STELLAR COMMUNITY PARTNERS
The cities designated to participate in the ISCP share similarities and differences along a number of dimensions, including community and market conditions, demographics, social and economic circumstances of residents, social capital stock, and organizational capacity. As of August 2016, twelve comprehensive community initiatives in the cities of Greencastle (2011), North Vernon (2011), Delphi (2012), Princeton (2012), Bedford (2013), Richmond (2013), Huntingburg (2014), Wabash (2014), Crawfordsville (2015), North Liberty (2015), Rushville (2016), and Corydon (2016), Indiana were underway.
The analysis here focuses primarily on ISCP related efforts of Indiana Housing Community Development Agency, Indiana Office of Community and Rural Affairs, the Indiana Department of Transportation, and convening community partner organizations in ten cities: Bedford, Crawfordsville, Corydon, Delphi, Greencastle, Huntingburg, North Liberty, North Vernon, Princeton, Richmond, Rushville, and Wabash.
The analysis here focuses primarily on ISCP related efforts of Indiana Housing Community Development Agency, Indiana Office of Community and Rural Affairs, the Indiana Department of Transportation, and convening community partner organizations in ten cities: Bedford, Crawfordsville, Corydon, Delphi, Greencastle, Huntingburg, North Liberty, North Vernon, Princeton, Richmond, Rushville, and Wabash.
DESIGNEES
|
The City of Bedford, Indiana
Situated in the south central quadrant of Indiana, the City of Bedford is a rural community with a population of 13,402. Established in 1825 as the Lawrence County seat, Bedford, much like other older rural cities and towns, faces issues related to aging housing stock and infrastructure and a declining downtown core. Over the past three decades, Bedford encountered depopulation, declining median household incomes and increases in the percentage of individuals living in poverty. Bedford city officials were also concerned with diminishing workforce development and educational attainment of its younger population and the overall health of its residents. To address these challenges, Bedford’s civic leaders and stakeholders wanted to create an environment ready for future economic growth opportunities through a better-trained workforce. To this end, Bedford leaders focused their efforts on creating and improving workforce training and education, community and economic development, affordable senior housing, and cultivating the city’s quality of place. Significant development activities were under way as part of a comprehensive effort to revitalize the city prior to Stellar. For instance, Bedford completed a series of planning 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 strongly 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. The city and county completed a comprehensive plan in 2009. By 2010 Bedford was selected as an Indiana Stellar Community Pilot Program finalist and completed a Strategic Investment Plan (SIP). However, the city did not receive Stellar designation. 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) and planned to re-apply for the ISCP in 2013; earning Stellar designation in the same year. In 2013, Bedford was awarded ISCP designation. To work toward implementation, a Stellar Project Team was established to implement the city’s strategic community investment plan of downtown revitalization, workforce development and education, quality of place, and housing improvements. The team included individuals from the Mayor’s Office and key city and county stakeholders, such as the Lawrence County Economic Growth Council, Lawrence County Community Foundation, Bedford Revitalization Inc., and Hoosier Uplands Economic Development Corporation. Bedford’s Stellar Program is estimated to cost saround $19.8 million. Of this, $9.9 million (or 50%percent) is estimated to come from leveraging local and regional resources. This will be close to a dollar for dollar leverage of State and Federal resources through contributions from local funds, charitable foundations, tax credit equity, and other funding programs. |
|
The City of Delphi, Indiana Delphi, a small city in northwest Indiana, is currently home to about 2,893 residents. The city consisting mostly of historically significant single-family homes has seen a steadily shrinking population in recent decades, particularly involving a loss of younger residents, and, until recently, a rapidly declining retail corridor along Main Street. Two major factors motivating Delphi stakeholders to mobilize and apply for the Indiana Stellar Communities Program were: 1) efforts to improve Delphi were already well underway before Stellar by volunteer groups such as the Wabash Erie Canal Association and the Delphi Preservation Society and 2) the anticipated construction of the Hoosier Heartland Highway heightened city officials concerns regarding the loss of traffic downtown and the possible out-migration of downtown businesses