designed exclusively to create affordable housing for low-income households. HOME funds are awarded annually as formula grants to participating jurisdictions. The program’s flexibility allows States and local governments to use HOME funds for grants, direct loans, loan guarantees or other forms of credit enhancements, or rental assistance or security deposits. (Source: hud.gov) City of Indianapolis HOME funds are awarded on a competitive basis to partner organizations to develop rental and homeownership housing units, provide down payment assistance, and offer tenant-based rental assistance. Individuals are not eligible to apply directly to the city for funding but may contact partner organizations for assistance. (Source: indy.gov/eGov/City/DMD)

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H. Low Income Housing Tax Credit (LIHTC) – US Dept. of Housing and Urban Development The LIHTC program is the dominant federal funding source for affordable housing but is administered at the state level. There are two programs within LIHTC, the 4% and 9% credit. The 4% program, which offers less financial incentives, is a non-competitive process, whereas the 9% program, which provides significantly more funding, is highly competitive. Though this program targets households earning between 30% and 60% Area Median Income, the actual makeup of each project will vary.

k. Community Economic Development (CED) – Administration of Children & Families Community Economic Development (CED) is a federal grant program funding Community Development Corporations that address the economic needs of individuals and families with low income through the creation of sustainable business development and employment opportunities. CED’s projects create employment opportunities that lead to increased self-sufficiency for individuals with low income through a variety of activities, such as:

i. Section 108 Loans – US Dept. of Housing and Urban Development Section 108 Loans are a flexible federal funding source that provide local municipalities with a source of financing for economic development, housing rehab, public facilities, and other development projects. This program allows local governments to leverage their CDBG allocation into federally guaranteed loans. Local governments must pledge their current and future allocation as security for the loan.

•

Capital expenditures such as the purchase of equipment or real property;

•

Allowable operating expenses; and

•

Loans or equity investments.

j. Economic Development Assistance Program (EDAP) – Economic Development Administration The EDA makes investments that support construction, non-construction, technical assistance, and revolving loan fund projects under the Public Works and EAA programs. EDA designates a portion of its EAA funding to support communities and regions that have been negatively impacted by changes in the coal economy. Assistance to Coal Communities (ACC) should respond to one or more of the funding principles: •

Collaborative Partnerships

•

Economic and Workforce Development Integration

•

High Quality Jobs and Worker Advancement

•

Multi-Jurisdictional Project Impact

Grants and cooperative agreements made under these programs are designed to leverage existing regional assets and support the implementation of economic development strategies that advance new ideas and creative approaches to advance economic prosperity in distressed communities. EDA provides strategic investments on a competitive- merit-basis to support economic development, foster job creation, and attract private investment in economically distressed areas of the United States.

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CED funds a variety of projects, including: •

Business incubators;

•

Shopping centers;

•

Manufacturing businesses; and

•

Agricultural initiatives.

(Source: www.acf.hhs.gov/ocs/programs/ced) l. Challenge America Grant Program – National Endowment for the Arts (NEA) The Challenge America grant offers support primarily to small and mid-sized organizations for projects that extend the reach of the arts to underserved populations -- those whose opportunities to experience the arts are limited by geography, ethnicity, economics, or disability. Age alone (e.g., youth, seniors) does not qualify a group as underserved; at least one of the underserved characteristics noted above also must be present. Grants are available for professional arts programming and for projects that emphasize the potential of the arts in community development. Challenge America grants are for a fixed amount of $10,000 and require a minimum $10,000 match. (Source: arts.gov) m. Our Town Grant Program – National Endowment for the Arts (NEA) The Our Town grant program supports creative placemaking projects that help to transform communities into lively, beautiful, and resilient places – achieving these community goals through strategies that incorporate arts, culture, and/ or design. This funding supports local efforts to enhance quality of life and opportunity for existing residents, increase creative activity, and create or preserve a distinct sense of place. Our Town requires partnerships between arts organizations and government, other nonprofit organizations, and private entities to achieve livability goals for communities.

