Marshall County Crossroads Regional Development Plan

MARSHALLCOUNTY CROSSROADS

StellarInitiative

CONNECTING

|

COLLABORATING

|

CREATING

REGIONAL DEVELOPMENT PLAN SUMMER 2018

ACKNOWLEDGMENTS ARGOS

CULVER

Suzanne Umbaugh, Town Council, Committee

Member Jon VanDer Weele, Committee Member Argos Town Council Members Argos Redevelopment Commission Members

Ginny Munroe, Town Council President, Commitee

Member Marty Oosterbaan, Committee Member, Culver Plan Commission Jonathan Leist, Town Manager Culver Town Council Culver Redevelopment Commission

BOURBON Les McFarland, Town Council President, Committee

Member Bill Keyser, Zoning/Building Commissioner, Committee Member Bourbon Town Council

BREMEN Trend Weldy, Director of Operations, Committee

Member Brian Main, Park Superintendent, Bremen HCI Matt VanSoest, Bremen HCI Bremen Town Council Bremen Redevelopment Commission

LA PAZ Roger Ecker, Town Council President, Committee

Member

PLYMOUTH Mark Senter, Mayor, Committee Member Sean Surrisi, City Attorney, Committee Member Allie Shook, Recreation and Pool Director Laura Mann, Promotion of the City Coordinator Plymouth Common Council Plymouth Redevelopment Commission

MARSHALL COUNTY Kevin Overymyer, County Commissioners President, Committee Member Judy Stone, County Council President, Committee Member Marshall County Commissioners

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Marshall County Council

ADDITIONAL COMMITTEE MEMBERS Jerry Chavez, Marshall County Economic

Development Corporation (MCEDC) Nancy Tyree, MCEDC Pam Davis, MCEDC Linda Yoder, Director of United Way and Marshall County Community Foundation Angela Rupchock-Schafer, MCCF Ty Adley, Marshall County Plan Director Tracy Fox, Nutrition Expert Bryan Howard, Young Professionals Network Mandy Campbell, Young Professionals Network James Turnwald, Michiana Area Council of

Governments (MACOG) Kurt Garner - County Commissioner Zach Dripps, MACOG Donny Ritsema, MACOG Mike Reese, Troyer Group Lou Pierce, Big Idea Company

CONSULTANTS Troyer Group Michiana Area Council of Governments Big Idea Company

TABLE OF CONTENTS INTRODUCTION COVER LETTER CONTACT INFORMATION INTRODUCTION REGIONAL DEVELOPMENT PLAN SECTION 1: KEY ACHIEVEMENTS SECTION 2: IMPACT SECTIONS 3-6: PROPOSED PROJECTS SECTION 7: ENGAGEMENT PROCESS SECTION 8: VIABILITY SECTION 9: DESIGNATION SECTION 10: CURRENT STATE OF THE REGION SECTION 11: STEERING COMMITTEE AND COMMUNITY ENGAGEMENT SECTION 12: IMPLEMENTATION SECTION 13: SUSTAINABILITY APPENDICIES APPENDIX A - PROJECT FUNDING COMMITMENTS APPENDIX B - APPROVALS AND INTENT LETTERS APPENDIX C - COMMUNITY INFORMATION AND EVENTS APPENDIX D - LETTERS OF SUPPORT APPENDIX E - MARKETING & COMMUNICATIONS APPENDIX F - COMMITTEE MEETING MINUTES

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COVER LETTER

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COVER LETTER

Dear Stellar Communities Partners: The Marshall County Crossroads Stellar Initiative team is pleased to submit our Regional Development Plan for your consideration. We are grateful for the opportunity to show you what we have planned.

Connecting, collaborating, and creating are the cornerstone activities of our plan and work. During this process, we established a specific mission and goals. Our mission is: Connect our communities and collaborate with each other to create a Marshall County Crossroads plan that leverages our assets and creates new assets to build a quality of life in Marshall County that will attract families and a talented workforce and that will serve as a model for county-level regional planning.

The goals of this plan are: • Connect our communities, collaborate with each other, and create a plan that addresses the challenges in our communities.

• Build a quality of life that attracts families who will want to live, work, and play in Marshall County.

• Attract and retain a talented workforce that will ensure a vibrant and sustainable economic future.

• Create healthier communities that provide more options for recreation and movement.

• Develop best practices for regional planning to ensure sustainability of the planning and collaboration taking place in Marshall County.

• Communicate with and engage with our communities to invite feedback and to ensure input.

This plan evolved from a long history of collaboration in Marshall County, which started with the Marshall County Economic Development Corporation (MCEDC) quarterly Economic Development for the Future meetings that bring together local elected officials, county leaders, key stakeholders from across the county, school corporation leaders, and state and regional partners. The shared knowledge at these meetings coupled with the partnerships that have developed has created the momentum that drives this plan and our future.

We believe this plan will provide evidence of how the communities of our crossroads have worked together to solve problems and create more livable and connected communities. We believe it will show the tremendous support from the many people and organizations we engaged to provide feedback.

Finally, we believe this plan will show you how we have mobilized our communities to champion this work.

We are proud of how we have connected, collaborated, and created. With this plan, we hope to show you what else we can accomplish with your partnership and support, and we look forward to presenting to you in November and receiving your feedback. Thank you for giving us the opportunity to show you what is happening on these crossroads of our state!

Sincerely,

Kevin Overmyer and the Marshall County Team MARSHALLCOUNTY CROSSROADS

REGIONAL DEVELOPMENT PLAN

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CONTACT INFORMATION COMPREHENSIVE PLAN COMPLETION Our 6 communities in Marshall County have all completed Comprehensive Plans within the last five years. While the Stellar Communities process has ignited many discussions and collaborations between the communities, regional planning has been strong for many years, bolstered through the comprehensive plans and other county or regional planning efforts such as the Active Transportation Plan and the Regional Cities initiative.

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COMP PLANS & CONTACT

MARSHALL COUNTY

Comp. Plan Adoption: August 19, 2013 Kevin Overmyer, County Commissioner, President 574-842-4932, kgovermyer@gmail.com 112 W. Jefferson St., Indiana 46563 MARSHALLCOUNTY CROSSROADS

REGIONAL DEVELOPMENT PLAN

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COMP PLANS & CONTACT

A R G O S B O U R B O NBREMEN

Plan Adoption Date: April 19, 2017 Suzanne Umbaugh, Town Council 574-268-8862; marksuzum@gmail.com 216 S. Michigan Street, Argos, IN 46501

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Plan Adoption: October 10, 2017 Les McFarland, Town Council President 574-274-7036; lmcfarland@bourbon-in.gov 509 South Bourbon St., Bourbon, IN 46363

Plan Adaption: August 10, 2015 Trend Weldy, Director of Operations 574-546 2044; weldyt@mediacombb.net 111 S Center St, Bremen, IN 46506

COMP PLANS & CONTACT

C U LV E R L A P A Z PLYMOUTH

Plan Adoption: July 22, 2014 Ginny Munroe, Town Council President 574-252-6148; gmunroe@townofculver.org 618 Academy Road, Culver, IN 46511

Plan Adoption: August 8, 2013 Roger Ecker, Town Council President 574-236-2250; roger.ecker@forwardair.com 206 Walnut St., La Paz, IN 46537

Plan Adoption: June 24, 2013 Mark Senter, Mayor 574-936-6717, mayor@plymouthin.com 124 N. Michigan St., Plymouth, IN 46563 MARSHALLCOUNTY CROSSROADS

REGIONAL DEVELOPMENT PLAN

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CONNECTING 46,498

ARE

PEOPLE

17,093 HOUSEHOLDS 8(AVERAGE % POPULATION GROWTH OVER LAST 9 CENSUS)

6 CITIES + TOWNS

C O L L A B O R AT I N G 10

THE REGION COMMUNITIES PEOPLE

COMMITTEE MEETINGS

RESIDENTS WERE ASKED TO SELECT ALL THAT APPLIED TO WHY THEY LIVE IN MARSHALL COUNTY:

288,000 AC OF OPPORTUNITY

11 MAJOR HIGHWAYS

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CONNECTING EVERYONE MARSHALLCOUNTY CROSSROADS

STELLAR INITIATIVE

100

IDEAS INITIATIVES PRIORITIES

PUBLIC EVENTS

PUBLIC SURVEY OVERVIEW

I LIVE IN MARSHALL CO. BECAUSE

450 SQ. MILES

ABOUT

WE

WITH

WHO

55% 75% 55% 55% 50% 50% 23% 50% 40% 21% 12%

I WAS RAISED HERE GREAT PLACE TO RAISE A FAMILY EXCELLENT SCHOOL SYSTEM ENJOY RURAL LIVING AFFORDABILITY PROXIMITY TO FAMILY SAFETY GREAT FOR ALL AGES CENTRALLY LOCATED JOBS AMENITIES

FOCUS AREAS FOR INVESTMENT

RESIDENTS WERE ASKED TO PICK THREE (3) AREAS TO FOCUS INVESTMENT ON:

65% 40% 35% 25% 20% 20% 15% 15% 15% 12% 10% 05% 02% 02%

BUSINESS ATTRACTION + RETENTION WORKFORCE ATTRACTION + RETENTION DOWNTOWN FACADE IMPROVEMENTS ROAD INFRASTR. WORKFORCE HOUSING DRUG PREVENTION BROADBAND TRAILS AND SIDEWALK PARKS AND REC. CULTURAL AMENITIES GATHERING SPACES UTILITY INFRASTRUCTURE CRIME REDUCTION VOLUNTEER OPPORTUNITIES

EXPECTING STELLAR OUTCOMES FOR EACH COMMUNITY IN MARSHALL COUNTY

INCREASE POPULATION + SCHOOL ENROLLMENT

INCREASE TALENTED + SKILLED WORKERS

ENHANCE + IMPROVE

QUALITY OF LIFE

C R E AT I N G

A

STRONGER

REGION

1 VISION 16 PROJECTS $9.66M

LOCAL INVESTMENT BUILDING ON PRIVATE AND PUBLIC FUNDING TO MOVE THE COUNTYWIDE VISION FORWARD

CREATING THE

INCREASE AVAILABILITY + DIVERSITY OF HOUSING

SUSTAIN COLLABORATION, COMMUNICATION, + REGIONAL PLANNING FOR FUTURE THROUGH BEST PERFORMANCE PRACTICES.

ENGAGE AND DEVELOP LEADERS FOR THE FUTURE OF MARSHALL COUNTY

NEXT GENERATION

COMMUNITY ECOSYSTEM

THAT IMPROVES THE REGION.

BACKGROUND GRAPHIC IS FROM THE MARSHALL COUNTY BLUEBERRY FESTIVAL - HELD IN PLYMOUTH EACH SEPTEMBER

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INTRODUCTION

INTRODUCTION For some, Marshall County might seem like any other county one drives through while traveling a U.S. highway or state road. A driver may look out their window and see farm fields spanning the horizon with a shimmer of light in the distance, never thinking about what those glimpses of light might signify. Yet, if that driver explored these distant lights, to their amazement, just off of the Marshall County crossroads, they would find vibrant communities filled with friendly citizens who are eager to welcome them to one of the many towns connecting, collaborating, and creating a place they know visitors will want to live, work, and play in. They would also find among these towns that there is always something to do because Marshall County residents have been actively working to make their crossroad communities places that are not just great to visit, but also to live in.

Marshall County is home to many attractions that make it a “stellar” place to live, work, and play.

Plymouth, the Marshall County seat, is nationally known for one of the largest festivals in the Midwest-the Blueberry Festival. Plymouth’s Main Street group, Discover Plymouth, the Marshall County Historical Society and Museum Crossroads Center, and Marshall County Tourism bring weekly events to Plymouth, including free musical concerts,

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historical tours and presentations, theatrical shows, art shows, and more. This region also features lake living with the Town of Culver, a recently designated Stellar Community, home of the second largest natural lake in Indiana, Lake Maxinkuckee, which has Marshall County’s only publicly accessible beach. Culver is also home to the prestigious Culver Academies, Marshall County’s largest employer, attracting students from all over the world. Just east and south of Culver is Argos, which is home to the Marshall County 4-H Fair, which receives nearly 3,000 visitors per day. In the far north part of the County is La Paz, home of Tillman’s Farm (famous in the County for it blueberry picking) and restaurants known for home-style cooking. The Town of Bremen, located east of La Paz, annually hosts a week-long firemen’s festival that brings over 20,000 visitors, a major economic tourist attraction in the region. In the south-eastern part of the County is the Town of Bourbon, known as a small town with a big heart. Bourbon hosts Food Trucks Friday on the first Friday of every month, which is a huge draw for the town that is in the “middle of everywhere.”

Marshall County features many high-quality community assets, such as parks and recreational amenities, biking and walking trails, lakes and rivers, museums and libraries, community centers and gathering places, and top-rated public and

private school systems. Marshall County’s diverse communities make us a premier and “stellar” place to live and raise a family. However, like that driver who might assume we are like any other Indiana County, this County has more than its diverse set of towns and assets. Marshall County also has a strong history of collaborating, which sets the foundation for the work taking place on the Marshall County Crossroads Stellar Communities initiative.

Although Marshall County is made up of multiple communities scattered between the crossroads of America, we are a county that is unrestricted by jurisdictional boundaries. Our geographical boundaries do not define our finest asset, which is our ability to leverage our common vision and assets to create a regional plan that will move our county forward. The towns of Argos, Bourbon, Bremen, Culver, La Paz, and the city of Plymouth, in partnership with County leadership and some of our County organizations, are focused on a common set of goals: to connect, collaborate, and create. Building on this mission to connect, collaborate, and create, we believe we have created a regional plan that will help us to meet the challenges we face: a stagnant population, a workforce that is declining and competes with more dense populations, and slow growth.

INTRODUCTION Our County has a history of engagement and partnership. Every quarter since 2012, the Marshall County Economic Development Corporation hosts “County Development for the Future” meetings that bring together community leaders and regional partners to strategize ways to leverage our assets and ensure our county maintains a high quality of life. These meetings have evolved over the past six years with attendees coming from academic institutions, emergency management, the municipalities, tourism, nonprofits, social services, and more. The common mission among the dozens of organizations and hundreds of leaders from across the county is to ensure we are collaborating to create a region that has a high standard of living. We connect and share advice based on experiences and successes; we address our common challenges; and we share information, resources, and knowledge to help our communities become attractive places to live, work, and play. These quarterly meetings have made all of us more efficient. For exaple, we are able to share documents, policies, resolutions, and so on. But, they have not brought us out of our individual community silos. Regional planning takes us to the next step. Now we are developing strategic solutions that have the common goals of growing our population, building place-making economy, ensuring housing for our workforce, and providing quality places with shared uses. In summary, regional planning removes the silos and empowers us to leverage what we have shared to achieve our mission to connect our communities, collaborate, and create.

Our collaborations have created momentum that has resulted in a lot of activity across the County.

Perhaps one of the most significant activities has been our participation in Regional Cities, which represents a partnership with Elkhart and St. Joseph Counties and encompasses 47 “smart connected communities” from Northern Indiana and Berrien and Cass counties in Southwest Michigan. The South Bend - Elkhart Region that Marshall County is partnered with through Regional Cities is a

“knowledge-driven, highly connected region that serves and provides access to a global innovation economy.” Marshall County is poised to become a hub within this region. The Regional Cities’ initiative is to make the region a world-class higher education community and a high-performing community with superior access and connectivity.

Nearly $6.0 million of Regional Cities funding will be invested in Marshall County communities as a result of nearly three years of planning and project development aimed at increasing quality of place and at addressing population stagnation.

These collaborations and activities have also created partnerships in the region. For example, Culver developed relationships of support for its

2017 Stellar Communities designation. Towns are sharing everything from how they developed their Comprehensive Plans and facade programs to how they are developing recreational features.

Collaborations are also forming at more granular levels of work between town managers, Main Street organizations, tourism organizations, and more. Our Marshall County Crossroads Regional Stellar Plan builds on the momentum of these past few years and on those relationships that have developed. We have become more empowered as a collaborative team versus that of individual towns.

Our work on this plan also draws on feedback from our respective communities: its businesses, key organizations, residents, and leaders. We have

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INTRODUCTION surveyed our residents, reviewed the data provided

by Ball State, analyzed the health assessment data available to us, and engaged with leadership and residents from across the County to obtain feedback on our goals and projects. You will see references throughout this plan to the ways we have engaged our communities. Our ability to mobilize leaders, organizations, and residents to engage with our work is one of the distinguishing characteristics of Marshall County and this plan. At the crossroads of

Marshall County is a hard-working team of people who have the simple desire to connect, collaborate, and create. Partner with us as we build on the strengths of our vibrant communities and on our collaboration with each other and our communities to achieve our goals.

A STELLAR START IN MARSHALL COUNTY Marshall County is also proud of its Stellar Communities 2017 designee, Culver. The relationships Culver developed throughout the process were highlighted at all-town quarterly Economic Development for the Future meetings hosted by MCEDC (Marshall County Economic Development Corporation). Marshall County leaders recognized the regional impact of Culver’s designation and the subsequent investment in Culver from private developers. They also identified the investment county stakeholders made in Culver’s plan (Marshall County Community Foundation, the County Council, Culver-Union Township, Culver Academies and Culver Community School Systems, and several businesses). Each of the Marshall County towns supported Culver’s application with letters of support. Several county leaders and organizations also supported Culver with financial resources, in-kind donations, and leadership support.

As partnerships have formed, leadership across the county has recognized that working collaboratively is far more impactful than working individually. It is only natural that Marshall County strengthens its relationships with the towns and continue to leverage the strengths of the region to formulate a Marshall County Crossroads Regional Development Plan.

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INTRODUCTION

REGIONAL DEVELOPMENT PLAN MARSHALL COUNTY CROSSROADS Our 6 communities in Marshall County are working together to earn designation by the State of Indiana as a Stellar Region. To be Stellar, it means we’re collaborating on innovative projects and plans that will make our region an even better place to live, work, and play. If we earn the Stellar designation, the State’s investment in our region will amplify the value of our current efforts by helping us move forward with bigger ideas in a more impactful time frame.

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CREATING C OUTCOMES I

WHAT

WILL

THIS

DO?

$ •

•

•

INCREASE THE NUMBER OF TALENTED AND SKILLED WORKERS IN MARSHALL COUNTY. ENHANCE AND IMPROVE THE QUALITY OF LIFE IN MARSHALL COUNTY.

•

INCREASE THE AVAILABILITY AND DIVERSITY OF HOUSING OPPORTUNITIES IN MARSHALL COUNTY.

•

SUSTAIN COLLABORATION, COMMUNICATION, AND REGIONAL PLANNING FOR MARSHALL COUNTY’S FUTURE THROUGH BEST PERFORMANCE PRACTICES.

•

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INCREASE EACH COMMUNITY’S POPULATION AND SCHOOL ENROLLMENT IN MARSHALL COUNTY.

ENGAGE AND DEVELOP LEADERS FOR MARSHALL COUNTY’S FUTURE.

MARSHALLCOUNTY CROSSROADS

STELLAR INITIATIVE

R E A M P

MEASURING

2.5%

INCREASE

THE

EFFECTS

IN MARSHALL COUNTY P O P U L A T I O N

PEOPLE 1176 NEW HOUSEHOLDS 435 NEW SCHOOL-AGED CHILDRED 414 NEW POTENTIAL WORKFORCE 678 NEW

146% INCREASE

IN MARSHALL COUNTY CONNECTIVITY

OF POTENTIAL PAVED TRAILS 11 MILES OF POTENTAIL NEW SIDEWALKS 1.2 MILES IN HOME VALUES NEAR TRAILS 11% INCREASE

T I N A C OF

G T

INVESTMENT

2.7%

INCREASE

IN MARSHALL COUNTY AVAILABLE HOUSING

NEW HOUSING UNITS 526 POTENTIAL SINGLE-FAMILY UNITS 199 NEW MULTI-FAMILY UNITS 327 NEW RESIDENTIAL PARCELS 363 NEW

C R

THE

R E A T I E S U L

NEXT

GENERATION

COMMUNITY

N T

G S

ECOSYSTEM

C R E AT I N G

R E G I O N A L RESILIENCE

Our Regional Development Plan ensures all of the interacting components that make up our community are prepared for the future growth of our area. This Next Generation Community Ecosystem is built on the strength of our ideas and enduring commitment to every person who lives, works, or plays in Marshall County.

THIS INVESTMENT WILL

EMPOWER EVERYONE TO THRIVE.

$156M $6K 5% $67K $67K

PER STUDENT INVESTMENT IMPACT OF TRAILS ON HOME VALUE AVERAGE MEDIAN HOME VALUE ANTICIPATED BUISINESS OUTPUT

PROJECTED REGIONAL ECONOMIC IMPACT $2.5M $5M $38M $111M

POTENTIAL NEW FUNDING FOR SCHOOLS NEW TRAIL IMPACT ON HOME VALUES POTENTIAL NEW HOME PROPERTY VALUE POTENTIAL COUNTY ECONOMIC OUTPUT

!

BACKGROUND GRAPHIC IS FROM THE MARSHALL COUNTY BLUEBERRY FESTIVAL - HELD IN PLYMOUTH EACH SEPTEMBER

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KEY ACHIEVEMENTS

Lapaz Bremen

Plymouth

Bourbon Culver Argos

KEY REGIONAL ACHIEVEMENTS Leveraging the success of Regional Cities’ partnerships with Elkhart County and St. Joseph County, Marshall County leaders and leadership from the towns—Argos, Bremen, Bourbon, Culver, LaPaz, and Plymouth—are connecting, collaborating, and connecting to ensure that the “crossroads of Indiana” are where families want to live, work, and play.

As noted previously, Regional Cities encompasses 47 “smart connected communities” from across Elkhart, Marshall, and St. Joseph Counties in Northern Indiana and Berrien and Cass counties in Southwest Michigan. The South Bend - Elkhart Region that Marshall County is partnered with through Regional Cities is a “knowledge-driven, highly connected region that serves and provides access to a global innovation economy.” Marshall County is poised to become a hub within this region.

In addition to sharing knowledge, exchanging ideas, and reporting on progress at the previously

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C O N N E C T I N G mentioned MCEDC meetings, leaders across the county discuss common challenges and solutions.

Planning documents and narratives about how towns are working through their plans are also shared. Initially, these meetings spurred planning activities with towns creating and completing Comprehensive Plans, tax abatement policies, infrastructure plans, and so on. With 6 years of reporting from towns, activity among them has grown significantly. As activities are checked off plans, others are added.

Leaders across the county recognize that solutions of the future will rely even more on knowledge sharing and collaboration as towns face today’s challenges with limited resources and budgets.

In Marshall County, these challenges include a declining workforce, housing availability, stagnant population growth, and stagnant school population growth. County and town leaders recognize that sustainable solutions to these challenges demand regional planning and thinking. Marshall County is already working together and is poised to achieve

regional outcomes.

