“What makes the Cultural Trail unique is that it’s an urban exploration trail, as opposed to an urban escape trail.” / Photo: Indianapolis Cultural Trail

Back in 2007, we highlighted the Indianapolis Cultural Trail project in Bold Moves, Brave Actions, a feature that looked at five cities on five continents making exceptional strides toward becoming more people-friendly places. Indy, we wrote, was “taking what may be the boldest step of any American city towards supporting bicyclists and pedestrians” – an especially exciting thing to see happening in a city that may be most famous for speeding cars.

Now, five years later, the project’s big debut is upon us! Today marks the official grand opening of the Indianapolis Cultural Trail. Tomorrow, May 11^th, 2013, the city will host Get Down On It, a massive, downtown-wide effort to stage 75 cultural and entertainment events all along the eight-mile trail route.

We are particularly thrilled to see this project come to fruition, and not just because we had the opportunity to serve as part of the design team. The Indianapolis Cultural Trail is a significant project in and of itself, but it gains even more significance when considered in the larger scope of the transformation taking place in this Midwestern state capital. Driven largely by the efforts of the Central Indiana Community Foundation (CICF) over the past decade, Indy is fast becoming a city where Placemaking is a way of life for all citizens. The focus on place, from the top down and the bottom up, is creating a stronger, more vibrant city that doubles down on the local people and places that make it most unique.

To mark the opening of the Cultural Trail, we spoke with Brian Payne, the president and CEO of the CICF and the “zealous nut” who took this amazing project from inspiration to implementation. Congratulations to Brian and everyone at the foundation for this remarkable accomplishment! We’re lucky to have had the pleasure of working with him, and to have seen the potential that a community foundation can have in leading a Placemaking agenda for a city.

We’ve gotten to know many of the projects of his Inspiring Places Initiative through having PPS lead trainings and technical assistance, and are looking forward to starting work shortly on major transformation of Monument Circle (a project that Brian had us help kickstart back in 2008 with a concept paper), the heart of the city and the Cultural Trail.

Why don’t we start this off by having you tell us a bit about what the Indianapolis Cultural Trail is, and how the project came about?

The trail is, from an experiential perspective, a great way to experience all of the great stuff in downtown Indianapolis; it’s also meant to serve as a catalyst for areas that need a catalyst. It is a curbed, buffered, beautifully paved, richly landscaped, and artfully lighted bike and pedestrian pathway that connects to every arts, cultural heritage, sports, and entertainment venue in the urban core. The inspiration for the idea was that it was going to connect to five designated cultural districts downtown in order to make those districts more vibrant and viable by connecting them and giving people a way to get to them that was walkable and bikeable.

Most bike trails are greenways; they’re a way to escape the urban environment and experience nature. The Cultural Trail is actually an urban trail that connects you to everything that’s good in the city center. What makes it unique is that it’s an urban exploration trail, as opposed to an urban escape trail.

One of the big benefits of this project is that it’s changing what we value in Indianapolis. We value beautiful design more since the trail came up; we value bicycle culture; we value sustainability. It’s also a major amenity that the tourism and convention industry is selling and appreciating. It’s a unique experience that makes Indianapolis different or better than it was as a destination. Even in these tough economic times, it’s actually been a catalyst for over a hundred million dollars of new real estate development. People are even moving their offices in order to be on the trail. We’ve had three major nonprofits relocate so that they can connect to the vibrancy this project is generating.

How did you first come to realize the importance of focusing on place? Did you come to Placemaking while you were working on the trail, or was it something you were aware of before?

It’s funny…today, I’m considered a local expert on Placemaking, but it was actually the trail project that taught me what I know. It wasn’t like I was an expert going in. Before I joined CICF as the president and CEO, my career was in managing professional theater companies. A few months after getting hired at the foundation, I was appointed by the mayor at the time, Bart Peterson, to be a commissioner of a new initiative that was originally scheduled to be a five-year, $10 million effort called the Cultural Development Commission. The goal was to establish Indianapolis more as a regional or even national cultural destination city.

We wanted to make our own citizenry connect to our local cultural offerings at a higher deeper level, but also to establish ourselves as a cultural city. My perspective was always: what are we going to offer that’s different, authentic, or unique compared to the cities around us? Why would someone from Chicago, Cincinnati, St. Louis—or, thinking nationally, Denver, Austin, etc—why would they come to Indianapolis for a cultural experience if we just offer what every city offers: regional theater, symphony, dance company, etc? What was going to make us a destination?

