Greater Lafayette Magazine: Summer 2023

A new era

Rising star

Ryan Walters takes the reins

TAKING ROOT

NEIGHBORHOOD GARDENS GROW COMMUNITY

PUBLIC SAFETY CENTER

DOWNTOWN BUILDING MORE THAN A POLICE STATION

FUTURE REMBRANDT?

ARTS PROGRAMS JUMP START YOUNG IMAGINATIONS

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SHORT-TERM CARE

• Physical, occupational & speech therapy, both in/ out patient services

• Cancer Care

• Cardiac Care & Rehab

• Diabetes Care

• IV Therapy

LONG-TERM CARE

• Neuromuscular Rehab

• Stroke Rehab

• Pain Management

• Respiratory Therapy

• Physical, occupational & speech therapy

• Wound Care & Prevention

Nicole Hardy, RN, IP, Director of Nursing/Infection Preventionist - 22 years

Garry Gumasing, PT, CWS, SVT-BIG Cert., Director of Therapy - 25 years

Tracie Shoults, RN, Corporate Compliance Officer - 27 years

Dylan Johnson, Administrator - 7 years with Saint Anthony

GREATER LAFAYETTE MAGAZINE

Editor - Carol Bangert

Art Director/Graphic Designer

- Kara Bishop

Vice President, Marketing & Communications

- Michelle Brantley

MISSION

Greater Lafayette Magazine captures the spirit and vitality of the people who call Greater Lafayette home and what it means to live, work and thrive here. It tells the region’s success stories, from business expansions, entrepreneurship, leadership and philanthropy to quality of life, arts and cultural events. Our hope is that readers of Greater Lafayette Magazine will become active participants in the world around them and join in our mission to make Greater Lafayette the place where progress, creativity and community come together.

AUDIENCE

Greater Lafayette Magazine serves as the leading quality-of-life and business trade publication for the area. Leveraging our award-winning team of writers and designers, Greater Lafayette Magazine attracts a diverse group of readers who are engaged in the community as consumers, visitors, business leaders, volunteers, residents and future residents of Tippecanoe County. This publication is for anyone that appreciates a good story that not only reveals something new about our community but offers insight and pride for the place we call home.

ADVERTISING

To advertise or receive information about advertising in Greater Lafayette Magazine, contact Amy Sundell at (765) 742-4044 or amy.sundell@greaterlafayettecommerce.com

PRINTER

The National Group

CIRCULATION

Greater Lafayette Magazine is published four times a year (January/April/July/ October), with a print distribution of 4,000, and up to 10,000 online subscribers/views. Distribution channels will include online, mobile, various newsstands, and pass-along venues including restaurants, businesses, organizations, community centers, hotel lobbies and healthcare facilities.

Greater Lafayette Magazine is a publication of Greater Lafayette Commerce

337 Columbia St., Lafayette, IN 47901 (765)742-4044

greaterlafayettecommerce.com

Contact: (765)742-4044

info@greaterlafayettecommerce.com

VOLUME 4, ISSUE 3

What are your three?

Three things. That’s what I asked a handful of people to share with Ryan Walters, Purdue’s new football coach. Ken Thompson’s story on Walters’ arrival to Greater Lafayette and his plans for the Boilermakers makes it clear that the coach takes community involvement seriously. But what do Greater Lafayette insiders think are the must-see, -do, or -eat experiences that Walters and his family should make a priority? Read Thompson’s story — and reader suggestions — on Page 38. But that question got me thinking about the three things I’d put on my list. My top three?

• Dinner and drinks with people you love on the Teays River patio. It’s the perfect spot for a gathering of friends, family and even pets. (That’s me and magazine co-warrior Kara Bishop enjoying an evening at Teays back in June.)

• A walk, run, bike ride or hike at Prophetstown State Park. Make time to take in the serene beauty of this unique Indiana landmark.

• A show at the Long Center. I saw Jimmy Vaughan there in June. Outstanding show, beautiful venue, great vibe. Check the website (longpac.org) for upcoming events.

My list just scratches the surface of things that make Greater Lafayette such a vibrant place to call home. As every issue of Greater Lafayette Magazine attests, there is no shortage of activities and adventures beckoning longtime residents and newcomers alike.

I hope you’re able to hit your top three this summer –and maybe add a few more to your list.

Happy summer!

Editor,

Greater Lafayette Magazine

SUBSCRIBE TO GLM

Get to know the Greater Lafayette community by subscribing to Greater Lafayette Magazine. It’s easy! Go to greaterlafayettecommerce.com and click on the About Us tab. Then click on Greater Lafayette Magazine to view past issues and subscribe.

WE ARE

ON THE COVER: Purdue football fans are ready to Boiler Up with new Head Coach Ryan Walters.

|page 38

Welcome Note |page 4

From Editor Carol Bangert

BUSINESS & PROGRESS:

What you got, Scott?

page 8

Ask the Experts |page 50

Highway Safety Services keeps things moving

page 59

Seeking child care solutions

page 84

COMMUNITY & CONNECTIONS:

Public Safety Center open for business

page 10

Wabash Center: Meeting a need for 70 years

page 20

Community gardens take root

page 29

Area parks show off updates

page 64

New Chauncey historic district turns 10

page 74

Photo by Purdue Athletics

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What

you got, Scott?

The case for regionalism

Traditionally, economic development focused on enhancing the overall economic performance of a region, usually measured by indicators such as GDP growth, employment rates and per capita income. This was accomplished primarily by working with the community’s largest employers and attracting new employers. Over time, the understanding of economic development has evolved to recognize that sustained growth and prosperity are intertwined with addressing the challenges faced by a community.

One definition of modern economic development put forward by the Economic Development Agency (EDA) of the United States states, “Economic development creates the conditions for economic growth and improved quality of life by expanding the capacity of individuals, firms, and communities to maximize the use of their talents and skills to support innovation, lower transaction costs, and responsibly produce and trade valuable goods and services.”

Today’s economic development professional or organization is working on projects that address workforce challenges (such as training or childcare or K-12 programs), embrace the community’s entrepreneurs and small businesses, develop quality of life amenities, and help communities develop housing.

In working on solutions to those challenges and opportunities, economic developers realized that they operate inside an economic region that is likely facing the same things. Enter regionalism.

Economic development regionalism, again from the EDA, is a series of coordinated economic development activities related to a comprehensive economic development strategy for a given geographic region. A region is a multi-jurisdictional unit (which may cross political boundaries) based on economic and demographic patterns that cross municipal and state boundaries.

What has evolved is a recognition that the laborshed and the commercial market area are regional. We may live in one city, but work in another. We travel to other parts of the region to dine, shop, recreate, seek medical care, etc. Regionalism can create economies of scale and efficiencies to address shared challenges, and, more importantly, federal and state funds are flowing to regions that organize themselves and work together.

Overall, economic development regionalism offers numerous advantages by promoting collaboration, synergy and shared vision among regions. By working together, regions can overcome individual limitations, capitalize on their collective strengths, and address shared challenges more effectively.

This summer and fall, the Greater Lafayette Region will be working together to update the regional development plan, a shared vision for the region. The plan will work to address our shared workforce, housing, childcare and other issues. We will submit the plan to the State for possible funding under the READI 2.0 program and look for other funding sources.

Please encourage and support your city and county officials as we embrace regionalism and work together! ★

Scott Walker is the president and CEO of Greater Lafayette Commerce. He can be reached at 765.742.4044

Teamwork makes the dream work!

BY KEN THOMPSON

PHOTOS BY CHRISTINE PETKOV

Public Safety Center

Lafayette

Police Department settles into new home

On a warm spring day, Lafayette Mayor Tony Roswarski left his office in City Hall to check on the progress of the new Public Safety Center on Columbia Street.

“The new sign was up,” Roswarski recalls. “It made me feel like, ‘This is a big city.’ That looked impressive.”

“Impressive” is just one of many adjectives used to describe the spacious home of the Lafayette Police Department.

“Cleaner, bigger,” was Chief of Police Scott Galloway’s assessment.

“Challenging,” says Tom Morlan, senior project manager for Kettelhut Construction, Inc.

“State of the art,” adds Dan McCloskey, senior project architect for American Structurepoint, Inc.

Let’s start with “challenging,” a word also used by McCloskey when describing the task of turning Roswarski’s vision into a building that reflects a forward-thinking, growing community while also honoring the historical context of downtown Lafayette into reality.

How do you design a building to meet the growing needs of a police department while making it welcoming for the public that helped pay for the $51 million project?

“This was accomplished by providing secure parking for police officers and staff, designing bullet-resistant barriers that are not perceptible to the general public, creating accessible, welcoming public spaces that offer opportunities for officers and the community to interact, and many other aspects that create a safe environment for staff and visitors,” McCloskey says.

If that seems simple, it wasn’t.

“American Structurepoint and Architects Design Group had to design the building for a variety of visitors, including people who are victims of crime that are seeking assistance from the police,” McCloskey says. “For example, a safe room is located near the first floor entrance where people can seek immediate assistance from police personnel. There is also a separate victims’ advocate entrance with soft spaces … that are welcoming with calming colors, lighting and furniture that evoke a sense of working together for families and children that need a safe, comfortable space in which to interact with police staff.”

Roswarski also insisted on spaces that would permit more than just police business.

Top: Large conference room for staff meetings and city sponsored events

Middle: Informal meeting areas for staff and officers to collaborate

Bottom: Kitchen and break room for staff/officer lunches and breaks

Opposite page: Large, sun-filled atrium welcomes visitors and the public

“For a city our size, this is the most technologically advanced and largest police department (facility) in the country."

A community room on the second floor that can accommodate up to 100 guests. An outdoor plaza with a pergola and seating area for live entertainment and movie screenings. All are accessible by an outside set of steps so that it won’t be necessary to go through the police department.

“We want it to be like Riehle Plaza, another community gathering space,” Roswarski says. “We want people to come down to the amenity deck, sit out there and eat their lunch.”

McCloskey’s firm also designed solar panels, installed by Lafayette’s Huston Solar, to offset a portion of the Public Safety Center’s energy use. The building also is home to electric charging stations and a green roof area with lush plantings, lawns and pavers.