Though Marshall County leads other counties agriculturally, its assets are more diverse and the county has attracted visitors through a strong tourism draw. Its parks are some of the finest in Indiana, with Plymouth’s park hosting one of the largest festivals in the Midwest and Culver’s Park becoming one of the town’s major draws from all over the region. Argos’s fairgrounds and its new, modern park also host numerous events. In addition, with the aid of Marshall County Tourism and newly established Visitor’s Centers in Plymouth and Culver, the towns have created a strong tourism base. Bremen’s week-long firemen’s festival, which draws over 20,000 visitors a year, Culver’s strong tourism economy built around Lake Maxinkuckee, LaPaz’s new Albert Estate Community Center, and Bourbon’s popular splash pad are just a few examples of how the towns are attracting visitors and potential new residents.

KEY ACHIEVEMENTS The mission of our plan is: Connect our communities and collaborate with each other to create a Marshall County Crossroads plan that leverages our assets and creates new assets to build a quality of life in Marshall County that will attract families and a talented workforce and that will serve as a model for county-level regional planning.

The goals of this plan are: • Connect our communities, collaborate with each other, and create a plan that addresses the challenges in our communities.

• Build a quality of life that attracts families who will want to live, work, and play in Marshall County.

• Attract and retain a talented workforce that will ensure a vibrant and sustainable economic future.

• Create healthier communities that provide more options for recreation and movement, providing healthy outcomes.

• Create places that engage our residents in the arts, recreation, and other quality-of-life activities that promote vibrant and active communities.

• Develop best practices for regional planning to ensure sustainability of the planning and collaboration taking place in Marshall County.

We believe that meeting these goals will: • Increase our population.

• Increase our school population.

• Increase and retain our workforce.

• Improve the health of our communities.

• Ensure economic vitality and sustainability.

• Improve economic opportunities for our citizens, improve educational opportunities, improve access to healthier communities, and create a quality of life that our citizens can be proud of and will want to engage in.

Our major projects are focused on increasing our housing inventory (and especially workforce housing), adding biking/walking trails that ultimately connect our communities, and adding spaces and places that improve quality of life. Our complementary projects are aimed at connecting each of our communities in a collaborative effort to bring broadband to those areas that don’t have it, create an inventory of all of our main streets, place wayfinding signs that connect our communities to each other and visitors, improve health across our County, develop and attract a talented workforce for our region, brand our County, address early childhood care that will enable families to have more workforce options, and address opioid/drug addiction.

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KEY ACHIEVEMENTS •

•

•

Following are some of the projects and initiatives for which Marshall County leaders and town leaders have worked collaboratively: • Regional Cities Initiative of Northern Indiana: An initiative to make the region a world-class higher education community and a high-performing community with superior access and connectivity.

• Marshall County Development for the Future: A multi-town/county collaboration that enables knowledge and resource sharing, county-wide planning and problem solving, and communication with meetings held once a quarter. This has been in existence since 2012.

• Project Lead the Way (PLTW): A multi-county partnership raised over $250,000 to secure additional funding for the implementation of the STEM (science, technology, engineering, and mathematics) curriculum in grades K-12 in all Marshall County public schools, ensuring a knowledgeable and skilled future workforce.

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Culver Stellar Communities Strategic Investment Plan: County-wide participation included letters of support from the towns and county organizations (Commissioners, Council, Marshall County Community Foundation [MCCF], Marshall County Economic Development Corporation, and Marshall County Tourism) and funding (county and MCCF).

MACOG Active Transportation Plan: Michiana Area Council of Governments worked closely with community leaders and stakeholders to develop an active transportation plan that identified needs, resources and strategies to encourage and enhance bicycle, pedestrian, and transit travel within the Michiana region.

Metronet Unlimited Bandwidth: A publicprivate partnership between two counties (Marshall County and St. Joe), one city (Plymouth), and two private businesses (Hoosier Tire and St. Joe Medical Regional Hospital) that extends unlimited bandwidth dark fiber into Marshall County, creating capacities and speeds on par with Chicago and New York.

PEOPLE COMMUNITY PARKS BUSINESSES SCHOOLS

STELLAR TOWN YEAR ROUND

2 0 1 7

STRATEGIC

INVESTMENT

P

L

A

N

AMENITIES RESOURCES LAKE EVENTS IDEAS

In addition to the regional activity taking place in Marshall County, our work as county partners has also made our towns more competitive. By learning from each other, we are improving our towns at record pace. Argos has completed a broadband expansion, a park monument, and reservoir upgrades; it has also completed a manufacturing building and launched a housing project, a community event center, and new biking/walking trails. Bourbon has recently annexed 95 acres off SR 331 and US 30 and established it as a TIF District to plan for new industrial and commercial jobs.

Bourbon also has launched plans for broadband expansion and new housing. Bremen has also been productive with completed work on its water plant, ambulance facility, and a new housing development. Stellar-designated Culver has completed work on its amphitheater, a section of its bike and walking trail, and near-completion of the first phase of Culver’s housing development.

The city of Plymouth has started construction on a new aquatics center and preschool; launched a renovation of the Rees Theater; nearly completed construction on new housing (Regional Cities Project) on the riverfront; completed multiple airport projects, a tennis court complex, and several other projects. Finally, La Paz has recently completed a streetscape upgrade project and has plans to do a commercial corridor.

KEY ACHIEVEMENTS

A few examples of recent successful projects in Marshall County, and the impact they have had on the community are discussed in this section.

Plymouth used the Regional Cities Initiative to fund the River Gate South apartments, Culver utilized an IHCDA Crowdfunding program to help fund its Damore Amphitheater, and a vast partnership was used in Plymouth to bring the Aquatic Center and Early Childhood Learning Center to fruition.

RIVER GATE SOUTH The Plymouth business community has asked for unique housing opportunities to attract young professionals to the area. River Gate South is the first new apartment complex to be built in many years to address these needs.

River Gate South will offer a unique living environment unlike anything else in the area. The apartments are designed for professionals of all ages looking for a modern living space, while still being able to live close to work and Plymouth’s numerous downtown amenities. Residents will also enjoy beautiful views of River Park Square and one of Plymouth’s most impressive natural assets, the Yellow River. This modern development is considered the cornerstone to Plymouth’s downtown revitalization. With even more upcoming projects, such as the REES Theatre restoration, Plymouth is poised for a true downtown renaissance.

DAMORE AMPHITHEATER The Damore Amphitheater is a testament to the strength of the Culver community in advancing quality of life. The amphitheater, located along Lake Maxinkuckee, will be a hub of art and culture for the community. The vision for the amphitheater began in 2015, when the town conducted a Parks and Recreation community survey. Feedback showed that Culver residents wanted more outdoor activities and local arts programing. The grand opening, held on July 12th, was standing room only as the community joined together to celebrate the completion of this project.

This amphitheater was funded through a combination of grants and community donations.

The Marshall County Community Foundation generously supported the project with a $25,000 grant. Additionally, in May 2017, Culver launched a crowdfunding campaign. The campaign was conducted through Patronicity as a part of the IHCDA’s CreatINg Places grant. This program would allow Culver to receive a $30,000 matching grant from IHCDA if the town was able to raise $30,000.

In just over a month, Culver not only met, but exceeded the goal, raising $45,885 from around 200 donors. The success of this project helped Culver secure the Stellar designation, which is now resulting in even more community development.

AQUATIC CENTER & EARLY CHILDHOOD LEARNING CENTER Seventeen entities and organizations came together to develop a creative and unique financing plan for two projects. These efforts reflect a bold statement of investing in the City of Plymouth and Marshall County’s future. The projects broke ground on July 18th with over one hundred of interested citizens in attendance, representing county-wide support.

MCEDC leadership views the projects as an integral factor to encourage families to come live in the community, attract other investment, and continue to improve the local economy by demonstrating that the community has a vision for growth and willing to invest in that vision.

The developments have been highly anticipated by the community, especially the pool which is over seven years in the making. The Aquatic Center will provide a unique athletic space unlike anything else in the county. It is also expected to leverage additional destination project investment in the area. The Early Childhood Learning Center will provide affordable, high quality pre-K education and childcare to encourage more parents to enter the job market. These will be the first projects in Marshall County funded by New Market Tax Credits.

The unique financing structure also includes Regional Cities Initiative funding (Aquatic Center), TIF funds, and private loans.

MARSHALLCOUNTY CROSSROADS

REGIONAL DEVELOPMENT PLAN

21

PLYMOUTH

R I V E R PA R K S Q U A R E CULVER

DAMORE AMPHITHEATER PLYMOUTH

22

HUNTER TENNIS COMPLEX MARSHALLCOUNTY CROSSROADS

STELLAR INITIATIVE

CULVER

SANDHILL FARMS

ARGOS

MANUFAC TURING CENTER PLYMOUTH

F R E E D O M

P A R K MARSHALLCOUNTY CROSSROADS

REGIONAL DEVELOPMENT PLAN

23

IMPACT Argos groundbreaking for Splash Pad

IMPACT C O L L A B O R A T I N G

Local and regional impact due to the Stellar designation will strengthen each community and build towards a collaborative region. Communities in the region have already taken action towards proposed improvement projects outlined in their comprehensive plans, but Stellar designation will help them achieve their goals faster.

Having six communities come together for one common goal to improve Marshall County through the Stellar Communities program seemed to be a large undertaking when community leaders first discussed the idea. But with the recent success of Marshall County to collaborate with the Regional Cities Initiative, and the collaboration involved in the regional Active Transportation Plan and Marshall County Comprehensive Plan, a basis for relationships and trust was already in progress.

Since the beginning of this process early in 2018, the collaboration, ideas shared, partnerships formed, and resources leveraged has been truly

24

MARSHALLCOUNTY CROSSROADS

STELLAR INITIATIVE

amazing. While individual communities have some goals focused internally, a vision for the greater impact is now tied to every project.

Through efforts such as Culver’s recent Stellar Designation, projects moving forward through the Regional Cities Initiative, Bremen’s Hometown Collaboration Initiative, and community Main Street Organizations, leadership is confident in the region’s experience and capacity to successfully administer state funding and move projects forward.

The impact of these projects will work towards our long-term goals of attracting and retaining a talented workforce, increasing school population, bolstering quality of life, and developing a sustainable model for regional planning and collaboration. The impact of these projects also address our key strategies in achieving our goals.

The 3 C’s strategies of Connecting, Collaborating, and Creating outline the broad framework that each project should support.

Our projects will connect the communities both through physical connections such as trails, but also through discussions, idea sharing, shared events and activities, and building relationships.

The projects also aim to improve collaboration not only within each community, but also between the communities in Marshall County. Sharing success stories and lessons learned, combined with leveraging resources and developing partnerships, this process will undoubtedly bolster the collaborative efforts in Marshall County. Finally, these projects will create the spaces, connections, and infrastructure needed to achieve our long term goals. But only when we connect and collaborate, will the last step of creation be fully optimized.

Marshall County needs these projects to be a intentional, collaborative effort to yield the greatest impact to the region. The impact is already starting to be seen through what Culver gained in its Stellar process, and the momentum is spreading countywide.

IMPACT

Our Comprehensive Plans and RDP reflect our plan to strategically grow our region. With over $9 million in local investment to meet the goals of the Comprehensive Plans and this regional plan, we hope to increase the following: • The population: We aim to increase our population by 2.5% increase, or 1,176 people.

• School enrollments across the county: We aim to increase our school population by 414 school-aged children, which would result in $2.5 M more for our schools.

• Employment base: Our goal is to start with an immediate 200-person increase by the end of 2020, scaling up to an increase of 678 by the end of 2023.

We recognize that rural living in our towns and city is a choice. Currently, as our survey shows, many choose Marshall County because our communities are safe and we have excellent schools. We believe this plan will impact families and businesses that want to make that choice because we are focused on improving:

• Quality of place and life: We specifically want to impact on recreation, sports, gathering spaces, and early childhood education.

• Housing options: We aim to increase the housing options by 2.7%, which would also result in $38 M property value increase.

• More internal connectivity via trails/sidewalks: We believe our plan will ultimately increase the number of sidewalks and trails by 146%, which would also impact on property values, adding 5% to home values, or approximately $5 M. • Healthier communities: We hope to impact on the health of our citizens by providing more options for recreation and physical activity.

Regionally, we also expect the following impact: • Improved physical connectivity between towns and the city of Plymouth • Improved physical connectivity to visitors

• Increased broadband accessibility to impact on current businesses and our ability to attract new business. This also happens to be the number 1 concern of young adults in Marshall County. * Increased collaboration that improves efficiencies and decreases the cost of doing business * Increased engagement and development of leaders for Marshall County Overall, we expect to have $156 million in projected regional impact: 6k per student investment (414 new school-aged children = $2.5 M); 5% impact of trails on home values ($5 M); $67k average median home value ($38 M home property value); 67K and anticipated business output ($111 M potential economic output).

MARSHALLCOUNTY CROSSROADS

REGIONAL DEVELOPMENT PLAN

25

PROJECTS The following section will describe a list of compiled projects that Marshall County communities have listed as top priority items towards future development of their communities. Also shown are complementary projects that are already underway or still in preliminary stages, but serve as key companion projects to future investments.

C R E A T I N G

26

MARSHALLCOUNTY CROSSROADS

STELLAR INITIATIVE

PROJECTS

QUALITY

OF

LIFE

| trails |

| public spaces |

| sidewalks |

MARSHALLCOUNTY CROSSROADS

REGIONAL DEVELOPMENT PLAN

27

PROJECTS

ARGOS TRAILS There is a shared sentiment that developing more trails in Argos will help foster community connections and improve community health. The trails will promote active lifestyles by providing other transportation options. The top three priority locations for trail segments will be included in the first phase of the trail development.

The first trail segment is a short segment that will connect existing trails in Argos Community Park to the Argos Schools facility. This trail segment will allow for safe, accessible connectivity between the park and school, as well as better connect the school to neighborhoods to the north and south of the park.

The second trail segment is through Pond Park on the southwest side of town. This trail segment will create a loop through the park that will serve as an excellent facility for walking and running, providing a safe place for active recreation for residents. Included with this trail development will be some integral amenities such as benches, litter receptacles, and a pavilion.

The third trail segment will connect the Marshall County Fairgrounds to Kenilworth Road and Pond Park. A trail through the fairgrounds will provide a safe connection between the park, neighborhoods, and the downtown area. It can also be used during the county fair as a safe route for pedestrian traffic.

The trail project has received great support from the public through the input survey and engagement meetings. Some of the most prevalent comments and project support include: • Improves health • Promotes alternative access to other areas of the community (walk/bike) • Younger professionals have an interest in a healthy lifestyle

28

MARSHALLCOUNTY CROSSROADS

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These trail projects will provide additional connectivity to Argos Park from the school and neighborhoods.

• • • • •

Connecting key assets within Argos and potential to connect to other communities Improving quality of place/quality of life Promotes feeling of community Begins to tie community together; added amenity; recreational opportunities Easy, safe accessibility to parks, housing, school, community, and activities

FEASIBILITY

In reviewing FEMA Floodway maps, the proposed trail projects are not located in any floodplain or floodway. No permitting issues are expected for these trail segments.

CAPACITY

The Town of Argos is in good standing with the state funding agencies. The Town has not utilized state grants recently, but have worked with the Marshall County Community Foundation to complete some parks projects such as a splash pad in the last

few year. Argos has created groups working to implement action items from the comprehensive plan. Town leadership is more active now than at any time in recent history.

READINESS

The trail project has been discussed among town leadership and is mentioned in the Comprehensive Plan. The trail is part of a larger future vision of a trail network connecting all parts of town. Based on public feedback received to date, there is great community support for an increased trail network.

A letter of intent has been received from the school board to obtain an access easement for the school connector trail. A letter of intent has also been secured from the Marshall County Fair Board to obtain an easement and permission to allow public access to use the trail segment on the fairgrounds at all times. The Town Council approves of the project and has agreed to provide the 20% local match if designated.

PROJECTS

1.45 MILES

US 31

Marshall St.

EXISTING PAVED TRAILS Argos Community Park

Argos Community Jr-Sr High School

Argos Community Elementary

1.08 MILES

St.

US 31

gan

S. Kenilworth Rd.

ichi

Indiana Avenue

t.

N Grove S

NM

FUTURE PAVED TRAILS (Currently in Design) State Road 10

Downtown Argos

t.

West S

Marshall County 4-H Fairgrounds

Trail Locator St. way

ad Bro

Future Trails Current Trail System Funded Trails (Currently in Design)

MARSHALLCOUNTY CROSSROADS

REGIONAL DEVELOPMENT PLAN

29

PROJECTS

LAKE MAX TRAIL, PHASE 3 Trails in Culver and around Lake Maxinkuckee have been discussed for decades. Finally, in 2016, the Town completed a Bicycle and Pedestrian Master Plan. This plan created a road map for future trail development that was based in public input and support, and suplemented regional active transportation goals and initiatives.

The first phase of the trail was completed through a donation by Marshall County, paving about half a mile through the park to the Culver Academies.

The second phase is currently under design, and will be funded by INDOT through the town’s Stellar Designation last year. This phase connects the park to downtown and continues to the south through neighborhoods.

The third phase will run along Academy Road, adjacent to the Culver Academies, and along SR 10 until it meets SR 17. The third phase will add almost a mile of trail and provide a key connection for town residents and Academies students.

This project will aim to continue to take advantage of the town’s natural beauty and help realize a goal “The Lake Maxinkuckee Pedestrian Trail will add immense value and wellbeing for all Culver residents and visitors.

One key ingredient to a happy and healthy community is the ability to safely engage in exercise, while enjoying our natural resources. People of all ages will experience significant benefits from walking, running and biking in beautiful Culver and Lake Max.” Dana Neer Wellness Director of the Culver Academies

30

MARSHALLCOUNTY CROSSROADS

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outlined in the Comprehensive Plan to improve walking and bicycle access to commercial areas, the public lake, and Culver Academies. This trail will tie together the parts of Culver that make it great. Improved access between the areas will also result in increased visitation and improve bike and pedestrian commutes to the beach, downtown, and the Academies, and draw more customers to businesses near the trail. Bike and pedestrian trails will also help foster a healthy and sustainable community, reduce traffic congestion and pollution, and promote exercise. The trail is a cornerstone project, which will eventually extend around the lake and connect to other regional trails, helping us establish Culver’s reputation as a connected community and attracting new residents.

There is already evidence of demand for better bicycle and pedestrian infrastructure around the lake. Culver Academies sponsors a triathlon every August that is one of the fastest growing triathlons in the Midwest, with over 500 registrants expected for the 2019 event. Additional events, such as Max’s Move and the Marshall County Blueberry Festival, all take advantage of the existing signed bike route through town and around the lake. We believe that this project will be a tremendous asset to the community in terms of attracting visitors, increasing traffic in our commercial districts, and improving the health of and recreational opportunities for our residents.

FEASIBILITY

In reviewing FEMA Floodway maps, the proposed trail projects are not located in any floodplain or floodway. No permitting issues are expected with state agencies for this project.

CAPACITY

The Town of Culver is in good standing with the state funding agencies. The town is currently working with the state agencies through its Stellar Designation to implement the proposed projects.

The town is working with a grant consultant and has the capacity to administer the funds.

.5 MILES

EXISTING PAVED TRAILS

10+ MILES

FUTURE PAVED TRAILS ( 1 Mile Currently in Design) READINESS

The majority of phase one of the trail has completed construction earlier this year, through a large in-kind contribution from Marshall County. The remaining small segment of phase one is under construction. Phase two is under design and is scheduled to be under construction in 2021. This section of trail would follow a similar schedule to phase 2 except one year behind, since phase 2 is a Stellar Communities project in Culver’s 2017 designation. Discussion has already occurred with Culver Academies and the proposed route is in the location they prefer. Also, Academy Rd is currently a county road, but the county has passed a resolution to transfer Academy Rd to town control for construction and maintenance.

Sy ca

m or eR d.

PROJECTS

State Road 10 Academy Road

Culver Summer School & Camps

E. Shore Dr.

Culver Community Jr-Sr High School

State Street

Academy Road

Culver Academies

Culver Academies Golf Course

Culver & Union Township Park E. Washington St.

Trail Locator Phase 1 Phase 2 Phase 3 Phase 4

MARSHALLCOUNTY CROSSROADS

REGIONAL DEVELOPMENT PLAN

31

PROJECTS

ARGOS SIDEWALKS One of the items in Argos’ Comprehensive Plan that addresses transportation, quality of life, public safety, and health/fitness is providing a quality sidewalks system throughout town. Sidewalks are critical to the urban and suburban network. They provide equitable transportation through a safe place to walk throughout town, an opportunity for children to ride bikes and play safely off the street, and help foster a sense of community by connecting people.

There is a long-term vision to add, repair, or replace sidewalks throughout town to reach this goal.

Some locations have a higher priority based on connectivity, lack of existing sidewalks, sidewalks in poor condition, or adjacent land uses.

One of the highest priority locations in town to add sidewalk is along SR 10 connecting the trail in the park to the existing sidewalk on SR 10 east of Clinton Street. This section of sidewalk will provide connectivity between the park and neighborhoods adjacent to SR 10 towards downtown Argos.

FEASIBILITY

In reviewing FEMA Floodway maps, the proposed trail projects are not located in any floodplain or floodway. No permitting issues are expected with state agencies. It is anticipated that minimal or no right of way will need to be taken for the project.

CAPACITY

The Town of Argos is in good standing with the state funding agencies. The Town has not utilized state grants recently, but have worked with the Marshall County Community Foundation to complete some parks projects such as a splash pad in the last

32

MARSHALLCOUNTY CROSSROADS

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Argos Park Connection to Park Trail Indiana Ave.

SR 10

Proposed Sidewalk

SR 10

Marshall County Fairgrounds

few year. Argos has created groups working to implement action items from the Comprehensive Plan. Town leadership is more active now than at any time in recent history.

READINESS

45% of Streets HAVE AT LEAST ONE SIDEWALK

The sidewalks project has been discussed among town leadership and is supported by the Comprehensive Plan. The sidewalk is a priority project that is part of a larger future vision of a sidewalk network connecting all parts of town.

The Town Council approves of the project and has agreed to provide the 20% local match if designated.

1.20 MILES PLANNED FUTURE SIDEWALKS

PROJECTS

Beginning of Sidewalk (Along SR 10 to Clinton St.)

MARSHALLCOUNTY CROSSROADS

REGIONAL DEVELOPMENT PLAN

33

PROJECTS

HOUSING 34

MARSHALLCOUNTY CROSSROADS

STELLAR INITIATIVE

PROJECTS

OWNER-OCCUPIED REHAB PROGRAM The purpose of the Owner-Occupied Rehabilitation Program is to preserve affordable housing stock by providing funding to selected applicants for the rehabilitation of owner-occupied housing for low to moderate income households. Through this program, IHCDA seeks to improve the quality of life of assisted individuals and the quality of the existing housing stock in Indiana.

The County plans to utilize IHCDA’s OwnerOccupied Rehablitation Program to make improvements to critical properties within our communities. Housing in the county will be analyzed to determine which houses are most in need of the funds to make repairs that will greatly improve the health and safety of the homes. In addition to individual houses, neighorhoods will be analyzed to determine if it makes sense to address several homes in a given neighborhood.