to the new highway south of town. In 2010, the Delphi Planning Steering was formed under the impetus of major community and regional stakeholders, including the City of Delphi Mayor’s Office, the Carroll County Economic Development Center, the Delphi Preservation Society, and the Wabash Erie Canal Association, with the purpose of reversing this decline by supporting and coordinating new development and investment in the city’s downtown corridor and adjacent residential neighborhoods. After a failed initial attempt in 2010, Delphi was designated as an ISCP Community Partner in the 2012 funding round. Delphi’s strategic community investment plan includes improvements to its housing stock and business corridor, and builds on the city’s existing efforts in heritage tourism, culture, and the arts. As of December 2013 approximately $11million in ISCP state funding has been committed in Delphi. State contributions have been leveraged with $3.7 million of local public investments and $9.2 million worth of private investments in the city’s Stellar target areas. |
|
The City of Greencastle, Indiana
Located in west central Indiana, the city of Greencastle prides itself on its historically significant homes and structures. Greencastle has been relatively stable in terms of income and population (10,326) over the last 30 years, although residents express concerns about increasing population mobility and brain drain of its younger populations. Greencastle viewed Stellar as “a once in lifetime chance to do something special…transformative.” At the time of the application DePauw University was under new leadership that wanted to take steps to make improvements to the campus and its surrounding neighborhoods. The city had a good working relationship with representatives at DePauw and wanted to leverage the university’s improvements. In addition, the city had recently completed a grant for the state Hometown Competitiveness (which was never submitted) and had also recently completed work in combining tax increment finance districts. Prior to all of this, Greencastle completed both comprehensive and business district improvement plans. With all of these steps in place, Greencastle felt the timing was right. In 2010, the Greencastle Executive Steering team formed. The team included the City of Greencastle Mayor’s Office, DePauw University, the Greencastle - Putnam County Development Center, Greencastle Chamber of Commerce, along with representatives from Brenner Design and Ratio Architects. In 2011, Greencastle was designated as an ISCP Community Partner to make targeted investments in the revitalization of its central business district, residential neighborhoods, and academic and cultural assets. On March 2011 the state agencies committed to contributing approximately $19 million in ISCP funding towards Greencastle initiatives. These investments have been leveraged with a projected $5.7 million of local public investments and $4.78 million of private investments in Greencastle’s Stellar target areas, including an estimated $2 million from DePauw University. |
|
The City of Huntingburg, Indiana
Located in southwestern Indiana, the city known for its downtown with numerous antique shops, has a population of 5,376. The Huntingburg area, settled in the early 1800s, faces issues related to aging housing stock and infrastructure, lack of workforce and senior housing options, and needed transportation and infrastructure upgrades. Since the 1930s the downtown area was the center of commerce. With the advancement of antique retail shopping, the downtown area slowly grew. With leadership from regional stakeholders, city and county leaders began working to provide ways in which to continue this growth and thereby needed to find ways to build on the economic and social benefits. To accomplish this City administration and community partners sought to: 1) attract a trained workforce, 2) expedite economic development, 3) pursue opportunities to ensure Huntingburg is prosperous and vibrant. With these goals in mind, Huntingburg civic leaders and stakeholders undertook city reinvestment efforts. City leaders engaged citizens in “Reviving The Pride” listening sessions conducted in 2012, where citizens were involved in identifying strengths and challenges of the community. The city also completed, then updated a Comprehensive Plan (2007 and 2013). In 2014, the city completed a Downtown Revitalization Plan for comprehensively revitalizing the heart of the community – Historic 4th Street. In 2014, Huntingburg applied for and was awarded designation for the Indiana Stellar Communities Program. The Indiana Stellar Communities Program Designation created an opportunity for the city to address its challenges and seek out reinvestment opportunities in its downtown and surrounding residential neighborhoods. To work towards toward implementation, a Stellar Steering Committee was established to implement the city’s strategic community investment plan. The committee consisted of individuals from the Mayor’s Office and key city stakeholders, including the Huntingburg Chamber of Commerce, OFS Brands, First Advantage Realty, Inc., The Dubious County Community Foundation, United Minerals, and Old National Bank, Huntingburg’s Stellar Program is estimated to cost about around $40.7 million. Of this, it is anticipated that $30.4 million (or 75%) would come from leveraging city, county, philanthropic, and private resources. |