There was this idea presented to us, as new commissioners, that there was a significant opportunity in  the historic retail villages that were either part of downtown or just outside of it. It struck me that, inherently, cultural neighborhoods are unique from other cultural neighborhoods. Focusing on drawing out those neighborhoods’ distinctive qualities seemed like a great way to make the city a unique destination that people would travel to. I tried to raise money for that and got nowhere, because everyone said it wasn’t going to work because these districts were too disconnected: from downtown, and from each other.

So, I thought, let’s connect them! I was a new bicyclist at the time, and was enjoying this rail trail that we had called the Monon Trail. And I thought well we can just connect these downtown districts by creating an urban version of the Monon Trail. Over the years, the idea got more and more ambitious. We could have connected the districts with a five mile trail, but the trail wound up being eight miles. It also became a bigger idea, to connect every significant venue downtown. It’s also now the hub for an entire countywide system of trails. It connects the three other major trails in our multi-county area.

Placemaking has played a major role in transforming Indianapolis / Photo: Indianapolis Cultural Trail

There are a lot of other exciting new public space projects happening in the center of Indianapolis. Can you talk about the role that the trail has played in driving that shift toward the Placemaking idea?

PPS was certainly a big influence, but what’s happened is that, at CICF, the trail became the first of what we now call community leadership initiatives. The foundation used to be a straightforward, donor-advised grant-making organization. But we saw the trail project as a community leadership opportunity, and we started tying other community leadership efforts to what we were learning while working on the trail.

In 2005 (the trail idea started in 2001) we created two community leadership initiatives, one of which was called Inspiring Places, which has played a major role in encouraging people in Indianapolis to care more about Placemaking. We now have this idea that we should be a leading city in America for creating access to art, nature, and beauty every day, for everybody. Today, many of the people who cared about this trail project have been emboldened by the success of the Cultural Trail and Inspiring Places; they feel like they can get their ideas done, too. They feel like it’s worth being an advocate and having big ideas because they know there’s momentum around that now. There is now a huge, huge focus, and a lot of energy and people who are spending their creative time and resources making Indianapolis this great place.

You said something interesting earlier about cultural neighborhoods, and how each one is inherently different from other neighborhoods. How has the trail’s development affected the city’s neighborhoods? Is this energy spreading out from downtown?

It really is. Since we took on the Cultural Trail project we’ve been making sure that we balance that with our neighborhood efforts. We’ve had opportunities through that to work with some great partners. We have a very dynamic LISC in Indianapolis, and they had this idea of doing neighborhood quality of life plans. They’ve gone in and worked from the grassroots, doing neighborhood organizing around this idea of what the neighbors want to do to improve their local quality of life. The trail created major awareness, so among other things these neighborhoods want walkable and bikeable neighborhoods, they want cultural assets, and beautiful green spaces. All of these things reinforce each other.

Another great partner has been Keep Indianapolis Beautiful. They used to just be a neighborhood beautification initiative, but over the past ten years KIB has become a major community development organization. They use their principles of enhancing nature, expanding the tree canopy—the tools that they’ve always used—but they frame it with a much bigger ambition. Now, their work is about transforming neighborhoods and quality of life. They think much more comprehensively about what they do. All of these great organizations, we’re working together from different angles, but we all reinforce each others’ work.

You’ve been talking about connectivity; how do the Cultural Trail and the Inspiring Places initiative improve connectivity in Indianapolis?

At our foundation, we think that connectivity is the theme of the 21^st century. Whether it’s physical connectivity, digital, social, community—we think that a city that creates connectivity at all different levels is going to be a successful city. We’re big believers that innovation and creativity come from the collision and connection between different sectors and different kinds of people. We organize all of our work around connectivity.

The trail project is all about the journey, and the idea that the journey should be as exciting and inspiring as any of the destinations in our city. In fact, the journey itself should be a destination. The journey needs to be a great inspiring thing to do.

“We’re trying to create a city where the journey is as powerful and inspiring as the destinations.” / Photo: Indianapolis Cultural Trail

How do you create a magnetic public destination like Luxembourg Gardens? Read on! / Photo: PPS

In a recent blog post, entrepreneur-turned-VC Mark Suster wrote about the necessary ingredients for a city trying o develop a successful start-up community. His advice seemed applicable to any community that’s trying to create a strong local sense of place, so we’ve retrofitted his recommendations to speak broadly to people who are working to transform their public spaces into magnetic destinations that are reflective of the diverse communities that surround them.

