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Main Street can be an awesome ‘place’

Main Street can be an awesome ‘place’

People come to Main Street for far more than business transactions. If communities want their Main Streets to be vibrant and bustling, national organizations suggest, communities should draw people in a variety of ways, beyond conducting business.

In essence, make Main Street more than an address—make it a “place.”

The idea of “placemaking” has been around since the 1960s, when placemaking innovators advocated “designing cities for people, not just cars and shopping centers.”

The principles involved in placemaking have gained a lot of traction since then, moving into design discussions for communities of all sizes. (Even small towns in the Dakotas.)

Here are 11 placemaking principles from the Project for Public Spaces.

by the Project for Public Spaces

1. The community is the expert. 

The important starting point in developing a concept for any public space is to identify the talents and assets within the community. In any community there are people who can provide a historical perspective, valuable insights into how the area functions, and an understanding of the critical issues and what is meaningful to people. Tapping this information at the beginning of the process will help to create a sense of community ownership in the project that can be of great benefit to both the project sponsor and the community.

2. Create a place, not a design. 

If your goal is to create a place, a design will not be enough. To make an underperforming space into a vital “place,” physical elements must be introduced that would make people welcome and comfortable, such as seating and new landscaping, and also through “management” changes in the pedestrian circulation pattern and by developing more effective relationships between the surrounding retail and the activities going on in the public spaces. The goal is to create a place that has both a strong sense of community and a comfortable image, as well as a setting and activities and uses that collectively add up to something more than the sum of its often simple parts. This is easy to say, but difficult to accomplish.

3. Look for partners. 

Partners are critical to the success and image of a public space improvement project. Whether you want partners at the beginning to plan for the project or you want to brainstorm and develop scenarios with a dozen partners who might participate in the future, they are invaluable in providing support and getting a project off the ground. They can be local institutions, schools and others.

4. You can see a lot just by observing. 

We can all learn a great deal from others’ successes and failures. By looking at how people are using (or not using) public spaces and finding out what they like and don’t like about them, it is possible to assess what makes them work or not work. Through these observations, it will be clear what kinds of activities are missing and what might be incorporated. And when the spaces are built, continuing to observe them will teach even more about how to evolve and manage them over time.

5. Have a vision.

The vision needs to come out of each individual community. However, essential to a vision for any public space is an idea of what kinds of activities might be happening in the space, a view that the space should be comfortable and have a good image, and that it should be an important place where people want to be. It should instill a sense of pride in the people who live and work in the area.

6. Start with the petunias: lighter, quicker, cheaper. 

The complexity of public spaces is such that you cannot expect to do everything right initially. The best spaces experiment with short-term improvements that can be tested and refined over many years! Seating, outdoor cafes, public art, striping of crosswalks and pedestrian havens, community gardens and murals are examples of improvements that can be accomplished in a short time.

7. Triangulate. 

“Triangulation is the process by which some external stimulus provides a linkage between people and prompts strangers to talk to other strangers as if they knew each other,” according to placemaking innovator Holly Whyte. In a public space, the choice and arrangement of different elements in relation to each other can put the triangulation process in motion (or not). For example, if a bench, a wastebasket and a telephone are placed with no connection to each other, each may receive a very limited use, but when they are arranged together along with other amenities such as a coffee cart, they will naturally bring people together (or triangulate!). On a broader level, if a children’s reading room in a new library is located so that it is next to a children’s playground in a park and a food kiosk is added, more activity will occur than if these facilities were located separately.

8. They always say “it can’t be done.”

Creating good public spaces is inevitably about encountering obstacles, because no one in either the public or private sectors has the job or responsibility to “create places.” For example, professionals such as traffic engineers, transit operators, urban planners and architects all have narrow definitions of their jobs—facilitating traffic or making trains run on time or creating long-term schemes for building cities or designing buildings. Their job is not to create “places.” Starting with small-scale community-nurturing improvements can demonstrate the importance of “places” and help to overcome obstacles.

9. Form supports function.

The input from the community and potential partners, the understanding of how other spaces function, the experimentation, and overcoming the obstacles and naysayers provides the concept for the space. Although design is important, these other elements tell you what “form” you need to accomplish the future vision for the space.

10. Money is not the issue.

This statement can apply in a number of ways. For example, once you’ve put in the basic infrastructure of the public spaces, the elements that are added that will make it work (e.g., vendors, cafes, flowers and seating) will not be expensive. In addition, if the community and other partners are involved in programming and other activities, this can also reduce costs. More important is that by following these steps, people will have so much enthusiasm for the project that the cost is viewed much more broadly and consequently as not significant when compared with the benefits.

11. You are never finished.

By nature, good public spaces that respond to the needs, the opinions and the ongoing changes of the community require attention. Amenities wear out, needs change and other things happen. Being open to the need for change and having the management flexibility to enact that change is what builds great public spaces.

Great public spaces are those places where celebrations are held, social and economic exchanges occur, friends run into each other, and cultures mix. They are the “front porches” of our public institutions—libraries, field houses, schools—where we interact with each other and government. When theses spaces work well, they serve as the stage for our public lives. What makes some places succeed while others fail? In evaluating thousands of public spaces around the world, PPS has found that to be successful, they generally share the following four qualities: They are accessible; people are engaged in activities there; the space is comfortable and has a good image; and finally, it is a sociable place: one where people meet each other and take people when they come to visit. PPS developed The Place Diagram as a tool to help people in judging any place, good or bad. —Text above and graphic at right reprinted from “What Makes a Successful Place” on the Project for Public Spaces website ( Go to the link above to read more about how to use this graphic as a tool for evaluating public spaces.








Reprinted with permission from

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