|
The City of North Vernon, Indiana
Situated in Jennings County, North Vernon is located in the southeast Indiana. With a population of 6, 728 residents, North Vernon faced issues of the growing demand for housing and economic revitalization to support the Muscatatuck Urban Training Center (MUTC), an urban training facility for civilian and military organizations. MUTC brings more than 10,000 people a year into the city. North Vernon needed resources to fully support the center and to capture the economic opportunities it brought. Additionally, North Vernon experienced several other challenges of an aging infrastructure and housing stock, the out-migration of residents, and a declining central city center. Prior to Stellar, North Vernon developed community development strategies to address its needs and had made strides towards several of these efforts. First, the city completed upgrades in its infrastructure, including water and sewer lines for MUTC as well as large roadway expansion projects. Second, North Vernon finalized a downtown revitalization project in 2006. Third, the city completed a Comprehensive Plan (2009), which included downtown revitalization, building downtown into a regional destination hub, MUTC support, and housing revitalization. North Vernon was chosen as one of the first ISCP designees in 2011. To accomplish its needed improvements, North Vernon established a Stellar Communities Development team comprised of local representatives from the Mayor’s Office, North Vernon Redevelopment Commission, Jennings County Redevelopment Commission, Jennings County Community Foundation, and Jennings County Economic Development Corporation. The city also hired consultants Hannum, Wagle, and Cline to serve on its team to help in its administration and implementation capacity. As of December 2013, IHCDA, INDOT, and OCRA collectively invested approximately $8.9 million in ISCP funding in North Vernon. The states contributions were leveraged with an estimated $2.9 million of local public investments and $3.1 million private investments in the North Vernon’s Stellar target areas. |
|
The City of Princeton, Indiana
With a population of 8,644, Princeton is located in southwest Indiana. Similar to older rural areas, Princeton suffered from aging housing stock and infrastructure in its downtown core. Additionally, over the past three decades, Princeton has gone through increase and decreases in its population. Beyond these challenges, Princeton officials wanted to help support and build on economic opportunities of its large world class corporations, such as Toyota and OnSite Occupational Health and Safety which bring many visitors and economic opportunities to the area. Significant development activities were under way as part of a broader effort to revitalize the city prior to Stellar. For instance, Princeton completed a series of planning efforts including a Comprehensive plan (2009), a downtown revitalization plan (2010), a parks and recreation plan (2011), and a housing strategic needs assessment (2012). Princeton officials also made strides towards a number of public and private investments with new pocket parks, sidewalks, and historic building renovations in its downtown corridor including the completion of roadway and utility improvements. In 2012, Princeton was awarded ISCP designation. To work toward implementation, a Stellar Project Team was established to implement the city’s strategic community investment plan of downtown revitalization and housing improvements. The team included individuals from the Mayor’s Office and key city stakeholders, such as the Umbrella Committee, Toyota Motor Manufacturing, Indiana, and OnSite Occupational Health and Safety. The team also included engineering and architectural consulting firms of Hannum, Wagle, and Cline, ARCHitecture Ratio, and Browning Day Mullins Dierford Architecture, as well as a local grant administrator. Estimates indicate as of December 2013, approximately $17.4 million in ISCP state funding has been committed in Princeton. State contributions have leveraged an additional $3.7 million in local public investments. In addition, Princeton received financial commitments from major private and regional actors in the community. Toyota Motor Manufacturing, Indiana, Old National Bank, Gibson County Visitors and Tourism Bureau, Gibson County Chamber of Commerce, OnSite Occupational Health and Safety, and Duke Energy all committed to contributing investments totalling over $1.7 million towards ISCP related projects and programs. |