Depending on the amount of repairs and associated costs for each home, the number of homes involved

in the program may vary. The total grant cost is up to $250,000 and the maximum allocated to a certain home is $25,000.

Currently Real Services is taking applications and administering funds for the Owner-Occupied Rehabilitation Program in Marshall County. The county will work with Real Services and interested homeowners to administer any funds received from IHCDA through the Stellar Communities program.

Applicants must be ready to proceed with the activity upon receipt of the award. Contractors will be procured for the repairs per IHCDA program requirements. It will also be a goal to propose projects that assist individuals with disabilities, and to propose the use of Women-Owned Business Enterprises and Indiana contractors and products.

MARSHALLCOUNTY CROSSROADS

REGIONAL DEVELOPMENT PLAN

35

PROJECTS

COLONIAL ESTATES, PHASE 2 - ARGOS Argos is a safe and friendly town to raise a family with the small-town charm that residents have come to value. This core value reflects the Town’s emphasis on maintaining its small-town charm while ensuring it has the quality community assets in place that attract to all types of people. In order for Argos to be competitive in today’s market, the Town must offer standards that build neighborhoods with lasting value, a range of housing choices, while ensuring homes are affordable for residents at all income levels. An enhanced quality of life comes from stronger communities garnered from social interaction, community involvement, and pride. It also ensures Argos’ younger demographic has equal opportunity for the highest quality of education that allows them to receive the resources and services they need to thrive and fully develop lifelong skills.

Stakeholders view Phase Two of the Colonial Estates development as complementary to the new manufacturing center in Argos. They believe the development will accommodate housing needed for the incoming workforce. There were also sentiments that the development will address the existing housing shortage. Some stakeholders believe the development will provide housing for middle income families, which currently lack housing options. A local real estate agent expressed how the development will create opportunities for FHA and USDA loans that had not been available.

The location of the development was also viewed as an opportunity. In addition to its proximity to the manufacturing center, the project is also within walking distance to local schools and businesses.

Colonial Estates may also make Argos more appealing to young families by providing attractive housing options close to local amenities.

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MARSHALLCOUNTY CROSSROADS

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Example of single family homes to be built in Phase 2 FEASIBILITY

In reviewing FEMA Floodway maps, the proposed trail projects are not located in any floodplain or floodway. No permitting issues are expected with state agencies.

CAPACITY

The Town of Argos is in good standing with the state funding agencies. Argos has created groups working to implement action items from the comprehensive plan. The Argos Community Development Corporation has been created, which is a non-profit organization that is implementing housing and business development initiatives in the town.

READINESS

Colonial Estates has been discussed among town leadership and has been underway through work by the Argos Community Development Corporation and the housing developer. Based on public feedback received to date, there is great community support for an increased housing options. A letter of intent has been received by the developer for moving forward with Phase 2 of the development. The Town Council approves of the project and has agreed to fund the proposed $80,000 local match.

10

Parcels Already Developed

14

Parcels Ready to Go!

BEING PLANNED

21

Acres PHASE 2

75

Acres PHASE 3

PROJECTS

PHASE 3 (74 .57 acres)

N. M .

N ST

IGA

ICH

US 30 FREEDOM ST.

HERITAGE ST.

PHASE 1

PHASE 2 (21.23 acres)

MARSHALL ST.

MARSHALLCOUNTY CROSSROADS

REGIONAL DEVELOPMENT PLAN

37

PROJECTS

CEDAR ROAD HOUSING, BOURBON Bourbon has aging housing stock and a shortage of housing options. During the public engagement process, Steering Committee members and the public stated there is a need for additional housing options, as Bourbon has seen an increase in population base with good schools and proximity to US 30 and employment opportunities. While the cost of living in Bourbon is low, compared to similar communities, approximately 22 percent of owneroccupied households and 12.5 percent of renteroccupied households are considered housing cost-burdened (those who pay over 30 percent of their income in housing costs). Additional housing options and a larger supply could help ease the real estate market for those in need of an affordable home, while still attracting new families to the community and increasing the workforce.

The Cedar Road housing development is a recently planned residential development adjacent to Triton Junior-Senior High School, on an open 74 acre plot of land owned by the Bates Real Estate Corporation. The proposed site has access to 12th Road and Cedar Road on the north and east perimeters, with part of the site adjacent to the High School campus. Right now, the land currently sits outside the corporate limits of the Town, but meets the continuity requirement for annexation.

The development presents a co-generational theme that allows residents to grow from a starter home to a family size dwelling, then transition to an empty nester dwelling such as a townhome or condo in future years. The organization of parcels provides open spaces within the neighborhood as common areas for recreation and gathering. This concept will help attract homeowners of all ages and life situations, while providing options for lifelong residency in the neighborhood.

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MARSHALLCOUNTY CROSSROADS

STELLAR INITIATIVE

Single Family Home example

Townhome example for Phase 2

FEASIBILITY

74 A A

In reviewing FEMA Floodway maps, the proposed renovation project are not located in any floodplain or floodway. No permitting issues are expected from state agencies.

CAPACITY

The Town of Bourbon is in good standing with the state funding agencies. Town leadership has been working with the developer and engineer and the partnership has clear paths for financing and collaboration to make the project successful.

READINESS

Bourbon has already completed preliminary engineering assessments for the residential development. This includes multiple layout options, cost estimates, financing options and partnerships, and other information for total project costs and expected revenues. The property meets the requirements for annexation and the town plans to annex the land soon. The developer owns the land and the town can connect utility infrastructure to the development from adjacent existing infrastructure.

62

cres lready Planned

Parcels Ready to Go In PHASE 1

PLANNED FUTURE PHASES

49

Acres Of Mixed Housing

PROJECTS

US

30

12TH ROAD ASSISTED LIVING AND TRANSITIONAL APARTMENTS

SENIOR CONDOMINIUMS TRITON JUNIORSENIOR HIGH SCHOOL

SINGLE FAMILY ATTACHED

TOWNHOMES

PHASE 1

S. CEDAR ROAD

SINGLE FAMILY DETACHED

MARSHALLCOUNTY CROSSROADS

REGIONAL DEVELOPMENT PLAN

39

PROJECTS

d e v e l o p ment 40

MARSHALLCOUNTY CROSSROADS

STELLAR INITIATIVE

PROJECTS

Bourbon has a unique position as a very accessible community nestled just off of US 30 halfway between Plymouth and Warsaw. A parcel of land just off of US 30 on the north side of Bourbon is planned to be a commercial and industrial development.

This location is ideal for such a development, both as a service area for travelers on US 30, and also industrial development with ease of transportation access and affordable quality housing in Bourbon for workforce.

During stakeholder engagement, items that were mentioned as important project elements include: adding unique features such as a hospitality site with a dog and childrens’ park for the rest stop, attracting visitors to town and not just the rest area or industrial site, integration of economic development tools such as trades education in schools, cross-county regional needs, and relationship between business growth and housing.

This development will ideally proceed simultaneously with the Cedar Rd housing development since each project will help support the other. The proposed commercial development will create a large growth in tax inrement financing available to the town. According to preliminary projections by the engineer, the development could yield almost $500,000 annually for the TIF district.

The town has agreed to extend water and utility infrastructure into the development site. Gravity sewer is available for the planned hospitality site, but a lift station will be necessary for the industrial site.

N. MAIN ST. / 331

COMMERCIAL DEVELOPMENT, BOURBON 11 B ROAD

US

30

BOURBON CHRISTIAN SCHOOL

ARNOLD STREET

FEASIBILITY

In reviewing FEMA Floodway maps, the proposed renovation project are not located in any floodplain or floodway. No issues or special permits are expected from state agencies.

CAPACITY

The Town of Bourbon is in good standing with the state funding agencies. Town leadership has been working with the developer and engineer and the partnership has clear paths for financing and collaboration to make the project successful.

READINESS

Bourbon has already completed preliminary

engineering assessments for the residential development. This includes multiple cost estimates, financing options and partnerships, and other information for total project costs and expected revenues. It is anticipated that the project will be a private-public partnership that would provide support and equity to the developer that requires the develo per to fund the development up front and be reimbursed through tax increment as build out occurs. The town will extend water and sewer infrastructure to the development. The property meets the requirements for annexation and the town plans to annex the land soon. The developer owns the land and it is located within town limits.

MARSHALLCOUNTY CROSSROADS

REGIONAL DEVELOPMENT PLAN

41

PROJECTS

COM MUN IT Y SPACE 42

MARSHALLCOUNTY CROSSROADS

STELLAR INITIATIVE

PROJECTS

PUBLIC GATHERING SPACE, BREMEN

FEASIBILITY

In reviewing FEMA Floodway maps, the proposed renovation project are not located in any floodplain or floodway. No issues or special permits are expected from state agencies.

Jackson Street

The Town of Bremen has been involved in OCRA’s Hometown Collaboration Initiative over the last year, and one of the key discussion items is the rejuvenation of the downtown area. From streetscape improvements to events and festivals, it is a strong desire to get more people downtown to create a vibrant downtown rich with prosperous businesses. During the many stakeholder and public engagements sessions, it was brought up frequently that one of the amenities lacking in the downtown area is a community gathering space that can serve as an attraction and also host events such as the farmers’ market, festivals, performances, food trucks, and other gatherings.

A visually appealing and functional community gathering space will bring people into downtown rather than just driving through. Creating a more vibrant downtown will not only benefit downtown businesses, but also help other area businesses and schools by improving quality of life. Combined with the streetscape improvement initiative, there is a great opportunity to create a vibrant downtown that showcases Bremen’s history, culture, and potential.

Initial discussions propose a covered yet open structure that could house the farmers market and provide shelter for other gatherings and events. Parking, pedestrian access and circulation, and adding amenities that create a unique space will make this design succeed as an important downtown space.

INDOOR FACILITY

South Street

CAPACITY

The Town of Bemen is in good standing with the state funding agencies. Town leadership has worked with state agencies previously and currently on other projects, and also is working with a grant administrator.

READINESS

The town has received appraisals for the property and the property owner is willing to sell. The Town Council has passed a resolution approving funding the local match for the project.

MARSHALLCOUNTY CROSSROADS

REGIONAL DEVELOPMENT PLAN

43

PROJECTS

COMMUNITY POOL, BREMEN The Bremen Community Pool originally opened in 1964 and has been a staple asset in town ever since.

The pool attracts an average of about 150 visitors per day in the summer. In addition to being a place for families to relax and have fun, the pool has a very popular swim lessons program in which many residents participate. The pool is open from early June to early August, corresponding with when children are out of school for the summer.

Although the pool is popular and a valued asset, there have been maintenance concerns lately that continue to propose problems to the town. The pvc liner was replaced in 2004, but continues to have leaks that stem from structural concrete issues. In addition to concrete and liner cracks, there are also improvements needed for ADA accessibility. It is now getting to the point that it is too expensive to keep making repairs, and a complete renovation will be more cost advantageous.

While stakeholders were looking into renovating the pool facility, it was discussed how to make the facility more appealing and increase its value as an asset to the community. While a typical outdoor pool still has value in today’s recreational needs, many communities have seen an increased usage in alternative types of aquatic play such as splash pads and zero depth entry pools.

The town is looking to create an upgraded aquatics facility that will truly be an asset to the community.

Increasing recreational opportunities and quality of life will help attract families to the town, and support workforce development and retention as well as increasing school population.

FEASIBILITY

In reviewing FEMA Floodway maps, the proposed renovation project are not located in any floodplain

44

MARSHALLCOUNTY CROSSROADS

STELLAR INITIATIVE

or floodway. No permitting issues are expected with any state agencies.

CAPACITY

The Town of Bremen is in good standing with the state funding agencies. Bremen has completed work with state agencies previously, and is currently working with OCRA in its Hometown Collaboration Initiative. Through discussions for HCI, great support has been shown by town leaders and stakeholders for the pool and other local projects.

READINESS

The town owns the property and the parks department is prepared to close the current pool facility to build a new facility. The Town Council has approved a resolution for funding the local match portion of the project. The next steps would be securing consultant services to provide a feasibility study and cost estimation for a proposed aquatics facility.

PROJECTS

MARSHALLCOUNTY CROSSROADS

REGIONAL DEVELOPMENT PLAN

45

PROJECTS

RESTO R A TION 46

MARSHALLCOUNTY CROSSROADS

STELLAR INITIATIVE

PROJECTS

ENTREPRENEURIAL HUB - FIREHOUSE RESTORATION, PLYMOUTH

FEASIBILITY

In reviewing FEMA Floodway maps, the proposed renovation project are not located in any floodplain or floodway. The Firehouse is on the National Registry of Historic Places, so any improvements will need to be in compliance with the Secretary of the Interior’s Guidelines for Rehabilitation.

W. WASHINGTON STREET

The City of Plymouth has been working on the renovation of its historic firehouse for many years. A planning grant was received and used to develop construction plans for exterior and interior renovations to remediate deterioration. The project hasn’t been constructed yet, as the city looks to make bigger plans for transforming the space into an entrepreneurial hub and co-working space.

This space would help create opportunities for small businesses in entrepreneurs in downtown Plymouth. A unique building, proximity to the shops and restaurants downtown, and to new downtown housing, the Firehouse E-Hub is primed to be a successful endeavor for attracting businesses and talented professionals to downtown. Several businesses or organizations have expressed interest in having this type of space in the downtown area.

The project now has many partners involved, and is looking at multiple funding sources. It was included in the city’s plan for the Regional Cities Initiative, and could receive funding from a Community Development Block Grant, and potentially private investment.

NORTH CENTER STREET

Existing Firehouse

CAPACITY

The City of Plymouth is in good standing with the state funding agencies. The city has received and is using Regional Cities funding for the project.

Through this effort, the project partners have shown the capacity to manage the development and funding of a project of this size and scale.

READINESS

The project has many development and funding partnerships. Funding is being provided by the City, Regional Cities Initiative, and other grants. Design and plans have been completed for restorative improvements, but not for entrepreneurial space renovation of the facility. Cost estimates have also been developed for the restoration. There is metronet fiber available and the E-Hub could be connected at a very minimal expense.

BUILT

MADE THE NATIONAL REGISTER OF HISTORIC PLACES

1875

$1.5 M

1981

PROJECT PRICE TAG MARSHALLCOUNTY CROSSROADS

REGIONAL DEVELOPMENT PLAN

47

PROJECTS

REES THEATRE, PLYMOUTH The REES Theatre Project offers to the city of Plymouth a unique opportunity to continue its revitalization efforts with the development of a year-round feature for community connection.

The events offered at the theatre will help create a downtown that promotes pedestrian activity, hospitality business, and provides a destination for visitors and community members alike.

Investment in The REES Theatre project offers the downtown a redevelopment project that is grounded in both sustainable development and community-centered growth. By anchoring the current progress with The REES Theatre project, the downtown revitalization of Plymouth, Indiana will better the overall quality of place and help us move forward in a systematic and synergistic manner that encompasses housing, goods and services providing a vibrant community presence.

The REES Theatre project is planned into a three phase renovation process; 2 exterior phases and an interior phase.

Phase 1: Focuses on the exterior renovation to improve the overall aesthetic quality of the theaters art deco facade and provide for efficient operation of the marquee to provide a nostalgic impact on the downtown Plymouth streetscape including an opportunity to promote community events through a prominent signage point.

Phase 2: This phase is focused upon a continuation of the exterior renovation and an overall revamping of the structural and utilitarian components of the theater. Included in the phase are improvements to the service, electric service, and streetscape/ connectivity improvements. In short, to complete all the necessary repairs to the building envelope.

Phase 3: Focuses upon restoration and redesign of

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Main Street Showing Movie Theatre

the interior of the theater to a multi-use space. The theater will be brought up to code for all structural, mechanical/electrical components and accessibility requirements. Additionally, the interior design will be reconfigured to allow for the utilization of the space in a variety of formats: movie theater, live productions, seminars and event center for the life’s many celebrations.

FEASIBILITY

In reviewing FEMA Floodway maps, the proposed renovation project are not located in any floodplain or floodway. No permitting issues are expected.

CAPACITY

The City of Plymouth is in good standing with the state funding agencies. The city leadership and project team has the capacity to successfully manage and administer this project, and has

implemented past projects successfully that utilized state funding, multiple phases, and grand administration.

READINESS

Plymouth’s goal is to secure $3,460,000 by fall 2019 from members of the community and beyond to stay on track for a 2020 grand reopening, which will be the 80th anniversary year for the Rees Theatre.

The project has received private funding, the City has approved funding of $575,000, and Regional Cities is providing additional funding.

Once open, it is anticipated the annual operating expenses are to be $329,000 and the city developed a business plan based on projected annual event revenues that will sustain its operation.

PROJECTS

HEARTLAND ARTIST GALLERY

HARRIET’S CLOTHING

BLACK CAT CLOTHING CO.

ON STREET PARKING

ASK FOR FLOWERS

S. MICHIGAN ST.

SHADE MASTER WINDOW TINT

ON STREET PARKING

WILD ROSE MOON

URBAN REVIVAL NARIE SIMPLE TREASURES

THE FRENCH PRESS COFFEE CO.

ON STREET PARKING NEARBY AVAILABLE PARKING OPTIONS FOR REES THEATRE

8%

2%

Sponsorships

Other

3%

3%

Fundraising

Advertising

12%

15%

$

EAST LAPORTE ST.

RIVER PARK SQUARE PARKING

Revenue Sources for the Theatre

UPTOWN RETRO GIRL

CITY PARKING LOT

290

SEATING CAPACITY

516 sq. ft.

PERFORMANCE STAGE

Programming Concession Sales

29%

28%

Memberships/ Space Rentals Box Office Sales

CATERING KITCHEN PERFORMER’S SPACES CONCESSIONS MARSHALLCOUNTY CROSSROADS

REGIONAL DEVELOPMENT PLAN

49

PROJECTS

COUNTY I N I T I AT I V E S 50

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PROJECTS

WORKFORCE DEVELOPMENT One of the most pressing needs for employers in Marshall County is access to a skilled workforce.

That is why in 2017 we made great strides in implementing the Marshall County Workforce Development Program. The basis of the program involves one-on-one interviews with employers, allowing us to give them tailored solutions. Our program was one of three pilot projects selected by the Indiana Department of Workforce Development to receive $10,000 in funding.

We began developing our program by interviewing over one quarter of the 110 local manufacturers on workforce issues. Data from these interviews show there are almost 200 currently open positions, and 600 more will be created in the next two years.

We also found that employers were interested in enrolling employees in local training programs, especially those focused on soft skills, and that there are opportunities for more engagement between businesses and students.

To improve the training portion of the workforce program we partnered with Ancilla College in developing the Ancilla College Management and Leadership Training program. This incumbent employee training program is the first of its kind in Marshall County and allows businesses to create a culture that supports and retains employees. We have also worked to develop local Programable Logic Controller (PLC) training with the Purdue Manufacturing Extension Partnership, which was offered twice in 2018.

We also worked to build our Recruitment Program by starting Made in Marshall County. In March and November, employers were able to connect with hundreds of high school students and talk to them about their products, workplace, career paths, and job openings. Feedback from participating employers has been strong, and we will continue this program in the future.

Soon, we will launch our Workforce Recruitment Program, which uses an online job portal to connect veterans across the nation with Marshall County employers. This innovative project will help recruit a skilled workforce. Much has been accomplished in 2017, and we plan to continue this momentum in the coming year.

WORKFORCE DEVELOPMENT

YOUTH ENGAGEMENT GOAL: Build a Future Workforce Solution: Target Youth

RECRUITMENT PROGRAM

TRAINING PROGRAM

GOAL: Produce an immediate workforce through acquiring out-of-state veterans

GOAL: Develop Career Pathways training based upon employer needs

Solution: Online Recruitment Portal Targeting

Solution: Initial Modules

•Target 250,000+ veterans entering workplace annually

•Leadership Training – Developed •Maintenance (Millwright) Training •PLC Training – Developed

• Promise Indiana – Completed • Marshall County Career Coalition – Completed • Made in Marshall County – Completed • Manufacturing Day – Completed • Soft Skills Certificate – Completed • Manufacturers Adopt a Grade • Apprenticeship/Internship • CEO Program MARSHALLCOUNTY CROSSROADS

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51

PROJECTS

WORKFORCE RECRUITMENT PROGRAM The goal of the Marshall County Workforce Development-Recruitment Program is to grow our local workforce by attracting retiring veterans to the area with the assistance of the Transition fo Veterans Program Office. We will do this by creating an online job portal and making it available to military bases outside of Indiana.

The website will connect job seekers to Marshall County employers, provide them with information about our community’s quality of life and place, and incentivize their relocation. Ultimately, this program will ensure that local businesses have access to many qualified workers so that they can continue growing and expanding.

To sustain business growth, we must recruit a workforce from outside of our community. In 2017, MCEDC conducted a series of one-on-one interviews with local business leaders to look at workforce development issues. After interviewing nearly 30% of Marshall County manufacturers, we found that there are almost 200 currently open positions, most of which employers have rated as serious vacancies. Marshall County’s unemployment rate is 3.2% according to the Indiana Department of Workforce Development (July 2018). This suggests that our workforce is not large enough to sustain our business growth.

Furthermore, employers estimated that they will create over 600 new positions in the next 2 years, meaning that to facilitate planned business growth, we need to increase the workforce immediately.

Additionally, according to the U.S. Department of Defense, over 250,000 service personnel are transitioning from military service to private sector employment every year. Indiana has the nation’s

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lowest unemployment rate for veterans according to the U.S. Bureau of Labor Statistics’ Employment Situation of Veterans report (2016). Only 1.8% of veterans were unemployed in Indiana in 2016, which speaks to how much our employers value veterans. However, this is not the case throughout the country, where several states have veteran unemployment rates that are three times higher than Indiana’s. Attracting these veterans to our community would meet two needs: employing qualified workers and facilitating local business expansion.

The Marshall County Workforce DevelopmentRecruitment Program will assist veterans in finding work and strengthening our workforce for local businesses. The program will consist of an online job portal that targets retiring veterans looking for work and connects them to Marshall County employers.

The job portal will reach veterans at the following military bases: Ft. Riley, KS and Great Lakes, IL. The portal will be beta tested with strategic employers prior to launch to ensure functionality. This portal will accomplish a variety of goals, including: • Allow job seekers to upload resumes onto website, as well as search and view job postings • Allow employers to upload job postings onto

the site, as well as search and view resumes • Use algorithms to match military to civilian skill sets • Provide job seekers with information about employers and the area to incentivize their relocation, including employer promotional videos featuring veterans Partners include: • Notre Dame University • Senator Joe Donnelly (connecting Marshall County directly to the Department of Defense TAP office) • South Bend Elkhart Regional Partnership -Talent Attraction Retention • WorkOne • Elkhart County Economic Development Corporation

PROJECTS

BRANDING / MARKETING CAMPAIGN Attracting residents and businesses is vital for the continued growth of our community. Marshall County has recognized this need and is working to address it by investing in a county marketing campaign. Marshall County hired Big Idea Company out of Mishawaka to develop the Marshall County branding campaign. Big Idea is a full-service marketing agency with a proven track record for success. The impacts of their work can already be felt in Marshall County through their marketing video that helped our region win Regional Cities funding in 2016. Big Idea also developed promotional videos for Argos, Culver (2), and Bourbon which are being used to attract residents and businesses to grow the communities.