It would take 23 months and approximately 300,000 manhours, Morlan estimates, for Kettelhut to construct the Public Safety Center. The first step was demolition of existing buildings and preserving the brick façade from the old Horner Building.

“We … took it apart brick by brick by brick and then rebuilt it,” Roswarski says. “The bricks were numbered. We couldn’t save the building, but we wanted to save a piece of that history and remember a piece of that history. That was the level of commitment that we went to to make sure what we did really was good for downtown also.”

Another historical era was unearthed by Kettelhut workers early in the construction process. The Dryfus Theatre once resided on the site before the opera house was destroyed in a 1914 fire.

“At the time, much of the debris was buried within the footprint of the old building,” Morlan says. “During excavation of the site there were some unplanned delays for removal of unsuitable debris left from the fire.”

Kettelhut also dealt with the fallout from the COVID-19 pandemic. That included supply chain and logistics challenges, material fabrication delays and labor shortages.

One more challenge noticed by the Greater Lafayette community was the restrictions imposed on Sixth and Seventh streets.

“The building footprint essentially took up the entire property,” Morlan says. “A lot of coordination with neighbors, community and city departments was required to move all the materials, people and equipment onto the property over several years.”

Top: Large, sun-filled atrium welcomes visitors and the public Bottom: Stations for patrol officer reports, data and paperwork

Police and city officials at the ribbon-cutting ceremony in May 2023

Above and right: Storage and retrieval area for physical evidence

State-of-the-art dispatch/911 emergency call center

“State of the art”

Part of American Structurepoint’s design included crime prevention technology. The Analysis and Response Center (ARC) is the hub of the Lafayette Police Department’s special operations division and criminal intelligence.

“With real-time access to city-operated security cameras and police body cams, officers in the ARC can respond to criminal activity and monitor major events efficiently,” McCloskey says.

The needs of law enforcement have changed since Roswarski joined the Lafayette Police Department more than 40 years ago.

“We basically had three radio channels – F1, F2 and ‘Eileen,’ which connected us to the state,” says Roswarski, who rose through the ranks to captain before winning his first term as mayor in 2003.

“When we look at the ability to be more efficient, when we look at the ability to use technology, whether it’s in dispatch, whether it’s in the ARC, whether it’s the way we are able to process property, evidence, bar coding, all those types of things … hopefully it will make the officer's job easier, make it more efficient, less stressful.”

Roswarski believes the technology will allow officers to actually patrol the streets and interact with the citizens they’ve sworn to protect.

Galloway could barely contain his excitement when giving a tour of the Public Safety Center shortly before the May 24 dedication ceremony.

“For a city our size, this is the most technologically advanced and largest police department (facility) in the country,” Galloway says. “This is a tip of the hat to how much the city and our community respects and wants to have good public safety.”

Galloway hopes that the Public Safety Center could be a recruiting tool. At the time of its grand opening, the Lafayette Police Department was 30 officers shy of a full force.

“If you go to a football recruit and you’re between two schools, what the training room looks like and the weight room looks like matters,” says Galloway, whose force includes former Central Catholic and Purdue standout Danny Anthrop.

“We think that if young people see this department and how much we care about our staff and policing, this could be a draw for people.”

“Cleaner, bigger”

The expansion of City Hall in 1995 included a renovation of the police department spaces.

“We outgrew that building before it opened,” Galloway says. “People were doubled up in offices. I knew this even as a rookie officer: that building was not constructed to be a police department. It’s not safe.”

Like so many of us who have more stuff than space, the Lafayette Police Department had to find ways around that problem. The training center at 1301 South St. became “a hub,” Galloway says.

“If you are familiar with ‘Apollo 13,’ I considered that our LM (Lunar Module). It helped us get to the point where we could have this building. This is a police department, not a renovated office building.”

Every time Galloway steps into his office, with an unobstructed view down Columbia Street to the Wabash River, he is reminded how far the police department has come from the cramped spaces across Sixth Street.

Galloway’s favorite aspect of the Public Safety Center is the Sally port, a concept that dates back to Great Britain in the 1600s. A Sally port is a secure, controlled entrance into an enclosure such as a prison or a fortification.

“As an officer I was so conscientious of somebody escaping from the car or getting in a fight in the middle of the road out here,” Galloway says. “I think that is an incredible advancement we didn’t have before. I love our guys being safe around suspects who could hurt them. The Sally port serves that.”

In addition to the ARC, Roswarski’s favorite part of the Public Safety Center is the dispatch center. The previous dispatch personnel were housed in the basement of City Hall. No windows. No natural light.

“That’s really the nerve center of the police department with all the calls coming in,” Roswarski says. “To get those folks into a new facility with new desks and some natural light is a huge win and very important.”

Looking to the future

With the police department now calling the Public Safety Center home, what will happen to the space it occupied in City Hall?

The fire command will depart its Fourth Street location and move into a remodeled first floor.

“For the first time in our history, we’ll have

a true public safety campus,” Roswarski says. “The second story, we are going to do some remodeling. We are about out of space over here. This will create additional space for the engineer’s office, the city attorney and purchasing.”

Plans for the basement remain undecided.

Railroad Relocation was the signature legacy of six-term Mayor James Riehle, who served from 1971 to 1995. Will the Public Safety Center become most identified with Roswarski’s tenure?

“That’s an interesting comparison,” says Roswarski, who is seeking his sixth consecutive term in 2023. “Certainly in my mind it’s my largest project that we’ve done to this point and probably the most significant. We’ve built the baseball stadium. We’ve moved the Pearl River sewer. In the early 2000s we

mined a tunnel underneath downtown 3,000 feet long, 30 feet in the ground, 10 foot in diameter. That was a very, very significant project.

“When I think back to even all of those, in my mind this is the most significant project. Being a retired police officer, it has a special place for me. I think that it’s one I’m going to look back on with the most pride.” ★

The Analysis and Response Center (ARC) the hub of the department's special operations division

BY AMY LONG

PHOTOS BY CHRISTINE PETKOV

In a cheerful room in the Wabash Center program building, David Doyle shows off a bank of personal computers, a flat-screen TV hooked up to multiple gaming systems, and a closet packed with board games. He is giving a tour of Wabash Center’s Adult Day Services wing — a cluster of comfortable, colorful activity rooms where Doyle spends most weekdays.

A nonprofit agency that serves people with disabilities and special needs, Wabash Center offers an array of programs, including after-school activities, employment services and supported living. The Adult Day Services facility takes up just a small part of Wabash Center’s spacious program building on Greenbush Street, on Lafayette’s north side, and provides adults with special needs a safe place to socialize, participate in creative activities and practice life skills. In March, Wabash Center observed a grand re-opening of the space after a four-year, $300,000 renovation. The event kicked off a year of celebration, as Wabash Center marks 70 years since its inception in 1953.

Agency an integral part of life for those with special needs

Doyle, 71, uses a wheelchair and speaks just a few words at a time. He communicates mostly with his gentle smile and expressive eyes, which twinkle beneath a pair of bushy eyebrows. With help from a Wabash Center staff member, Doyle leads a tour of the new space, where once uninspiring classrooms have been transformed into engaging activity rooms with state-of-the-art technology.

In the game room, dubbed “The Hub,” Doyle likes to watch “The Golden Girls” on a personal computer. In the library, he enjoys working on puzzles. In the Sensory Room, a space outfitted with rope swings, comfy crash pads and engrossing tactile displays, Doyle is captivated by a light board that simulates an infinity tunnel. And in the Duke Energy “Smart Home,” which includes a homey living space as well as a nicely equipped kitchen, Doyle wheels up to the low-slung center island — an ideal height for people using wheelchairs — and whips up a batch of dirt pudding.

Doyle has been enrolled in the Adult Day Services program at Wabash Center for 56 years, since he was 15 years old, and he has witnessed much of the organization’s growth firsthand. He started receiving services at Wabash Center in 1967. The Greenbush Street program building — Wabash Center’s first permanent facility — opened the following year. At that time, the center served about 100 individuals with intellectual disabilities across six nascent programs in diagnostic services, therapy, training, education, day custodial care and sheltered employment.

Today, Wabash Center offers the most comprehensive array of services in west-central Indiana for clients with disabilities and special needs — from school-aged interventions to supportive programs for adults — helping them lead fulfilling lives with as much independence as possible.

“There’s about 100 providers of this kind of service in Indiana — some of them provide a small sliver [of services], and some provide a wider array,” says Jason McManus, Wabash Center CEO since 2016. “We’re one of the few that I feel serve nearly the entire continuum of care, from kids newly diagnosed with autism at age 2 or 3 all the way to individuals approaching the end of their life.”

The early years

Perhaps the organization’s most dramatic transformation happened in its earliest years — in the decade and a half before Doyle arrived.

In the early 1950s, years before special education was widely offered in public schools, families had almost no access to support for children with intellectual and developmental disabilities.

“Most of the parents [of children with intellectual disabilities] reported their family physicians advised them to institutionalize their children and generally offered little hope their children would be able to achieve even minimal daily living skills and social adjustment,” noted James R. Tilton, who served as Wabash Center’s executive director from 1965 to 1990, and who documented the organization’s origins in a slim booklet titled “A History of Wabash Center.”

Frustrated with the lack of resources and opportunities available to their children with special needs, two local families posted an ad in the Journal & Courier in search of others facing similar challenges.

Several families answered the call, and together they formed a support group that quickly morphed into an

ad-hoc school for children with special needs: The Wabash School opened in a rent-free room at the YWCA in 1953, with an initial enrollment of 11 students. For 15 years, the fledgling organization bounced around between eight different makeshift spaces across Greater Lafayette, including the basement of an unfinished United Pentecostal Church and the abandoned Tippecanoe Elementary School on South Third Street — a decaying 1874 building that had been slated for demolition until Wabash Center moved in.

Each year, and with each move, the organization enrolled more and more students, and slowly added teachers. As the school expanded, the stakeholders spent those early years drumming up community support, making friends in local government and building relationships with local businesses. In 1956, Wabash School became a member agency of the United Fund (now United Way). The organization also cultivated a longstanding partnership with Purdue University, which provided a volunteer base and access to services such as speech therapy.