|
The City of Richmond, Indiana
Its location on the border of Indiana and Ohio, the city of Richmond has a population of 36,599. Settled by Quakers from North Carolina in the early 1800s, the Richmond area faces issues related to aging housing stock and infrastructure and a declining downtown core. Three issues of major concern to Richmond officials: 1) Housing maintenance, 2) housing opportunity for aging populations, and 3) quality of place. The city also suffered from decline in its downtown business district over the past three decades. 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 slowly declined. With leadership from regional stakeholders such as the Economic Development Council of Wayne County, city and county leaders began working to provide ways in which 1) Increase the number of individuals living downtown and create a critical mass of individuals to support downtown businesses, maintain the downtown and increase property values/tax base, 2) Provide quality of life amenities for businesses, residents and visitors that will include safe pedestrian and bicycle amenities to encourage wellness, fitness, and commerce in and between the districts in the center city; and 3) Provide quality of life amenities that support downtown living, business investment and tourism though parks and improved infrastructure. With these goals in mind, Richmond civic leaders and stakeholders continue to undertake city reinvestment efforts. The city and county completed a Comprehensive Plan (2009). In 2012 Richmond is selected as an Indiana Stellar Community Pilot Program finalist and completes a Strategic Investment Plan (SIP). The City of Richmond also initiated a Downtown Development Plan in 2012 to prioritize activities to create a vibrant Main Street that attracts business, residents, and visitors. In 2013 Richmond is named a Stellar finalist and updates their SIP. The same year, the city receives Stellar Designation and begins the planning and implementation of strategic investment plan strategies. To work towards toward implementation, a Stellar Project Team was established to implement the city’s strategic community investment plan of downtown revitalization, quality of place, and housing improvements. The team included individuals from the Mayor’s Office and key city stakeholders, including the Urban Enterprise Association and Star Development, Inc. Richmond’s Stellar Program is estimated to cost about around $19.8 million. Of this, $8.8 million (44%) is estimated to come state agency partners and the remaining $11.0 million (56%) from leveraging local and regional resources. This will be close to a dollar for dollar leverage of State and Federal resources through contributions from local funds, tax credit equity, and other private stakeholders. |
|
The City of Wabash, Indiana
Wabash, a city in eastern Indiana, is currently home to about 10,534 residents. Wabash has many older and historic homes. Two areas of concern were housing maintenance and opportunities in the downtown and surrounding neighborhoods. Since the homes are mature, they require maintenance costs that are not always feasible for homeowners with limited income streams. Additionally, Wabash stakeholders acknowledged the lack of downtown housing. City officials and stakeholders are currently planning efforts to develop multi-generational, multi-income downtown housing opportunities. Beyond housing, stakeholders within the community also wanted to enhance the city's parks and open spaces and improve connectivity. For example, Wabash planned to implement extensions of streetscape elements, including street lights, sidewalk redesigns to provide space for outdoor seating, new infrastructure to support mixed-use development and adaptive reuse, and placemaking elements that for an improved sense of place. Moreover, Wabash's population has been steadily declining, while household incomes have remained relatively stable. Also, the city suffered from a decline in its downtown business district which led to challenges of business retention and attraction. For instance, some the buildings downtown were vacant. Furthermore, there was a need for improvements to building facades. City stakeholders sought to confront these challenges through downtown revitalization and a transition to tourism and the arts building on existing community assets of museums and performing arts. Wabash civic leaders and stakeholders, committed to city reinvestment efforts, planned to connect destinations, invest in neighborhoods, improve downtown housing, and expand their capacity for regional activities. To this end, the city completed a Comprehensive Economic Development Plan (2013). In 2013, Wabash was selected as an Indiana Stellar Community Pilot Program finalist and completed a Strategic Investment Plan (SIP). At that time the city did not receive the designation, yet, it was able to accomplish many redevelopment objectives, such as corridor improvements, public