Our Town offers support for projects in two areas: •

•

Arts Engagement, Cultural Planning, and Design Projects. These projects represent the distinct character and quality of their communities. These projects require a partnership between a nonprofit organization and a local government entity, with one of the partners being a cultural organization. Matching grants range from $25,000 to $200,000. Projects that Build Knowledge About Creative Placemaking. These projects are available to arts and design service organizations, and industry, policy, or university organizations that provide technical assistance to those doing place-based work. Matching grants range from $25,000 to $100,000.

(Source: arts.gov) n. Federal Historic Preservation Tax Incentive Program – National Park Service The Federal Historic Preservation Tax Incentive Program is jointly managed by the National Park Service and the Internal Revenue Service in partnership with State Historic Preservation Offices. The program encourages private investment in the rehabilitation of historic buildings and economic revitalization. o. Five Star and Urban Waters Restoration Grant Program – National Fish and Wildlife Foundation The Five Star and Urban Waters Restoration Program seeks to develop nationwide-community stewardship of local natural resources, preserving these resources for future generations and enhancing habitat for local wildlife. Projects seek to address water quality issues in priority watersheds, such as erosion due to unstable streambanks, pollution from stormwater runoff, and degraded shorelines caused by development. The program focuses on the stewardship and restoration of coastal, wetland and riparian ecosystems across the country. The program requires the establishment and/or enhancement of diverse partnerships and an education/outreach component that will help shape and sustain behavior to achieve conservation goals. Funding priorities for this program include: •

On-the-ground wetland, riparian, in-stream and/or coastal habitat restoration

•

Meaningful education and training activities, either through community outreach, participation and/or integration with K-12 environmental curriculum

•

Measurable ecological, educational and community benefits

•

Partnerships: Five Star projects should engage a diverse group of community partners to achieve ecological and educational outcomes

(Source: nfwf.org/fivestar)

STATE p. Industrial Development Grant Fund – Indiana Economic Development Corporation (IEDC) The Industrial Grant Fund (IDGF) provides assistance to municipalities and other eligible entities as defined under I.C. 5-28-25-1 with off-site infrastructure improvements needed to serve the proposed project site. Upon review and approval of the Local Recipient’s application, project specific Milestones are established for completing the improvements. IDGF will reimburse a portion of the actual total cost of the infrastructure improvements. The assistance will be paid as each Milestone is achieved, with final payment upon completion of the last Milestone of the infrastructure project. (Source: iedc.in.gov) q. Indiana Angel Network Fund – IEDC and Elevate Ventures The Indiana Angel Network Fund supports seed and early investment in Indianabased companies alongside qualified angel investors. The explicit goal of these co-investments is to maximize private sector participation and entice followon private investment. To support this aim, Elevate Ventures encourages the formation and growth of a network of angel investor groups across the state by linking partnering organizations, entities, and groups to both new resources and better access to existing resources. (Source: elevateventures.com) r. Indiana Diversity Investment Fund – IEDC and Elevate Ventures The Indiana Diversity Investment Fund is a sub program under the Indiana Angel Network Fund. It is dedicated to supporting and investing in innovative women, minority and veteran owned businesses with high growth potential in Indiana. s. 21st Century Research and Technology Fund – IEDC and Elevate Ventures The 21st Century Research and Technology Fund (21 Fund) is a dedicated investment fund with a maximum investment size of $2 million per company. 21 Fund portfolio companies have a market size over $1 billion and demonstrate clear, sustainable competitive advantages such as technical superiority. Other criteria include the existence of a disruptive business model and a coachable, committed management team with strong execution capabilities. (Source: elevateventures.com)

