Stellar Indiana
  • Overview
  • Agenda
  • Methodology
  • Creating Stellar
    • State Agency Partners
    • Stellar Program Goals
    • The Stellar Process
    • Stellar Community Partners
  • 2017 Annual Report
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Milwaukee Depot Rendering
Historical Background & Critical Points Timeline

1825
The City of Bedford (named in honor of Bedford, TN) was established after a series of epidemics caused residents to flee the county seat Palestine to Bedford, which became the new county seat. The city thrived with mercantile businesses, groceries, a woolen mill, general stores, banks, and doctor’s offices. 
 
1850-1890
Rapid growth occurred in conjunction with the advent of transportation innovations and industrialization. The railroads become a prominent means of transportation in the city and county, with the incorporation of New Albany & Salem Railway (now the Chicago, Indianapolis, and Louisville Railway or Monon Railway) and the Bedford, Springville, Owensburg and Bloomfield  Railroads between 1851 – 1880s.   In the 1870s, abundant limestone is found in the county and became a popular building product.  The wide use of limestone brought wealth to the city, fostering further growth.  By 1889, Bedford was incorporated as a city.

 
1920-1940s
Between 1900 and 1930, the population of Bedford doubled, from 6,115 persons to 13,208 persons. The majority of this increase occurred between 1920 and 1930 (4,132 persons). This increase in the population most likely occurred due to the increasing need for workers in the limestone quarries. GM Powertrain Bedford opened in 1942 as one of the leading aluminum die casting facilities in the world increasing employment opportunities in the city and county.
 
1950 - 1960s
The city suffered from a decline in its downtown business district. This decline created challenges of business retention and attraction. Prior to the 1960s, the downtown area was the center of commerce. With the advancement of retail shopping centers and big-box retail, the downtown area began to decline slowly.

1970 -
1980
The Dunn Memorial Hospital makes major expansion efforts.   The hospital begins enlarging radiology and laboratory facilities, adding three emergency rooms, two patient floors, and a new lobby and gift shop and increasing the hospital's capacity to for patients and jobs. The Oakland City University opened in 1977. By 1980 Bedford’s population peaks at 14,410 residents. 
 
1980-
2000
The period between 1980 and 2000, the city’s population shifted as residents migrated away from rural cities and townships. Depopulation in the city equated to a 4.5% loss (from 14,410 to 13,768).
 
2000-
2009
Bedford begins reinvestment efforts. Beginning in 2005, city officials, along with the funding provided by the Indiana Housing Community Development Authority implemented an owner-occupied housing improvement program. City officials also began to support the establishment of new avenues of healthy recreation, such as walking and bicycling trails, in its planning efforts to preserve and enhance the Bedford Park System. Visteon Corporation closed its plant in 2008, a year after Dana Corporation shut down operations in the nearby city of Mitchell. The departure of both operations diminished over 1,300 jobs and resulted in General Motors aluminum die-casting plant as the city’s only major survivor of Bedford’s once thriving auto-parts industry. The economic downturn presented the city and county with the tough challenge of meeting the scope and scale of employment needs among its residents. 
 
2010 -
2014
Bedford civic leaders and stakeholders continue to undertake city reinvestment efforts. The city and county complete a Comprehensive Plan (2009). In 2010, Bedford was selected as an Indiana Stellar Community Pilot Program finalist and completed a Strategic Investment Plan (SIP). The City of Bedford initiated a Downtown Development Plan in 2012 to prioritize activities to create a vibrant Main Street that attracts business, residents, and visitors. In 2013, Bedford was named a Stellar finalist and updates their SIP. The city receives Stellar Designation and begins the planning and implementation of strategic investment plan strategies.
 

Bedford: Stellar Foundation, 
Stellar Future!

Population

Since 1980, Bedford has encountered a steady decline in its population. The city’s population peaked in 1980 at 14,410. Recent demographic data indicated a decrease in the city’s population since 1980 (-8.0%). Conversely, the overall county and state demographic trends show population increases. For instance, Lawrence County experienced a significant amount of population growth 6.2%, and the state’s population rose by 20.6%.

​Historically, 
Bedford has remained a predominantly White community (99.2% in 1980 and 95.4% in 2012). The 2012 Census data estimate of Bedford’s total population, less than 1% was categorized as African-American while the remaining 4% was categorized as Other Races. Also, Bedford witnessed a significant increase (121.8%)  in the percentage of its population 25 years and older with a college degree since 1980.