[✓] A Strong Pool of Zealous Nuts – If you’re reading this, chances are you’re either a zealous nut, or you have the potential to be one. You’re passionate about place, about your neighborhood, your streets, your favorite park. Zealous nuts are the local leaders who have a vision of how great their community can be, and who want to get all of their neighbors involved in making it happen. They also have the tenacity and patience to stick with that vision, even when fighting an uphill battle. They understand that half of the fun of Placemaking is getting to know their neighbors through discussion, debate, and collaboration. As we’ve seen time and again, great Placemaking projects can almost always be traced back to one or two driven, dedicated people who are “nuts” about their community.

[✓] Place Capital – Great places generate more value for the communities in which they are located than they actually cost to create. These places draw people into the daily life of their communities, encouraging local investment–both financial (through shopping at local stores and markets) and social. Individual actions toward the improvement of and participation in public spaces are like little investments in Place Capital. If people have opportunities to take part in shaping their public spaces, they will feel more connected to their community, and will be more likely to go the extra mile to keep those spaces attractive and welcoming. This has a magnetic effect, creating a distinctive local character and turning a location into a destination.

[✓] Killer Events – Suster’s explanation of the importance of events is spot-on for much more than just the tech community: events bring people together, and get them talking. This builds social capital, and does so in a way that is specifically connected to place. Great events often celebrate unique aspects of a local community, and throw them into high relief–the example of SXSW in Austin is perfect, as it highlights the creative and tech-focused community of people that already exists in Austin, and does so out in the streets. The informal and entertaining vibe puts people at ease, and strengthens the local sense of identity as people mix and mingle.

Austin’s Sixth Street bustles during the SXSW festival / Photo: John Rogers via Flickr

[✓] Access to Great Advocates – Chatter about Placemaking is on the rise, but not everyone who uses the term is talking about really engaging local communities to facilitate the creation of places that truly reflect the people that they serve. To create a great public destination, it’s helpful for a community to have access to advocacy organizations that really “get it,” and are proactive in working with locals to help them articulate their needs and claim their place. Look at the Metropolitan Planning Council in Chicago, or (thinking regionally) the Michigan Municipal League. These groups are on a mission to make sure that Placemaking stays an inclusive process, rather than becoming an empty buzzword that is attached to projects that reflect top-down planning and design visions rather than local culture.

[✓] Motivated Champions – 90% of the success of a public space is in its management. For public spaces and districts with access to a large pool of resources, the involvement of a dedicated community development org or business improvement district can be extremely helpful in making sure that the buzz around a space stays strong. New York has dozens of BIDs that manage major squares and shopping districts. As downtowns around the country have surged in recent decades, groups like the Pittsburgh Downtown Partnership and Downtown Houston have helped to guide growth, manage important hubs of public life, and spread the word about what’s going on in the heart of town.

Neighbors work together to brighten their Portland neighborhood through City Repair’s Intersection Repair project / Photo: City Repair via Flickr

But your champions don’t necessarily need a lot of money if they’ve got a lot of heart. Many spaces are managed by volunteer organizations made up of community members who help to keep a space clean, and “program” it with a steady mix of informal activity. Often times, smaller groups can build capacity over time and scale up; Portland’s well-regarded City Repair started out as a group of concerned neighbors who just wanted a safer street corner, and today they’ve revolutionized community planning across their city!

[✓] Local Press / Websites / Organizational Tools – Great public spaces are stages for public life. In addition to major events like parades, festivals, and other public gatherings, they’re perfect places for local media organizations to tap into public opinion on the key issues of the day. Public space managers, whether professional or volunteer, should work hard to build a strong relationship with local media outlets that cover what’s going on in the city or region. People attract people, so the more often folks see and hear reminders of how vibrant and exciting a given place is, the more likely they are to travel out of their way to check out the action. In the long term, building strong media partnerships also creates an active local culture that gets more people off the couch.

[✓] Alumni Outreach – Here’s an intriguing item on Suster’s list that isn’t necessarily obvious when you think generally about creating public destinations. If you live in a neighborhood with some history and are trying to turn a place around, it might be helpful to do a bit of research to learn whether there are some famous past residents who might have fond memories of that space when they were growing up in the neighborhood. Great places inspire the kind of visceral memories that spur people to action. Find out who your neighborhood’s “alumni” are, and you might find some powerful allies in your effort to restore a down-at-heel site to its former glory.

[✓] Wins – “At the end of the day,” writes Suster, “no amount of ‘planning’ can build a community that is seen as a success – it can just be a contributor.” This is the idea at the heart of the Lighter, Quicker, Cheaper approach to public space management. You can plan and plan, but doing is absolutely essential. If you don’t have the funds for a new playground, get local organizations to donate odds and ends and have kids from the neighborhood build their own temporary adventure playground. If there’s a blank wall that you’re not quite ready to cover with a permanent mural, host a chalk party to get up some temporary, community-sourced public art. Small wins today build momentum that can be critical to achieving bigger wins tomorrow.