By the early 1960s, the school, which had begun to serve older teens and young adults in an employment workshop, became known as “Wabash Center.” Within a few years, it had become clear that the organization needed a permanent space. With support from community leaders at the local and state levels, Wabash Center secured government grants and raised enough additional money to pay for the $450,000, 18,000-square-foot program building on a five-acre campus at Greenbush and 20th streets. The new facility was officially dedicated in October 1968.

It was the beginning of the Wabash Center we know today. Through subsequent decades, Wabash Center continued to expand, completing a new administration building in 2002, and continually adding or adapting services to keep up with new laws and ever-evolving best practices.

Wabash Center today

Today, 70 years after its incorporation, Wabash Center offers a wide range of programs and serves about 800 individuals with disabilities and their families in vibrant spaces and with generous community support.

Now more than ever, services are needed for people with developmental disabilities. According to the Centers for Disease Control and Prevention, around 1 in 36 children in the U.S. will be diagnosed with autism spectrum disorder this year, up from 1 in 68

in 2010. And in a study conducted from 2009 to 2017, the CDC reports, about 1 in 6 children (17 percent) age 3 to 17 were diagnosed with a developmental disability, including ADHD, autism spectrum disorder and intellectual disabilities, as reported by parents. The percentage increased from 16.2 percent in 2009-2011, to 17.8 percent in 2015-2017.

Although people with disabilities and their families have more options and agency today than they did 70 years ago, they still face challenges, including long waiting lists for care, complicated Medicaid waiver applications and piecemeal therapy plans. Through it all, Wabash Center is a beacon of hope for families seeking support.

“A couple of things make Wabash Center unique,” says McManus. “One is that we’ve been around for 70 years. I feel like we have some longevity in this space and some experience in this space. Not that we’re experts. We really believe that we’re co-experts in the care of the folks we’re supporting, and we do that in partnership with the families and guardians.

“Another thing that I think sets us apart is that near full continuum of care,” McManus adds. “And that means that someone can enter in our services at any point along that full continuum, but also that we could potentially serve somebody for their entire life … and I think that has some uniqueness.”

Besides the Adult Day Services program, which offers adults with special needs, including David Doyle, a place to develop life skills and make social connections, the Wabash Center flagship program building houses the Enterprise Services division, which helps people with disabilities and special needs transition to community-based employment. Wabash Center contracts with local businesses, including CAT Logistics, Maximus Logistics and Wabash (formerly Wabash National) to offer jobs in kit-assembly or piece work in Wabash Center’s sprawling workshop. In addition, individuals with special needs can perform janitorial services off-site for companies such as Caterpillar, Inc.

Through the organization’s Supported Living program, individuals with special needs have access to safe, affordable housing. Wabash Center owns 32 homes throughout Tippecanoe County, where clients live either on their own or with roommates and receive support from Wabash Center staff.

Wabash Center also offers a Family Supports program that matches trained caregivers with families who need help providing care for their loved ones. The

center’s Guardianship Services program trains volunteer advocates and pairs them one-on-one with adults with special needs and area seniors.

In 2019, Wabash Center opened Grant’s House, a nearly 50,000-square-foot, state-of-the-art facility, in a former medical office building on Salem Street, less than a mile from the center’s Greenbush Street campus. The bright, open space — designed specifically for kids and young adults with disabilities — houses Wabash Center’s Youth Services programs, including an after-school program, a summer day-camp and a day program for emerging adults.

Grant’s House was made possible with a $2.4 million grant from North Central Health Services, as well as hundreds of thousands of dollars in grassroots community support, and honors the life and legacy of Grant House, who worked in the Wabash Center Enterprise Services workshop and passed away in 2015.

Looking ahead

In the coming months, Wabash Center will add additional programs to its array and will continue to close gaps in the care continuum. Later this year, the organization will open an Applied Behavior Analysis (ABA) clinic in an open wing of the Grant’s House building. ABA therapy helps children as young as 3 who are on the autism spectrum develop social and emotional skills through one-on-one intervention.

Melissa Strong, who chairs the Wabash Center board of directors, hopes that the launch of the ABA clinic is only the first step in opening up more options to families with children on the autism spectrum. Strong’s 10-year-old son, Cooper, has autism, and she knows firsthand how difficult it is to manage therapy appointments and case manager meetings, as well as a fulltime job and a family with other young children.

Strong envisions bringing additional therapy services specifically for children on the autism spectrum under the Wabash Center umbrella, to streamline access. “How can we make this better for families and break down these barriers and bring these services together?” she says. “[The ABA clinic] is a huge first step to bringing this service model, that doesn’t exist today, to this community. And I’m super excited about it.”

Also in the works: A furniture thrift store offering a collection of gently used furniture for sale exclusively to clients of Wabash Center. The venture, called Jessie’s Attic, in honor of Jessica Steuterman, a Wabash Center client, has been set up in a repurposed storage

room of Wabash Center’s program building and is due to open in the fall.

The project was the brainchild of Jessica’s mother, Erika Steuterman, who had been active on the Wabash Center board of directors for many years, and whose older daughter, Erin, also receives services at Wabash Center.

“We thought, ‘Well maybe we can do something so that people with disabilities who are starting out in their first apartment or first home … have a way to get what they need at a very low cost,’” says Steuterman. The retired U.S. Air Force major general announced in May her plans to bequeath to Wabash Center a $2.5 million legacy gift that will go toward Supported Living and Guardian Services, as well as Jessie’s Attic. The gift is the largest of its kind in the organization’s history.

Of course, by definition, Steuterman won’t be able to witness the impact of her legacy gift. But by opening the thrift shop this year, she can make an immediate difference in the lives of Wabash Center clients. “It will be fun to see it, and to see the good that it does,” Steuterman says.

“This is a lot of work, and it will continue to be a lot

of work,” Steuterman adds. “And if it grows, it will take on a life of its own. But Wabash Center is the size of organization that recognizes the importance of this service.”

McManus says that his approach to providing services to people with disabilities is necessarily innovative. “We should be open to new ideas, because even though we’ve been doing this for 70 years, we don’t know everything,” McManus says. “I really feel like it’s part of our job — and my job personally — to be receptive to that and see where it takes us, knowing that we have the size and the resources to take some calculated risks like that.

“And I think that it’s fun to partner with people who have an idea that they’re passionate about, and can demonstrate that it will have some efficacy and impact. I think that’s part of our responsibility.” ★

Don’t let hearing loss break your connections. Call today to schedule an appointment!

765.588.5554

Celebrate Wabash Center’s 70 years of service to the community and support the organization’s mission to optimize the quality of life for people with disabilities and special needs at Wines on the Wabash, Friday, September 23, 2023 .

The elevated event includes a tasting experience for each guest that features food, wine, and dessert by Richelle in a Handbasket and Lafayette Country Club. Reserve your experience by visiting wabashcenter.com

SUPERIOR CARE MEANS SUPERIOR HEARING

Hearing loss is more prevalent than you might think and can affect communication. Our providers are specially trained to understand, support, and treat hearing loss with cutting-edge technology to keep you and your loved ones hearing clearly.

Susan Taulia, Au.D., Licensed Audiologist • Joelle Beisel, H.I.S., Hearing Instrument Specialist Andrea Gray, M.S., Licensed Audiologist • Nicole Mielnicki, Au.D., Licensed Audiologist

BY AMY LONG

PHOTOS BY CHRISTINE PETKOV

Growing community, one plot at a time

Citywide garden program nourishes the body — and neighborhood spirit

Tucked at the end of a dead-end street, the Footbridge Garden feels cut off from the rest of the world. Stand in the middle of the lush plot with your eyes closed as the leaves of the fruit trees rustle in the breeze, and it’s easy to imagine that you’re the only soul for miles around.

That is, until the roar of a nearby Norfolk Southern freight train interrupts the reverie. Open your eyes to glimpse rows of trash and recycling bins perched along the alley and the magnificent dome of the Tippecanoe County Courthouse looming over downtown Lafayette, only a half-mile to the north, and you realize that the garden was not designed to be a remote retreat. It’s supposed to be accessible. Within reach. Open to all. In the center of town.

Welcome to Footbridge Garden, a verdant fruit and vegetable patch that’s part of a network of 10 sharing gardens in and around downtown Lafayette called GrowLocal. The grassroots group formed in 2015 with the goal of building, nourishing and nurturing community through urban gardening. Each sharing garden in the GrowLocal network is open to the public. There’s no membership required, no entrance fee and no plots for rent. The garden’s bounty is available to whomever wants

GrowLocal members: (left to right) Harry Smith, Ian Thompson, Ken McCammon, Jerry Hunley and Margy Deverall

to stop by to harvest it. All that’s asked of those who partake is that they contribute a little sweat equity. A sign at the entrance says, simply, “Take what you need, pull a weed.”

“I think there are people who pick from the garden, and they do it specifically when we’re not here, because they’re not sure they should, or can,” says Margy Deverall, one of GrowLocal’s founders. “When we do stop people and talk to them, we say, ‘Do you live around here? Well, this is your garden, too! There are strawberries over there that need to be picked. Go ahead!’ And they’re surprised.”

Deverall and Ken McCammon, longtime friends and experienced community organizers, hatched the idea of GrowLocal about nine years ago as they brainstormed a way to share resources — including knowledge, experience and people power — across a couple of community gardens.

At the time, Deverall worked in economic development for the City of Lafayette. Part of her job included neighborhood outreach, so she started a small garden on an unused wedge of city property on Erie Street. McCammon, who worked for a seed company and had access to inexpensive vege-

table transplants, had started a garden at a downtown church as part of his involvement in a local neighborhood association.

“We were talking, and it’s like, ‘You’ve got a garden. I’ve got a garden. There are probably other people that have gardens. Why don’t we put a call out and see if anybody’s interested in working together?’ ” McCammon recalls. Others responded to their call, and a small network started to grow. But the idea of a network of sharing gardens didn’t come up until Harry Smith joined the group. An experienced horticulturalist, Smith had started a sharing garden at his church, and he explained the concept to the group.

“I had never heard that expression before,” says Deverall. “When he said, ‘It’s just one big garden and anybody can come and help,’ well, we liked that idea!” Because she worked in economic development, Deverall recognized that most of the gardens in their growing network were in a food desert — an area defined by the U.S. Department of Agriculture as having a high rate of poverty, inadequate access to transportation, and a limited number of grocery stores offering fresh produce and healthy food.