Poverty

Bedford experienced an increase in the percentage of persons living in poverty since 1980. The percentage of persons living below the poverty rate increased from 10.3% in 1980 to 21.9% by 2014 estimates. This is an increase of approximately 112.6%. In comparison to recent (2014) Lawrence County and state estimates, Bedford has a higher percentage of its persons living below the poverty line (14% and 15.5% respectively).  

Income

Bedford’s median household income decreased to throughout the past thirty years by 3.4%. The median household income in 2014 was $35,126. In comparison, both the county and state experiences increase in the median household incomes. For instance, Lawrence County’s median household income increased by 5.1% ($44,553) and state grew by 1.6% ($48,737) based on 2014 estimates.   
 

Bedford: Socioeconomic Characteristics of Decline

Population
    1980
    2015
    % Change

Race/ethnicity, 2014 (%)
    White
    Black
    Other

Poverty (%)
    1980
    2014a

% Change

Median household income
    1980b
    2014
    % Change



Educational Attainment
(4 yr) College degree (Pct. of
Pop. 25+)

    1980
    2014
    % Change
Bedford
14,410
13,347
-8.0%


95.4%
0.6%
4.0%


10.3
21.9
+112.6%


$37,493
$35,126
-3.4%





5.5%
12.2%
+121.8%
Lawrence County
42,836
45,495
+6.2%


97.0%
0.4%
2.6%


8.9
14.0
+57.3


$42,394
$44,553
+5.1%





6.7%
9.6%
+43.3%
Indiana
5,490,224
6,619,680
+20.6%


84.4%
9.1%
6.5%


9.7
15.5
+59.8%


$47,974
$48,737
+1.6%





7.2%
28.1%
+290.3%

Source: 1970 Census of Population, PC(1)-C1 "General Social and Economic Characteristics", Table 182. 1980 Census of Population, PC80-1-C1 "General Social and Economic Characteristics", table 245.U.S. Census Bureau, Census 1980 Summary Files 1 and 3. U.S. Census Bureau, 2010-2014 American Community Survey Table S1702. U.S. Census Bureau: State and County QuickFacts, 2016. Data derived from Population Estimates, American Community Survey, Census of Population and Housing, State and County Housing Unit Estimates, County Business Patterns, Nonemployer Statistics, Economic Census, Survey of Business Owners, Building Permits. STATS Indiana, using data from Population Division, U.S. Census Bureau. Minnesota Population Center. National Historical Geographic Information System: Version 2.0. Minneapolis, MN: University of Minnesota 2011.

a. Poverty figures for 2012 were the most recent data estimations from the US Census Bureau’s American Community Survey, 2010-2014 Table S1701 estimations provided for the specific geographic area.

b. The Median Household dollar amounts reported for 1980 are values that have been converted to constant 2014 dollars according to the U.S. Bureau of Labor Statistics Consumer Price Index Inflation Calculator, available at www.bls.gov/data/inflation_calculator.htm.

Housing Opportunities and Quality of Life

Bedford witnessed a transformation over the past decade in its housing stock and infrastructure. Issues of aging, dilapidated housing and infrastructure, including the maintenance of older and historic homes have been a rising concern for city officials and residents. The majority of the city’s 6,428 housing units (69%) were built prior to 1970 and approximately 32% were constructed before 1939. Dilapidated structures tended to be found in economically depressed neighborhoods within or near the core of a city (City of Bedford Comprehensive Plan, 2010). As a result of an older housing stock, Bedford must address issues of housing maintenance and repair, as well as the necessity to adapt structures to the needs of modern life. Since the homes are mature, they require maintenance costs that are not always feasible for homeowners with limited income streams. For instance, the study indicated “Many residents find themselves financially unable to cope with the burden of the upkeep on their homes, allowing the structure to fall into disrepair.” Based on age and condition of its housing stock, Bedford officials sought assistance in maintaining the character of their neighborhoods.

Community leaders were also worried about current and future housing opportunities for its senior populations. According to the most recent US American Community Survey, estimates 19.5% of the population is over the age of 65. Most senior households reside in single-family homes, and housing maintenance may become a challenge. Further transportation to and from health and other supportive services, such as meal programs, community hospitals, senior centers, even doctors’ offices and other primary care, is not readily available. 