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t. Indiana Brownfields Program: Revolving Loan Fund – Indiana Finance Authority Commercial and industrial sites with contamination are not attractive to private developers and often require significant financial resources, legal disputes, and complex regulatory hurdles. The Indiana Brownfield Program’s Revolving Loan Fund offers low cost funding to finance environmental cleanups and facilitate redevelopment of brownfield sites. u. Green Project Reserve Revolving Loan Fund – Indiana Finance Authority The Green Project Reserve (GPR) Sustainability Incentive Program encourages SRF Loan Program participants to reduce resource consumption – resources such as energy, water, and construction materials - thereby improving efficiency and saving costs. Green projects include sustainable green infrastructure, water or energy efficiency measures or are environmentally innovative solutions. Based on the type and cost of the green component, a community may be eligible for improved ranking on the SRF Project Priority List as well as an interest rate break up to 0.5% on its SRF loan. The SRF Loan Program is required by the United States Environmental Protection Agency (U.S. EPA) to allocate, or reserve, at least 20% of its capitalization grant to green projects, which is the Green Project Reserve (GPR). All GPR projects, components and activities must be eligible for SRF funding. (Source: in.gov/ifa/srf) v. Clean Water State Revolving Fund (CWSRF) – Indiana Finance Authority The CWSRF distributes funds through state CWSR offices to provide the “capital costs” of a water quality improvement project. Capital costs include infrastructure expenditures, land conservation, tree planting, equipment purchases, planning and design, environmental cleanups, and even development and initial delivery of environmental education programs. Funds are distributed in the form of low interest rate loans and grants. The funds can be used to construct a variety of green infrastructure such as: •

Vegetated Swales

•

Reforestation and Land Conservation

•

Rain Gardens

•

Parks and Greenways

•

Riparian Buffers

•

Wetland and Floodplain Construction

•

Green Roofs

•

Vegetated Median Strips

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w. Place Based Investment Fund (PBIF) – Indiana Office of Community & Rural Affaris (OCRA) The PBIF program is a competitive matching grant program administered as a partnership between OCRA and the Indiana Office of Tourism Development that supports community and economic development projects across the state. Initiatives that promote quality of life, improve tourism experiences and develop multi-purpose gathering places are specifically targeted for this grant program.

z. Capacity Building Partnership Program – Indiana Arts Commission (IAC) The Capacity Building Partnership Program (CBPP) provides funding for the creation of programs that further develop the professional skills of the staff of cultural organizations, community leaders and individual artists. Proposed capacity building activities may range in scale and formality, but they must be of local, regional or state appeal and address one or more of the following program goals:

Performance-based quality of place initiatives that maximize investment and collaboration by local governments, economic development organizations, convention and visitor bureaus, Indiana Main Street organizations, public or private schools and community foundations are the intended recipients of these grants. The aim of the program is to provide funding opportunities for unique projects and programs that seek to create jobs and further establish a diverse local, regional and state economy. (Source: in.gov/ocra)

•

Measuring and communicating community impact

•

Artists as community leaders

•

Strengthening community fabric

•

Best practices “Bubble Up”

x. Indiana Housing and Community Development Authority (IHCDA) IHCDA has a number of programs that collectively promote, finance, and support a broad range of housing solutions, from temporary shelters to homeownership. IHCDA’s work is done in partnership with developers, lenders, investors, and nonprofit organizations that use their financing to serve low- and moderateincome Hoosiers. IHCDA leverages government and private funds to invest in financially sound, well-designed projects that will benefit communities for many years to come. IHCDA programs include Rental Housing Tax Credits (RHTC), Tax Credit Assistance Program (TCAP), Neighborhood Assistance Program (NAP), and Weatherization Assistance Program (WAP). (Source: in.gov/myihcda) y. Creating Places Program – Indiana Housing and Community Development Authority (IHCDA) CreatINg Places is a place-based crowdfunding grant program offered through the Indiana Housing and Community Development Authority (IHCDA) for nonprofits and local units of government. The program is focused on placemaking activities, such as implementing creative community improvements, activating underused public spaces, creating new public spaces, establishing public wifi in a community gathering space, streetscape beautifications, etc. Like other crowdfunding programs, residents can contribute to programs and projects they are interested in seeing implemented. If the fundraising goal is met within a specific timeframe, funding is matched by IHCDA. Up to $50,000 of matching grant funds are available per project.

