If you’ve been out and about Downtown recently and thought, “Hmm, it’s extra spic and span around here,” it’s not just you. Since Downtown Indy, Inc. received $3.5 million in one-time federal funding from the City of Indianapolis, they’ve been hard at work expanding team sizes, planning volunteer events, and more — all in the name of making Downtown more beautiful.
What would you do with $3.5 million?
Turns out, it can go a long, long way. With the additional funding, Downtown Indy, Inc. been able to ramp up staffing to not only double the size of their Safety Ambassador team, but triple the size of the Clean Team to 36 employees working seven days a week on cleanliness projects in the Mile Square.
Thanks to more boots on the ground, they’ve been able to target the Mile Square for graffiti removal, electrical box painting, curb painting and trash removal; as well as partner with Keep Indianapolis Beautiful to coordinate volunteer events in adjacent neighborhoods
The Safety Ambassadors’ + Clean Team’s impact by the numbers
Check out this breakdown of the Clean Team’s impact last year:
- Nearly 6,000 bags of trash removed from Downtown (an increase of over 500% from last year)
- 500% increase of total hours worked
- 267 blocks of freshly power-washed sidewalks
- 938 stickers removed
- 357 pieces of graffiti cleaned up
Meanwhile, Safety Ambassadors, who play a critical role in supporting the feeling of well-being + safety in the Mile Square, have had the following impact Downtown:
- 1,689 business and hospitality visits
- 52 reports + referrals to the IMPD
- Provided support to services 238 times
The takeaway? Downtown Indy, Inc. emphasizes that “A Downtown that feels cared for, 365 days a year, requires consistent care, a responsive staff + great partners.”
So if you see those distinctive neon yellow shirts and jackets, make sure to give them a friendly hello, and say “thanks” for their hard work keeping Downtown clean 365 days a year.
Want to help out? See volunteer events, or just head Downtown and enjoy the view.