“Based on census data, those are in low-income neighborhoods where we knew there was food insecurity,” Deverall says. “It seemed like this is where we just want to grow food, and anybody walking by who needs it can pick it.” The organization’s mission statement and core values — which include building community, enhancing quality of life, inspiring healthful attitudes and actions, and providing access to healthy food and resources — practically wrote themselves.

The organizational structure of the all-volunteer network is straightforward. A small team that includes Deverall, McCammon and Smith handles most of the administrative tasks, including fundraising (they simply launch an online crowdfunding campaign each fall), grant writing and purchasing supplies. McCammon is friendly with a grower and distributer who donates thousands of vegetable transplants each year, and the GrowLocal leaders distribute them across the network in the spring.

By design, GrowLocal does not have its own 501(c)3 designation. As president of Friends of Downtown, a well-established nonprofit organization that promotes the vitality of downtown Lafayette, McCammon tucked the urban garden network under his organization’s community-building umbrella and maintains a column for GrowLocal on its balance sheets.

“All we want to do is garden,” Deverall says. “We don’t want to mess around with paperwork.”

So, GrowLocal doesn’t own the plots of earth. Rather, the member organizations — places such as churches and community centers — own the land, and when they signed on with the network, they agreed to provide water, a garden manager and a pool of volunteers. When there’s work to be done, garden managers rally their troops — usually by posting on Facebook — and available workers show up to plant, water, weed, spread mulch and mark rows.

Footbridge Garden, at 244 Smith St. in Lafayette, is part of a larger tract of land that was left over after a railroad relocation project and eventually bequeathed to Habitat for Humanity of Lafayette, which partners with low-income families to build affordable homes. This particular lot — hemmed

in by a pedestrian bridge that spans the nearby tracks and a narrow alley on the other side — cannot be developed because it lacks street frontage and access to utility lines. So, shortly after the garden network officially organized, Habitat leaders approached the folks at GrowLocal to offer their space — almost a third of an acre — as a garden.

“It’s truly an unused city lot that can’t be put to much other purpose,” says Smith, who volunteers as the garden manager there. “The property is still [owned by] Habitat. And they basically turned it over to us to garden.”

Mulched paths criss-cross the broad plot and separate the annual garden at one end — where crops like tomatoes, eggplants, carrots, okra, sweet peppers and summer squash grow in long rows — from the perennial garden — a jumble of berry bushes, and fruit and nut trees.

Janet Clift, who lives a half-mile from Footbridge Garden, says she spends about an hour a week there in the summer, weeding and harvesting. She says she’s active in the garden, not just because sharing food is a noble cause, but because building a community is important to her.

“People in the community come and experience gardening, even if they don’t do it at home,” Clift

says. “Even if someone’s not comfortable with it, they can’t keep up with it, or they’re not going to maintain it all summer, they can come and participate. And then they get to eat fresh produce that was made right in their home town, right down the street from them. And it’s just so cool.”

After school starts in August, gaggles of second-graders from Miller Elementary School a few blocks away make their way to the garden for a literal field trip — part of a broader GrowLocal outreach plan.

“It’s 45 minutes of chaos,” Smith says. “We kind of learned after the first year that you don’t really plan any curriculum. The kids drive the curriculum. They start asking questions the minute they walk in.”

“They go to that school. That means they probably live nearby,” Deverall says. She encourages the kids to come back with their parents, or grandparents, and to show them that they can pick from the garden, too.

A challenge, of course, is that the garden is open to everyone at all hours, while a volunteer garden manager is only on-site a few hours per week. “You always expect that if you put something out

that’s free and you don’t watch it, somebody’s going to come and take everything,” says Clift, the neighborhood volunteer. “I don’t know if it’s because there’s so much, but it feels like people don’t abuse it.” GrowLocal organizers say there have only been a few issues — though not with vandalism or abuse of the space. The biggest problems have been with well-intentioned gardeners harvesting a little too vigorously. A crop of asparagus, for example, was mowed down before the crowns could establish underground.

“That’s the challenge,” Deverall says. “The gardens are here all the time, and you’re not here to educate people. So how do you educate people?” GrowLocal organizers solved the problem by making signs that identify the produce, explain when to pick it, and offer QR codes with links to recipes.

Because GrowLocal organizers will never be able to fully preside over the gardens, they will never be able to know exactly how many people are benefiting from them, or how much food they are harvesting. Most philanthropic groups can carefully track the populations they serve and the metrics that propel their mission statements, but the folks at GrowLocal are only just starting to participate in studies that estimate crop yield and gauge the group’s socio-economic impact.

“We’re not there, yet. But we’re growing in that direction,” says Smith. Until then, he adds, “We can’t really say that so many thousands of pounds of produce went here or there. But if it’s disappearing, we’re happy.” ★

GrowLocal Sharing Gardens

Addresses included below:

1. Bethany Sharing Garden

3305 Longlois Drive, Lafayette IN

9. Trinity United Methodist Church Garden

314 N 6th Street, Lafayette, IN

Brown Street United Methodist Garden

905 Brown Street, Lafayette, IN

Erie Street Sharing Garden

612 Erie Street, Lafayette, IN

First Baptist Church Garden

411 N 7th Street, Lafayette, IN

Footbridge Sharing Garden

244-264 Smith Street, Lafayette, IN

Lincoln Sharing Garden

1126 N 6th Street, Lafayette, IN

N12 Sharing Garden 1733 N 12th Street, Lafayette, IN

Salvation Army Sharing Garden 1110 Union Street, Lafayette, IN

Congress St. United Methodist Garden

To become a member or volunteer of the GrowLocal Urban Gardens, email: growlocallafayette@gmail.com

Visit our website or on Facebook www.growlocallafayette.org

GrowLocal Lafayette

2010 Congress Street, Lafayette, IN 10. For

2.

BY KEN THOMPSON PHOTOS PROVIDED BY PURDUE ATHLETICS

A new era

Rising star Ryan Walters takes the reins as Boilermaker footballʼs head coach

yan Walters is learning a lot about Greater Lafayette when he’s not performing his duties as Purdue University’s 37th head football coach.

It’s been a whirlwind lifestyle since Dec. 14, 2022, when Walters was introduced to the community during a press conference at the Kozuch Football Performance Complex.

“When I was offered the job, I jumped at it without really knowing about the community,” Walters says. “When I got here and got to see the facilities, got to see campus and got to go out in the community … every day I’ve been blown away by the support, by the family atmosphere.

“My family can’t wait to get here. We’ve bought a lot here in (West Lafayette) and we’re building a place.”

For now, Walters and his family – wife Tara and sons Aaron and Cason – will live in a rental home. But while the family was still living in Champaign, Illinois, Walters had plenty of opportunities to explore Greater Lafayette.

“I’ve gone out and tried different restaurants,” he says. “I’ve been to some sporting events here in town. I got a chance to catch a Pacers game in Indy. I went to the mall. I’ve been able to get around (Greater Lafayette), which is why I’m getting more and more excited every day.”

Walters replaces Jeff Brohm, who departed for his alma mater Louisville after guiding Purdue to its first Big Ten Conference West Division championship in 2022. To many Boilermaker fans, Brohm’s departure was a matter of time after earlier flirtations with his hometown school and the University of Tennessee during his six-year stint.

With his rapid rise on the college football coaching ladder, starting with a student assistant role at his alma mater Colorado in 2009, Walters says he hopes Purdue is

his final coaching stop in a journey that has taken him to Arizona, Oklahoma, North Texas, Memphis, Missouri and Illinois.

“It is nice to be at my age and where I’m at in this profession and feel like I landed a destination job,” Walters says. “I’m over the moon appreciative over the opportunity to lead this program. I want my kids, who are 9 and soon to be 7, when they grow up I want them to say they’re from West Lafayette.

“I plan on being here a long time, as long as they’ll have me. There will be adversity at times. That is guaranteed in life, right? But I’ll promise you we’ll do everything we can to attack that and overcome that adversity with great attitude and with maximum effort to win championships here.

“There’s no excuse why this place can’t have sustained success and compete and win championships at the highest level.”

Having turned 37 on Jan. 21, Walters is the fourth-youngest coach in major college football behind Kenny Dillingham of Arizona State (32), Kane Wommack of South Alabama (35) and Dan Lanning of Oregon (36).

In addition to being the youngest Purdue head coach since 28-yearold Cecil Isbell in 1944, Walters

comes to West Lafayette with a defensive coaching background on his resume. Not since Leon Burtnett was promoted from defensive coordinator in 1981 has Purdue hired a head coach who didn’t have a history of coaching offense.

This past season, Walters was named the 247Sports Defensive Coordinator of the Year and On3 Coordinator of the Year. His Illinois unit was first nationally in scoring defense (12.3) and second in yards allowed per game (263.8).

Purdue hasn’t led the Big Ten in scoring defense since 1959.

Walters wasn’t always defensive minded in his football career. Before switching to safety during his playing days at Colorado from 2004-08, Walters was a quarterback.

Like his Purdue basketball counterpart Matt Painter, Walters seemed destined to become a head coach.

“That’s a good comparison if it holds true,” Walters said when told Naismith Hall of Fame basketball coach Gene Keady knew Painter was a future head coach during his playing days in the early 1990s.

“The coaches I had in college would always say, ‘You should think about getting into coaching when your playing days are done.’

For whatever reason, as a player the Xs and Os made sense to me. I don’t know if it was because I had the quarterback background prior to playing defense. Once I started learning the defensive side of the ball it just kind of made sense.”

Walters is used to being among the youngest coaches on his previous staffs, but he’s older than five of his 10 assistant coaches, whose ages range from 26 to 56.

“I have had a quick rise in this profession because one, I enjoy it,” he says. “I enjoy the relationships. I enjoy the creativity and I enjoy the challenge and the pressure and the nature of this job. I feel like I’m doing what I’m supposed to be doing.”

A side benefit to having a younger coaching staff is being able to relate to today’s athletes.

“My job as a coach is to put them in the best position to go play fast, go play free and go have fun while still instilling discipline and accountability throughout the program,” Walters says.