Marketing and branding efforts for the county are based on direct feedback from local leaders. This process will guarantee that the final marketing materials reflect what truly makes our county special.

In October 2017, three focus groups were held with county leadership in Bremen, Culver, and Ancilla College. These meetings were held to discuss what attributes and characteristics make Marshall County stand out in a way that matters to potential new companies and residents. In February 2018, members from the initial focus groups reconvened to review several proposed slogans, logos, and advertisements.

The collaboration and idea generation demonstrated at these meetings showed that Marshall County is forward-thinking and united on what makes our community great. Some of Marshall County’s most important attributes that were identified during focus groups were the

county’s unique location and proximity to large metropolitan areas, quality education at every level, safety, and the cooperative nature of cites and towns in the county. For a county of our size (just under 50,000 people), this kind of high-concept, large-scale marketing effort is very unique. This $100,000 investment has the potential to impact residential and business growth in unprecedented ways.

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HEALTH PROJECTS

HEALTH P R OJEC TS 54

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HEALTH PROJECTS

2018 COMMUNITY HEALTH NEEDS ASSESSMENT Every three years, Saint Joseph Health System (SJHS), including Mishawaka Medical Center and Plymouth Medical Center, performs community health needs assessments (CHNA) to evaluate the overall health status of the communities it serves. The information from these assessments is routinely used to guide the strategic planning processes of the organization-at-large.

Using quantitative research analysis, with questions approved by Trinity Health, SJHS conducted its 2018 CHNA for use in the Primary Care Service Area including St. Joseph and Marshall Counties in Indiana.

SJHS set out to determine the community’s needs and determine where to commit community outreach resources, especially for the poor and underserved. The assessment provides an opportunity to design an implementation plan and share our efforts toward improved health and quality of life, while building upon the foundation of our existing efforts to improve the health of our community and the populations we serve.

The 2018 CHNA report provides: • A summarized analysis of the successes from the 2015 CHNA report and resources already committed to support SJHS’s upcoming community • A detailed community profile of our Marshall County community members, including the results of primary data collection from focus group discussions.

• A strategy for addressing the needs identified as the hightest priority of concern for Marshall

We’re here for a reason greater than us.

Our Mission

2018 Community Health Needs Assessment Adopted June 25, 2018

We, Trinity Health, serve together in the spirit of the Gospel as a compassionate and transforming healing presence within our communities.

sjmed.com 183006- SJHS-CHWB-CHNAMARSHALLCnty2018

•

County as a result of the number of people affected, available resources and our ability to make an impact.

Access to 2018 CHNA results to inform the community and serve as a continual guide for evaluating the health of our community and best efforts to improve activities for our community members with the greatest needs.

Community Health Needs During the multiple-response portion of the survey sent out, respondents identified several items where they thought the county could improve the health of the overall commnity.

The results showed that most responses consisted on average three to four choices by people. By tally, those selections are improving nutrition and eating

SIGNIFICANT

COMMUNITY HEALTH NEEDS

1I I 2R 3 IA 4M 5D

mproving Nutrition & Eating Habits mproving Access to Wellness esources (fresh foods, nutrition, classes, gyms, etc) ncreasing Participation in ctivities & Excercise

Physical

ental Health

ental Health MARSHALLCOUNTY CROSSROADS

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HEALTH PROJECTS

Marshall County (Multi-Response)

Weighted Response

Improved Nutrition & Eating Habits

363

43.6%

Access to Wellness Resources (fresh foods, nutrition classes, gyms, etc.)

Increased participation in physical activities & exercise programs

284 266

48.6% 26.4%

Access to Mental Health

255

29.1%

Access to Dental Care

163

11.3%

habits, access to wellness resources, increasing participation in physical activities and exercise programs, access to mental healthcare and access to dental care.

To address the issue that a single racial demographic skewed the overall county data due to larger volumes,

56

No. of Responses

The RDP provides an opportunity to not only incorporate health as a plan priority, but provide a framework to highlight how projects impact community health. Broken into the community needs identified by the survey respondents, each project will fit under one of the needs or benefiting two or more categories.

1

2

3

Improving nutrition was the most commonly cited topic in all quantitative research conducted from analysis of the CHNA questionnaire for both St. Joseph County and Marshall County participants.

Promotion of health and reduction of chronic disease risk through the consumption of healthful diets and achievement and maintenance of healthy body weights are the primary actions SJHS will address. SJHS believes in increasing the quality, availability and effectiveness of educational and communitybased programs designed to improve health and fresh food availability, and will promote healthy eating habits to enhance quality of life.

Health status and related health behaviors are determined by influences at multiple levels; healthy nutrition options and preparation and physical fitness. Because significant and dynamic interrelationships exist among these different levels of health determinants, educational and commuitybased programs are most likely to succeed in improving health and wellness when they address influences at all levels and in a variety of environments/ settings.

Regular physical activity can improve the health and quality of life for individuals of all ages, regardless of the presence of a chronic disease or disability.

Physical activity can lower the risk of early death, heart disease, stroke, high blood pressure, type 2 diabetes and depression in adults. For children and adolescents, physical activity can improve bone health, improve cardiorespirator and muscular fitness, decrease levels of body fat and improve cognitive skills and the ability to concrete.

Even small increases in physical activity are associated with health benefits, and this is what SJHS and our partners want to address.

MARSHALLCOUNTY CROSSROADS

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4 Mental disorders are among the most common causes of disability, and was listed as a leading health concern in both St. Joseph and Marshall Counties.

Mental health plays a major role in people’s ability to maintain good physical health. Mental illnesses, such as depression and anxiety, affect people’s ability to participate in health-promoting behaviors. In turn, problems with physical health, such as chronic diseases, can have a serious impact on mental health and decrease a person’s ability to participate in treatment and recovery. Because mental health has been mentioned in several CHNA reports in the past, it is prioritized as its own category for SJHS and our partners to continue addressing.

The category encompasses a number of different topics, including mental health conditions, access to mental health services and insurance coverage.

5 Oral health is essential to overall health. Good oral health improves a person’s ability to speak, smile, smell, taste, touch, chew, swallow and make facial expressions to show feelings and emotions. This category includes improving access to dental services. Certain areas in this category may not be addressed by SJHS’s advisory team, as they are already being implemented within the community by SJHS and other community organizations.

HEALTH PROJECTS Assessment As identified in the 2018 Community Health Needs Assessment (CHNA), adopted on June 25, 2018, roughly 35% of Marshall County respondents noted they only exercise moderately for 10 minutes a day for no more than 2 days a week. The obesity rate in Marshall County stands at 38.1% for women and 36.7% for men, higher than the U.S. national average. In addition, the County Health Rankings and Roadmaps, an initiative of the Robert Wood Johnson Foundation, shows that for Marshall County, nearly 30% of adults are not physically active, and 35% do not have adequate access to locations for physical activity.

At the community level, town-wide assessments and workshops have revealed the need for more opportunities for residents to easily walk and bike. For example, Active Living workshops in Plymouth and Culver revealed the need for more opportunities for residents to be physically active.

The top priority identified during the Culver Active Living Workshop included the need to connect public spaces and community assets with biking and walking infrastructure.

In addition, the Argos 2030 Comprehensive Plan listed expanding transportation choices as a core value; it focused on providing a complete transportation network to sufficiently handle new development, support businesses and industries, and make biking and walking a safe, viable option. The plan recognizes the need to expand trails and sidewalks to connect activity centers, developments, neighborhoods, community facilities, and parks. Further, the Argos Indiana Five Year Park and Recreation Master Plan 2016-2020, envisions Argos as a “town within a park” with connections between parks via multiuse trails.

“The proposed health and wellness projects in this Stellar grant are imperative to provide more opportunities for kids and adults to be physically active. We see in our clinic and throughout the county and the country that obesity, diabetes, and heart disease are negatively impacting many residents. So the easier we can make it for residents, especially kids, to be active every day, the better our chances of preventing chronic diseases down the road.”

“Creating a school culture that promotes daily exercise in our students encourages them to live healthier lives as adults. Many of our students live within the walking boundary to school, yet walking or biking to school creates concern when many streets lack a crosswalk. It is essential to raise awareness among community leaders and motorists about student walkers/bikers and the need to strengthen the infrastructure to aid in their safe routes to school.”

~ Dr. Byron Holm Health Officer of Marshall County

~ Andy Hartley

As documented in the Stellar Communities Public Survey, in addition to workforce development, survey participants of all ages would like to see more investment in recreational amenities and bike/walking trails. These health initiatives coincide well with what our residents would like to see. It is imperative for Marshall County residents’ health to build an exercise-friendly culture of walking and biking; to design, fund, and implement the infrastructure necessary to encourage daily exercise; and to intentionally choose to make that infrastructure artistic and engaging for the overall county community, adding to the quality of place of Marshall County.

Currently, many students walk/bike to school in the school systems in Marshall County, the number of which varies depending on how rural the school system is and how close the center of population is to the school buildings. Students are currently forced to cross busy county roads and highways– doing so in the dark during winter months–to reach their destinations.

Superintendent, Plymouth Community School

Some students must walk/bike to school if they live within the one-mile perimeter of their home school facility. School administrators have noted to the Stellar Committee that families who feel it is unsafe for their kids to walk/bike within that mile perimeter choose to bus their children. Following are the numbers walking to school:

Argos School Corporation

150 Bremen 200 Culver 60 LaPaz 0

96

Bourbon

Plymouth Schools

144

There is currently a lack of infrastructure in place to empower citizens to be active in their daily lives; there is a particular deficit of safety infrastructure and/or planning in census tracts with higher poverty rates in Marshall County. Latest data on ALICE (Asset Limited, Income Constrained, Employed) individuals shows that 29% of Marshall County is living paycheck to paycheck (above the MARSHALLCOUNTY CROSSROADS

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57

HEALTH PROJECTS Indiana state average). 11% of Marshall County families live in poverty, well above the Indiana state average.

Currently, there are very few public bike racks in the 6 towns in Marshall County. In places where there are racks, they are not visually appealing, Such a lack of adequate, visually interesting racks discourages people from opting to bike.

Marshall County leaders recognize the complex intersection of access to robust and universally accessible modes of physical transportation and health and are organizing and pursuing solutions to address it. Both Plymouth and Culver have organized and participated in Active Living Workshops, a collaborative effort organized by Health by Design and the Indiana State Department of Health Division of Nutrition and Physical Activity and offered to select communities in Indiana.

These Active Living Workshops share best practices in creating active living communities through strategic plans, policies, and projects. Among the outcomes so far from these ALW is work in Plymouth and Culver towards a Complete Streets Policy.

Other partnerships of note taking place in Marshall County that will strengthen and add collaborative input are with IHCDA, MACOG, IAC, Purdue Extension Nutrition Education Program, and Health

by Design. Marshall County Crossroads Special Projects Committee members have participated in various training opportunities brought to us by many of these entities, most recently attending the Bike/Walk Summit in Indianapolis hosted by Bicycle Indiana and Health by Design. With these in mind, coupled with the Marshall County Crossroads Stellar plan, which includes multiple bike/walking trail projects, we have developed our Rural Health project.

Currently, we have a team of regional experts examining how best to promote walking and biking to school and protect students during their daily journeys. Some Marshall County school systems have already worked with MACOG and Complete Streets policies to identify dangerous

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intersections for students. Others have yet to do official studies, but are well-aware of the issue and how it presents itself in a specifically rural context. However, many community leaders and elected officials are unaware as to the extent of the problem. We hope to identify and highlight the potential dangers walking/biking students face to community/county leaders while also providing valuable data to school systems on which problem areas to prioritize placement of crosswalks and other safety measures for students.

Finally, we want to address healthy eating habits and nutrition, as this is an opportunity to educate students, parents, and other participants.

We will promote healthy eating throughout implementation.

Implementation The team working on this project: • Marshall County Crossroads Special Projects Team (Nutritionist and Department of Health Board Member Tracy Fox, United Way Director Linda Yoder, Director of Communications for MCCF Angela Rupchock-Schafer, Young Professional Network Member Mandy Campbell, Director of the Marshall County Plan Commission Ty Adley, and Chair of the Special Proects Committee Allie Shook) • School Superintendents in Marshall County • Marshall County Bicycle Enthusiasts (A group of bikers who have conducted bike tours and are avid bikers who have biked between our communities and in our communities) Our plan for implementation of our health initiative consists of three separate, but related projects that will get Marshall County moving and improve access to opportunities for biking and walking: • Implement a county-wide bike/walk to school and work day.

• Develop a county-wide bike route path to connect our towns to each other and within each other to improve access to biking and

•

walking.

Conduct a bike rack design competition in each community to encourage incorporating art into our plan and to ultimately place attractive bike racks in our communities that will encourage biking.

PROJECTS Project 1 Project 1 builds off of the current National Walk/Bike to School Days in May and October. We are planning an event with each school system to organize a bike or walk to school day in May and October 2019. These events will also promote safe routes to school. As part of these events, local elected leaders, police officers, and county-wide officials will be enlisted to participate in the various walking and biking events with students. In addition to schoolbased walking and biking efforts, promotion and marketing will also encourage residents to walk and bike more: people doing errands, going to/from work, activities of daily living. We will also include an educational component on healthy eating habits and how combining those with physical exercise will make students more prepared to learn.

Businesses and organizations will also be tapped to assist in marketing and promotion efforts and they will be encouraged to offer healthy incentives to their customers, employees, and members.

Marketing and promotion for these events will tap into the existing communication channels in use now for the Marshall County Stellar application.

These include marketing and communication through our Marshall County Stellar website, social media pages, radio, press releases, email, and so on. In these promotions, we will educate students, parents, and residents about the importance of physical movement and how to incorporate movement into daily routines, such as getting to and from school or work. We also plan to add an educational component about nutritional eating.

We plan to purchase colorful and bright t-shirts for participating students.

HEALTH PROJECTS Project 2 Project 2 is focused on improving the safety of our bike/walking routes and identifying those for people who want to bike throughout our county and towns. Marshall County currently faces a number of challenges with our county-wide bike route due to our landscape, which includes rural, suburban, and more urban-like settings. The different towns are widespread across Marshall County and currently there are no specific, clearly marked and defined safe routes from town to town along both rural and non-rural (county and state) roads. In addition, within towns, there are safety issues related to biking/walking.

The steps we are taking to solve this challenge: • We currently have a team of avid bike riders (Marshall County Bicycle Enthusiasts) that are meeting to outline a draft bike master plan for our county. They are referencing a finished and proposed project map from MACOG to confirm or adapt routes. This will serve as a temporary fix to our problem. With this plan, we hope to identify safe routes for those that would like to travel to and from other towns within Marshall County.

•

•

•

We are also working to secure work through MACOG to develop a concrete bike master plan for Marshall County to use permanently. Shortterm, we have had initial discussions with MACOG and Health By Design. We referenced MACOG’s maps/routes and partnered with the Marshall County Bicycle Enthusiasts to create a map that can currently be used to direct people to the safest routes available today to travel from town to town in the County (see the Marshall County Safe Bicycle Route Map on the next page).

We are also creating maps of each individual town to incorporate their bike/walking trails and the other safe routes to bike/walk in their communities.

We also plan to work with the County and

•

towns to place signage throughout the County to help riders navigate between towns and to help keep riders and drivers safe on these routes. We will also work toward developing routes that take into consideration the needs of low-resource as well as our vibrant Amish populations to provide safe routes for as many people as possible to do errands, go to work and farmers’ markets, and participate in recreational activities. Once work with MACOG is complete, our master plan will be rolled out with help from the County, City, and Town Councils.

Long-term, we would like to work with INDOT to extend our routes to connect the micronetworks of the municipalities in the County and to connect with state plans for biking.

Project 3 As highlighted in the overall assessment, there are few (and in some towns - no) public bike racks across the County, and where there are racks, they are often not visually appealing or inviting. Our third project seeks to ensure that towns have visually interesting and ample racks that will encourage more residents and visitors to bike around the respective towns, instead of driving.

In an effort to have appealing bike racks in each town, we are proposing to hold an artisticallyengaging bike rack design competition where individuals or design teams can submit concepts for six bike rack designs (one unique one for each town). Designs will be judged on creativity and the ability to convey the unique nature of each town, while at the same time embracing a unifying county/regional theme among the six designs.

Private citizens, students, local and state colleges and universities (within some radius) would be eligible to submit a design for the six racks and a narrative explaining the designs, including the unifying and unique nature of the rack designs.

Design Teams: • Each town can have as many individuals or

•

design teams submit design ideas.

Rack design requirements (note, these will be finalized with input from the judging team) must: • Communicate the unique nature of the respective town.

• Consider bike rack functionality.

• Be able to accommodate at least 2 bikes.

• Have at least 2 points of contact in order to safely secure both the tire and the frame

Judging Judging teams will be comprised of the leaders from the Regional Stellar Team with additional representatives from each town and the arts and design community (for example, we hope to include representatives from Heartland Artists, Moontree Studio, Culver Academies Visual Arts Department, and some local well-recognized and respected artists and designers). This team will also assist in finalizing the rack design criteria.

Note: The judging team will have the discretion and final authority to ensure compliance with the rack design requirements and determine which racks are created.

Awards: Each rack design winner from each town will receive $100 ($600 total) One runner-up from each town will receive $50 ($300 total) Awardees will be featured via social media, local papers, and other modes to recognize and applaud the winners (and to create more momentum for physical activity in our county). Winning racks will be purchased for each town; towns will be encouraged to commit funds to purchase more as needed. A communications plan will include a public education campaign encouraging residents to bike; we will highlight the new racks in that campaign.

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REGIONAL DEVELOPMENT PLAN

59

HEALTH PROJECTS Outcome Measures Project 1: By walking/biking with the students and experiencing the realities themselves, it is believed that wider community buy-in will begin to build momentum for safer routes to school for students. Each school system in Marshall County will be given a budget to prioritize the areas where the walking school bus participants believe exists the highest need for new/refreshed crosswalk markings and/or other safety measures. With better safety precautions in place, it is hoped that 1) more students will begin to walk/bike to school, thereby 2) learning early in life the importance of daily exercise and working to combat the rural obesity epidemic currently facing Marshall County.

Of course our primary goal is to get kids and adults exercising and to educate them about physical exercise and nutrition. School systems will be asked to develop a set of outcome measures on which to compare progress for their specific bike/walking initiatives. In addition, we will update the table included in our assessment in May 2020 to assess whether the initiatives have resulted in an increase in students walking and biking to school. We also plan to determine which schools make this event an annual event.

Project 2: Although it is not possible to capture usage now, we believe that development of routes, placement of signs, and promotion and marketing will provide access to and encourage greater usage by people of all ages, cycling levels, and socioeconomic levels. Citizens, business employees, and youth will have the ability to travel to and from school, work, and other places in each of our communities. This will promote safer biking routes, encourage better physical activity, shared use, and bike and pedestrian-oriented design by citizens and elected leaders throughout Marshall County.

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Project 3: The addition of visually appealing, artistic, and welcoming bike racks will encourage more biking throughout the towns and will Increase physical activity, encourage fewer vehicle trips, and add to the quality of place of each community by directly associating the creative

arts with healthy living. This bike rack contest will also promote health through physical activity, art, and community pride in Marshall County. Newly installed racks will reward the contest winners in a positive, healthy way in that they get to see their design become a reality.

HEALTH PROJECTS PROJECT 1

PROJECT 2

PROJECT 3

$10,000 to be distributed to among the Marshall County School System to prioritize new/refreshed crosswalk/safety measures for student walkers/bikers. $5,000 to purchase t-shirts for each of the schools.

TOTAL for project 1: $15,000 Distribution plan: We would work with schools between Fall of 2018 and May of 2019 to determine the safety measures that need to be taken before the first walking date of May 2019. We anticipate distributing funds for these measures and the t-shirts in MarchApril 2019.

$5,000 for potential technical assistance with MACOG or a consultant

Industrial engineer or metal fabricator fee to create bikes: Estimating $3,400

$6,000 for signage and paint TOTAL for Project 2: $11,000 Distribution plan: As noted, we have already received some technical assistance and are creating maps of routes our bikers and MACOG have determined to be the safest routes for biking in the County. We anticipate distributing funds for more technical assistance and signage/paint in March 2019.

Bike Racks: 12 racks @ $600 per rack = $7,200 Award money to rack design winners and runner-ups: $900 TOTAL for Project 3: $11,500 Distribution plan: Winners of the bike rack contest would be announced at the May bike event (at each school). Funds to create them would then be used in May to have the racks created. We could time the contest and creation of racks to occur before the first bike/ walking event to unveil the bike racks at the schools. If funds need to be spent at the same time as the previous projects, we would time the contest and creation of racks to occur in March-April.

Grand total: $37,500 Contingency if all funds are not needed: If the safety measure funds are not fully utilized because some schools have safe routes, we would like to utilize those funds by purchasing bike reflectors for each of the student participants. We would also use funds to give away a bike at each school if we had remaining funds.

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PROJECTS BUDGETS

OVERALL STELLAR PROJECTS BUDGET MATRIX Stellar Project Name

Local Leverage

Other Sources (foundations, etc.)

$ 200,000 $ 800,000 $ 2,860,000 $ 2,750,000 $ 19,095,000 $ 2,500,000 $ 500,000 $ 1,000,000 $ 1,500,000 $ 3,500,000 $ 500,000 $ 100,000 $ 250,000 $ 37,500

$ 160,000 $ 615,000 $ 320,000 $ 120,000 $ 1,000,000 $ 2,000,000 $ 400,000 $ 800,000 $ 500,000 $ 475,000 $ 200,000 $ 50,000 $ 250,000 $ 37,500

20% 23% 89% 96% 95% 20% 20% 20% 67% 86% 60% 50% 0% 0%

Totals

$ 35,592,500 $ 25,710,000 $ 2,230,000 $ 725,000 $ 6,927,500

81%

Plymouth Kayak Launch David's Courage La Paz Commercial Development Infrastructure Plymouth Permanent Supportive Housing YPN Video Commercial ‐ Workforce Attraction Rural Broadband Planning Tippecanoe Drainage Improvements Plymouth Fieldhouse

MARSHALLCOUNTY CROSSROADS

STELLAR INITIATIVE

Total Project Cost $ 62,000 $ 293,000 $ 400,000 $ 2,575,000 $ 15,000 $ 50,000 $ 400,000 $ 6,000,000

$ 2,460,000 $ 2,600,000 $ 18,000,000

$ 500,000 $ 2,150,000

Private Investment

$ 40,000 $ 160,000 $ 25,000 $ 80,000 $ 30,000 $ 95,000 $ 500,000 $ 100,000 $ 200,000 $ 100,000 $ 400,000 $ 575,000 $ 300,000 $ 300,000 $ 50,000

Gap

% of Local Leverage

Argos Sidewalks Argos Trails Argos Colonial Estates Phase 2 Bourbon Commercial Development Bourbon Cedar Rd Housing Phase 1 Bremen Pool Facility Bremen Downtown Gathering Space Culver Lake Max Trail Phase 3 Plymouth E‐Hub Firehouse Restoration Plymouth Rees Theater Marshall County Workforce Recruitment Marshall County Branding/Marketing Marshall County Owner‐Occupied Housing Rehab Community Health Projects

Complementary Projects

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Total Project Cost

Private Investment

Local Leverage

$ 11,000 $ 40,000 $ 268,000 $ 200,000 $ 290,000

Other Sources (foundations, etc.)