(Source: in.gov/arts) aa. Recreational Trails Program (RTP) Grants – Indiana Dept. of Natural Resources The Recreational Trails Program is a matching assistance program that provides funding for the acquisition and/or development of multi-use recreational trail projects. Both motorized and non-motorized projects may qualify for assistance. The RTP funding represents a portion of the revenue received by the Federal Highway Trust Fund from the federal motor fuel excise tax paid by users of off-road recreational vehicles such as snowmobiles, off-road motorcycles, allterrain vehicles, and off-road light trucks. These monies are made available from Indiana’s share of funds set-aside for the Transportation Alternatives Program (TAP). The Indiana RTP will provide 80% matching reimbursement assistance for eligible projects. (Source: in.gov/dnr/outdoor)

Only park and recreation boards established under Indiana law are eligible. The park and recreation board must also have a current 5-year master plan for parks and recreation on file, approved at the Division of Outdoor Recreation. (Source: in.gov/dnr/outdoor) ac. Bicentennial Nature Trust (BNT) – Indiana Dept. of Natural Resources The BNT was created to preserve and protect important conservation and recreation areas throughout Indiana by matching donations of land or dollars. Property acquired with this fund will become part of the public trust to ensure that the land is protected for future generations of Hoosiers to use and enjoy. The BNT is designed to encourage local participation, so each project requires a $1:1 match. The match could be provided by the Community Foundation, local non-profit or philanthropic organizations, private or corporate donors, or a bargain sale. To ensure availability of funds for a wide variety of projects in every corner of the state, a cap of $300,000 has been set for the BNT portion of an individual project. BNT funds may only be used for the acquisition of land and cannot be used for capital improvements, stewardship, or programming. The program is flexible to allow local ownership and management of acquired properties. In these instances, the state purchases a Conservation Easement to protect the property forever. (Source: in.gov/dnr/heritage)

ab. Land & Water Conversation Fund (LWCF) – Indiana Dept. of Natural Resources The LWCF is a matching assistance program that provides grants for 50% of the cost for the acquisition and/or development of outdoor recreation sites and facilities. Since the program began, Indiana has received approximately $90 million in federal funds. The allocation usually is divided between Department of Natural Resources’ projects and local government park projects depending on funding levels. Over $50 million has been provided to local agencies through the program. More than 30,000 acres of land have been acquired in Indiana with Land and Water Conservation Fund assistance for public outdoor recreation use and conservation. Since the LWCF is a reimbursing program, the project sponsor does not receive the grant funds at the time of application approval. The sponsor must have the local matching 50% of the project cost available prior to the application. The Land and Water Conservation Fund applicants may request amounts ranging from a minimum of $10,000 up to a maximum of $200,000. PLEASANT RUN CROSSING ARI STRATEGY | TWIN AIRE GREAT PLACE | P 273

LOCAL ad. Tax Increment Financing (TIF) A TIF district uses future property tax revenues generated within a defined area to pay for improvements and incentivize redevelopment. As the assessed values (AV) of properties within a TIF district increase, the incremental growth in the property taxes since the establishment of the district (base year) is captured to assist with investment in the area. Taxing entities within the TIF district will receive the same amount of taxes as identified in the base year even though the AV is increasing. TIF revenues can be used for both capital and non-capital expenditures including: infrastructure investments (sewer, water, stormwater, streets, multimodal facilities, traffic control, lighting), land and building acquisition, demolition, site improvements, parks, parking structures, educational or worker retraining programs, and planning studies that benefit the allocation area. New TIF districts in Indiana are subject to a maximum 25-year lifespan. ae. Economic Improvement Districts (EID) Economic Improvement Districts are created in order to raise money within a specific geography for improvements and services such as streetscapes, beautification, maintenance, and public safety patrols. To implement an EID, local property and/or business owners elect to contribute financially to the maintenance, development, and promotion of the specific geography. A majority of property owners must agree to the EID, and then receive approval from the City-County Council. af. Payments In Lieu of Taxes (PILOTS) Most municipal, educational, religious, and charitable non-profits are exempt from property taxes in recognition of the public value they create. However, many of these nonprofit and public properties utilize essential services funded with property tax revenues, including police and fire protection, garbage collection, and road construction and maintenance. PILOTs are fees paid by these property tax exempt owners, such as hospitals, universities, or churches, for such municipal services. These PILOTs are mandatory payments and are established by ordinance of the City-County Council. ag. Payment in Lieu of Parking A Payment in Lieu of Parking program would allow developers to pay a fee, rather than provide off-street parking as required by the zoning ordinance. These fees would then be used to finance public parking spaces, typically in parking structures, to serve the area. These programs can be attractive in reducing the cost of development, encouraging shared parking, improving urban design, and allowing for development of sites that may not be able to accommodate parking requirements. Typically, the developer has the choice to provide the requisite P 274 | TWIN AIRE GREAT PLACE | PLEASANT RUN CROSSING ARI STRATEGY