art installments, and façade enhancements. The city applied again the following year and in 2014, Wabash was granted Stellar Designation and began the planning and implementation of its updated strategic investment plan strategies. The Wabash Stellar Planning Team was established to implement the city’s strategic investment plan. The team consisted of individuals from the Mayor’s Office and city stakeholders, including the Economic Development Group of Wabash County, Region IIIA, American StructurePointe, R+B Architects, Partnership for Affordable Housing, Wabash Marketplace, Inc., and CONTEXT Landscape Architecture. The Wabash Stellar Program is estimated to cost $28.3 million. Of the total estimated investments, approximately $15.6 million (55%) are from local investments (including local city matches, private/corporate sponsorships, tax credits, grants, and bonds). The remaining 45% ($12.6 million) is anticipated to be contributed by state agency partners contributing to a nearly 50/50 match. |
|
The City of Crawfordsville, Indiana
Known as the “Athens of Indiana”, Crawfordsville is home to 16,024 people. County seat of Montgomery County, Crawfordsville applied for Stellar designation when a “lull of complacency” settled on the city, requiring an invigorated effort to improve the energy and excitement of the past. The city is home to Wabash College, one of only three male liberal arts colleges in the United States, who wants to grow with Crawfordsville in an effort to retain a younger population. Before their 2015 Stellar application, the city of Crawfordsville completed a Bicycle & Pedestrian Master Plan, an ADA Transition Plan, and a 2025 Comprehensive Plan, and had been a 2012 Stellar finalist, demonstrating its strong efforts at renewal. Included in these plans was a consistent engagement of community members and businesses. Nearly 41 projects were either completed or underway before Stellar designation, totaling more than $25 million in investments. Once selected as a 2015 Stellar Finalist, Crawfordsville developed its Strategic Investment Plan highlighting objectives to propel the city and its previous plans. Goals included (1) improving a sense of place through community gathering points, (2) promoting well-being through trails, parks, and bike/pedestrian friendly streets, (3) promoting economic growth to spur investment in improved retail, dining, and entertainment offerings, (4) engaging residents to improve their sense of worth by utilizing their human capital, (5) harnessing the tremendous power of the city’s sense of volunteerism, (6) increasing community pride through aggressive blight elimination, (7) capitalizing on a strongly emerging tourism industry. Proposed projects included Fusion 54, a facility designed to foster local entrepreneurs, Pike Street Pocket Park, several trails, blight elimination in the Historic Whitlock Neighborhood, and the adaptive reuse of the Ben-Hur Building. When going forth with its Stellar application, the city brought together officials from Wabash College, Main Street, Montgomery County Community Foundation, Montgomery County Visitors and Tourism Bureau, Chamber of Commerce, Indiana West Advantage, HWC Engineering, and Cornerstone Grants Management, Inc. The city also plans to hire a Director of Operations to manage the program. Encompassed in a $16.8 million budget, Stellar funding will be primarily local and private, with about 70% coming from these sources, and the remaining 30% ($5 million) from INDOT, IHCDA, and OCRA. |
|
The Town of North Liberty
With an estimated 1,919 residents in 2015, North Liberty is the smallest community selected for Stellar designation, but this certainly does not stop its local spirit! In fact, the town has experienced growth in the past ten years with higher populations of both families and seniors. Located next to the town is Potato Creek State Park, which opened in 1978 and by some estimates, draws in nearly 1,000,000 visitors a year. In 1981, North Liberty High School was closed, delivering a terrible blow to the town’s development, but after uniting with nearby Walkerton to create the Southwest St. Joseph County, North Liberty became a getaway from the bustle of South Bend and other Lake Michigan communities. This was aspect was a large focus of the town’s Stellar Strategic Investment Plan. The primary goals of the Stellar projects developed by North Liberty are to (1) expand tourism and business downtown, (2) retain and expand our youth and engage seniors, (3) create connectivity and accessibility for the community. Projects range from façade revitalization and park improvements to the construction of senior housing to accommodate the 47% of North Liberty citizens who are elderly. In public meetings, the Potato Creek Trail, designed to connect the town to the state park received the highest acclaim and excitement. Most projects match the mentioned goals and contribute to the Community Plan. North Liberty’s team included local officials, Justus Property Management, Kenna Consulting, and DLZ. The Stellar budget costs are about $8 million, with nearly 70% (~$5 million) funded by state agencies and the remaining portions funded by local or private revenue. |