“I think the way that is communicated is easier because of my age. We probably listen to the same music. I can get on a video game and play a video game with them. The way we speak and the lingo is still similar. Hopefully, when I’m 50 years old and still in this profession

I can maintain that.”

Walters doesn’t fit the coaching stereotype in another way. You won’t hear stories of Walters sleeping in his office or putting in 16-hour days. Family comes first.

“This job requires a lot of your time,” he says. “I think time is the most valuable commodity on this planet. So I’ve got time to get away. I like to spend that time with my family on vacation. We usually go to Hawaii every year for an extended period of time.”

The Walters family loves Hawaii so much their two dogs are named Maui and Kona.

Walters also insists his assistant coaches balance football with family.

“I’ve been a part of staffs where you sort of burn the candle on both ends,” he says. “You get diminishing returns if you do that, I think. I think sometimes people get stuck in ‘This is how we’ve always done it so this is how we have to do it’ instead of changing with the technology and the times.

“To me it’s important to give myself and my staff time to be fathers and be husbands, be available to your family. I think balance keeps you hungry, keeps you energized and can give you a better perspective on what is required and what is conducive to having a healthy

environment in your program.”

It’s been more than 90 years since the last time a winning football coach at Purdue was followed by another successful coach. In 1929, James Phelan left for the University of Washington after leading Purdue to an undefeated season and a Big Ten Conference championship. His successor, Noble Kizer, won two more Big Ten championships and went 42-13-3 from 1930 to 1936 before illness forced him to give up coaching.

Since Jack Mollenkopf retired following the 1969 season with an 8439-9 record, only three Purdue head coaches have had winning resumes. Jim Young went 38-19-1 from 1977 to 1981, Joe Tiller was 87-62 from 1997 to 2008, and Brohm recorded a 36-34 mark from 2017 to 2022.

So, how will Walters buck that historical trend?

“I know this place is not a rebuild job,” he says. “They’ve had success. So my job is to find areas where we can improve and do whatever I can to improve those areas. The areas that have been successful, make sure those stay successful and try to elevate that standard.

“I’ve always operated with a chip on my shoulder because of my age and my football background. My dad is not a coach. I didn’t have a

“I feel like I’m doing what I’m supposed to be doing.”

long career in the NFL. I didn’t play at a ‘logo school’ per se. So, I’ve prided myself on my work ethic, my ability to enhance my talent in this profession. I think that my competitive spirit will continue to influence this building and the people that are coaching and playing, the support staff and all those areas to continue the success that Purdue has seen in recent years.”

Walters will get a chance to make a good first impression on Purdue fans. Four of his first five games as head coach will be played in RossAde Stadium. Fresno State, coming off a 10-4 season in 2022, comes to West Lafayette for the Sept. 2 season opener.

Following a trip to Virginia Tech on Sept. 9, the Boilermakers host

Syracuse on Sept. 16, a nationally televised game with Wisconsin on Sept. 22 and a reunion with his former boss, Bret Bielema, and Illinois on Sept. 30.

What should fans expect to see that first month of the season?

“You’re going to see a team that is going to be playing fanatically, playing fast; a team that loves to play the game and plays it the right way,” Walters says. “We’re going to be competitive. We’re going to be tough. We’re going to be disciplined.

“Offensively, we’re going to score points. We’re going to throw the ball around. Graham Harrell and his track record with developing quarterbacks and skill players speaks for itself. I’m going to piggyback what the new Colts coach says. We’re go-

ing to throw the ball to score points and we’re going to run the ball to win games.

“Defensively, we’re going to confuse and harass the quarterback. We’re going to generate turnovers and limit explosive plays. We’re going to play smart football. More games are lost than they are won and so we are going to pay attention to the things that can potentially get you beat, like penalties, mental errors and turnovers.” ★

“I’m over the moon appreciative over the opportunity to lead this program. I want my kids, who are 9 and soon to be 7, when they grow up I want them to say they’re from West Lafayette.

Avalon Bluff Phase III

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Homes start at the $230’s Spec Homes now available.

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Barrington Lakes Phase II

Barrington Lakes is conveniently located on the east side of Lafayette across from Wyandotte Elementary School. Enjoy beautiful country living conveniently close to I65.

Homes start at the $250’s with ranch and two-story plans now available.

Ashley Richard

Content creator, All The Things Lafayette

The whole crew will enjoy Lafayette’s historic Columbian Park! Play on the playgrounds, explore the zoo, enjoy a train ride and take a ride on the pedal boats … you could spend the whole day there! If you need to cool off, head to Tropicanoe Cove. I have a feeling your boys will love the water slides. For dinner, you can’t go wrong with Arni’s or The Original Igloo. Cap off the day taking in an Aviators game at beautiful Loeb Stadium.

If Coach has a few free hours, grab scooters or bikes and explore campus. Summer is a great time to race through the Engineering and Loeb fountains at Purdue. On your way home, stop at Bruno’s, home of Big O’s Sports Room. Big O will give you the grand tour and show your crew all of the local celebrities that have dined there.

Even coaches need a date night! I would suggest 8eleven or McGraw’s for a special night out. Both restaurants have it all… great appetizers, drinks, steaks and seafood.

Matthew Brown

Principal, Lafayette School Corporation

Start the day with a trip to the original Mary Lou Donuts, then let the kids burn off the sugar at Imagination Station. Head to Ripple and Co. for a quick lunch before bowling at the Union Rack & Roll.

Gather with family and friends at O’Bryan’s Nine Irish Brothers in West Lafayette to wrap up a great day.

Sam King Sports reporter, Journal & Courier

Catch a baseball game at Loeb Stadium. Coach Walters is a busy guy, but he’s also a family man spending his first summer here. Between that busy schedule, there’s not many better ways to relax in a kid-friendly environment than sitting under the Loeb Stadium lights and taking in a game.

Tour the local golf courses. I’ve not yet asked if Walters is a golf guy, but I feel like it comes with the territory with appearances and networking opportunities necessary for someone of his stature. Between Purdue’s Birck Boilermaker Golf Complex, Coyote Crossing, Battle Ground Golf Club, the Ravines and country clubs in both Lafayette and West Lafayette, there are seven courses within minutes of Walters’ office.

Have a tenderloin. Walters is from Colorado, but he’s been in the Midwest so long, surely he’s fully immersed in this part of the country. However, Missouri and Illinois don’t match up with the Hoosier state when it comes to tenderloins. The bun is merely there to grasp the massive oncoming food coma inducer. There are plenty of local options, and Walters seems far more internet savvy than his predecessor, so he can fire up Google and choose his establishment of preference.

Hey, Coach! Here's some advice from local folks...

Michelle Brantley

Vice President, Marketing & Communications

Greater Lafayette Commerce, and a PU coach's wife

Try truffle fries from East End Grill.

Attend the Purdue Basketball Alumni Game and Intersquad Scrimmage, August 5, at 11 a.m. in Mackey Arena (the event is held every two years).

Get a pot pie (and other sweet treats) from Sweet Revolution in downtown Lafayette.

Ebony Barrett

Diversity Equity & Inclusion consultant, West Central Region of Indiana University Health

I think the Juneteenth event would be on the top of my list but maybe because it’s top of mind for me right now (juneteenthgl.com).

My favorite night spot is the Knickerbocker Saloon. I love the variety of activities hosted: The Piano Man Ryan Rollins, a variety of live bands who call the 'Bocker home, open mic nights, karaoke, or just playing pool or hanging out at the shuffleboard table with some close friends and delicious cocktails.

I give a shout out to Bistro 501. There is always something new on the menu, and the food never disappoints. Over the years I have developed a few food allergies, but Chef Cheyenne has even found a way for me to enjoy dessert despite my need for lactose-free and gluten-free delights. ★

2023 Purdue Football Schedule

September 2 - Fresno State

September 9 - at Virginia Tech

September 16 - Syracuse

September 23 - Wisconsin

September 30 - Illinois

October 7 - at Iowa

October 14 - Ohio State

October 21 - BYE

October 28 - at Nebraska

November 4 - at Michigan

November 11 - Minnesota

November 18 - at Northwestern

Ask The Experts:

Do you have questions regarding business challenges you are facing?

The Greater Lafayette Commerce Ask the Experts program is perfect for you. Greater Lafayette Commerce is teaming with experienced professionals who have the skills you’re looking for to help you overcome challenges and provide you with perspective and direction.

Ask the Experts provides small business owners with the information they need while also facilitating the development of lasting professional relationships.

Jim A. Gothard

Jim started Paradigm Consulting in 2006 to disrupt an industry norm: complex, commodity-type benefits planning. He knew that business leaders often struggled to provide employee benefits that balance their investment and the impact they have on their people. And, other firms simply didn’t provide enough options, transparency or resources for tailored benefits planning. Since then, Jim and his team have helped hundreds of professionals build stability and loyalty in their companies all over the nation while maintaining open communication and personal service. He does this because employee benefits are complex, and business leaders shouldn’t have to navigate them on their own.

QUESTION: When it comes to employer health insurance, what are the advantages to self-funding vs. fully insured programs?

Given the continuing challenge to offer affordable and quality solutions to employees, exploring alternatives to remain competitive with a very tight labor market is a high priority for employers. Self-funding your company’s health plan is an alternative that may be a good fit, but it should be evaluated with measured care.

In fact, we regularly receive inquiries from company leaders who are interested in learning more because of the recent marketing push around the idea of using a self-funding approach to reduce healthcare costs. Statistically, 67 percent of employees who receive employer-sponsored health coverage do so through a self-funded health plan. However, this number can be a little misleading when applied to our region.

Whether or not self-funding is a favorable strategy involves several factors; risk, cost, flexibility, access to information, and cash flows are just a few.

Self-funding, in all of its forms—completely self-funded, partially self-funded, and level-funded—is an alternative financial model to paying for the costs associated with meeting the healthcare needs of your organization. As a cash management tool, self-funding incorporates the fundamental components of an insurance carrier’s health plan and allows you the control to structure health insurance programs that meet your own company’s unique needs.

The major difference between traditional insurance carrier plans and self-funded plans is that you, as the employer, assume the risk of paying for claims, and are not just responsible for the premiums charged month to month by the insurance carrier. However, these types of plans do typically incorporate third parties to assist in claims payments, accurate processing of claims, and protection against excessively high claims.

