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Indiana

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General Requirements for Stellar Participation. Open to incorporated Indiana communities of any size that are not entitled to direct CDBG funding through U.S. HUD – PowerPoint PPT presentation

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Title: Indiana


1
Indianas Stellar Communities
  • A first of its kind collaboration between state
    agencies.

2
Stellar Communities Program Vision
  • An Indiana where communities are made stronger
    and more sustainable through partnerships,
    investments in community development, and
    collaborative planning

3
State Agency Partners
  • A leading agency on affordable, quality housing
    in Indiana.
  • On average, IHCDA committed approximately 8 19
    million to each ISCP - designated community over
    a three-year period.
  • Funding sources Community Development Block
    Grant (CDBG), Investment Partnerships (HOME),
    Rental Housing Tax Credits (RHTC), Disaster
    Relief, and Development Fund Loan programs)
  • A leading agency on rural community economic
    development in Indiana.
  • OCRA committed to invest up to 1.5 million in
    each ISCP - designated community (500,000 per
    year) community over a three-year period.
  • Funding sources Community Development Block
    Grant (CDBG), Investment Partnerships (HOME)
  • Agency plans, builds, maintains, and operates the
    states transportation system. The Local Public
    Agency - Metropolitan Planning Organization
    (LPA-MPO) Section oversees the Indiana Stellar
    Communities Program for the Department of
    Transportation.
  • INDOT committed to invest approximately 6
    million per designee over three years..
  • Funding sources federal and state Transportation
    Enhancement Grants as well as Standard Federal
    Transportation funding.

4
Program Overview
  • Stellar Communities embodies collaborative
    government partnerships to successfully leverage
    state and federal funding from multiple agencies
    to undertake large-scale comprehensive community
    vitality projects
  • This is a flexible program designed to assist
    prepared communities with their vision for
    community and economic development
  • Communities will have the benefit of
    non-competitive funds. Communities cannot
    participate in some regular competitive programs
    during the stellar cycle

5
Program Goals
  • Foster regional investments
  • Improve quality of life through comprehensive and
    transformative investments
  • Encourage sustainability and capacity building
  • Highlight effective and strong civic leadership
    and community support

6
Current Designees
7
Current Designees
North Liberty, 2015

Wabash, 2014
Delphi, 2012 Crawfordsville, 2015

Richmond,
2013 Greencastle, 2011
Bedford, 2013
North Vernon, 2011

Princeton, 2012 Huntingburg, 2014
8
Stellar Divisions
  • Division I Communities above 6,000 in population
  • Division II Communities 6,000 and below in
    population

9
General Requirements for Stellar Participation
  • Open to incorporated Indiana communities of any
    size that are not entitled to direct CDBG funding
    through U.S. HUD
  • A local unit of government that resides in a MPO,
    must meet the eligibility requirements below
  • If the community falls within an MPOs Planning
    Area, they must have a letter of recommendation
    from the MPO for the proposed projects
  • If the community falls within an MPO urbanized
    area, they must have approval from the MPO for
    the proposed projects. If selected, any funding
    for the proposed projects must be financed by
    the MPO

10
General Requirements cont.
  • Must have a recent comprehensive plan ( 7-yrs)
  • Must have documented and demonstrated capacity to
    complete proposed activitiesincluding the
    ability to submit a response to a request for
    proposal
  • Must be in good standing with partner agencies

11
General Requirements cont.
  • The authorization to submit certification form
    must be signed by the chief elected official
  • Must submit the Stellar Communities information
    sheet, , 8 ½ by 11 map of projects in your
    community, and project matrix with the letter of
    interest

12
Stellar Communities Process
  • Call for Letters of Interest (LOI) Webinar
  • Informational Forum/ Workshop
  • LOIs due
  • Evaluations of LOIs
  • Announcement of finalist communities
  • Finalist Workshop

13
Stellar Communities Process cont.
  • Strategic Investment Plans (SIPs) Due
  • Site visits and evaluations
  • Designation announcements
  • Community celebrations
  • Kick off meetings

14
Letter of Interest Criteria
  • Letters of Interest are evaluated based on
  • Description of target area
  • Description of local and regional impact
  • Demonstrated reasonableness of project scope
  • Demonstrated feasibility of proposed projects

15
Letter of Interest Criteria cont.
  • Demonstrated leadership capacity
  • Demonstrated community engagement
  • Demonstrated ability to maintain Stellar projects
  • Description of how designation will be used to
    market community to attract residents and
    businesses

16
Letter of Interest Criteria cont.
  • For previous program finalists, how the previous
    SIP has been implemented and justify the need for
    updates to the SIP
  • MPO acknowledgement if necessary

17
Reported Program Outcomes
  • Heightened the Level of Recognition Regionally
  • Designees have noted an increase in awareness and
    interest about their cities as a result of
    Stellar designation. For example, respondents in
    all four cities stated an increase in interest
    from potential business owners, visitors, and
    other surrounding cities and towns.
  • Designees indicated that as a result of Stellar,
    people are talking
  • more about what will work and attract people.
  • Designees noted as a result of Stellar they are
    receiving more attention from larger cities
    throughout the state.
  • The overall value is its a catalyst for the
    growth of the community....What the Stellar grant
    allowed us to do was to make that big jump
  • and ramp up that aesthetic quality. So now well
    have a base there that
  • will be appealing for people to invest in our
    housing market and
  • our commercial real estate .....  