$ 11,000 $ 25,000 $ 200,000 $ 2,285,000 $ 15,000 $ 50,000 $ 80,000 $ 320,000 $ 5,500,000 $ 250,000 $ 250,000

SUPPORTIVE PROJECTS

S U P P O R TIVE P R OJECTS MARSHALLCOUNTY CROSSROADS

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SUPPORTIVE PROJECTS

YELLOW RIVER ACCESS, PLYMOUTH The Yellow River is commonly mentioned by stakeholders as a recreational asset to the county, and an amenity of great natural beauty.

Stakeholders also shared their concerns about the danger associated with the river, especially for those who enjoy kayaking and canoeing with no clear access points along the river.

The City of Plymouth and Plymouth Park Department are ecstatic about the future of our kayak launch in beautiful River Park Square. A kayak launch is a long-awaited amenity the people of Marshall County are ready to access!

The Park Board recently allocated $40,000 to the installation of an ADA-accessible launch to be placed in River Park Square. We currently are in possession of all permits needed to move forward but need an additional $20,000 to bring this project to fruition.

We reached out to Patronicity and IHCDA to see if this project met their standards and if we could partner with these great entities. We got the okay and are moving forward with our campaign this fall with opening day being September 25.

The project site is located on the east side of Michigan Street, and on the north side of the Yellow River in downtown Plymouth, Marshall County, Indiana. The site was formerly developed with commercial and residential structures, but the City of Plymouth has transformed the site into an urban park to provide open space and recreational opportunities in the downtown area.

Beginning with the master plan for River Park Square in 2011, it was determined from public input that one of the most desired amenities

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for the park was a kayak launch. With an existing launch in Centennial Park, a new launch in River Park Square would provide a great opportunity for kayaking and canoeing in the Yellow River between the parks.

A site was identified in River Park Square for the proposed launch that provided easy access both from a parking area and at the river bank. The launch will be situated on a relatively flat area of the river bank along a fairly straight section of the river.

A concrete sidewalk will lead from the parking lot to the kayak launch. The sidewalk will be under 5% slope, providing ADA compliant access for all users.

Concrete steps will be provided to shorten the route for users if desired.

The kayak launch will be constructed out of a geocell material, filled with aggregate and topsoil. It will then be planted with native plant plugs. This system will resist erosion while providing a firm, accessible surface for users to launch their kayaks.

A transition block will be located on the launch to help users transfer from a wheelchair to their kayak.

The City of Plymouth and Plymouth Park

Department look forward to the installation of an ADA-accessible launch in our beautiful River Park Square. We are constantly striving to provide our citizens and visitors with numerous outdoor recreational activities and more opportunities to move. We can’t wait to see how this brings people together on our river, in our park, and throughout our downtown.

SUPPORTIVE PROJECTS

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US 31

The Town of LaPaz is working to leverage its proximity to major highways by creating a retail and commercial corridor at the crossroads of US Hwy 31 and US Hwy 6. The development will draw more travelers on US 31 to get off at the exit and come to the Town. It will also create jobs, grow the tax base, and give current residents more retail and commercial options for shopping and dining.

The first step in this process was rezoning land, which will set land use regulations for the area.

This year, County Commissioners approved the rezoning of two properties to C2 Commercial use. This paves the way for LaPaz to proceed with annexation and the creation of a TIF district which will capture incremental capital investment from taxes in the new commercial corridor. Those funds can then be used for further development by the Town.

Sewer and water is available along US 6 for connection to the new development. The town will make the sewer connections, and further infrastructure needs will be completed by the developer.

Michig

COMMERCIAL DEVELOPMENT, LA PAZ

an Rd.

SUPPORTIVE PROJECTS

13 ACRES

10.8 ACRES

US 6

34 ACRES

SUPPORTIVE PROJECTS

DAVID'S COURAGE, PLYMOUTH David’s Courage is a non-profit and located on Lincoln Highway in Plymouth. It originated as a result of a partnership with Marshall County, which deeded the building (once known as the Shady Resting home) to David’s Courage. It also involves a partnership with Marshall County Community Foundation and the United Way, which have provided financial support and fundraising support.

Currently, David’s Courage is preparing to open its doors as a faith-based drug and alcohol transitional home for men and women. We are seeking to provide a safe and caring environment that is conducive to recovery and change. There are many transitional homes around the country for men and women. David’s Courage however, will be the first transitional home in Marshall County. It will have a lasting impact on each man and woman that walks through our doors, and in return, it will have a lasting impact on each family, and the county as a whole.

IMPLEMENTATION By creating a transitional home for men and women dealing with drug and alcohol abuse issues, we will work with them through the entire recovery process. Our board of directors, as well as therapists, a clinical secretary, medical supervisors, technicians, 24-hour staff, nutritionists, and residents will all make up the team that will make David’s Courage a possibility. Over the course of nine to twelve months, each resident will be required to attend therapy, participate in community service, work through a twelve-step program, take lifeskill classes, attend to daily chores, transition into the workforce, partner in a mentorship, and heal relationships with family through counseling. All of these do not only work on healing abuse issues

faced by each resident, but they focus on healing the entire person. They work towards that longlasting healing that is so crucial for all involved.

OUTCOME MEASURES The outcome of David’s Courage is to help each resident become a productive, trustworthy, taxpaying citizen. They will have worked through spiritual, emotional, physical, and financial healing while in our program. Upon leaving the doors of David’s Courage, they will have the tools, resources, skills, and confidence to resist temptations and triggers that might lead them to fall back into previous habits and addictions. The mentorship will continue and lead to weekly communication and encouragement, even after leaving David’s Courage, ensuring that they are not alone in continuing the fight for freedom from addiction. Through David’s Courage, we are seeking a long-lasting healing that results in each resident becoming a productive, trustworthy, and taxpaying citizen.

Marshall County itself will see specific outcomes such as lower inmate counts, resulting in lower costs for the jail, and lower costs for taxpayers. Not only this, but David’s Courage is aiming to see less drug- and alcohol-related accidents and deaths,

lower rates of disease transmission, less broken families, and less addiction overall. Again, we will heal each resident, which will heal families and the community as a whole.

BUDGET Our total budget for getting David’s Courage ready to open its doors is $293,000. Our goal for opening the doors to David’s Courage is January 2019. $200,000 is needed to renovate the property of David’s Courage to make it livable and up-to-code. $23,000 is needed for teaching life skills to residents, such as 12 steps, GED, budgeting, apprenticeships, person hygiene, nutrition, time-management, resume writing, and horticulture skills. $40,000 is needed for transportation vehicles. $30,000 is needed for unforeseen costs due to the age of the building, having been built in 1892.

Marshall County Community Foundation has allocated 50k to be split between this project and our bike/walking trails projects.

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SUPPORTIVE PROJECTS

PLYMOUTH FIELDHOUSE An athletic center is coming to Plymouth through its participation in a regional economic development initiative. The project, made possible by the state’s Regional Cities program, build on the efforts by city leaders to strengthen Plymouth’s population base.

The proposed Soccer Fieldhouse will have two indoor turf soccer fields, and a general purpose field turf area that will provide a facility for indoor sports practices during inclement weather. The Soccer Complex will also have two full-size outdoor soccer fields with premium natural turf to accommodate competitive matches and tournaments.

Wellness and competitive sports are a key part of a thriving environment. In addition to providing a facility to improve wellness and quality of life in Plymouth and Marshall County, the soccer complex and aquatics facility will draw visitors from outside the county for tournaments and events. This will provide a valuable economic impact, bringing in families that will spend money at local restaurants, hotels, and shops.

Since many sports facilities are used more often by affluent families, scholarships will be available to make the facility accessible to families from all walks of life.

There are many facets of this initiative to improve the wellness and quality of life in Marshall County residents. Whether it is quality of life, workforce recruitment and retention, or more opportunities for all residents, these facilities will undoubtedly make our community a more vibrant place to live.

There aren’t any permitting issues anticipated with the state agencies. The project has development and funding partnerships, including a private developer, the City of Plymouth, and potentially other sources in Marshall County.

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Soccer Complex Architectural Drawing

SUPPORTIVE PROJECTS

COMMUNITY BUILDING, LAPAZ The Town of La Paz has a community center that is in need of major repairs and has not been utilized for years. Because of the lack of a suitable space for community gatherings, few events have occured in town over the last few years. Town leaders agree that the highest priority project is to build a new community center to replace the existing building.

The community center is located behind the fire station, adjacent to the town park which has ball fields, a playground and pavilion. The community center will have a large and small banquet rooms, kitchen, office, and restrooms. The facility could hold a wide variety of community events and activities that will help bring people together and improve quality of life. The building can also be used in weather emergencies for stranded travelers.

FEASIBILITY

In reviewing FEMA Floodway maps, the proposed renovation project are not located in any floodplain or floodway. There are no permitting issues expected with state agencies.

CAPACITY

The Town of La Paz is in good standing with the state funding agencies. The town recently completed streetscape improvements with INDOT funding, have worked with a grant consultant, and has the capacity to administer grant funding to complete this project.

READINESS

Preliminary plans and cost estimates have been developed. The town owns the land and the existing building would need to be demolished prior to beginning construction on the new building.

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SUPPORTIVE PROJECTS

PERMANENT SUPPORTIVE HOUSING, PLYMOUTH It’s housing that combines permanent, affordable housing with services that help people live more stable, productive lives. It is not a shelter. There is no set time limit on length of stay. Flexible human services designed to meet the special needs of an individual or family are combined with a stable and affordable place to live.

The Supportive Housing concept serves persons and families with very low or extremely low incomes. Often these are individuals or families who are experiencing homelessness and who would have difficulty maintaining permanent housing without ongoing supportive services. Residents often have a history of homelessness due to persistent obstacles like mental illness, substance use disorders, or chronic medical problems.

In January 2016 Marshall County participated in their first Homeless Point-In-Time Count. Of the 258 persons in Region 2 who were homeless, 17 persons were homeless in Marshall County. For victims of domestic violence only, the Heminger House offers shelter on a temporary basis in Marshall County.

In the fall of 2016 a survey was completed by local volunteers showing a total of 73 people living at the Economy Inn and Red Rock. Twenty-six (26) children between the ages of 1 month to 15 years old were living in these former motels. Rents paid by the families with help from various agencies varied between $175 and $225 per week.

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FEATURES & AMENITIES

4O

ne-Bedroom Units

10

4T

Two-Bedroom Units

hree-Bedroom Units

18 T

otal Units

OVERALL PROJECT BUDGET

~2,575,000~ The Property Management Agency is the Bradley Company.

Bowen Center will provide case management, counseling, and therapy services.

The Saint Joseph Health System will provide health care and Plymouth Community Schools will provide adult education. The Heminger House and Neighborhood Center are also project partners, providing support and referrals.

The project has set-aside grant funding in the amount of $1,785,000 from the Indiana Housing and Community Development Authority (IHCDA).

In the summer of 2018 an application for Federal Home Loan Bank of Indianapolis (FHLBI) Affordable Housing Program grant funds in the amount of

$500,000 will be sent in.

The balance of the funding ($290,000) will come from a variety of local sources. Announcements of FHLBI grant will be made late fall of 2018 with construction to begin shortly thereafter.

SUPPORTIVE PROJECTS

MAIN STREET COLLABORATION, MARSHALL COUNTY Marshall County is fortunate to have three of its historic commercial districts designated as Main Street communities. Bremen, Culver, and Plymouth have Main Street designations, and though Argos, Bourbon, and LaPaz do not have Main Street designations, they have Main Street areas and the need for economic development and vitality in these areas.

One of the key components for economic success to downtown districts is to understand the inventory of buildings, both in-use and vacant, so that development plans can be put in place to ensure long-term use, investment, and the capture of resources available. Currently, there is not a comprehensive inventory of business/retail spaces in the downtowns. Combined with this is the need to make sure that all visitors, both local and regional, have appropriate wayfinding signage when traveling on both state highways and in downtown areas or roads leading to downtown areas.

Both Plymouth and Culver have wayfinding signage in place, though Culver is updating theirs and adding to them. Argos has begun work on signage. A coordinated effort to provide signage on highways doesn’t currently exist.

The Main Street organizations can provide a springboard for collaboration to see all Marshall County’s historic commercial districts succeed.

Project Development Plan Investment in Building Inventory Vacant, or under-utilized commercial buildings in the Main Street districts should have special priority in development plans to ensure success and investment/redevelopment. An inventory of these buildings and those that are in use would allow the towns and business owners to market to potential developers and entrepreneurs.

History of Collaboration Marshall County is one of very few counties to have all of its historic downtowns listed on the National Register of Historic Places. This occurred as the result of a coordinated effort by the countywide preservation organization, Wythougan Valley, Indiana Landmarks, and the Marshall County Community Foundation in celebration of the state bicentennial in 2016. Both the Towns of Bremen and Bourbon contributed financially, while Argos, Culver, and Plymouth were already listed on the registry. The effort was a Bicentennial Legacy Project and resulted in a publication funded in part by Indiana Humanities and Marshall County Tourism. The value in this project was to think longterm about investment in the downtowns. Because of these listings, building owners could receive Federal Rehabilitation Tax Credits or qualify for OCRA’s rehabilitation grant program.

A planning meeting was convened by Wythougan Valley for individuals that had been or were currently engaged in established Main Street organizations, or those forming, in the county on January 23, 2018. The meeting was held to develop an informational meeting on the historic districts (which all had been listed by the end of 2017) and discuss what items may be of interest to building owners or business owners. The meeting was held on February 22, 2018. Kurt Garner, with the Wythougan effort, spoke about the districts and available resources. Matt VanSoest, with Bremen MARSHALLCOUNTY CROSSROADS

REGIONAL DEVELOPMENT PLAN

71

SUPPORTIVE PROJECTS Cares, shared his experience with developing a Main Street program and its successes, and Jennifer Vandeburg, with OCRA, shared information about the available programs through that state agency. The meeting was well-attended, given the historic flooding that was occurring in downtown Plymouth, with about 80 people present. It was decided that this collaboration should continue as Main Street representatives could provide advice and direction.

With an inventory of buildings and prioritized redevelopment opportunities, Main Street organizations can link buyers and entrepreneurs with buildings and provide assistance that can leverage the rehabilitation funding opportunities available. This effort would also lead to municipalities’ participation with investment dollars or review of existing programs that allow private-public participation.

INVESTMENT IN WAYFINDING Although both Argos, Culver, and Plymouth have undertaken wayfinding signage in recent years, there is still much work to be done across the county.

Bremen’s Main Street organization is anticipating that this will be part of a 2020 downtown streetscape improvement plan. Culver is currently working on updating its signage and adding new signs, as is Plymouth. Argos has recently started to work on signage. Bourbon and LaPaz would benefit from the shared experiences of the Main Streetdesignated towns and the progress each has made.

The concept of providing wayfinding signage is proven successful. The project would support development of wayfinding for those communities that lack this infrastructure. But, it would not stop with directional signage in the historic commercial districts. It is as important for travelers through Marshall County to understand this unique situation with so many National Register districts, and be redirected to visit, shop, and improve the general vitality of our downtowns. Four of our historic downtowns are also located on state-

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designated scenic byways. LaPaz, Plymouth, and Argos are located along the Historic Michigan Road State Scenic Byway, while Bourbon, again joined

by Plymouth, is located on the Historic Lincoln Highway State Scenic Byway. Our county has the destination infrastructure in place, but it would significantly benefit from motorists on our state or federal highways. INDOT has a program for the provision of brown and white signs for notification of historic districts off of their highways. Argos and Plymouth will benefit from sign placement on U.S. HWY. 31, while Bourbon and Plymouth will benefit from sign placement on U.S. HWY. 30. Culver will

benefit from sign placement on U.S HWY. 31 and S.R. 17. La Paz will benefit from sign placement on “old” U.S. HWY.31/Michigan Rd. Potential Partners: • Municipalities/Marshall County: Financial assistance in securing building inventories and prioritization plans. Financial assistance in purchase of wayfinding signage.

• Main Street organizations/Wythougan Valley: Volunteer assistance in the prioritization and development portion of the building inventory plans. Tasked with approval of wayfinding

SUPPORTIVE PROJECTS

•

plans though their biannual grant program.

MCCF is a strong partner in collaborative efforts such as this.

INDOT: Assistance in the installation of highway signage.

IMPLEMENTATION PLAN

•

•

•

development plans.

Marshall County Tourism: Assist with wayfinding development plans, with some potential financial assistance through their annual grant program.

Marshall County Economic Development Corporation (MCEDC): Assist with inventory plan and potentially assist with securing finances.

Marshall County Community Foundation: Financial assistance for securing a consultant to conduct building inventories and prioritization

This two-fold project requires a building inventory, prioritization, and development plan, as well as, likely, aid to communities for wayfinding. Municipal and county leaders can work with INDOT on highway signage.

Once the building inventory, prioritization, and development plan has been created through efforts of local leaders and Main Street groups, it will be part of the MCEDC’s website/real estate page for potential users/entrepreneurs, as well as have availability to the towns’ Chambers of Commerce, municipalities, and Main Street organizations.

Wayfinding and highway signage placement could begin once appropriate input and development plans have been received and adopted by municipalities affected.

OUTCOMES

historic commercial districts which, by nature of collecting data, will provide quicker development plans for use and investment.

The result of better signage, particularly along our highways, will result in more visitors to our historic downtowns, increasing both the economic success and vitality of these Main Street communities.

BUDGET Costs for comprehensive building inventories, along with some formation of goals, prioritization, and light development plans would be in the range of $40,000-$50,000. This would be a working document filled with market data, vehicular and foot traffic counts, and available funding sources for our historic downtowns.

Wayfinding signage for the remaining communities of Argos, Bourbon, Bremen, and LaPaz are dependent on the extent needed, but combined, the cost is approximated as equivalent to the extensive program Plymouth set in place in 2016, about $50,000. Adding to that for unknowns, a cost of about $70,000 is anticipated for wayfinding.

INDOT’s program is free, but requires local encouragement.

The result of these initiatives will be a comprehensive inventory of available space and priorities in the MARSHALLCOUNTY CROSSROADS

REGIONAL DEVELOPMENT PLAN

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SUPPORTIVE PROJECTS

VIDEO COMMERCIAL DEVELOPMENT PROJECT FOR WORKFORCE ATTRACTION AND COMMUNITY BRANDING The Young Professionals Network – Marshall County (YPNMC) is excited for the opportunity to work on a community marketing and branding project that consists of the development of four (4) video commercials, each thirty (30) seconds in length. YPNMC is working on this project in coordination with Josh Walker, owner of Recon Media, a marketing agency in downtown Plymouth, IN. This project is being supported by Marshall County through monies available from the county’s economic development funds.

Production of the commercials will require the collaborative efforts of many individuals. The objective of each commercial will be to effectively highlight young professionals (YPs) in Marshall County as well as the many activities/events the county has to offer. The format for each commercial will be similar, while the main content will differ.

The introduction will feature a small group of YPs engaged in a group social activity such as biking, kayaking, or boating. After that, 3-4 YPs will be showcased talking about different events throughout the county. For each YP, after a 2 second introduction, the video will pan to footage taken at the places/events being discussed. Each YP will continue talking off-screen about the highlighted events. The closing of each commercial will include video footage from YPNMC’s fall picnic, planned for October.

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The communities in Marshall County have a strong history of developing and providing public, social events and activities for all county residents and visitors. Many of these events and activities will be focal points in production of the video commercials.

For example, Bremen, Culver, and Plymouth offer Farmer’s Markets throughout the summer months that feature both local and non-local vendors.

Summer festivals are numerous in the county, some of which include the Marshall County Blueberry Festival, the Bourbon Food Truck events, Bremen Oktoberfest, and the Culver Fall Fest. Live music, usually featuring local artists, is common at most of these events and is very popular in August at the Mayor’s Month of Music in downtown Plymouth’s River Park Square. All of these events provide social opportunities for families and add to the uniqueness of our county.

In addition to the aforementioned events and activities, there are numerous places of interest that make Marshall County stand out in Indiana.

Our community’s historic downtowns offer aesthetically appealing places for shopping/leisure and help to support tourism to Marshall County. To go along with the historic downtowns, there are many historic homes featured throughout Marshall County, particularly those in Bourbon on Main Street. These historic landmarks play an important role in generating tourism for all of Marshall County.

Our county is also home to many lakes and rivers which can offer several recreational activities such as boating and fishing. All of these attractions will be highlighted in the video commercials as well.

Planning stages for this project began in June 2018.

In July, a quotation for filming and production of the four (4) commercials in the amount of $6,000.00 was obtained from Recon Media and approved by the Marshall County Commissioners. Filming for the project has already begun, having started in mid-August. The scheduled timeline of events requires filming to take place through December 2018. This will allow the opportunity to encompass the changing seasons and show events that take place throughout the summer, fall, and winter. All four commercials will be completed by the end of December 2018. The target release date will be spring 2019 through social media outlets as well as television broadcasts. YPNMC plans to budget approximately $4,000.00 for broadcasting. These funds will be pursued through applying for the Marshall County Tourism marketing grant as well as through Marshall County’s economic development budget funds.

By taking the lead on this project, the Young Professionals Network – Marshall County hopes to further support county-wide efforts to brand and market Marshall County throughout northern Indiana. YPNMC’s involvement with this project directly relates with the group’s mission to develop, connect, and empower young professionals to showcase how great it is to live, work, and play in Marshall County. Through the production and broadcasting of these commercials, YPNMC hopes to attract and retain young professionals from surrounding areas and encourage tourism and travel to Marshall County.

SUPPORTIVE PROJECTS

RURAL BROADBAND PLANNING In Marshall County, we believe that access to highspeed Internet service is a critical quality-of-life and economic development tool for rural communities looking to compete for private investment from commercial and industrial growth; to attract and retain institutions such as high-quality schools, hospitals, academies, and colleges; and to help fight the brain drain affecting so many Indiana communities and attract and retain our best and brightest college graduates to stay here in Marshall County after graduation. Broadband / high-speed Internet service was identified as the number four priority issue by our Marshall County Stellar Communities Public Survey after business attraction and retention, workforce attraction and retention, and road infrastructure. Survey participants who are 18 and younger rated it the number one topic that we should invest in, clearly indicating what concerns young people most about living in rural Indiana.