There are advantages to self-funding other than cost considerations, such as flexibility, access to information, managing cash flows and tailoring plan designs for your employees; these elements of control can be appealing. However, there are also characteristics of self-funded programs that may create challenges for your organization, such as dealing with high-risk claims, dramatic cash flow swings, poor overall loss ratios that could make it difficult to transition out of self-funding, as well as new administrative requirements and responsibilities.

Is it right for you?

The market for self-funding health plans has evolved, and today, we generally see larger participant-based companies (100 participants or more) taking advantage of these programs. This means, as a company, you should be diligent in determining whether this approach fits your goals, appetite for risk and ability to manage a more complicated process than just paying a monthly premium.

Regardless from where you have heard or researched self-funding, it is important to evaluate the pros and cons thoroughly to be certain that you’re fully educated on this long-term approach and understand the viability of facilitating a self-funded program for your organization.

Do you have a business-related question for one of our experts? Visit: bit.ly/GLCAskTheExperts

BY KATHY MATTER

PHOTOS BY CHRISTINE PETKOV

their mark in art Making

A bevy of classes offer outlet for youth creativity

Not just a colorful form of self-expression, art makes for good business in Greater Lafayette. Two businesses – Flourish and Art With a Happy Heart – fuel a growing desire, and an actual need, for youth art instruction in our community.

For the longest time the Art Museum of Greater Lafayette was pretty much the only game in town when it came to youth (and adult) art instruction outside Tippecanoe County’s various school systems. When COVID hit, the museum had to put the kibosh on a lot of programs.

But under new director Chris McCauley the institution’s broadest range of youth art classes ever from Parent/Child Portrait nights to a series of four-day Art Camps emerged this summer, and a slate of classes will continue through the school year.

“We’re open to kids and teens telling us what they want,” says Emily Snell, the museum’s class coordinator. “I’d love to offer jewelry, printmaking, sculpture. I’m working on a henna instructor and we’ve even toyed with the idea of a design-a-tattoo class.”

Art With a Happy Heart (above and right)

Flourish Studio and classroom

Outside of the museum, the success of various art businesses and not-for-profit entities offering classes makes the local arts community happy as they dramatically increase the opportunities for youth to make their mark in art.

Former Montgomery County art teacher Amanda Kennedy, who started Flourish five years ago, has found that she can not only make kids flourish, but that she herself is flourishing as an educator not bound to a prescribed curriculum or state standards.

“I want to make art available to everyone. The idea of creating is powerful,” she says.

Originally opening in a small upper Main Street Lafayette location, her studio had just grown to the point where she could hire her first employee in 2020 when COVID hit. Kennedy kept going through virtual classes and selling her original line of sensory boxes for young kids. Recently she moved Flourish to a bigger storefront at 514 Main St. next to Artists' Own.

Her themed sensory boxes – ranging from beach to farmer’s market – contain an imaginative array of art materials designed for creative play. The Farmer’s Market box, for example has cinnamon roll playdough (that she makes herself) plus little flowers, veggies, bees and more.

“You give it to them and then step back,” Kennedy says. “Sensory play can be therapeutic for very young children, developing skills before they can even hold a pencil. It feeds the imagination, helps little ones identify colors, and develops fine motor skills.”

Open from 10 a.m. to 5:30 p.m. Tuesday through Saturday, the studio lets kids stop by and draw or play without a reservation. There are a variety of scripted classes, such as elementary art, where they explore a different medium each week, a photo class for teens and a special setup where kids can don a poncho and throw paint at a canvas like Jackson Pollock.

Like Kennedy, Sarah Czajkowski at Art With a Happy Heart has a degree in art and used to teach in schools before opening her own studio located at 2139 Ferry St., where the well-known Sampson and Delilah Hair Studio resided for 30 years.

Located across from Murdock Park, “this is a very magical place. I believed it when I first set foot on this property, and the folks that come…. I think they feel it, too,” she says. A boutique fills the main building and features a uniquely curated collection of art, clothing, handbags, jewelry and more.

“The other building is the art studio where the magic happens through paint parties and classes,” she says. Most of her classes are aimed at youth. “With them I keep it really light and really fun. I pop popcorn and have music. I don’t want it to feel like school at all, but a place where they have creative freedom to do what they want to do.”

“Classes lend themselves to creativity and connection, fostering a sense of self-confidence and pride,” she adds. Her summer 2023 art camp explores working with glass, ceramics, wood and clay. In the fall, when regular classes restart, those art forms will enter the curriculum along with painting and drawing.

It isn’t easy to ferret out all the art opportunities Greater Lafayette has to offer. It takes some creative thinking on your part along with web searches and phone calls. As you might guess, however, some of Lafayette’s galleries offer classes.

Angela “LaLa” Vinson teaches pottery and more through her small LaLa Gallery at 511 Ferry St. The Herron School of Art-trained artist offers a late afternoon Art Club on Fridays for students. Art history lessons, painting and drawing projects, and pottery wheel instruction fill those hours.

Sharon Owens’ Inspired Fire glass studio on U.S. 231 South always has offerings for kids, including a fused glass class (no fire involved) and an ornament making party for ages 6 and up. Teens age 14 and up can register for flameworking. It’s an introduction to glass making and torch work by creating and ornamenting glass beads.

The West Lafayette Public Library opened a Creativity Lab as part of its recent renovation. The space offers a plethora of art supplies plus basic tools such as paint brushes and scissors for making things happen. Ages 13 and up can go in, make something, and take it home. A Creative Café happens on the first and third Saturdays of each month from 2 p.m. to 4 p.m. At each meeting teens are offered a new art challenge along with snacks and drinks to fuel creativity. A special summer 2023 activity planned by Teen Librarian Ashley Fletcher will use the lab to make water cannons.

Fletcher says more and more people are becoming aware of their “Library of Things,” which allows library card holders to check out creative tools, such as a soldering iron, light box, desktop magnifier or even a round loom, among other items, for home use.

Margerum City Hall in West Lafayette offers year-round youth art classes as well as camps in the summer with veteran teacher Jeanette Rehmel, affectionately known as “Miss Jeanette.” Drawing, painting and mixed media camps continue into late summer this year as well as creative expression. Other topics explored in youth classes include textile creation/tie dye and sculpy/sculpture. In Lafayette check out the McAllister Recreation Center, 2351 N. 20th St., for sporadic art activities.

Outside regular school hours various public and parochial schools in the county offer a Kidz Art program. Czajkowski taught in it before going out on her own and says it fills “an absolute need for more art instruction.” The Arts Federation of Tippecanoe County also offers a free After School Arts Program for elementary and high school students during the academic year in the TAF studios at Sixth and North streets in Lafayette. Some of the programs are visual art, but don’t be surprised to find dance, ukulele and guitar.

Every summer the Lafayette School Corp. offers Summer Challenge Art to keep interested students plugged into their creativity during the summer break. To participate in this summer school program students must live in Lafayette but don’t have to be enrolled at Jefferson High School.

Last, but not least, who would think of finding art classes in an apple orchard? But you’ll find Kennedy from Flourish at Wea Creek Apple Orchard at 10:30 a.m. Mondays this summer, as long as the weather cooperates. In an activity born out of the pandemic, youngsters can pursue anything from painting to paper lanterns outside “in a beautiful open field at the top of the orchard,” Kennedy says.

“There’ll be at least eight to 10 creative play stations to inspire messy fun and beautiful process artworks for every artist.” ★

BY KAT BRAZ

PHOTOS PROVIDED

s any affirmed Midwesterner will tell you, there are only two seasons: winter and construction.

The orange barrels, lane closures and detour signage that herald warmer weather are viewed as a nuisance by many drivers. Mike Madrid, CEO of Highway Safety Services, empathizes. He’s encountered traffic delays, too.

“Just the other day I was driving along U.S. 41, heading to a meeting in Terre Haute and the road was closed,” Madrid says. “I didn’t know it was closed — and we were the ones who closed it.”

There was a time, nearly 40 years ago, when Madrid would have placed those barricades himself. After working for the Indiana Department of Transportation for a few years in the early 1980s, Madrid saw an opportunity for locally sourced traffic safety products and services. He founded his first traffic safety company, The Mike Madrid Company, in 1984.

In the early days, Madrid did pretty much everything himself. He acquired equipment and supplies according to the needs of the contracts he secured. He hauled barrels and signage to the worksite. He learned how to be an entrepreneur as he was building the company.

“I didn’t know anything about the business side of running a business,” Madrid says. “I went to the Chamber of Commerce, which had a retired

executives council, and they put me in touch with Ken Schuette. Ken helped me in a lot of ways, but the best thing he ever did for me was connect me with his friend, Mick McTague, who owned the largest asphalt paving company in the area. Mick became my mentor, introduced me to people in the industry and gave me all the work I asked for. My business just grew and grew.”

After experiencing explosive growth — including a spot on the INC 500 fastest-growing businesses in America and recognition as the Small Businessperson of the Year by the Indiana Small Business Association — Madrid sold the business to National Equipment Services in 1999.

“They made me an offer I couldn’t refuse,” Madrid says.

He continued to run the company for three years but then decided he wasn’t interested in working for a $750 million corporation anymore. He preferred being his own boss. He had a fiveyear noncompete agreement, so in the intervening years, he started a few medical companies and bought a home care business. Once 2005 rolled around, Madrid decided to return to what he knew and Highway Safety Services was born.

“I wanted to get back into the highway business,” Madrid says. “I understood the players, I had relationships in the industry and there was less chance of failure. The first time you build a business, you’re in uncharted territory. You don’t know what works. Now, we have a good idea of which risks to take and which mistakes to avoid.”

Highway Safety Services moved into its new 20,000-square-foot headquarters on South 500 East in 2021. Madrid continues to expand the facility to house an ever-growing array of state-ofthe-art equipment, such as a new computerized line-striping truck equipped to lay down epoxy road markings. The company employs 70 people, many of whom travel the state deploying construction signage, message boards, barricades and barrels or applying pavement markings and creating

Mike Madrid, CEO of Highway Safety Services

grooves. And because Madrid has done that work himself, he can empathize with his crew.