18
Reported Program Outcomes
Encouraged Business and Population Retention and
Attraction In all four communities, respondents
indicated that Stellar created a window of
opportunity for increased business and population
attraction and retention. Respondents noted the
Stellar program has created a renewed sense of
pride. But the improvement that Stellar had
provided there is immeasurable. Its incredible.
  Winning Stellar really was a boost in pride
for the community.  You still small improvements
where property owners are taking a little more
pride in their home or in their
business. That feeling of pride.  For all the
people, who live here.   Not just the county, but
the region.
19
Reported Program Outcomes
Turning Piecemeal Ideas into Transformative
Investments Overall, respondents stated that the
program added value by providing a mechanism for
consolidation of resources in a single community
in an accelerated period of time. For some
communities, this was viewed as the difference
between the continued life or death of their
community. According to respondents, providing a
large sum of funding to one community in a short
timeframe allowed an economic boost in the local
economy. This boost permitted a shift in
communities, thereby creating a turning point of
decline to growth.
20
Reported Program Outcomes
  • Building Strategic Relationships and Enhancing
    Program Delivery and Impact
  • In all four communities, respondents identified
    the program as a mechanism to leverage
    opportunities, obtain other investments, and
    increased community capacity to complete a large
    amount of projects in a short time span through
    the development of partnerships.
  • Nurturing Partnerships Increased Community
    Capital and Leveraging of Resources.
  • Increased Communication between State Agencies,
    and among State Agencies and Partner
  • Increased Community Capacity.
  • Challenge to State Agencies to Expand their
    Roles.
  • The illustrations demonstrate the role and
    function of social capital in
    the ISCP-designated communities is that of
    change agent and a catalyst
    for action and
    sharing of resources among community
    members, local
    officials, public agencies, private
    institutions, and non-profit
    organizations.

21
Reported Program Outcomes
  • Finalist Non-Designees
  • SIP provides communities political clout and
    allows them to influence public policy and public
    funding priorities.
  • SIP allows communities to leverages both public
    and private dollars for projects
  • SIP allows communities to measure accomplishments
    and demonstrate impact.
  • SIP builds relationships within the city, among
    community-based organizations, and with private
    organizations and institutions

22
Program Activities
23
Program Activities
24
Program Activities
25
Program Activities
26
Program Activities
27
KEYS TO SUCCESS
  • Proven prior implementation of planning efforts
  • Effective and engaged leadership
  • Public participation helps with public buy-in,
    particularly from those individuals who control
    purse strings, because they have to listen
  • Collaborative efforts with a variety of public
    and private partners

28
KEYS TO SUCCESS
  • Before engaging in a process of this enormity, be
    prudent on researching the metrics, time
    commitments, resources needed, and overall
    programmatic expectations
  • Focus on and strengthen the most important parts
    of the community investment plan that make the
    communitys overall vision work
  • Have patience and get the community involved
    upfront so it is their plan

29
Building Strategic Community Relationships
Federal Govt.
International Partners
Individuals Corporate Sponsors
IHCDA, OCRA, INDOT
County Foundation
Major Corporation
DNR
Local Regional Business
Chamber of Commerce
County Economic Development
Preservation Society
City/Town
Main Street
County Tourism Bureau
Local Bank
Developer
School Corporation
Community Action Agency
Consultant
30
BARRIERS TO SUCCESS
  • Viewing the program as a grant program rather
    than a designation program
  • Lack of Leadership and Organizational Capacity
  • Variations in Missions, Community Needs, and
    Strategies
  • Different Funding Sources

31
BARRIERS TO SUCCESS
  • Lack of Community input and Participation
  • Change and Consensus Building Difficult
  • The accelerated timeframe made application and
    implementation demanding, yet worthwhile

32
Lessons Learned
  • Its a Balancing Act.
  • Red Tape Is Still Red Tape.
  • Participants Need To Exhibit Patience and
    Flexibility.
  • Building and Strengthening Social Capital
    Networks Enhances Program Delivery and Impact

33
2015 Updates
  • We listened to feedback
  • Updated Partner List

34
QA
For more information www.StellarIndiana.org
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