Plymouth and Marshall County together have already invested $1,800,000 to connect Plymouth and the northern part of the county to the St. Joe Valley Metronet loop that was constructed in South Bend. The total cost of the extension was $3,000,000 and included cost shares with St. Joe County and Metronet. This is a dark fiber service with extremely large bandwidth capabilities, which was constructed with additional private investment from major partners such as Hoosier Tire and Saint Joe Regional Medical Center.

In our smaller communities, Argos also recently invested over $200,000 to help finance the cost of extending fiber Internet service to their community via a partnership with Rochester Telephone Company. The Town of Culver has been exploring a similar partnership with Rochester Telephone Company and has survey residents and begun assessing costs.

Currently, broadband service levels vary considerably throughout the county. Plymouth is our largest community and has access to St. Joe Valley Metronet’s dark fiber network, which provides high-speed Internet capacity for the county’s largest data users, including Hoosier Tire, Saint Joe Medical Center in Plymouth, Plymouth Community Schools, and most of the major industrial and commercial centers in the city.

Metronet speeds and rates are not published online.

The expansion of Metronet throughout the city has encouraged a more competitive environment for high-speed Internet for residents, which includes offerings from Comcast and Mediacom. Xfinity lists download speeds up to 250 Mbps for $70 per month and 2,000 Mpbs for $300 per month for commercial users.

MediaCom is probably the most common service provider in the smaller towns in Marshall County.

Culver has high-speed Internet available to residents via MediaCom. MediaCom offers 60 Mpbs download service for $50 per month all the way up to 1GBps service for $80 per month. AT&T DSL services are used by many Culver residents as well, but it is a service that is not looking to add new subscribers unless it is provided to existing customers. CenturyLink is available in many areas of the county, which is a combination of DSL and fiber service with download speeds up 45 Mbps, costing approximately $70 per month for residential use.

Towns like Bremen, LaPaz, and Bourbon have similar offerings through MediaCom as Culver does, and many also have CenturyLink service available. Frontier Internet service is available in Bourbon, but it has slower download speeds of 12 Mbps. Argos has access to unless is provided to existing customers and through MediaCom and Rochester Telephone Company, which provides residential speeds of 50 Mbps for downloads for $60 per month, and 750 Mbps service for $140 per month. Rural customers in unincorporated areas of the county (over half the population of Marshall County) must typically rely on line-of-site signals or satellite-based Internet services, which typically

offer slow speeds and less reliable service, often at a higher cost than residents of cities where there is a denser network of customers. This includes services such as Hughes Net, Four Way Communications, and Hyper Wave Internet service.

Many of our communities (and the county at large) have been working on organizing, planning, and prioritizing high-speed Internet infrastructure investment over the last several years. As part of the collaborative process that has grown out of our regional stellar initiative, we decided to move forward with a planning grant application for highspeed Internet infrastructure. By doing so, we aim to create an overarching vision for providing improved access throughout Marshall County and intend to include as part of the effort a plan for attracting service providers to invest in the improvements and share in the cost of providing faster, more reliable service to constituents throughout our County.

Marshall County was one of five communities successful in receiving the OCRA Rural Broadband Planning Grant. The grant will provide $50,000 to develop a plan that will educate, create, and identify ways to improve broadband speeds in the area. The communities in Marshall County that can utilize the grant are Culver, Bremen, and La Paz. The other Marshall Communities already have broadband connectivity and are not eligible.

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REGIONAL DEVELOPMENT PLAN

75

SUPPORTIVE PROJECTS

TIPPECANOE DRAINAGE IMPROVEMENT PROJECT Assessment: The unincorporated village of Tippecanoe, with a population of just a few hundred, is located in southeastern Marshall County, in Tippecanoe Township. Named for the Tippecanoe River, the small village first began near the river, but due to frequent flooding and the routing of a railroad, the village relocated further south near the rail line in the late 19th century. Unfortunately, the community continues to suffer from poor drainage and street corridors that prevent adequate water flow away from streets and home lots in the village.

In recent years, a group of community members have come together to find ways to “build community” for the village and nearby farm residents who have known this to be home for generations. The Tippecanoe Improvement Committee, a 501c3 organization, has begun grassroots efforts for building a community park, developing signage, and creating events for families. The group was pursuing OCRA funding for drainage improvements in 2015, through the Marshall County Board of Commissioners, however, those efforts did not come to fruition and the plans were shelved. The Tippecanoe Improvement Committee has made great strides in their other programs, but the issue of drainage is beyond their capacity. The historic flooding of 2018 resurrected this pursuit of drainage improvement for the community. The committee, including Tippecanoe Township Trustee Matthew Pitney and Marshall County Commissioner Kurt Garner, met with OCRA representative Jennifer Vandeburg in April 2018 to lay out a plan for moving forward.

Project Development Plan: Flood waters were well documented during 2018

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MARSHALLCOUNTY CROSSROADS

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and other data is available for previous years.

Conceptually, storm drainage would be captured and diverted to swales or drain pipes that lead to the river either west or north of the village.

In conjunction with developing a storm water drainage plan, streets would be improved and sidewalks would be added along State Road 331, the main street through the village. Currently, drainage from State Road 331 aggravates the situation of drainage and produces ponding, through which residents are inconvenienced to walk to stores and churches downtown, or the fire department/community center around which the town park is being developed.

Potential Partners: Marshall County Commissioners: The Marshall County Commissioners have already committed once to being the pass through required for an OCRA grant for drainage improvements.

The commissioners have also discussed being the financial resource for matching funds for engineering costs associated with an OCRA grant for plans.

Tippecanoe Township: The Tippecanoe Township Trustee has committed funds for an income survey that would allow for an OCRA grant application to be submitted.

Tippecanoe Improvement Committee: While this group has no financial ability to support a project of this scale, they are committed to aiding through community relations, plan development review, and other ways in which to provide information necessary for undertaking the project.

Marshall County Highway Department: As drainage plans are developed, the county highway department could schedule street improvements in these areas identified for resurfacing as part of storm water diversion.

INDOT: Assistance in the study with how State Road 331 affects drainage in the village and potential partnership in removing the water and approval of sidewalk plans.

Implementation Plan: Step one is the conduction of an income survey.

That is planned for fall, 2018. Step 2 will be the development of storm water and street drainage plans, either with the assistance of Stellar, or through the traditional OCRA planning grant program. Step 3 would be the implementation/ construction of the plans.

Outcomes: The result will be of great benefit to the residents of the village, particularly as predictions of more frequent and severe flooding will further diminish property values, quality of life, and work against the development of the “sense of community” the Tippecanoe Improvement Committee has been working diligently for several years to improve in this rural part of Marshall County. Sidewalks and eradication of ponding will make for a more walkable and safe community.

Budget: Costs associated with income surveys (approximately $3,000) are being covered by the township. The cost of engineering and storm water plans, along with development of sidewalk and street plans, would be in the range of $40,000.

The Marshall County Commissioners have an “economic development” budget line item and it would be tapped to provide matching funds.

The actual cost of construction is an unknown at this time due to where the overall project is in the process.

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77

OVERALL PROJECTS MAP PROPOSED STELLAR PROJECTS

COMPLETED PROJECTS

Argos

Health Projects

• 1 Argos Sidewalks

14 •

Schools crosswalk safety measures

• 2 Argos Trails

15 •

Bike routes planning and signage

• 3 Argos Colonial Estates

16 •

Bike Racks

Bourbon

COMPLEMENTARY PROJECTS

• 4 Cedar Rd Housing

17 •

Plymouth Kayak Launch - IHCDA/Patronicity Crowdfunding

18 •

Plymouth David’s Courage

• 6 Community Gathering Space

19 •

Plymouth Permanent Supportive Housing

• 7 Pool

20 •

Plymouth Fieldhouse

Culver

21 •

Marshall County Main Street Collaboration

• 8 Lake Max Trail Phase 3

22 •

Bremen Downtown Master Plan

Plymouth

23 •

Bourbon Dog Park & Playground

• 9 Rees Theatre

24 •

Broadband Connectivity to communities

10 •

25 •

YPN Video Commercial for Workforce Recruitment

26 •

La Paz Community Building

27 •

La Paz Commercial Development

28 •

Plymouth Early Childhood Development Center

29 •

Plymouth Aquatics Center

• 5 331 Commercial Development Bremen

E-Hub Firehouse Restoration

Marshall County 11 •

Workforce Development

12 •

Marketing & Branding

13 •

Owner-Occupied Rehab Housing

30 •

Argos Manufacturing Building

31 •

Argos Splash Pad

32 •

Argos Broadband Expansion

33 •

Argos Reservoir Upgrades

34 •

Argos Memorial Park Monument

35 •

Argos Park Volleyball Court

36 •

Argos Park Disc Golf Course

37 •

Argos Façade Program

38 •

Bourbon Annexation

39 •

Bourbon Community Video

40 •

Bourbon Broadband Expansion

41 •

Bourbon Lift Station Upgrades

42 •

Bremen Water Plant Upgrade

43 •

Bremen Water Tower Upgrades

44 •

Bremen Ambulance Facility

45 •

Bremen Plymouth St Lighting

46 •

Bremen Infrastructure for Sunrise Meadows Development

• 47

Bremen Town Storage Building

22

49

32 3

44

36 35

2

2 37

33 1

1

1

30

78

48

1

MARSHALLCOUNTY CROSSROADS

STELLAR INITIATIVE

1 34

47 42

46

45

43

6

7

BOURBON

1

BREMEN

ARGOS

31

OVERALL PROJECTS MAP

Bremen Wastewater Plant Upgrades

64 •

Plymouth Ledyard Water Treatment Plant Improvements

49 •

Bremen Hometown Collaboration Initiative

65 •

Plymouth Airport Improvements

50 •

Culver Water Tower Upgrade

66 •

Plymouth Nixon Field Upgrades

51 •

Culver Water Plant Upgrade

67 •

Plymouth Freedom Park

52 •

Culver Wastewater Plant Upgrades

68 •

Plymouth Baker Street Safe Routes to School

53 •

Culver Lakeshore Dr Stormwater Improvements

69 •

Plymouth Centennial Park Pool Facility Improvements

54 •

Culver Bicycle Pedestrian Master Plan

70 •

Plymouth Downtown Brick Sidewalk Rehabilitation

55 •

Culver Park and Lakeshore Drive Crosswalks

71 •

Plymouth Mary Beth Hunter Tennis Complex

56 •

Culver Lake Max Trail Phase 1

72 •

Plymouth Boys & Girls Club Renovation

57 •

Culver Sandhill Farms Infrastructure Extension

73 •

Plymouth Gateway Wayfinding & Signage

58 •

Culver Damore Amphitheater

74 •

Plymouth Wastewater Treatment Plant Improvements

59 •

La Paz Michigan Street Streetscape Improvements

75 •

Marshall County Broadband Expansion

60 •

Plymouth River Gate South Housing

76 •

Marshall County Business Expansion and Retention Survey

61 •

Plymouth River Park Square

77 •

Marshall County Workforce Development Program

62 •

Plymouth City Hall Renovation

63 •

Plymouth Pine Water Plant Improvements

59

LAPAZ

48 •

27 26 9

8

65 54

5

28

8

40

39 4

23

57

53

D

58 55

56

20

PLYMOUTH

41

CULVER

50 51

73

29

69

66

71

68 67 70

19

72 62 11 10 61 17 60

18

64 63

74

52

MARSHALLCOUNTY CROSSROADS

REGIONAL DEVELOPMENT PLAN

79

COMMUNITY ENGAGEMENT

80

MARSHALLCOUNTY CROSSROADS

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COMMUNITY ENGAGEMENT

FACEBOOK SAMPLES

COMMUNITY ENGAGEMENT Our individual communities have a history of engaging the public. We also have a history of reporting our findings to each other. We have been beneficiaries of the knowledge sharing and efficiencies of sharing. Now, we are seeing the value of how these engagement sessions create momentum and champions of work who want to join the mission. We are working on strategies to leverage these unexpected returns. Our plan is to elevate the current Steering Committee and RDP by making them permanent, taking a page from the Regional Planning Authority. We think the RDP should be an evolving document that spurs economic development and solutions for our common challenges. By keeping our mission simple (connect, collaborate, and create) and our goals tied to intentionally planned outcomes, we believe we can make regional planning a longterm, sustainable way to develop our communities.

This team is capable of multi-project planning and implementation. They have collaborated through Marshall County Economic Development for the Future and through Regional Cities planning and

implementation. As noted later, they have also completed county-wide projects.

Some of the public participation and community engagement that has recently occurred includes: * In April 2017, MCEDC conducted a video survey that asked community leaders and residents to tell stories about their experience as residents in the county. This resulted in a Marshall County video that was created to attract new residents to Marshall County. MCEDC has also done similar work within the towns to complete videos that highlight the strengths of each community. * In August 2017, MCEDC hosted a retreat with leadership from across the county and the towns to evaluate current conditions, to build awareness of the areas that need attention, and to work collectively to improve Marshall County as a whole. This retreat, coupled with Marshall County Economic Development for the Future meetings, has driven regional thinking, planning, and prioritizing. * From 2014 to 2018, with leadership from each

of the towns, MCEDC conducted "BEAR" (Business Expansion and Retention) surveys with the major employers across the county. These surveys collected data that has set planning and priorities in motion. For example, from these surveys, county leaders and organizations have identified some of the challenges our businesses face, including workforce retention and attraction of new talent and housing availability. * Individual towns have also conducted public input to create Comprehensive Plans and subsequent plans. * The Marshall County Crossroads Steering Committee surveyed residents from across the county. Over 700 people responded. The survey results are included later in the Stellar Process Community Engagement Section. * The Marshall County Crossroads Steering Committee hosted a Community Input Workshop to engage leaders and key stakeholders to obtain feedback on this plan. The results of this are discussed in the Stellar Process Community Engagement Section.

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81

COMMUNITY ENGAGEMENT

VISION

GOALS S T R AT E G I E S Our mission from the outset was to leverage Stellar to make something more important happen: a regional plan to guide our county for the next five years and beyond. We set out to connect our communities, collaborate, and create. We believe some of the creating will actually occur long-term and as we continue our mission. With this simple mission, we have already seen the benefits of regional planning. As noted previously, we are more efficient as a team, sharing documents, resources, and knowledge. We are quick to mobilize. We spent 12 days planning our Input Session and brought nearly 100 people to the workshop. We applied for a Planning Grant as a region and we did this inside of a week because we had the human infrastructure set up already. We have begun working on financing some of our Complementary projects and have already received our first $50,000 investment in our plan. These three actions, connecting, collaborating, and creating, are driving our revitalization and our specific goals, as noted in the earlier sections. As we have said numerous times among ourselves, the Crossroads’ 3 Cs (connect, collaborate, and create) are the drivers of everything we do as a region and will have the most impact on how we conduct the work that will achieve our goals.

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COMMUNITY ENGAGEMENT

When leaders from our community initially met to discuss a Regional Stellar application, key discussion points were the importance of regional planning and the opportunity for Marshall County to engage potential leaders from a younger generation. We knew we needed to be intentional about two of the outcomes we desired: 1)Marshall County needed a regional plan that focused leaders on a common vision and mission to achieve optimal impact and 2) Marshall County needed to develop future leaders. We believed that these two benefits would result in numerous other benefits. For number 1, we set out to communicate our connectivity, collaboration, and project plan creation. We knew

“Stellar� would be an effective motivation, but we also knew that our primary goal was to establish a new way of operating and a regional plan we could sustain beyond a Stellar designation period.

Thus, we intentionally focused our communication on connecting, collaborating, and creating. We also set out to engage the Young Professional Network (YPN), an organization of professionals under the age of 40 who are actively engaged in our communities. Six of our Steering Committee members and Subcommittee members are YPN members and have helped recruit champions for our projects. Thus, Stellar regional planning is also about developing future leaders.

MARSHALLCOUNTY CROSSROADS

REGIONAL DEVELOPMENT PLAN

83

DESIGNATION

DESIGNATION A Stellar designation will accelerate our plan and increase Marshall County’s competitiveness to achieve growth, increase a declining workforce, and enhance our quality of life. If the Stellar Communities agencies invest in Marshall County, your investments will be in numerous projects that are tied to revitalization in the form of housing availability, workforce attraction and retention, and place-making/quality of life economic development. These include: • Workforce housing, enabling us to attract new residents, retain current residents, and recruit a workforce that seeks housing • Quality-of-place projects, increasing our opportunities for place-based economic development, visitor and tourist attraction, and improved quality of life • Bike and walking trails, improving access to recreational opportunities and providing positive health outcomes while also improving quality of life • A broadband initiative that will allow us to connect our communities to advance business technologies and capabilities through

84

MARSHALLCOUNTY CROSSROADS

STELLAR INITIATIVE

•

•

• •

•

broadband and that allows us to recruit new businesses by offering unlimited broadband A collaboration among Main Street group organizations and town representatives to preserve and inventory our Main Streets, making business development and marketing of our Main Street businesses more efficient, and to develop wayfinding signage to improve our connectivity.

A rural health project that gets Marshall County moving and provides our county with positive health outcomes, addressing the highest health risks among our residents; creates a plan that connects our communities via our bike routes, providing physical connectivity; and that engages our residents in an art project that will also provide bike racks for each of our communities A health project that addresses the challenge of opioid and drug addiction A county-wide branding effort to give our county a distinct and unifying identity and a brand that leads to economic development opportunities An early-childhood plan that enables families

to have more choices A collaborative plan under the direction of a unified team that seeks to improve physical and social connections in our communities to ensure the sustainability of the exchange of ideas and knowledge, the development of partnerships, and the efficiencies of a regional approach.

During the Marshall County Crossroads Regional Stellar initiative planning period, we communicated and marketed our planning efforts and many of the collaborative activities in the County in the following ways: • A Marshall County Crossroads Stellar website • Social media (Marshall County Crossroads Stellar Facebook page, Twitter, and Instagram) • Videos • Radio (6 progress update interviews on WTCA and MAX 98.3 with another 4 scheduled through October) • Email campaign • Press releases • Media coverage (at our Ball State meeting and our Input Session) •

DESIGNATION •

Television coverage with WINT-TV (taping scheduled for Oct. 3) You can find samples of each of these in our Marshall County Crossroads Marketing/PR appendix. In addition to the previous channels, we communicated about Stellar Communities and our regional planning efforts through grass root efforts.

For example: • Our Steering Committee members attended each other’s ribbon cuttings and events to hand out post cards and flyers. We spoke about our planning efforts at these events.

• We created large poster boards and placed them with an antique car at several events, such as at our Input Session, the Blueberry Fest in Plymouth, and other town-specific events within the individual towns.

• We reached out to service groups in our County and communities. For example, we presented our goals and plans at the Marshall County Round Table, which is made up of all of the social services organizations in the County.

Likewise, we have presented at Kiwanis, Lion’s Club, Chambers, and so on.

• Each of our municipal organizations reported on our plans at their respective meetings.

We plan to continue the previous efforts and utilize the following marketing channels: • County and town news and radio sources • County and town websites • Billboards in major corridors of the county and towns • Tourism publications • MCEDC publications and newsletters The Marshall County Crossroads Stellar Committee will also model marketing efforts after those that the Town of Culver used, which included a Stellar logo, video, and consistent branding across social media, news publications, and so on. We believe the private investment that has recently occurred in Culver has been as a result of consistent and frequent communication of Stellar initiatives and implementation as well as marketing the Stellar designation.

If we are designated as a regional stellar designee, we would use these same channels to communicate throughout the designation period. Rather than brand our content as a “Stellar Initiative,” we would brand it as a “Stellar Designation.”

Currently, our Regional Stellar initiative promotes our theme of “Connecting, Collaborating, and Creating.” To show our gratitude to the state agencies for a designation, we would add “Regional Stellar Designee” to all of these pieces as we continue to market and brand our County throughout the designation period. We also know that Culver’s designation has continued to market Stellar Communities with the creation of billboards, ads, and social media tags that identify Culver as a “Stellar Town Year Round.” We will model our marketing efforts after Culver’s by using our Tourism Board, the Marshall County Economic Development Corporation, our Main Street groups, our Visitor’s Centers, and our Chambers to identify ourselves as a “Stellar County” and “Stellar Crossroads” that connect, collaborate, and create.

MARSHALLCOUNTY CROSSROADS

REGIONAL DEVELOPMENT PLAN

85

LONG-TERM VIABILITY

LONG-TERM VIABILITY Connecting, collaborating, and creating are the key themes behind Marshall County’s future plans to stimulate community growth, build a prosperous economy, and maintain the partnerships with its community and regional leaders. These themes formulated from Marshall County’s standing history of collaboration and the ability to mobilize community leaders, organizations, and residents to engage in long-term planning projects to establish a vision and create strategic solutions that address community issues.

Since 2012, community leaders in Marshall County have been working with each of the local communities to go through the planning process to update or create their Comprehensive Plans. This has empowered the Marshall County communities to establish a long-term vision and core values, address community challenges, and develop strategic solutions that enhance the quality of life by offering better choices for where and how people live, work, move, and play in their communities. Each of the Marshall County communities’ Comprehensive Plans

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share a common vision and identify similar goals: Create healthier, vibrant communities to attract and retain individuals, families, and workforce, increase the population and school enrollment, provide affordable and diverse workforce housing options, and create a more diverse and prosperous economy. Through community engagement methods, such as open houses, surveys, and setting up at festivals and events, thousands of Marshall County residents have shared a desire to reimagine the community they live in as a desirable and attractive place to live, work, and play. Action strategies outline investments in attracting and retaining the workforce; developing quality and affordable housing options; creating “Doing Business” promotional materials and a program to attract new businesses and industries; and, building quality places that have assets such as trails, bike lanes, sidewalks, parks, recreational amenities, community gathering spaces, community centers, cultural arts, and festivals.

To streamline the implementation of these Comprehensive Plans, the Marshall County

Economic Development Corporation has hosted the “County Development for the Future” meetings. These collaborative meetings bring together community leaders and regional partners to share advice and resources, address the common challenges, align their vision and goals, and implement the creative solutions in the comprehensive plans to ensure we are cohesively creating a region with a high standard of living.

Additionally, Marshall County leaders have succeeded on other regional planning efforts.

In the last three years, Marshall County leaders succeeded as a Regional Cities partner with many projects underway. In 2017, Marshall County leaders partnered with the Town of Culver to achieve the Stellar designation.

Our revitalization strategy builds upon the accumulation and momentum of these regional planning efforts and on those relationships that have developed as a result of knowledge sharing.

In the last several years, we have become more empowered as a collaborative team versus that

LONG-TERM VIABILITY PROJECT IMPLEMENTATION SCHEDULE 2019

Project Q1 Branding & Marketing Campaign Workforce Development-Recruitment Program Rees Theater

Q2

Q3

Q1

Development

Grant App Grant App

Q3

Contracts

Design

Grant App

Contracts

Design

Grant App

Procurement

Contracts

Argos Sidewalks

Grant App

Procurement

Contracts

Applications

Preliminary Engineering

Bourbon Commercial Development

Grant App

Procurement

Contracts

Design

Firehouse Restoration

Grant App

Procurement

Contracts

Design

Procurement

Our group has benefited from a massive marketing and public relations campaign in our effort to communicate to the public what our mission and goals are. This has created community pride, but also momentum for our work. When we survey people, they want to get involved and learn more.