off-street parking or pay the fee. Fees may be based on the appropriate fee per space on a case-by-case basis for each project or as a uniform fee per space for all projects. ah. Industrial Revenue Bonds Industrial revenue bonds are issued by the state or local government unit to finance a private company’s expansion, construction, or renovation of manufacturing facilities. While a public entity issues the bonds, the obligation to repay the principal and interest lies with the private company. IRBs are issued at rates lower than conventional loans because interest paid on the bonds is tax-exempt. AI. Economic Development Bonds ai. The Indiana Finance Authority (IFA) is authorized to issue tax-exempt bonds, which lower the cost of financing for manufacturing projects, health care facilities, private institutions of higher education and certain other qualified projects. In order to qualify for tax-exempt financing, an applicant that is not a 501(c)(3) must first be awarded “Volume Cap.” Indiana is allotted annually a specific amount of Volume Cap that may be awarded to qualified applicants for the purpose of issuing tax-exempt bonds. Tax-exempt bonds are often structured similarly to a term loan or mortgage, and the interest rates vary based on the company’s financial situation, credit enhancements, method of sale of bonds and the current market. (Source: iedc.in.gov) aj. Central Indiana Community Foundation (CICF) Grants CICF awards more than $55 million in grants to local non-profits each year. Funding is focused on quality of life projects, education, community vitality, neighborhood connectivity, and/or community assets. Two of CICF’s funding pools include the Central Indiana Senior Fund, focused on supporting programs and services that promote quality living for older adults, and the Glick Fund, which concentrates on increasing educational opportunities, promoting arts and creative expression, and promoting self-sufficiency. ak. Local Initiatives Support Corporation (LISC) LISC offers a variety of financial products for community development activities, including Façade Improvement Grants, loans for pre-development, acquisition, and construction, and financing for creative placemaking projects.

al. Southeast Neighborhood Development, Inc. (SEND) SEND has a variety of initiatives focused on revitalization of the near southeast side of Indianapolis and enhancement of the quality of life of its residents. The residential home repair program offers grants ranging from $1,000 to $15,000 for renovation of owner occupied residences in their service area. SEND also provides business assistance focused on building renovation or construction and counseling and assistance related to other grants, loans, and business planning. (Source: sendcdc.org) am. The BuILD Fund – King Park Development Corp. The BuILD Fund is a loan fund operated by King Park Development Corporation that offers flexible underwriting, commercial loans, and technical assistance to small start-up and expanding businesses throughout Marion County. The fund’s mission is to create employment opportunities, bring capital investment, and develop underserved areas of Indianapolis. an. United Way Capital Projects Fund The United Way’s Capital Projects Fund, supported through the Lilly Endowment, assists with the construction and renovation needs of health and human service organizations throughout the Central Indiana region. Not only does the Capital Projects Fund provide funding for construction, but the expert committee also provides technical assistance throughout the construction process. To be eligible, participating organizations must be one of the United Way’s partner organizations. ao. Business Ownership Initiative – Indy Chamber The Business Ownership Initiative provides microloans, which must be smaller than $50,000, for small businesses that have difficulty obtaining loans from banks and credit unions. It is a U.S. Small Business Administration-affiliated lender and has made 75 loans since 2012. The Business Ownership Initiative also provides free, one-on-one business coaching and provides technical assistance with accounting, taxation, marketing, business planning, and other small business needs. ap. IFF IFF offers affordable and flexible financing, as well as real estate consulting, to non-profit organizations. Loans of up to $1.5 million are available for real estate acquisition, renovation, and construction for projects a variety of sectors, including education, health care, child care, and affordable housing. IFF provides competitive loans to organizations that would otherwise not have access to capital.

