Placemaking endeavour

For a considerable period, Carpolis had heavily relied on automobiles as the primary mode of transportation. However, winds of change were blowing through the city. The Mayor of Carpolis, a compassionate and visionary leader known simply as the Mayor, alongside his trusted and enthusiastic assistant, Pepet, was determined to propel their beloved city into the modern era.

Welcome back to "Urban Tales," a Newsletter where captivating stories of Carpolis unfold. In this edition, an extraordinary journey awaits you, as we join the Mayor and Pepet on a quest for knowledge. These urban heroes share an insatiable curiosity, and together, they embark on an exploration of the intriguing world of Placemaking endeavour.

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Chapter #25: Placemaking endeavour

The Mayor had been grappling with the challenge of bringing Carpolis into the 21st century, but he was like a ship lost at sea, not knowing which direction to take. He knew that in order to modernize the city, he needed to understand how to manage well a placemaking endeavour, and that's where his trusted assistant, Pepet, came into play.

One sunny afternoon, The Mayor and Pepet sat down in the cozy, cluttered office, surrounded by stacks of papers and a large map of the city pinned to the wall. Pepet began to explain the key elements of placemaking by focusing on the example of Bryant Park in New York.

"Mayor, let's start with parks. They are not just about maintenance; they're about management," Pepet emphasized. "In fact, I'd say it's 20% maintenance and 80% management. Take Bryant Park in New York, for instance. It's managed by a private operator, with a model that has spread to other US cities and even to Berlin, Sydney, or Toronto”.

The Mayor leaned in, eager to learn. "What's the secret behind their success?" he asked.

Pepet grinned. "It's all about programming, Mayor. They follow a programing pyramid. They offer everyday amenities like ping pong, football, board games, a reading room, amenities cart, food and beverage, movable furniture, signage, umbrellas, WIFI and even a putting green. Plus, they have core programs, such as fitness and wellness classes, family activities, art classes, and more. They also host weekly programs like farmers markets, dance performances, movie nights, and monthly seminars and book clubs."

The Mayor nodded, absorbing the information. "What about special events?" he asked.

Pepet shook his head. "That's the big mistake, Mayor. Special events are expensive and sometimes degrade the park. It's the everyday amenities and core programs that bring life to the park all year round."

Pepet continued, "You should also consider the time and demographics when planning activities. For example, from 6 am to 8 am you see people exercising, from 8 am to 11 am, it's the perfect time for families, from 11 am to 1 pm, it’s breaktime for workers, from 1 pm to 3 pm attracts seniors, from 3 pm to 6 pm students and finally from 6 pm to 11 pm residents. Knowing when to program is crucial."

The Mayor furrowed his brow. "What else should we focus on?"

Pepet grinned, "Easy programming wins, Mayor. People love food and beverages in parks, so we should start providing that. Frequent music and fitness activities can also make a difference."

The Mayor nodded, already seeing the possibilities. "And what about seating and hardscape vs. softscape?"

Pepet explained, "Movable seating with tables is a key part of success. It's flexible and comfortable. It can make the difference. And for sure, people prefer softscape over hardscape because it's more comfortable and has a milder climate."

"Public restrooms?" the Mayor asked.

Pepet chuckled. "Absolutely, Mayor. We need clean, comfortable, and trustworthy restrooms. They should be better than hotel restrooms to keep people in the park. For example, in Bryant Park there are paintings, flowers and classical music playing and the facilities are isolated, modern and attractive".

"Security and perception of safety," The Mayor added. "How can we ensure that?"

Pepet replied, "Aside police officers, Bryant Park have its own guards to enforce standards, like no smoking weed, no radios, and no harassment. Good maintenance also boosts the perception of security and safety."

The Mayor took a deep breath, realizing the complexity of urban environment management. "What about publicity and financing?"

Pepet said, "Bryant Park promotes activities on social media, which is critical, and with physical signs in the park. And as for financing, revenue comes from event fees, restaurant rents, concessions, brand sponsorships, and more. It generated almost 25 million dollars in 2022 without government support."

The Mayor nodded thoughtfully, "And the last point, creating value. How does that work?"

Pepet smiled, "If a park is successful, the real estate properties around it will gain value which benefits the city in the long run."

The Mayor was now armed with a wealth of knowledge about placemaking, and he could see a path forward for Carpolis. "Thank you, Pepet. You've opened up a new range of possibilities for our city."

Pepet patted him on the back. "We're in this together, Mayor”. And all this was happening in Carpolis, a city that wanted to change its name.

References

BRV. Biederman Redevelopment Ventures. (2023). Re-thinking Urban environments.

Gil Penalosa. (2023, July 13). Placemaking tools that have worked in Bryant Park and elsewhere [Video]. YouTube. https://www.youtube.com/watch?v=WoA1-fjvYls&t=1560s