[✓] Recycled Place Capital / Repeat Placemakers – When people participate in a Placemaking process and see firsthand how powerful an effect it has, both on their public spaces and on their own lives, they often get hooked! This has a spillover effect, meaning that one great public destination can wind up influencing an entire city, or even a whole region. The Power of Ten concept posits that you need at least ten things to do in a public space for it to be a lively, multi-use destination. To have a great neighborhood you, need at least ten of these public destinations. For a great city, you need at least ten great neighborhoods.

Making a great place requires lots of participation from lots of people. That creates lots of new Placemakers, and inspires a whole new group of zealous nuts. Placemaking can change the way that people think about their role within their community, and inspire them to be more intentional about investing in Place Capital not just in their own back yard, but all over town.

Photos like Jackson Square in New Orleans set the bar high / Photo: PPS

[✓] Flagship Public Spaces – Barcelona has Parc Guell, Vancouver has Granville Island, and New Orleans has Jackson Square. These iconic spaces set the bar high, and give neighborhoods in their respective cities something to shoot for. If your city has a flagship space (or, if you’re very lucky, a few of them), tap into the public enthusiasm for the sense of place that exists around that location, and remind people that any site can become a beloved destination if it is responsive to the community in which it is located.

At Cleveland’s Market Square Park, local residents, businesses, and leaders have invested heavily in Place Capital. / Photo: PPS

“We’ve been wrong for the last 67 years,” Mark Gorton, founder of OpenPlans, announced in his closing address at last month’s Pro Walk/Pro Bike: Pro Place (PWPB) conference. “Ok. Time to admit it, and move on! We have completely screwed up transportation in this country. We can never expect to see the legislative or policy change until people understand the fundamental underlying problem. Asking for 20% more bike lanes is not enough.”

The following week, at the 8th International Public Markets Conference in Cleveland, the same attitude was present. In her opening remarks to the gathering of market managers and advocates assembled at the Renaissance Hotel, USDA Deputy Secretary of Agriculture Kathleen Merrigan stated that “We’re all here because we recognize that markets can be far more than places just to buy food. We’re looking at markets as venues for revitalizing their communities.”

These statements capture a sentiment that permeated the discussion at both of the conferences that PPS organized this fall: that reform—of transportation, food systems, and so many aspects of the way we live—is no longer about adding bike lanes or buying veggies from a local farmer; the time has come to re-focus on large-scale culture change. Advocates from different movements are reaching across aisles to form broader coalitions. While we all fight for different causes that stir our individual passions, many change agents are recognizing that it is the common ground we share—both physically and philosophically—that brings us together, reinforces the basic truths of our human rights, and engenders the sense of belonging and community that leads to true solidarity.

Even when we disagree with our neighbors, we still share at least one thing with them: place.  Our public spaces—from our parks to our markets to our streets—are where we learn about each other, and take part in the interactions, exchanges, and rituals that together comprise local culture. Speaking at PWPB, Copenhagenize.com founder Mikael Colville-Andersen made this point more poetically when he said that “The Little Mermaid statue isn’t Copenhagen’s best monument. I think the greatest monument that we’ve ever erected is our bicycle infrastructure: a human-powered monument.”

“I think the greatest monument that we’ve ever erected is our bicycle infrastructure: a human-powered monument.” / Photo: Spacing Magazine via Flickr

Our public spaces reflect the community that we live in, and are thus the best places for us to begin modeling a new way of thinking and living. We can all play a more active role in the cultural change that is starting to occur by making sure that our actions match our values—specifically those actions that we take in public places. At PWPB, April Economides offered a simple suggestion for softening business owners’ resistance to bicycle-friendly business districts: tell the proprietors of businesses that you frequent that you arrived on a bike. At another PWPB session on social media, Alissa Walker advocated for users of popular geo-locative social media platforms like FourSquare to start “treating buses and sidewalks as destinations,” and ‘checking in’ to let friends know that they’re out traveling the city by foot, and on transit.

And of course, when trying to change your behavior, you often need to change your frame of mind. At the Markets Conference, Cleveland City Councilman Joe Cimperman recalled the efforts that were required to change the way that vendors at the West Side Market thought about their role within the local community when the market decided to remain open for more days each week. While many vendors didn’t need to be open extra days, Cimperman helped to re-frame things: “[I asked people to consider:] Who are we here for? We’re not here for ourselves. We’re here for the citizens of Cleveland.”