aq. Affordable Housing Program / Community Investment Program – Federal Home Loan Bank of Indianapolis Composed of 12 independent banks, FHLB is the largest source of residential mortgage and community development credit in the nation. 10 percent of the FHLB’s assets are set-aside for grants and low-interest loans to affordable rental and homeownership housing. ar. New Markets Tax Credit Program – City of Indianapolis, Dept. of Metropolitan Development The City of Indianapolis has been awarded $55 million in New Markets Tax Credits (NMTC) to encourage investment in the city’s low-income neighborhoods. The program provides tax credit incentives to investors for equity investments in certified Community Development Entities (CDEs) which invest in low-income communities. as. Lilly Endowment: Community Development Division – Lilly and Company In community development, the Endowment finds appealing programs and initiatives that build or enhance the quality of life in Indiana so that vibrant businesses and their employees will want to remain or locate here. In Indianapolis the Endowment, for example, believes that its grants to the United Way of Central Indiana, Indianapolis Neighborhood Housing Partnership, and a range of arts and cultural organizations help these organizations foster a more humane and attractive community. Its grants for charitable and educational initiatives of the Central Indiana Corporate Partnership and the CICP Foundation also help create the conditions and intellectual capital that are essential for a prosperous economy and help make the community a place that businesses want to call home. Around the state of Indiana, the Endowment continues its interest in and support of efforts to build the quality of life and civic vitality of Indiana communities. It does this in two principal ways. The first is through its support of Indiana’s impressive array of community foundations. Through its Giving Indiana Funds for Tomorrow (GIFT) initiative, which began in 1990, the Endowment has supported the development and flourishing of community foundations in every one of Indiana’s 92 counties. The second is through its support of the Indiana Association of United Ways and its programs to help more than 60 United Ways throughout the state. In the phrase popularized by Harvard University’s Robert Putnam, it is “social capital” that the community foundations and United Ways are building and sustaining, the capital that is a vital ingredient of a healthy community. (Source: lillyendowment.org)

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Incentives Tax Abatement Tax abatement is an economic development tool the City of Indianapolis utilizes to assist business and property owners when making a capital investment. The goals of this economic development incentive are to expand the tax base, to create and retain good paying jobs, and to diversify the local economy. Tax abatement does not provide a 100% abatement of property taxes each year. The increase in the assessed value due to the project will gradually phase in over a one to ten year period. The City of Indianapolis views the granting of tax abatement as a public sector investment in the company and consequently evaluates each application based on policy criteria when making recommendations to the Metropolitan Development Commission for tax abatement. The City of Indianapolis administers both real and personal property tax abatements: •

Real Property: Projects involving new construction, expansion or renovation may be eligible to receive tax abatement on the real property improvements. Because tax abatement is expressed in terms of assessed value, costs such as land or consulting/development fees are not abatable.

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Personal Property: Projects involving the acquisition and installation of new manufacturing equipment, research and development equipment, logistical distribution equipment, and information technology equipment may qualify for tax abatement on increases in the assessed value of the personal property improvements.