|
City of Rushville
With an estimated population of 6,253 residents, Rushville is located in Rush County in the southeast quadrant of the state of Indiana (ESRI Community Profile Report: Rushville, 2017). Officially established in 1822, Rushville like other small rural communities in the state and nation faced problems related to rural decline. For example, according to the city’s comprehensive plan and Stellar Letter of Intent, depopulation, aging housing stock and declining availability of affordable homes, downtown business decline, and employment opportunities (ISCP Community Partner Interviews, 2016). For example, according to 2010 American Community Survey data, the population of Rushville was 6,386 people. In addition, the city’s housing stock is relatively old (i.e., median home built in 1952) and there is a shortage of middle- and upper-income homes, which makes it difficult to attract new residents at those income levels. According to the city 2014 Comprehensive Plan, there is also a very large shift away from homeownership, which was likely prompted by uncertainty in the job market and the difficulty of obtaining financing during the recession. Moreover, manufacturing has traditionally played an essential part in the city’s prosperity, but its overall role has declined as some of those jobs relocated abroad to other countries (City of Rushville, Indiana Comprehensive Plan Update, 2014). The average Rushville worker in most job sectors (manufacturing, retail trade, education, etc.), gets paid less than the state average. Furthermore, some downtown buildings posed a public safety hazard and are in need of revitalization. While about 17 percent of Rushville’s population has an associate’s, bachelor’s or graduate degree, compared to 31 percent in Indiana (City of Rushville, Indiana Comprehensive Plan Update, 2014).
Building on its previous planning efforts, Rushville’s primary goals of the Stellar projects are to (1) Provide new and vibrant spaces for community engagement, collaborative ideas, and small business activities; (2) Create a southern retail focal point which will provide for additional interest and activities to support and encourage downtown businesses; (3) Provide incentives and interest to draw additional visitors to events at Riverside Park; (4) Encourage activity within Commercial Historic District; (5) Generate downtown business activity; (6) Increase the assessed value of existing downtown commercial buildings; and (7) Support existing downtown business and aid the development of new small business, retail and restaurant enterprises (City of Rushville Indiana 2016 Stellar Communities Strategic Investment Plan, 2016). In 2016, Rushville was designated a Stellar Community along with the Town of Corydon. Projects range from the development of a business incubator and co-working space, transportation and infrastructure improvements, recreation and trail enhancements, downtown affordable housing and neighborhood owner-occupied rehabilitation, gateway enhancements, and downtown commercial building revitalization. The Rushville Stellar Development Team encompassed the Mayor and city council, Rush County/Rushville Joint Planning Department, Rush County ECDC, the Heart of Rushville (an Indiana Main Street Organization), the Rushville Historic Board, Rush County Community Foundation, Partners for Progress, Rush County Chamber of Commerce, and consultants Administrative Resources Inc (ARa) and HWC Engineering (ISCP Community Partner Interviews, 2017; City of Rushville Indiana 2016 Stellar Communities Strategic Investment Plan, 2016). |
|
Town of Corydon
With an estimated 3, 126 residents, Corydon is a small town in southern Indiana (ESRI Population Estimates, 2017). Corydon faced many it sought to address and overcome. First, as a regional tourist destination and historical asset as the First State Capital, Corydon struggles to continue to maintain its role as the economic driver of tourism that has stimulated Harrison county’s economy due to its high retail vacancy rate and retailers that are struggling to make rent. In addition to retail vacancy, there is a lack of quality residential units in Corydon. Currently, there are only a small number of homes available in the real estate market. The town also experienced “brain drain” for many years as the town’s young professionals diminishing in population size. Additionally, Corydon’s educational attainment of those who hold a bachelor’s degree is half of the state’s average. Moreover, there has been a dramatic loss of manufacturing jobs and an increase in an aging population that is above the state average. Lastly, 61% of Corydon’s population is in the low to moderate income bracket (Corydon Strategic Investment Plan, 2016).