“When they’ve been out there for 14 hours in the hot summer sun, I can feel it,” he says. “I know how important it is to stay connected to our boots on the ground and give them the information and support they need to do their job efficiently and safely.”

Safety is a prime concern for Madrid. The company has invested in truck-mounted attenuators, the large yellow-and-black striped extensions on the backs of construction vehicles that visually warn motorists of approaching hazards and act as crash cushions to absorb impact and protect the vehicle and its crew.

“One of the biggest threats we face is inattentive drivers,” Madrid says. “Drivers are just not paying

attention. We work in environments where there’s a lot of risk and we’ve got people’s lives on the line. We want everyone who works here to come home each night.”

Madrid’s not only worried about his crew, but his clients’ crews as well. Highway Safety Services acts as a subcontractor for the major road construction outfits in the area, some of which he first started doing business with back in the 1980s.

“In this industry, relationships are everything,” Madrid says. Not only among his clients, but within his workforce, too. Many of his employees enjoy long tenures with the company. “We always say that if you work in traffic safety for two years, you’ll stay here for life. It gets in your blood.” ★

Five Tips for Budding Entrepreneurs

BUILD RELATIONSHIPS — “I got my job at the DOT because I knew a guy who was a civil engineer. He’s now head of research for the state and we serve on our church board together. It’s all about who you know.”

JOIN PROFESSIONAL ASSOCIATIONS — “When you’re sitting next to someone who is a potential customer and you’re talking about how you can work together to improve the industry, rather than selling him on your services, that goes a long way toward building relationships. I believe in joining as many associations as possible where we can make an impact.”

DO WHAT YOU KNOW — “I’m not exactly in love with barrels and barricades, but I know a lot about them. I know a lot about highways. When you do what you know, you can grow your business a lot faster.”

SURROUND YOURSELF WITH PEOPLE SMARTER THAN YOU — “So many people have egos. They’re not willing to hire anybody who knows more than they do. And it’s tough to work for a guy who thinks he knows it all.”

KEEP YOUR PERSONAL FINANCES IN ORDER — “Many banks and investors want to know they are extending credit to individuals with good credit scores and no history of lawsuits or other adverse records. It’s important to keep good personal financial records.”

- Mike Madrid

BY KAT BRAZ PHOTOS PROVIDED

Greater Lafayette Parks

Upgrades enhance recreation and green spaces for all ages

Summer is a great time to get outside and explore Greater Lafayette parks. With new playground installations, upgraded sporting facilities and greenspaces for humans and pups alike, there’s so much to appreciate about the area’s community parks.

“Investing in the future of our parks is so important when we think about quality of life in our community,” says Lafayette Mayor Tony Roswarski. “These park improvements enhance the overall experience for neighbors and visitors for years to come.”

Armstrong Park

S. Ninth Street & Beck Lane

Major improvements are coming to Armstrong Park, located on Lafayette’s south side, including a new playground.

“The new playground at Armstrong is going to be an amazing addition to the park,” says Roswarski. “Between the new playground and the many other park improvements, there is a lot to be excited about.”

The existing playground area will be doubled and feature rubber surfacing as well as multiple swings, slides and climbing features, including some pieces that stand 24-feet high. Existing tennis and basketball courts will be resurfaced, and new tennis nets and posts and new basketball goals will be installed.

Armstrong’s three baseball fields will receive a number of upgrades as well — new bleachers and concrete pads, grading and seeding of the fields, new roofs on all six dugouts and irrigation installed for field two.

Munger Park

3505 Greenbush St.

New playground equipment is being installed at Munger Park this summer to replace existing equipment that had run its course. Lafayette Parks has playground safety inspectors on staff who receive certification through the National Recreation and Park Association. They monitor wear on playground elements to ensure pieces remain safe to use and are replaced on schedule, approximately every 20 years.

“I grew up with the metal slides at Columbian Park that burn your skin on a hot summer day,” says Jon Miner, director of operations for Lafayette Parks.

“Modern playground equipment is constantly redesigned to improve safety and incorporate different types of play. We evaluate our playground offerings across all the parks to provide a variety of options for children and parents.”

Arlington Park

1635 Arlington Rd.

This one-acre neighborhood park on Lafayette’s north end is receiving a makeover. An aging tennis court was removed to make way for additional green space. The existing basketball courts are being resurfaced and new playground equipment is being installed.

Macaw Park

Union Street & Creasy Lane

This spring, the city began expanding the existing parking lot at Macaw Park from about 30 spaces to 146 spaces. The popularity of pickleball — the Lafayette Indiana Pickleball Association boasts more than 300 members drove part of the need for additional parking. Another phase planned for future years includes the addition of four more pickleball courts, according to Miner.

“One of the things we’re really excited about is the construction of a new dog park at Macaw,” Miner says. “It’ll have five different paddocks for different levels of play, including a small dog area. There will also be a doggy splash pad for water play.”

The membership-based dog park is scheduled to open in the fall. A new restroom building also will be added to support the expected increase in visitors.

Future plans call for an additional 12 pickleball courts the first 12 were installed in 2018 — and a paved trail around the park, connecting to the Munger Park Trail.

“It’s already the largest group of outdoor pickleball courts in the state,” Miner says. “With the addition of a dog park and even more pickleball courts, we expect Macaw will become a destination park for the community.”

Munger Park in Lafayette (top and middle)

Macaw Park in Lafayette

Pickleball courts at Macaw Park (Photo provided by the Lafayette Indiana Pickleball Association)

Rendering of new playground equipment coming to Arlington Park in Lafayette

Community leaders and Wabash Center celebrate the grand opening of the all-inclusive sports field at CAT Park in Lafayette.

CAT Park

3630 McCarty Lane

CAT Park celebrated the opening of its all-inclusive sports field in May. The Tippy Stars, an inclusive baseball/ softball program for individuals with special needs, played two games on the field, which is designed to host a variety of sports including baseball, softball, soccer and others. The field’s surface material is ADA compliant, providing individuals with all levels of physical abilities to participate.

A number of sponsors and community partners helped realize the project, including Caterpillar and Wabash Center. Wessler Engineering, Keystone Architecture and Kettelhut Construction generously donated staff time and expertise.

Also coming to CAT Park, an adaptive all-inclusive playground for youth and families. The specialized playground equipment is designed to foster active and engaging play for children of all abilities. Lafayette Parks is collaborating with Wabash Center as well as area families to ensure the playground design meets the needs and is inclusive of all.

Columbian Park

Park & Wallace avenues

Lafayette Citizens Band held its 2023 opening concert at the Columbian Park amphitheater on Memorial Island over Memorial Day Weekend. The band is scheduled to hold concerts weekly on Thursdays through August 3 with a final concert on Labor Day — Monday, September 4.

“The Citizens Band did a show here last summer and loved it,” Miner says. “It spurred conversations to have the band relocate to Columbian Park for the entire season. We’re thrilled to have the band performing regularly in the amphitheater on Memorial Island. It’s exactly the type of community event that venue was created to host.”

At the Columbian Park Zoo, design planning has begun on a new primate exhibit. Additionally, the North American otter and eagle exhibits will be renovated. A zoo commissary building will also be constructed to provide housing for some species and provide space for staff to prepare meals for the animals. Plus, the African penguins have returned to their exhibit.

Columbian Park in Lafayette

Cason Family Park

Cumberland Avenue, West Lafayette - Currently under construction

Construction began this year on the 30-acre Cason Family Park, which will feature nature-focused playgrounds, trails, water features, public facilities and the Morris Schoolhouse. The modest building was constructed in 1879 and operated for nearly 40 years. It’s now located just east of its original location. ★

Best corner office in town.

Renderings of the future site of Cason Family Park

BY BRAD OPPENHEIM PHOTOS PROVIDED

years and counting

New Chauncey marks a decade of preservation in historic West Lafayette neighborhood

West Lafayette’s New Chauncey neighborhood has quite the storied past, with its roots reaching back nearly 200 years. To spare its architectural history well into the future, the West Lafayette Historic Preservation Commission designated the neighborhood as a Local Historic District in 2013. Ten years later, maintaining the integrity of New Chauncey’s oldest structures is still top of mind among local leaders and neighbors.

“The first West Lafayette 'Main Street' ran through it (New Chauncey),” says resident and West Lafayette City Council member Peter Bunder.

As the 257-acre neighborhood grew alongside both West Lafayette and Purdue University, investors began purchasing many of its properties in the mid-1970s, according to the New Chauncey Neighborhood Association’s website.

Preserving and protecting New Chauncey’s collection of late 19th and early 20th century architecture became increasingly important to its residents, leading to the formation of the New Chauncey Neighborhood Association in 1977. To this day, its mission includes preserving and revitalizing architecture, along with improving the quality of life of neighborhood residents.

“New Chauncey has affordable houses with charm and visual interest you can’t find anywhere else in West Lafayette,” resident Linda Martin says.

As the community rallied to prevent New Chauncey’s physical past from slowly fading away, the neighborhood gained a spot on the National Register of Historic Places in 2002. The National Register

listing notes the significance of historic structures and districts but provides little protection when it comes to preservation, leaving the neighborhood’s historic structures in jeopardy.

The path to protecting New Chauncey’s history on the local level began with the West Lafayette Historic Preservation Commission. According to the West Lafayette Historic Preservation Commission Resource Guide, the commission was formed in June 2011, acting to preserve West Lafayette’s vast wealth of history. It is currently comprised of nine members appointed by the mayor and subject to approval by the city council. Aaron Thompson serves as the chair.

“The Historic Preservation Commission, through city ordinance, oversees a shared process essential for avoiding divisive conflicts over individual projects, especially in near-campus neighborhoods where the diversity of housing types, ownership and goals can differ from street to street or, often, within the same block,” Thompson says.

More than a decade after being placed on the National Register of Historic Places and just two years after the formation of the historic preservation commission, New Chauncey was designated as a local historic district, paving the way to protect its oldest structures. Currently, New Chauncey is West Lafayette’s only local historic district.

While the designation doesn’t prevent owners from making changes to their properties, they are required to consult with the commission and plan the best approach for home improvement projects, new construc-

tion, best practices for preservation, and choosing building materials that are approved by HPC policies and procedures. Once the proper review process is fulfilled, the commission decides whether to grant the property owners with a certificate of appropriateness, giving them the green light to move forward with projects.