Q3

Q4

•

•

•

Contracts

Contracts

Construction

Contracts

•

Q2

Construction

Letting

Design

Procurement

of individual towns working in silos. With this foundation in place, in early 2018, a group of Marshall County leaders formed to talk about how the Regional Stellar process would be a good launching point for more intentional regional planning. These leaders believed that they could build on the short-term successes they had seen as a collaborative team and build a plan that would change the way they worked together for years to come. They believed that long-term viability for each of their communities would result with regional planning.

Some of the results of our planning efforts that have already created positive reasons for continuing our work as a region follow:

Q1

Implementation

Grant App

Grant App

Q4

Construction

Design

Contracts

Lake Max Trail Phase 3

Q3

Construction

Procurement

Bremen Gathering Space

Q2

Implementation

Grant App Grant App

Q1

Construction

Procurement

Argos Trails

Q4

2022

Implementation

Procurement

Project Development

Bourbon Cedar Housing

Q2

2021

Implementation

Bremen Pool Owner-Occupied Housing Rehab

Q4

Design Process

Argos Colonial Estates Workforce Attraction

2020

Preliminary Engineering Design

Letting

Construction

Construction

Preliminary Engineering

Our group has benefited from efficiencies that come with sharing information, which enables us to accomplish our own communities’ goals with speed and at less cost to all of us.

Our group has been able to mobilize large groups of people to give us their feedback, which will enable us to continue building a plan that involves more county-wide projects and regionally impactful projects. Some of these projects will also serve everyone in our county and not just specific communities that happen to do the work first.

Our group has seen how collaboration is contagious. In our case, it has created more champions to do this work and their own organization’s collaborative work. This has enabled us to grow our resources and human capital, which will has also created future leadership for people who have come to this mission and work. This creates long-term viability for all of the organizations in our communities that see the value in working this

Construction Construction Letting

Construction

way.

• Our group has seen how projects we create will serve more, making financial support of our projects more feasible and attractive to our financial partners.

• Our group as seen how easy it is to connect with each other and mobilize to get things done. For example, when OCRA announced the planning grant for broadband Internet, we were able to mobilize a team of people from across the county to discuss applying for this as a region. Within 48 hours, our Regional Stellar Steering Committee had met and authorized Culver’s town manager, Jonathan Leist, to apply. We had connected Jonathan with the representatives in each community to contact, and 48 hours later, Jonathan had met with each of these people. Within a week, we had prepared an application for this planning grant.

Long-term, we are positioned to do more as a collaborative body than we did alone.

MARSHALLCOUNTY CROSSROADS

REGIONAL DEVELOPMENT PLAN

87

STATE OF OUR REGION

CURRENT STATE OF

OUR REGION From town or city comprehensive plans to bicycle and pedestrian plans to regional planning initiatives, there has been great collaboration and planning in Marshall County over the last five years. Each of the communities has completed a Comprehensive Plan, a regional active transportation plan was developed, Culver and its Strategic Investment Plan was designated as a 2017 Stellar Community, and Marshall County was part of the Regional Cities plan.

Regional Cities encompasses 47 “smart connected communities” from across Elkhart, Marshall, and St. Joseph Counties in Northern Indiana and Berrien and Cass counties in Southwest Michigan. The South Bend - Elkhart Region that Marshall County is partnered with through Regional Cities is a “knowledge-driven, highly connected region that serves and provides access to a global innovation economy.” Marshall County is poised to become a hub within this region. Nearly 6 million dollars of Regional Cities funding will be invested in Marshall County communities as a result of nearly three years of planning and project development aimed at increasing quality of place and at addressing population stagnation. The Regional Cities’ investment will result in nearly 30 million dollars in private sector funding.

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Since 2012, MCEDC (Marshall County Economic Development Corporation) has hosted quarterly County Development for the Future meetings.

County officials and leaders from each of the towns regularly attend these meetings. Engaged organizations from across the county, such as Marshall County Community Foundation, Culver Academies, Ancilla College, Marshall County Tourism, and other organizations also attend. In addition, state agencies and state officials are often in attendance as guest speakers. These meetings have become an effective way for Marshall County towns to share knowledge, exchange ideas, and report on progress. They are also a venue at which partnerships in the region have formed. For example, it was through this venue that Culver developed relationships of support for its 2017 Stellar Communities designation.

In addition to sharing knowledge, exchanging ideas, and reporting on progress, leaders across the county discuss common challenges and solutions.

Planning documents and narratives about how towns are working through their plans are also shared. Initially, these meetings spurred planning activities with towns creating and completing Comprehensive Plans, tax abatement policies, infrastructure plans, and so on. With 7 years of

reporting from towns, activity among them has grown significantly. As activities are checked off plans, others are added. Today, nearly 40 community leaders and special guests continue to gather to review progress on community projects, share advice based on experiences and successes, collaborate with one another, and collectively celebrate successes, recognizing that Marshall County is moving its economic development priorities forward.

The proposed Stellar projects that we have highlighted are all rooted in previous planning efforts. They are covered in the communities’ Comprehensive Plans, based on public feedback and support. Some of the projects are included in the Regional Cities Plan, Active Transportation Plan, Culver Bicycle & Pedestrian Master Plan, and other previous planning initiatives. Incorporating these projects into our Stellar initiative has allowed increased collaboration, providing a channel for communities to come together on strategies so that each project can support the county’s overarching goals.

STATE OF OUR REGION

PEOPLE COMMUNITY PARKS BUSINESSES SCHOOLS

STELLAR TOWN YEAR ROUND

2 0 1 7

AMENITIES RESOURCES LAKE EVENTS IDEAS

STRATEGIC

INVESTMENT

P

L

A

N

town of culver

bicycle and pedestrian master plan october 2016

MARSHALLCOUNTY CROSSROADS town of culver bICYCLE AND pEDESTRIAN MASTER pLAN

1

REGIONAL DEVELOPMENT PLAN

89

STATE OF OUR REGION

Argos Located on the southwest side of the county, Argos lies just south of Culver, and is closest to the large transportation route of US 31 that runs from Indianapolis to South Bend. Out of the six communities being examined in this program, Argos is one of the smaller populations.

Argos is a small, quaint town located in north central Indiana. It prides itself on the small town feel that makes living in the midwest a joy every day. Safety, great schools, proximity to large cities, and inexpensive cost of living make Argos a great choice.

Argos’s history began in 1832 when land was purchased from the Pottawatami Indians. The town was first known as Sidney and later the name was changed to Argos. In 2001, Argos celebrated it’s 150th anniversary with a two-day Sesquicentennial Celebration.

Argos owns and supplies the townspeople with electricity, water, and wastewater services. The utility department is able to service a multitude of needs for the community.

Argos Community Park opened in 2001 with baseball, softball, and soccer fields, playgrounds for small children, and walking trails complete with a nature trail through wetlands. Pavilions can be rented for community, and family-oriented activities. Argos is home to a diversified religious background, making individual worship preference available.

Academically, Argos Community Schools ranks as one of the best in the state, always striving for excellence in education.

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One of Smallest of the 6 communities

Biggest Family HAVE THEIR OWN

1

Energy Efficient

SOLAR PARK

Of The

Best

School Systems

Cost of Living $ Low HIGH QUALITY OF LIFE

STATE OF OUR REGION

Bourbon Located in east central Marshall County in Bourbon Township, at the junction of State Highway 331 and US 30 in the heart of TROJAN COUNTRY, the town of Bourbon was laid out in 1853 when it was certain the railroad would be extended to that point. It took its name from Bourbon Township, which was named after Bourbon County, Kentucky, the former home of many of the early settlers. According to the 2010 census, Bourbon has a total area of 0.99 square miles.

Although Bourbon has experienced phenomenal growth over the years, it has maintained the quality of life associated with a small town rural atmosphere.

The Community Park of Bourbon offers a splash pad, basketball, playground, and corn hole courts along with a pavilion for family fun.

A great place to stop while visiting picturesque Bourbon is Sit Park, located on Main Street downtown. The folks of Bourbon remember their history in a memorial to the Old Town Pump located near the gazebo in this park.

1

A PREMIER PRINTING COMPANY

CLOVER LEAF INTERCHANGE

MIDDLE OF EVERYWHERE

Potawatomi Wildlife Park is just south of Bourbon and welcomes visitors with a field of sunflowers and a nature center to explore. The park is a great way to get some fresh air while walking the marked trails around the water, through the woods. Generations of families return every year for the park’s fun-filled fishing derby.

SMAL

L TOWN

CENTRAL HUB

$2

MILLION

RISING WORK FORCE

SAVED FOR HIGH SCHOOL GRADUATES GOING TO COLLEDGE

BIG HEART MARSHALLCOUNTY CROSSROADS

REGIONAL DEVELOPMENT PLAN

91

STATE OF OUR REGION

Bremen Just a few minutes northeast of Plymouth sits beautiful downtown Bremen. A gorgeous lake and two campgrounds are available for visitors to enjoy. There are numerous play areas for the children, including, Janes Park. The parks are a wonderland of fun for all ages, including a sledding hill for those snowy winter months.

Bremen was delighted to be a part of history when the Indiana Bicentennial Torch stopped in town. A historical town whistle was brought back to life, and as in the olden days, it was sounded off three times a day.

Bremen held its Oktoberfest to coincide with Indiana’s Bicentennial Torch arrival. It was a twoday event with everything you would imagine an Oktoberfest to be. It had a movie in the park, German food, quilt shows, and so much more.

Come join the Fireman’s Festival that includes a fabulous parade and fireworks that can’t be beat.

And when you get hungry, don’t forget to stop by The Wooden Peel and try the Award Winning Pizza that was voted # 1 in Northern Indiana. Bremen also is home to Chinese, Mexican, and cuisine.

Just down the road is Rentown, which is an Amish community, home to several stores such as Rentown Country Store, a clock shop, and a quilting shop. Rentown Country Store offers Amish-inspired food including homemade noodles, housewares, and gifts, for customers and visitors alike. There’s also a cheese shop, which offers over 80 varieties.

TOTAL AREA OF

2.72 sq. miles

YOUNG POPOULATION!!!

Median Age

Average Income INCREASED

15.3% Since 2000

5

92

MARSHALLCOUNTY CROSSROADS

STELLAR INITIATIVE

$$

OPEN PUBLIC SPACES

32

STATE OF OUR REGION

Culver Culver is a small lake town that is settled around Lake Maxinkuckee, which is the heart of the town. Here you will find shopping, food, a beach, water sports, boating, swimming, and some of the most breathtaking sunrises and sunsets that you’ll ever see.

Culver is home to a diverse array of shops and restaurants in the commercial districts; a beautiful 5-acre park on the shores of Lake Maxinkuckee; Culver Academies, a world renowned boarding school; Culver Community School Corporation, which provides K-12 public education, and so much more. The shores of the lake became home to some of the most prominent citizens of the Midwest, including a host of literary and cultural figures, and lake water provided the basis for a booming ice industry for some six decades into the 1930s. Today, the lake and the charming Culver community on its north shore continues to be a draw a variety of people from far and near.

Every year, the Chamber of Commerce and merchant group host several events, creating a strong tourism draw. There is something going on every weekend of summer, and as you’ll see in an appendix, all other seasons are packed as well.

In the past decade, town leadership focused on utilities and infrastructure, as these were in critical need. Now, town leadership has teamed with a dynamic community to pave a new future for Culver. The future recognizes the importance of an engaged community and it is built on a history of engagement.

15

568

ACRES OF OPPORTUNITY

Community Events A Year

1

PUBLIC PARK

WORLD RENOWN ACADEMY M E LT I N G P O T

INTERSECTION OF INDIANA

2

nd

LARGEST LAKE IN THE STATE MARSHALLCOUNTY CROSSROADS

REGIONAL DEVELOPMENT PLAN

93

STATE OF OUR REGION

La Paz Along US 31 and US 6, in the northern most part of Marshall County, you will find the small, quiet town of La Paz. There are about 600 citizens who call LaPaz home.

Blueberries reign king in Marshall County, and nowhere is it more apparent than in this community, which is home to Tillman’s Farms (formerly Pertics Blueberry Plantation), a popular stop for people who want to pick their own fruit or buy already harvested berries. For visitors who grew up in a small town, this tiny burg with a big grain elevator might recall your youth.

LaPaz may be small, but you’ll still find some wonderful home-style cooking in the local restaurants.

The town was founded in 1873, and at the time of its founding was served by the Chicago branch of the Baltimore and Ohio Railroad, now CSX. Because of this, you will see that the formation of the town is centered around this main junction.

LaPaz is also home to a new community gathering space place called Albert Estates, which has been in the community for several decades and once was a church. One of the grandchildren of the original owner now owns the facility and renovated it to house guests (some travel to Notre Dame games) and to host special events, such as graduation parties and weddings. It serves the community and draws in visitors from all over.

$17,012

AVERAGE INCOME (Well Below National Average)

Expected

41.9%

Average One-Way Communte Time

24

JOB GROWTH

(US Average Expected to 38%)

MINUTES

HEALTH RANKS

TOP

Renters Make Up

24.5%

Of Real Estate

UP 5.7% Home Appreciation

94

MARSHALLCOUNTY CROSSROADS

STELLAR INITIATIVE

PERCENTILE

OF US NATIONAL AVERAGE

STATE OF OUR REGION

Plymouth The city of Plymouth, located along US 30 and US 31 is host to the Marshall County Blueberry Festival which is celebrating its 52nd Anniversary this year.

Other festivals include the Yellow River Festival, and the Latino Festival which is very popular in part due to the 19% Hispanic/Latino population.

Plymouth is home to many parks scattered around town. Centennial Park offers a wonderful wood castle-like playground along with a public pool, dog park, baseball fields, softball fields, and basketball courts. River Park Square offers a splash pad for those hot days. Most weekends in the summer the amphitheater offers live musical and theatrical performances. It is also home to the Plymouth Farmer’s Market, which takes place on Saturday mornings from May through October. Freedom Park, Plymouth’s newest park, offers a playground that is designed for children of all abilities to enjoy.

Plymouth is centrally located in Marshall County and is the County Seat. It is home to many important organizations, such as Marshall County Tourism, Marshall County Community Foundation, United Way, and numerous social services that provide important services to residents and visitors in Marshall County.

ANCILL A COLLEGE

CITY EST. FOR OVER

200

yrs.

2.9% JOB INCREASE Over the last year (US Average 1.6%)

Greenway Connects To

5 CITY PARKS

578

2018 Enrollment

There are many historical landmarks that you can visit if you are a history buff, like the Chief Menominee Monument. The Marshall County Historical Museum is home to many historical artifacts that came from Plymouth and the surrounding towns in Marshall County.

100+ Acres Built or Occupy Ready Industrial & Tech Sites

Award-winning!!

HISTORICAL MUSEUM

MARSHALLCOUNTY CROSSROADS

REGIONAL DEVELOPMENT PLAN

95

STEERING COMMITTEE

STEERING COMMITTEE PROJECTS TEAM Jerry Chavez President & CEO, Marshall County Economic Development Corporation Jerry has worked in economic development for over 20 years, previously working in Arizona, Montana, and North Dakota, with over $2 billion in capital investment in small markets. Jerry began working for the MCEDC in spring 2014. Jerry is responsible for the development of strategies to attract new businesses, helping existing business with their growth plans, and improving the business climate.

These activities combined with others will grow and strengthen the Marshall County economy.

Since he arrived, MCEDC has laid the ground work for planning, as a strategy, for a comprehensive economic development plan across Marshall County. Additionally, under his guidance, MCEDC has been a driving force for the Marshall County Regional Cities project. In 2018, MCEDC will oversee about $16,000,000 in project development to improve Marshall County’s quality of place.

Sean Surrisi City Attorney, City of Plymouth Sean has served as the Plymouth City Attorney since 2012. In that role, he has worked to advance a number of Mayor Mark Senter’s economic development and quality of place initiatives, including Plymouth’s important Regional Cities projects. Sean is a graduate of DePauw University and the Valparaiso University Law School. He is a past-president of the Indiana Municipal Lawyers Association and currently serves as chairman of the Marshall County Election Board. Prior to joining the Plymouth-staff, Sean was part of a regionally prominent civil trial practice. He grew up in Culver where he still resides with his family and is a board member of Grace United Church of Christ.

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Trend Weldy Director of Operations, Town of Bremen Trend was born in Bremen and graduated from Bremen public schools in 1975 and attended Indiana University South Bend for one year. He worked at Hop Cap for three years, Wyatt Elevator for 5 years, Jostens for 32 years, and decided to retire from sales and enter the municipal realm.

He has been with the Town of Bremen since 2013. Trend has enjoyed the opportunity to make his hometown a better place to live, work, and play. He is president of the Bremen Chamber of Commerce, and involved with many other groups including the Hometown Collaboration Initiative, College Success Group, Marshall County Solid Waste, Safe Housing Board of Marshall County, EMA of Marshall County, Board of Zoning Appeals, and Planning Commission.

Marty Oosterbaan Commissioner, Culver Planning Commision, Town of Culver Marty is a representative for the Town of Culver on the Marshall County Crossroads Steering Committee, where he publishes the meeting notes and serves on the Projects Committee. Marty also serves as a member of the Culver Planning Commission. Married to a teacher, Marty has a deep interest in education, serving as Secretary of the Executive Advisory Board For Northern Illinois University’s School of Business (Finance), and also as an advisor to the President of Marian CHS (Chicago Heights). Since moving to Culver in 2017 Marty has become active in the community, serving on the Lake Fest organizing committee. He recently authored the Complete Streets Resolution passed by the Culver Town Council and is now leading its implementation. Marty graduated with honors from Northern Illinois University with a BS in Finance, and holds a Certificate of Advanced Executive Education from the Wharton School of Business at the University of Pennsylvania.

Bryan Howard Bryan is a lifetime resident of Marshall County, living

in Plymouth. A graduate of Plymouth High School, Bryan completed his post-secondary education in 2007 at Butler University in Indianapolis, IN where he obtained a Bachelor’s of Liberal Arts & Sciences in Biology and Chemistry. Bryan is currently the Quality Assurance Manager at U.S. Granules Corporation, a prominent manufacturer in the aluminum industry, located in Plymouth, IN. He has been with the company for eight years.

Bryan serves as an active member in the Young Professionals Network – Marshall County. He has helped organize and take part in several of the group’s events and projects. In addition to being a member of YPNMC, Bryan also volunteers on the Restructuring Committee for Discover Plymouth (Plymouth’s Main Street Organization)

SPECIAL PROJECTS TEAM Mark Senter Mayor, City of Plymouth Mark has been the Mayor of Plymouth since 2008, and in that time, he has focused on building a more efficient government, attracting new private investment, and enhancing public spaces throughout the city. Mark led the development of River Park Square, an urban park which has been a catalyst for much activity in the city’s downtown core. Before becoming mayor, Mark served 28 years with the Indiana State Police - 21 of those years as a detective. Mark’s many other leadership roles include membership on the Accelerate Indiana Municipalities board of directors, and service as past-president of the Indiana Conference of Mayors. Mark mentors the next generation of regional leaders through his work with the Mayor’s Youth Council and the Leadership Marshall County development academy.

Allie Shook Recreation Director, City of Plymouth Allie is serving as a Special Projects Committee Chair. She is a lifelong Marshall County resident and is currently raising her family in Plymouth.

She is currently the Recreation Director at the

STEERING COMMITTEE Plymouth Park Department. She serves as the President of Discover Plymouth, Plymouth’s Main Street Organization, and also has a seat on the Marshall County Board of Health. She received her Bachelor’s from Indiana University Bloomington in Special Education with a concentration in Health.

Linda Yoder Director, Marshall County Community Foundation Linda Yoder has a B.S. in Organizational Leadership.

She is the Executive Director of Marshall County Community Foundation and United Way of Marshall County. She has served in this role for seven years and has been instrumental in ensuring Marshall County investments in education projects, flood relief, economic development, parks and community centers, and more. Prior to coming to Marshall County, Linda served as Vice President of Government Affairs for Electric Motors Corporation.

Linda is actively involved in everything Marshall County, leading organizations such as the Round Table of Marshall County (social services groups that collaborate), serving as a member of nonprofits like the LIFT organization, and championing numerous initiatives in Marshall County, including Project Lead the Way. Roger Ecker Town Hall Manager, Town of LaPaz Roger has served on LaPaz’s Town Council for 12 years. He worked as a mechanic for 18 years and served on the North Fire Department for 22 years, including 4 years as Chief. Roger also served on the EMS service for 10 years and still serves in LaPaz as a Council member and Lion Club member.

COMMUNICATIONS & PR John VanDerWeele Town of Argos Jon is employed as a Respiratory Biologics Sales Representative with GlaxoSmithKline (GSK) Pharmaceuticals. Throughout his career, he has held several sales and marketing positions in Neuroscience, Cardiovascular, Metabolic, Senior Care, and Oncology. Extensive training in selling

process’s, marketing, management, data analysis, and health sciences have been a critical part of his career and personal development. Jon was born in Marshall County and is a lifelong resident of Argos, IN. He is fourth generation Argos native, growing up on a small farm just outside of Argos. Jon has great passion for his community. Upon graduation from Argos High School he attended Indiana University, Bloomington, IN. He graduated with a B.S. degree in Public Administration and Environmental Science.

Jon is dedicated to his family and public education and has been a staunch advocate of small and rural schools in Indiana. Most recently, he works tirelessly to improve his hometown. Jon servers on several committees to improve economic development, housing, and the infrastructure of Argos.

Ginny Munroe Town Council President, Town of Culver Ginny is in her third term on the Culver Town Council and is currently serving as Town Council President.

Ginny is a graduate of Culver Girls Academy. She received her Master of Arts in English from Notre Dame University. Ginny owns and operates a publishing business, Deadline Driven Publishing.

Ginny’s family has lived in Culver since the early 1980s. She’s currently a member of LIFT and a board member of the Boys and Girls Club. Ginny helped lead the Culver Stellar team to a designation in 2017.

Nancy Tyree Marshall County EDC Nancy was born and raised in Marshall County, and a graduate of Plymouth High School and Indiana University. She has worked as the Communications and Marketing Manager for Marshall County Economic Development Corporation since 2015. In addition to her work with the Marshall County EDC, Nancy is also a member of the Young Professionals Network of Marshall County.

Angela Rupchock-Schafer Dir. of Development & Communications, Plymouth Angela is involved with the Marshall County Community Foundation. Chair, Marshall County Food Council. Masters of Divinity student at

Chicago Theological Seminary. Master’s degree in Public Affairs from Indiana University’s School of Public and Environmental Affairs, 2009. Board member, Plymouth Rotary; Board member, Plymouth Chamber of Commerce. Member, Plymouth Planning Commission. Ambassador, Food Revolution. Graduate of Leadership Marshall County, Class XXII. Bread for the World 2008 Hunger Justice Leader, currently sits on the Executive Committee of the Bread for the World Board of Directors.

COMMUNITY ENGAGEMENT Judy Stone Marshall County Council Judy serves on our Marshall County Crossroads Stellar Committee and our Engagement Committee.