In 2016, the Corydon Development Team was formed under the motivation of significant community and regional stakeholders, such as, the Town Council of Corydon, the Harrison County, Harrison County Community Foundation, Main Street Corydon, Blue Rivers Services, Indian Creek Trail Committee, Joe Rhoads Senior Citizens Center, and a host of private consultants. The Corydon Development Team sought to minimize or reverse signs of decline by supporting and coordinating new development and investment in the town’s downtown corridor and adjacent residential neighborhoods (Corydon Strategic Investment Plan, 2016; Community Partner Interviews, 2017). Corydon’s pathway to becoming a Stellar Community began with an application to OCRA to develop a comprehensive plan in 2014. Our goal for Corydon was to revitalize the town where businesses can thrive, increase the quality of life, and attract residents and visitors - to make it a place for all generations to grow, live, and prosper. The Corydon Comprehensive Plan, Main Street Downtown Focus Plan, and the Hometown Collaboration Initiative (HCI), along with redevelopment projects from 2011 to 2014, were the jumpstart that began to build community momentum. Once the Corydon Comprehensive Plan was adopted in 2015, and the Main Street Downtown Focus Plan was nearly complete and the HCI Capstone Project was underway (Bicentennial Park), the community established a Stellar Steering Committee (i.e., Development Team) and began to draft its Letter of Interest to become designated as a Stellar Community designee. In 2016, Corydon was designated as an ISCP Community Partner. Corydon’s strategic investment plan included Historic renovations to Stonecipher and J.J. Bulleit Buildings, rehabilitation of downtown building facades, housing rehabilitation and new builds, trail and recreational improvements, mixed-used redevelopment, and gateway enhancements (Corydon Strategic Investment Plan, 2016; Community Partner Interviews, 2017). The estimated total project costs are $37.1 million. In 2016, the state agencies committed to contributing approximately $7.1 million in ISCP funding towards Corydon initiatives. These investments have been leveraged with a projected $14.4 million of local public investments and $15.6 million of private investments in Corydon’s Stellar target areas. This is an 80/20 percent match in local and private investments. As of February 2017, Corydon has made a few accomplishments in the implementation of its strategic community investment plan. For instance, the Stonecipher and the J.J. Bulliet projects have both gone through the historic preservation commission approval process and are moving towards construction. In addition, the façade improvements began back in 2015 and are continuing, with 12 facades completed so far. Moreover, planning and approval of Corydon school senior lofts are underway. |
FINALISTS
Once the applicants’ letters of interest are submitted and evaluated, the state agencies select finalists who are awarded up to $10,000 each to help develop and/or update proposals that include a Strategic Investment Plan (SIP).
As of 2017, there have been a total of 49* finalists (See list below). To date, the state agency partners distributed approximately $320,000 to finalist communities to develop Strategic Investment Plans as part of the ISCP application process.
*Note: Seven communities applied for multiple rounds.
Finalist Communities
2011 Finalists: Batesville, Bedford, Greencastle, Marion, New Castle, North Vernon, Portland, Princeton, Rochester, Shelbyville, Union City, and Washington.
2012 Finalists: Auburn, Crawfordsville, Delphi, Petersburg, Princeton, Richmond and Whitestown.
2013 Finalists: Angola, Bedford, Frankfort, Petersburg, Richmond, and Wabash.
2014 Finalists: Decatur, Huntingburg, Marion, Mt. Vernon, Nashville, and Wabash.
2015 Finalists: Crawfordsville, Decatur, Dunkirk, Huntingburg, Marion, and North Liberty.
2016 Finalists: Rushville, Shelbyville, Warsaw, Corydon, Culver, and Union City.
2017 Finalists: Churubusco, Culver, Greensburg, Madison, Union City, and Vincennes.