(Source: indy.gov/eGov/city/DMD/ED) Indiana Site Certified Program – Indiana Office of Community & Rural Affairs (OCRA) The Indiana Site Certified program certifies sites that are ready for economic development. Communities of any size may apply for the designation through the Indiana Office of Community and Rural Affairs (OCRA). Indiana recognizes three tiers of readiness: Silver, Gold, and Prime. •

The Silver tier defines boundaries with a clear title, establishes a price, demonstrates executive level local government support, defines utility capacity and distance, and provides documentation such as Phase I environmental assessment, ALTA, topographical, and property layout.

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The Gold tier builds upon Silver by requiring a minimum of 20 contiguous acres, a location no more than 5 miles from a state highway, a completed geo tech study, a seismic hazard map, proper zoning, a desktop archaeological investigation, utilities be located to the property line or future build be located in public right-of-way, and area be free from recognized environment concerns.

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•

The Prime tier builds upon Gold by requiring 30 contiguous acres, a location no more than 2.5 miles from a state highway, and an archaeological investigation. In addition, the LUG, LEDO or REDO must own the property or an option must be held with the owner.

Indiana Site Certified sites are featured on Indiana’s Site Selector Database and will be included in the Indiana Economic Development Corporation’s (IEDC) marketing materials. (Source: in.gov/ocra) Economic Development for a Growing Economy (EDGE): Payroll Tax Credit – Indiana Economic Development Corporation (IEDC) The Economic Development for a Growing Economy (EDGE) Tax Credit provides an incentive to businesses to support jobs creation, capital investment and to improve the standard of living for Indiana residents. The refundable corporate income tax credit is calculated as a percentage (not to exceed 100%) of the expected increased tax withholdings generated from new jobs creation. The credit certification is phased in annually for up to 10 years based upon the employment ramp-up outlined by the business. (Source: iedc.in.gov) Venture Capital Investment Tax Credit (VCI) – Indiana Economic Development Corporation (IEDC) The Venture Capital Investment Tax Credit program improves access to capital for fast growing Indiana companies by providing individual and corporate investors an additional incentive to invest in early stage firms. Investors who provide qualified debt or equity capital to Indiana companies receive a credit against their Indiana tax liability. The Venture Capital Investment Tax Credit is established by I.C. 6-3.1-24. The maximum amount of tax credits available for qualified investment capital to a particular qualified Indiana business equals the lesser of: The total amount of investment capital provided to the qualified Indiana business in the calendar year, multiplied by 20 percent or $1,000,000.

Indiana Brownfields Program: Tax Waiver – Indiana Finance Authority The Department of Local Government Finance may cancel any property taxes assessed against real property owned by a county, township, city, town or the state in a petition requesting that the department cancel the taxes is submitted by the auditor, assessor and treasurer of the county in which the real property is located (IC 6-1.1-36.7). This provision applies to any property, regardless of whether it is a brownfield site. However, there is a specific statutory provision dealing with the waiver or reduction of delinquent taxes on a brownfield property that applies to property owners as well. See IC 6-1.1-45.5. The brownfield tax reduction or waiver statute outlines a similar process for a person that owns or desires to own a brownfield to file a petition with the county auditor seeking a reduction or waiver of the delinquent tax liability. As a part of the petition that is filed, the petitioner must seek a statement from the Indiana Department of Environmental Management (IDEM) that the property is a brownfield. Submittal of the tax reduction waiver form to the Indiana Brownfields Program will enable IDEM to make such a determination. In order to be eligible for reduction or waiver of taxes, the petitioner may not have contributed, or had an ownership interest in any entity that contributed, to the contamination of the property. (Source: in.gov/ ifa/brownfields)

This credit is open to approved taxpayers and pass through entities. A business must first be certified by the IEDC as a Qualified Indiana Business. Next, the investor must submit a capital investment application for approval by the IEDC prior to making an investment. After the investment application is approved, the taxpayer may make a qualifying investment and submit supporting documentation to the IEDC for the investment to be certified. The taxpayer’s investment must be made within two years after the date on which the IEDC approves the investment plan. (Source: iedc.in.gov)

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A Comprehensive Development Plan for

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