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Indiana’s Stellar Communities
A first of its kind collaboration between state agencies.
Stellar Communities Program Vision
• An Indiana where communities are made stronger and more sustainable through partnerships, investments in community development, and collaborative planning
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 state’s 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.
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
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
Current Designees
Current Designees
North Liberty, 2015
Wabash, 2014 Delphi, 2012
Crawfordsville, 2015 Richmond, 2013 Greencastle, 2011
Bedford, 2013 North Vernon, 2011 Princeton, 2012
Huntingburg, 2014
Stellar Divisions
• Division I: Communities above 6,000 in population
• Division II: Communities 6,000 and below in population
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 MPO’s 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
General Requirements cont.
• Must have a recent comprehensive plan ( 7-yrs)
• Must have documented and demonstrated capacity to complete proposed activities—including the ability to submit a response to a request for proposal
• Must be in good standing with partner agencies
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
Stellar Communities Process• Call for Letters of Interest (LOI) Webinar
• Informational Forum/ Workshop
• LOI’s due
• Evaluations of LOIs
• Announcement of finalist communities
• Finalist Workshop
Stellar Communities Process cont.
• Strategic Investment Plans (SIPs) Due
• Site visits and evaluations
• Designation announcements
• Community celebrations
• Kick off meetings
Letter of Interest CriteriaLetters 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
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
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
Reported Program Outcomes
Heightened the Level of Recognition RegionallyDesignees 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 talkingmore 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 it’s 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 we’ll have a base there thatwill be appealing for people to invest in our housing market and
our commercial real estate .....”
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. It’s 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.”
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.
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.
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
Program Activities
Program Activities
Program Activities
PHOTO: Delphi Opera House IMAGE: Delphi Opera House Rendering
Sources: Scott Greeson Music available online at www.scottgreesonmusic.com;Inside Indiana Business available online at www.insideindianabusiness.com.
Program Activities
Photo/Rendering: Princeton TheaterSource: www.cityofprinceton.com.
Program Activities
PHOTO: Before and after photos Irish Hill Housing Improvements
Source: Available at www.northvernonstellar.com/photos.Photo/Rendering: Downtown Senior Housing ProjectSource: www.princetonstellar.com
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
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 community’s overall vision work
• Have patience and get the community involved upfront so it is their plan
City/Town
IHCDA, OCRA, INDOT
Federal Gov’t.
County Foundation
Individuals & Corporate Sponsors
Major Corporation
International Partners
DNR
Preservation Society
Main Street
School Corporation
Consultant
DeveloperLocal Bank
Local & Regional Business
County Tourism Bureau
Community Action Agency
Chamber of Commerce
County Economic Development
Building Strategic Community Relationships
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
BARRIERS TO SUCCESS
• Lack of Community input and Participation
• Change and Consensus Building Difficult
• The accelerated timeframe made application and implementation demanding, yet worthwhile
Lessons Learned
• It’s 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
2015 Updates
•We listened to feedback
•Updated Partner List