The quality of life and place also trouble city stakeholders, notably higher obesity rates and overall health of citizens. Lawrence County, including Bedford, ranks in the third tier of County Health Rankings and 29% of residents is overweight or obese. Furthermore, the city officials also sought to enhance the quality of life for all Bedford residents and to improving these statistics by supporting and establishing new avenues of healthy recreation, such as walking and bicycling trails. 

In response to issues stemming from housing and quality of place, Bedford city leaders sought opportunities.  City leaders sought out ways to link housing to community-based services, maintaining the character of their neighborhoods, enhance the quality of life for Bedford residents, and to improving obesity and health statistics. Beginning in 2005, city officials, along with the funding provided by the Indiana Housing Community Development Authority implemented an owner-occupied housing improvement program. City officials also began to support the establishment of new avenues of healthy recreation, such as walking and bicycling trails, in its planning efforts to preserve and enhance the Bedford Park System strongly. This support is evident it goals and strategies outlined in the City Comprehensive Plan (2009), Downtown Redevelopment Plan (2012), and Strategic Community Investment Plan (2013).

Community Economic Development and Transportation

Bedford has been susceptible to income decline and low educational attainment since 1980. Bedford officials and residents expressed concerns about declining workforce development and educational attainment of its younger population. As the educational level goes up, median income also rises and vice versa. In 2000, the highest level of schooling for 40.6% of the Bedford population 25 years and older was a high school diploma. In contrast,  27.7% of the Bedford population 25 years and older had a college degree (Associate degree or higher). By 2012, this trend remained relatively the same. Approximately 38.5% of the city population 25 years and older obtained a high school diploma. In contrast, the state had 25.2% (2000) and 28.2% (2012) of the population 25 years and older with a high school diploma. 


Employment and the increase of economic opportunities for job creation were of high importance to Bedford and Lawrence County officials. According to data provided by Stats Indiana (2014), Lawrence County ranked 26th in the highest unemployment rate in Indiana at 9.7%. In comparison, Bedford’s annual unemployment rate is 5.7% (US Census Bureau – ACS 2008- 2012). Between 1980 and 2012, the city’s median household income decreased by 7%, in comparison to Lawrence County and Indiana. Bedford, along with other rural cities across the country, was hit hard by the Great Recession. Visteon Corporation closed its plant in 2008, a year after Dana Corporation shut down operations in the nearby city of Mitchell. The departure of both operations diminished over 1,300 jobs and resulted in General Motors aluminum die-casting plant as the city’s only major survivor of Bedford’s once thriving auto-parts industry. The economic downturn presented the city and county with the severe challenge of meeting the scope and scale of employment needs among its residents.


 “Bedford was hit hard by the recession and had some big losses.”


The city also suffered from the decline in its downtown business district over the past three decades. This decrease created challenges of business retention and attraction. Prior to the 1960s, the downtown area was the center of commerce. With the advancement of retail shopping centers and big-box retail, the downtown area began to decline slowly. The downtown area was plagued with vacant buildings. A 2012 land use survey of the downtown indicated that of the 137 commercial and industrial buildings in downtown Bedford, 36 were vacant (Downtown Plan, 2013). That is 26.2% of the buildings. Also, the city faced downtown traffic problems. There is one main thoroughfare throughout the downtown, US 50. The US 50 highway carries over 14,000 vehicles per day, including 600 commercial vehicles, which contribute to traffic congestion throughout downtown Bedford. 


City and County officials, worried about the economic future of the region, felt it critical to take action to implement a cohesive strategy. With leadership from regional stakeholders such as Radius Indiana, city and county leaders began working to provide ways in which Bedford’s youth and workforce could obtain the skills they need to acquire and retain employment. To this end, their strategy was three-fold: 1) provide opportunities to attract businesses and job development and build upon Bedford’s limestone, manufacturing, and defense industries, 2) improve availability and usage of secondary and post-secondary educational services offered in Bedford, and 3) encourage revitalization of Downtown Bedford, including aesthetically-pleasing gateways into the city.


 “Things were not very progressive. There was a lack of vision. There had been many changes, not all necessarily positive.”
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Research Team

JoAnna L. Mitchell-Brown, PhD
Principal Investigator

Callie Napier
Research Assistant

Jay Hein
President of Sagamore Institute
Prepared For

A  Collaboration of
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