Changes requiring commission approval include exterior changes to any structure, such as ensuring the original character is kept intact. General maintenance, such as making a repair to a door or window, does not require approval from the commission.

In addition to being a New Chauncey resident and city council member Bunder also sits on the Historic Preservation Commission as a representative of the city council. He was responsible for the legislation that established New Chauncey’s local historic district status a decade ago.

“Many of my neighbors have gotten help from the city in creating excellent period-appropriate renovations,” Bunder says. “Personally, I got help with replacement windows.”

Bunder notes that one of the most interesting examples of a historical New Chauncey structure protected under the designation was the old Morton School, which opened in 1930. The school has gone through renovations, but it still maintains its historical integrity. It has since been converted into West Lafayette’s Margerum City Hall. “We have protected several old buildings in the village,” Bunder says. “While not the oldest, Morton/Margerum is the biggest and best.”

He says along with preservation, there has also been stabilization. “The value of your home is protected,” Bunder says. “Your neighbor, as the mayor once says, cannot just put a copy of the space shuttle on their roof!”

In a report by the Historic Landmarks Foundation of Indiana, it was found that “historic districts seem to have the greatest positive impact on property values when the preservation commissions in control have effective communication of their rules and clear guidelines, firmly and consistently applied.”

Martin was an advocate for a local historic district from the get-go and sits on the Historic Preservation Committee. She says though the designation may cause some inconveniences, it’s worth it. “Historic, well-maintained neighborhoods add to property values,” Martin says. “Run down houses and super cheap renovations don’t make good neighbors.”

Resident Zachary Baiel says in the beginning he engaged with neighbors, meetings, discussions and information about establishing a local historic district. He advocated for providing a mechanism to evaluate the intentional neglect and demolition of properties for construction of new multi-family residents and apartment buildings.

Now, when the legislation is a topic of discussion among neighbors, he says, “The legislation comes up as an annoyance that residents must deal with when they want to make an update to their property. Unless there is a demolition that is prevented, it rarely comes up in a positive light.”

He says he also advocated for historic trees to be included as well, but that is not covered in the ordinance.

Resident Janice Brower says it’s important that the neighborhood maintains its historic district designation to prevent destruction of its beautiful, old structures. “I have always loved the look, construction and street appeal of older homes,” says Brower. “We’re lucky to live in a 100-year-old house within walking distance of Purdue.”

Thompson says it’s amazing to witness the re-emergence of the New Chauncey neighborhood as a community of choice for people coming from all walks of life.

“In college towns, far too few examples of near-campus neighborhoods maintaining this crucial balance of housing opportunity exist,” Thompson says. “Creating these unique market conditions doesn’t happen by accident, and there were many groups and individuals that took steps to raise up this neighborhood. Historic preservation is one

aspect, which provides basic assurances that all structures, whether owner or renter occupied, must follow the same rules for making changes that affect their neighbors.”

“I love the history and like to see things remain as they originally were, improved perhaps, but not torn down for something else,” says Peggy Hoover, a long-time New Chauncey resident. “We come from our history and wish it to remain to know where we come from.”

Looking ahead to the next 10 years, Thompson says the Historic Preservation Commission seeks to continue its outreach to residents and property owners about best practices for preserving historic structures and maintaining vibrant historic districts.

“This is a partnership between the city and residents – meaning that commission members and our consultants have knowledge and experience to share on managing projects within our historic districts,” Thompson says. “We’re

excited to work through the certificate of appropriateness process with residents who are working to maintain or improve properties within our designated historic districts.” ★

For more information about the West Lafayette Historic Preservation Commission and its responsibilities, visit: westlafayette.in.gov

BY CINDY GERLACH STOCK PHOTOGRAPHY

THE WORKING-PARENT PREDICAMENT

Historically low unemployment rates in Tippecanoe County should mean that most people who are searching for work have multiple opportunities to return to the workforce. There are, however, other factors that might keep someone from taking the job of their dreams: child care.

And with chronically understaffed businesses, employers feel the pinch every bit as much as parents.

Openings for children can be difficult to find, says Tammey Lindblom, co-CEO of Right Steps Child Development Centers. In Tippecanoe County, there are only 5,604 openings in regulated child care centers for children from birth to age 5. And that means there is a shortage of high-quality programs.

In Tippecanoe County, there are 117 regulated child care programs, says Grant Britzke, County Engagement Specialist for the Child Care Resource Network, a regional child care coalition builder and advocacy group. With more than 11,800 children under the age of 5, many parents are not able to find care for their children.

“Only 64 percent of those children can access a regulated program,” says Britzke. And only 3,798 of the available spots are considered high quality.

Needs are further complicated by non-traditional working hours; of the child care agencies in this county, only 11 offer overnight care and only four or five are staffed over the weekend. And to further complicate matters, staffing is difficult to find, particularly for those non-traditional hours.

The bottom line?

“For Tippecanoe County, we know we don’t have enough spaces,” Lindblom says.

However, “There’s overwhelming support for child care. Over 60 to 70 percent of the population is in support of policies that support child care access and affordability,” Britzke says. And there are conversations happening, he says.

In Tippecanoe County, there are people looking at early childhood initiatives, looking to address child care capacity and the growing workforce, with the understanding that child care plays a role in economic development. In May, Right Steps co-CEO Victoria Matney addressed Greater Lafayette Commerce on child care, presenting a proposal on a $14 million project that would, early on, offer care for 206 children, from birth to age 5, during traditional hours, and care would also be offered for second and third shifts. The proposed center would be located on an eight-acre site, thus offering room for expansion.

Matney says that Right Steps has conducted a feasibility study for the project and is in the process of identifying and adding partners who can contribute to making the project a reality.

“We have been actively engaging with the community by organizing several meetings to gather input and feedback regarding the project. These community meetings have been instrumental in shaping our approach and ensuring that we align with the needs and expectations of the local residents,” she says.

“Additionally, we have been meeting with local employers to assess their interest and willingness to invest in the project. We are pleased with the level of interest and engagement we have received thus far, and we are confident in the potential impact this project can have on the community.”

High-quality child care

What defines high-quality child care? Organizations that get this rating observe health and safety practices (first aid/CPR, child development, nutrition, cleaning/sanitation and universal precautions), observe proper ratios for children to caregivers, and have staff who meet proper education and training qualifications.

Child care solutions are on the horizon, advocates say

Such centers will typically have limited screen time, age-appropriate (and approved for safety) toys and equipment, and offer outside time; children are observed to make sure they are meeting developmental milestones and get age-appropriate, individualized developmental support.

At Right Steps, the goals are to “provide safe, consistent, nurturing child care that prepares each child for a lifetime of learning and success,” according to its literature. It supports healthy habits for children through nutrition, and it focuses on child development and early childhood education with its care.

The steps necessary to become a high-quality program are defined by Indiana’s Paths to QUALITY Rating System, which is a tool parents can use to see how each center fares. Accredited program meet the highest standards of care.

Many of these benchmarks on what is an appropriate environment have changed over the years. Playground equipment that was deemed “ideal” 25 years ago is not necessarily considered a best practice today.

“The trend is toward a natural environment,” Britzke says. “It’s more about the quality.”

Meeting community needs

For many communities, a focus on high-quality child care serves to meet multiple needs. From an educational standpoint, early childhood education benefits all children; making more child care centers that can help meet those needs for children will have long-term benefits, as studies show consistently that children who have early access to high-quality care perform better in school, according to the U.S. Department of Education. Studies show that with access to high-quality early childhood education:

• It can generate up to $7.30 per dollar invested

• Labor productivity is improved, with parents missing fewer days of work

• Homebuyers are attracted to an area

• Grade retention is reduced and school systems save money

• Rates of incarceration are reduced; there are lower rates for violent crimes and a reduced likelihood of receiving government assistance.

(Source: First Five Years Fund)

Availability of child care is also seen as an economic issue, says Britzke.

“You can’t go to work if you don’t have good child

care,” he says.

And it’s critical for communities that wish to attract both employers and young people, says Lindblom. As people are evaluating jobs and the prospect of relocation, child care is one of many factors to consider.

“They’ll choose places that have that child care component,” she says. “Studies consistently show that children perform better in school if they’ve had better early education.”

Britzke and Lindblom stress that this is a bipartisan issue. “We are seeing a strong will to collaborate in each county and many are coming to the table with solutions.”

“Even though it’s complicated and there’s a lot to work out, I’ve never heard this much conversation about child care,” Britzke says. “It doesn’t mean it’s easy. It’s good that we’re all talking about it.”

Britzke is the coordinator of the regional program Supporting Our Families, a Greater Lafayette READI funded activity that will add 430 additional child care seats in the Greater Lafayette Region. The program will build Child Care Coalitions in each of the five counties in the READI region (Benton, Fountain, Tippecanoe, Warren and White), consisting of business, industry, child care centers and community leaders, to build support for solutions that increase child care capacity in each county. Supporting Our Families also will award micro-grants to child care centers to meet high-quality standards.

What can parents do?

Parents should know to get on a waiting list early – as soon as they know they might need care, especially for infants and toddlers, where there are the least spots.

“Parents don’t always understand how important it is to get on a wait list,” Lindblom says. “We have families with one child at one center and one at another to get those children in.”

And these programs are expensive. Care for infants and toddlers – where the ratio of adults to children is much higher – can cost more than $300 a week, even on a sliding scale. And this, Lindblom says, has a gap in actual costs. With grants and United Way funding they are able to bridge that gap. But they are always looking for ways to generate other funding.

Britzke is optimistic that, with conversations

starting, parents and children will get the care they so desperately need.

“Ideally, what we’d like to have happen is that the child care offerings are so robust that each parent can choose what works best for their families,” he says. “Parents are currently sacrificing quality for the sake of a program that meets their work hours.” ★

THE NEED:

In Tippecanoe County, there are 117 regulated child care programs. With more than 11,800 children under the age of 5, many parents are not able to find care for their children.

“Only 64 percent of those children can access a regulated program. And only 3,798 of the available spots are considered high quality.” Grant Britzke, County Engagement Specialist for the Child Care Resource Network

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