Individual action is invaluable, but when working to spark large-scale culture change, it is even more critical to develop an overarching strategy. Putting forth a constructive vision, along with clearly-stated goals that people can relate to, provides the framework that helps to guide the individual decisions that people within a movement make as they work to change the culture on the ground. To put public space at the heart of public discourse where it belongs, we should focus on changing the way that folks talk about the issue that’s already on everyone’s mind: the economy. Bikenomics blogger Elly Blue was succinct in her explanation of why tying culture change to economics is a particularly fruitful path in today’s adversarial political climate: “We can shift the paradigm of how we build our cities; thinking about economics is a great way to do that because it cuts through the political divide.”

Great places foster human interaction & economic opportunity / Photo: Fred Kent

Across the political spectrum most of us, after years of economic hardship (and decades of wayward leadership), have learned to react to things like “growth” and “job creation” with an automatic thumbs-up. We too rarely ask questions like “What are we growing into?” and “What kind of jobs are we creating?” This brings us to the concept of Place Capital, which posits that the economic value of a robust, dynamic place is much more than the sum of its parts. Great places are created through many “investments” in Place Capital–everything from individual actions that together build a welcoming sense of place, all the way up to major physical changes that make a space usable and accessible. Strong networks of streets and destinations are better at fostering human interaction, leading to social networks that connect people with opportunities, and cities where economies match the skills and interests of the people who live there. Public spaces that are rich in Place Capital are where we see ourselves as co-creators of the most tangible elements of our shared social wealth, connecting us more directly with the decisions that shape our economic system.

At its core, Place Capital is about re-connecting economy and community. Today’s economy is largely driven by products: the stuff we make, the ideas we trademark, the things that we buy (whether we need them or not). It’s a system that supports the status quo by funneling more and more money into fewer and fewer hands. Leadership in this system is exclusively top-down; even small business owners today must respond to shifts in global markets that serve only to grow financial capital for investors, without any connection to the communities where their customers actually live. (For evidence of this, consider the fact that food in the average American home travels an average of 1,500 to 2,500 miles from farm to table, turning local droughts and floods into worldwide price fluctuations).

Through our own Placemaking work, we’ve found that public space projects and the governance structures that produce them tend to fall into one of four types of development, along a spectrum. On one end there are spaces that come out of project-driven processes; top-down, bureaucratic leadership is often behind these projects, which value on-time, under-budget delivery above all else. Project-driven processes generally lead to places that follow a general protocol without any consideration for local needs or desires. Next, there are spaces created through a design-led process. These spaces are of higher quality and value, and are more photogenic, but their reliance on the singular vision of professional designers and other siloed disciplines can often make for spaces that are lovely as objects, but not terribly functional as public gathering places. More and more, we’re seeing people taking the third kind of approach: that which is place-sensitive. Here, designers and architects are still leading the process, but there is concerted effort to gather community input and ensure that the final design responds to the community that lives, works, and plays around the space.

Finally, there are spaces that are created through a place-led approach, which relies not on community input, but on a unified focus on place outcomes built on community engagement. The people who participate in a place-led development process feel invested in the resulting public space, and are more likely to serve as stewards. They make sure that the sidewalks are clean, the gardens tended, and their neighbors in good spirits. They are involved meaningfully throughout the process—the key word here being “they,” plural. Place-led processes turn proximity into purpose, using the planning and management of shared public spaces into a group activity that builds social capital and reinforces local societal and cultural values.

After participating in the discussions at PWPB and the Markets Conference this fall, we believe that the concept of Place Capital is ideally-suited to guide the cooperation of so many individual movements that are looking for ways to work together to change the world for the better. Place Capital employs the Placemaking process to help us outline clear economic goals that re-frame the way that people think not only about public space but, by extension, about the public good in general. If we re-build our communities around places that put us face-to-face with our neighbors more often, we are more likely to know each other, and to want to help each other to thrive.

“It’s because our public spaces got so bad that we have led the world in developing ways to make them great,” argued Eastern Market director Dan Carmody at the Markets Conference, explaining the surge of interest in Placemaking in the United States over the past few decades. We have momentum on our side; if we focus on creating Place Capital, we can continue to build on that forward motion, and bring together many different voices into a chorus.

Like capital attracts capital, people attract people. As Placemakers, we all need to be out in our communities modeling the kind of values that we want to re-build local culture around. Our actions in public space—everything from saying hello to our neighbors on the street to organizing large groups to advocate for major social changes—are investments in Place Capital. Great places and strong economies can only exist when people choose to participate in creating them; they are human-powered monuments. So let’s get to work.