She is an entrepreneur and business owner of JFD Properties. Judy has served on the Marshall County Council since 2006 and is currently the President of the County Council. She is a member of Marshall County Central Dispatch Committee, MACOG (and past president), the Shady Rest Board, the Marshall County Community Corrections Advisory Board, the Personnel Committee, and the Plymouth Moose Lodge. She has also been a member of the Marshall County Health Board.

Kevin Overmyer Marshall County Commissioners Kevin Overmyer serves as our Marshall County Crossroads Stellar Initiative Project Leader. He has been leading Marshall County as a County Commissioner since 1999 and is currently President of the County Commissioners. Kevin serves on several state associations, including the Board of Directors for IACC (he was the legislative chair for three years) and the legislative board for AIC. Kevin was appointed by Governor Daniels to serve on the state 911 board. He was reappointed by Governor Pence. He has also served on the MACOG policy board since 2005 and the U.S. 31 Coalition Board since 2004. Kevin has presented on Marshall County’s regional planning efforts at numerous events and meetings.

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STEERING COMMITTEE Les McFarland Town Council President, Town of Bourbon Les is a Patrol Sergeant for the Marshall County Sheriff’s Department. He is also completing his second term and as a Town Council member for the town of Bourbon. He has also been an Advanced Emergency Medical Technician. He is a member of the Fraternal Order of Police, the Plymouth Kilwinning Lodge, and the Ancient Accepted Scottish Rite. Les is a certified SCUBA diver, a certified chemical breath test operator, a fixed wing private pilot and drone pilot, the owner of McFarland Farms, and a crash data retrieval technician for accident investigation.

Suzanne Umbaugh Town Council, Town of Argos Suzanne was born in Plymouth Indiana and has lived in Marshall County her entire life. Forty one years ago, she with her husband and children, moved to Argos, where they continue to reside in the same family home. After attending Manchester College, Ancilla College, and Indiana University South Bend, she graduated with a B.A. in Business.

After passing her CPA exam and working in three different accounting firms, she then managed the Ameriprise Financial Services office in Warsaw, Indiana for ten years. After retiring from working in the financial business, she was able to focus more on her growing global family, and to pursue her personal interests. With children living in Australia, Honduras, Colorado, and New York state, travel has been an integral part of her life. Suzanne has been involved in various community activities, including being a den mother with the Cub Scouts in the eighties, a member of the Argos Park Board for several years, a member of Wythougan Toastmasters since 2009, and just completed a year as its president. In 2016 she completed Leadership Marshall County. Currently Suzanne is a member of the Argos Community Schools Building Corporation, Marshall County Council on Aging, and the Argos Town Council where she is very active in community affairs.

98

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STELLAR INITIATIVE

COMMITTEE MEMBERS CONSULTANT SUPPORT James Turnwald Executive Director, MACOG James and the staff at MACOG have assisted Marshall County with transportation planning and INDOT grant administration as the regional planning organization for Marshall County. He has been with the Michiana Area Council of Governments (MACOG) since 2008 and became the Executive Director in 2014. During his tenure at MACOG, James has focused on economic and community development, multi-hazard mitigation, freight and transportation planning, and grants administration. He was part of the management team in Northern Indiana’s Regional Cities planning process.

Mike Reese Troyer Group Mike leads the Landscape Architecture and Planning team at Troyer Group, managing projects ranging from master plans to transportation improvements during his 15-year career. Driven by a passion to help communities improve quality of life, health, and well-being, Mike has worked with many cities and towns on planning and implementing multi-modal transportation improvements, parks improvements, and creating high-quality public spaces. One of Mike’s most rewarding achievements during his career was helping the Town of Culver earn Stellar Communities Designation in 2017, and he is excited to continue that momentum by working with all of the communities in Marshall County.

Lou Pierce Big Idea Company Lou Pierce is the founder and President of the public relations and marketing firm called Big Idea Company, LLC based in Mishawka, Indiana. As a former broadcast executive, he now manages a company that specializes in brand and reputation management, public relations, advertising and e-media. As a producer/director and writer of all

forms of advertising, broadcast and nonbroadcast media, including “live” events and public relations campaigns, Pierce has received more than 500 professional awards, including Nineteen Emmy nominations, six Emmys, International Monitor Awards, ADDYs, Telly’s, New York Film Festivals, the Associated Press, the NBC television network, the Indiana Broadcasters Association and the national Gabriel Awards. He has been honored in Indiana with awards for community service from the Chamber of Commerce, his hometown Mayor’s office and City Council.

Zach Dripps Deputy Director, MACOG Zach has been with MACOG since February 2009, initially as a Regional Planner. Most recently, he was promoted to Deputy Director and oversees all planning activities at MACOG. He has a variety of experiences ranging from transportation to community planning and active transportation plans to watershed management. In particular, Zach utilizes technical skills in graphic and web design, data and spatial analysis, and public facilitation to enhance planning projects for key stakeholders and the general public. Zach received his Bachelors of Urban Planning and Development from Ball State University in 2008 and a Master’s of Public Affairs from Indiana Wesleyan University in 2015.

Donny Ritsema Community Planner, MACOG Donny has worked with MACOG since June 2015 and has been a valuable member of the organization to manage the community planning program. Throughout his career, Donny has focused on community planning with a particular emphasis on land use and regional transportation planning.

His background includes work as a community planner having been involved with developing comprehensive plans, long-range transportation plans, corridor studies, bicycle and pedestrian master plans, and a parks master plan and parking study. His project roles over his career have ranged from assisting the production of projects to recently

STEERING COMMITTEE project management. As a senior community development planner with MACOG, he has been responsible for community engagement, meeting facilitation, visioning, mapping and data analysis, and graphic design. In 2017, Donny became a certified member of the American Institute of Certified Planners (AICP). Donny received his Bachelors of Urban Planning and Development from Ball State University in 2009.

SPECIAL PROJECTS ADDITIONAL SUPPORT TEAM Ty Adley Ty is serving as a Special Projects Committee member for the Marshall County Communities Crossroads Stellar initiative. Ty is a longtime resident of Northern Indiana is thrilled to be back to serve the community tat grew up in. He is the Director of the Marshall County Plan Commission which engages in the comprehensive planning for The County. He received his Bachelor’s and Master’s from Ball State University in Urban Planning Development and Urban and Regional Planning respectively.

Tracy A. Fox Tracy has over 25 years of experience working at the federal, state, and local/community levels and with the private sector, and she has extensive experience in health policy, legislative and regulatory processes, consensus building, collaboration, and advocacy.

Past positions have included policy analysts with the Department of Agriculture and the DC office of the Academy of Nutrition and Dietetics. Areas of focus include operationalizing the Whole School, Whole Child, Whole Community model, early care and education, creating healthy walkable/bikeable communities, food insecurity, child nutrition and health. She has presented and spoken at national, state and local venues across the country and is quoted and appears regularly in media outlets.

Ms. Fox has led and participated in a number of expert advisory groups and committees to build consensus and develop recommendations on local

and state policies to prevent obesity and promote health and wellness. Since moving to Culver in 2014, Ms. Fox has an interest and growing expertise in the needs and challenges of those living in rural America face every day. She serves as a Wellness Consultant at Culver Academies where she works with students and staff on health and wellness initiatives and currently serves on the boards of the Marshall County Board of Health, Culver Boys and Girls Club, United Way of Marshall County, Garden Court Inc., Culver Main Street Corporation, Culver Stellar Committee, Marshall County Food Council, Max’s Playhouse and Culver Farm-to-School Team.

She works closely with Perdue Extension health and food safety staff locally and directly with the university and is currently working on a state-wide Farm-to-School initiative. She also co-manages the Culver Farmers’ Market. Tracy is a retired Commander in the US Navy.

Kurt Garner Kurt Garner authored some of our Special Project plans. His family lived in Plymouth until 2010 when they purchased a farmstead they have restored in North Township. Garner has an extensive resume of civic engagement in Marshall County, culminating with elected office on Plymouth’s City Council and the Marshall County Board of Commissioners.

Other work includes founding member of Marshall County Habitat for Humanity, Wythougan Valley Preservation, Yellow River Festival, and Plymouth Farmers Market. He is a former member of the Plymouth Plan Commission, Marshall County Community Foundation, and Plymouth Urban Forestry Committee. He was also part of the development team for the Plymouth Greenways Trail, Marshall County Crossroads Center, and South Gateway Initiative. He is also heavily engaged with non-profits in the state related to tourism development and the network of Indiana’s state scenic byways.

Jonathan Leist Jonathan Leist is the Town Manager for the Town of Culver. Jonathan has a Master’s Degree in Public Administration from Indiana State University, and 16

years of experience in managing local government programs as the Director of the Huntington County SWMD prior to becoming the Culver Town Manager.

Jonathan has completed ERC training from INDOT and is currently overseeing the implementation of Culver’s Strategic Investment Plan as part of the community’s 2017 Stellar Community Designation.

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REGIONAL DEVELOPMENT PLAN

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STEERING COMMITTEE PUBLIC ENGAGEMENT AT LOCAL EVENTS

COMMIT TEE MEE TING DATES May 24 Committee Meeting: Review survey results and prepare for Ball State meeting

May 8 - Release Public Input Survey

Engaging with the public and stakeholders at local events

June 14 - Committee Meeting: Review project list with regards to public feedback and Ball State feedback.

Work towards consensus on final project list and theme/branding.

May 17 - Committee Meeting: Sub-committee updates, discuss projects

May 22 - Public Input Survey closed, tabulate results

June 4 - Create next public input survey; more specific to each community

May 10 - Committee Meeting: Assign tasks, public engagement, discuss projects/theme

MAY 31 - STELLAR WORKSHOP

Meeting at Swan Lake with Ball State

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MARSHALLCOUNTY CROSSROADS

STELLAR INITIATIVE

June 28 - Committee Meeting: Develop more detail for proposed projects

COMMUNICATIONS/P.R. COMMITTEE

Launch Stellar website and PR Campaign

STEERING COMMITTEE

JULY 20 - COMMITTEE MEETING

Meeting to discuss workshop, review projects, discuss complementary/health projects

August 9 Committee Meeting: Coordinate final items needed for inclusion in the RDP and update special projects

July 12 Committee Meeting: Review and provide feedback for final master plans and project information

JULY 26 - STELLAR WORKSHOP

August 15 Projects Committee Meeting to finalize funding and local matches

August 23 Committee Meeting: Review in-progress RDP and coordinate any missing items

September 13 - Committee Meeting to review draft RDP and make final updates

August 23 - Special Projects Committee meeting to finalize complementary and health projects September 21 Regional Development Plan is due to OCRA

Public and Stakeholder Engagement Workshop Held at Swan Lake Resort MARSHALLCOUNTY CROSSROADS 101

REGIONAL DEVELOPMENT PLAN

COMMUNICATIONS

COMMUNICATIONS Communications has been a vital component to the process, as keeping people informed and gathering feedback is important to the success of the Stellar Initiative. Big Idea Company has been assisting the communities in communicating and promoting events, developing a unified brand, and creating marketing materials.

If designated, our communications strategy will remain in place through the implementation period and beyond. It is critical to keep communication channels open to receive continued feedback and update the public on the progress of implementation. It is also important to show that the planning process has resulted in great improvements to our communities.

During the Marshall County Crossroads Regional Stellar initiative planning period, we communicated and marketed our planning efforts throughout the County in the following ways: • Marshall County Crossroads Stellar website, www.marshallcountystellar.com • Social media: Marshall County Stellar Facebook campaign has reached 21,574 users. Total engagement (Post clicks, reactions, comments and shares) is 8,640. Total views of Marshall County Stellar Facebook videos is 12,113, Page Followers are 250 who consistently click, share and comment.

• Community Videos: Plymouth, Argos, Culver and Bourbon are finished. Bremen (will be done next week), La Paz and Marshall County are under production.

• Radio, 6 Progress Updates Interviews on WTCA 106.1 FM/1050 AM and MAX 98.3 FM, another 4 are scheduled through October.

• Email campaign – Fifteen e-mail messages to 1,800 leaders throughout Marshall County since March 2018. The average open rate is very high at 48%.

• Press releases (Six press releases promoting

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MARSHALLCOUNTY CROSSROADS

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media coverage of key input sessions, ground breakings and ribbon cuttings in Marshall County • Media coverage who covered (at our Ball State meeting and our Input Session) • Radio stories pickup up from newspaper articles • Television coverage with WNIT-TV 30-minute Economic Outlook Program (taping scheduled October 3) • Personal meeting with publisher of the Pilot News Group, publisher of 9 newspapers and free readers in Marshall County. The meeting provided background information regarding the Marshall County Regional Stellar Initiative and also to request post-Stellar presentation support from the newspapers if Marshall County is honored as a Stellar Region. The Publisher agreed enthusiastically to promote Marshall County as a Stellar Region everyday on it’s front pages if Marshall County receives the honored designation.

You can find samples of each of these in our Marshall County Crossroads Marketing/PR appendix.

FACEBOOK SAMPLES

FACEBOOK POST SAMPLE

EMAIL BLAST SAMPLE

COMMUNICATIONS

MARSHALLCOUNTY CROSSROADS 103

REGIONAL DEVELOPMENT PLAN

ENGAGEMENT

STELLAR PROCESS COMMUNITY ENGAGEMENT ENGAGEMENT STRATEGIES We decided at our first Marshall County Crossroads Steering Committee meeting that community engagement was a priority, so we decided to conduct a citizen survey. We believed a first step in the planning process was assessing our citizenry to identify county priorities. We wanted to learn why residents choose to live in Marshall County and what they believe are the critical needs. We did this on a tight deadline because we thought it would be interesting to compare the results of the survey to the results of the Ball State data and with our meeting scheduled for the end of May, we set a deadline for the week before the Ball State meeting. We went into the Ball State meeting knowing the results of our survey. As we learned at Swan Lake from Ball State, our residents have some of the same concerns and would prioritize those issues similarly to how those who took the Ball State survey did. The Ball State survey was sent out to key stakeholders in Marshall County and all elected officials, as well as people in positions of leadership. We thought that the similarities were a positive indication that what our leaders and stakeholders thought we should work on matched well with what our residents want us to prioritize.

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In June and July, as we were further developing our mission, goals, and projects, we quickly recognized that we were becoming too project-driven. That is, our focus was still on the projects we wanted to achieve in our individual communities and though they represented common goals, we wanted to motivate and inspire other organizations and leaders to join our mission to connect, collaborate, and create, and we wanted to ensure we were meeting the goals of our residents, leaders, and stakeholders. We took a step back and organized an internal workshop, where we determined that we needed to focus on ways to connect our communities physically and collaboratively, methods for centralizing resources that all communities could benefit from, and methods to engage more with organizations, businesses, stakeholders, and citizens to obtain input and to create more champions for the work. We knew that our RDP would continually evolve and we would need to engage champions for the work. From this internal session, we decided to document some of the ways we could centralize resources, such as create a new, more dynamic county Website that connects to each of the towns’ Websites, and create a jobs site that not only recruits a workforce, but also provides a central location for our county

businesses to post jobs. Further, we decided to organize our first major input session so that we could get feedback on the mission, goals, and projects we had created for our RDP. We scheduled our Community Input Session (hosting nearly 100 attendees) for early August, knowing we would want to analyze the results and determine how to incorporate the feedback into our RDP and future plans.

One of the important outcomes of our Input Session (in addition to the feedback we received on specific projects) was as a result of a survey we did at the session. We received an overwhelming response to our question about whether people wanted to get involved in our regional planning process or champion a project. Our Special Projects Committee added three new members as a result of this survey. Our Steering Committee also added new members. We also added two complementary projects as a result of the feedback and expanded our Health Project, creating three separate projects that we planned to be long-term and not just oneoff events. In addition, we found that our internal workshop spurred immediate action. For example, the County Commissioners and County Council approved financing a new Website and contracted the work.

ENGAGEMENT COMMUNICATIONS PLAN Our communication process started with the creation of a Stellar Initiative Website (www. marshallcountystellar.com), social media pages, a massive email list of key stakeholders, organizations, businesses, and residents, and grassroots efforts.

With each press release about our work, we also communicated via these channels and via radio, television, and publications. We hired the Big Idea company, which helped Culver and MCEDC establish similar communication channels. We also had media at each of our public sessions (Ball State and Community Input Session). With each of these opportunities, we share our regional planning efforts and build consensus on a county-wide basis.

We decided early on that our Steering Committee members would also attend each other’s events, ribbon cuttings, and community events, so that we could better know each other’s communities and successes, thereby improving our ability to communicate about collaboration. Steering Committee members believed this was one of the best ways we could communicate to the public that we were working together as a collaborative county team and not just as individual towns. We also determined that we would leverage these opportunities by communicating about our Regional Stellar plans. We used postcards during the early part of the process to communicate

about who we are and the Stellar planning process.

MACOG helped to create posters that were posted on an antique police vehicle we knew would draw a crowd at major events, such as Culver’s Lakefest, Plymouth’s Blueberry Fest, and Bourbon’s Food Truck Fridays. In addition, we took every public opportunity our leaders had to speak about our plans, even when the Stellar initiative was not the purpose of the gathering. All of our municipalities also had “Regional Stellar Planning” put on their government-related meeting agendas, so that they could update their leaders and residents. Finally, several members of our Steering Committee spoke at business and service group meetings, such as Plymouth’s Round Table (made up of the social services in Marshall County), Chamber meetings in each town, Kiwanis, Lion’s Club, and so on.

Like our input session, the level of communication has created momentum and inspired other groups to collaborate. For example, one team of people that came together and pitched a project for our RDP involved representatives from the established Main Street groups in our towns, who also engaged representatives from towns that don’t have Main Street groups. As a result, we have a complementary project that reflects our goals and will be driven by a collaboration that resulted from the Stellar process and from our engagement at the Input Session.

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ENGAGEMENT STAKEHOLDER & COMMUNITY WORKSHOP - JULY 26 The Community Input Workshop offered participants a focused opportunity to comment on the missions and goals from the Marshall County Crossroads Regional Development Plan, describe how proposed projects align with the goals, generate new project ideas with details to include in the plan, and to inspire more community members to volunteer their time and talents toward developing and implementing the plan.

Participants learned about the origin of the Marshall County Crossroads Stellar Initiative and what has taken place thus far in the process. They were empowered to provide constructive feedback and invited to contribute to the overall success of the plan.

There were five main objectives that were to come from the session which were to help with the overall planning proccess: • Indicating the level of agreement with and providing constructive feedback on the Mission and Goals from the Marshall County Crossroads Regional Development Plan • Describing how the proposed projects align with the proposed goals • Generating new and/or further developing project ideas that are critically missing from the proposed projects to fulfill the mission and goals of the plan • Brainstorming possible placemaking/quality of life and health-related projects, initiatives, and/ or events that the region could implement during or after the planning process that relates to the mission and goals of the plan; and • Identifying potential project leaders and volunteers to contribute their time and talents toward planning and implementing projects.

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The first exercise was to discuss the proposed Stellar projects and determine how they can be optimized to have the greatest impact on the region. A brief summary of the project discussions are included in the following paragraphs.

as an opportunity. In addition to its proximity to the manufacturing center, the project is also within walking distance to local schools and businesses.

Colonial Estates may also make Argos more appealing to young families by providing attractive housing options close to local amenities.

Argos Housing

Argos Trails

Stakeholders view Phase Two of the Colonial Estates development as complementary to the new manufacturing center in Argos. They believe the development will accommodate housing needed for the incoming workforce. There were also sentiments that the development will address the existing housing shortage. Some stakeholders believe the development will provide housing for middle income families, which currently lack housing options. A local real estate agent expressed how the development will create opportunities for FHA and USDA loans that had not been available.

The location of the development was also viewed

There is a shared sentiment that the Argos Trails will help foster community connections and improve community health. Currently, the existing infrastructure prioritizes automobiles. The trails will help promote active lifestyles by adding additional infrastructure for pedestrians and bicyclists.

The improved connectivity will not only tie the community together physically, but will also help build a sense of community. The trails will create more opportunity for recreation by connecting neighbors to various community assets including the fairgrounds, parks, schools, and downtown.

ENGAGEMENT Culver Trails The next phases of the Culver trail will bring the community closer to achieving its goal of having a trail that extends all the way around Lake Maxinkuckee. The trail will expand Culver’s transportation infrastructure and create more recreational opportunities for current and future residents. Stakeholders believe Culver trail plan can be a significant part of a county trail plan, connecting downtown Culver and Culver Park to SR 10 and SR 117.

Plymouth Firehouse Restoration Could connect with regional entrepreneurial opportunities, add potential new business development, and bring new jobs to the downtown. It will complement the new River Gate South Apartment/Condo development on the south end of downtown. It was well-liked that an existing historic building can be renovated to house a modern asset to the city.

Plymouth Rees Theatre The improvements will be attractive to young professionals who have interests in active lifestyles.

Bourbon Business Park The business park includes unique features that will attract visitors to the town including a restaurant, gas station businesses, dog park, and a truck plaza.

Stakeholders believe the business park could also provide trades education.

Bourbon Housing (Cedar Road Estates) The development will provide housing for a growing workforce. The location of the development creates access to jobs and schools in Plymouth, Warsaw, Mishawaka, and other nearby cities and towns. It will help address a housing shortage in Bourbon for both quantity, quality, and variety.

Bremen Community Pool The community pool will be used for swimming

lessons, exercise, and other educational and recreational activities. The pool can plan an important role in community health and wellness.

In addition to the community health benefits, stakeholders believe it will also aid in social cohesion. Pools are great places for all ages and abilities. They allow opportunities for families to spend time together. As one of the only public pools in Marshall County, the updated pool has the potential to attract visitors to Bremen.

Stakeholders believe the theatre will serve as a county focal point for the arts. It will establish Plymouth as an arts and entertainment destination and attract visitors. They also described the important role an arts and entertainment space will have on quality of life. The theatre can serve as a venue for various life event celebrations and community meetings. The restoration project could be a helpful case study about re-purposing historic buildings.

Bremen Gathering Place Community members believe a central gathering place will add to the appeal of Bremen. Rather than driving through the town, people will be attracted to the added amenities. The gathering place could provide a venue for the farmer’s market, job fairs, and other events. Stakeholders suggested linking the gathering place to additional trails and increase collaboration across Marshall County.

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ENGAGEMENT ADDITIONAL PLACEMAKING / QUALITY OF LIFE PROJECTS The first portions of the Community Input Workshop offered participants a focused opportunity to comment on the missions and goals from the Marshall County Crossroads Regional Development Plan, describe how proposed projects align with the goals, and comment on the projects that are proposed for the plan. The next part of the workshop gave worksheets that had prompts to facilitate discussion. This discussion was focused around supportive projects, health projects, and generating new project ideas with details to include in the plan. The following is a brief summary of some of the discussions.

Health & Wellness • Mental health awareness and programs/ partnerships • Focus on children • Possible programs for bullies/kids who are bullied • Focus on suicide rates • Education • Awareness of options for programs and hotlines for help if needed • Classes to help teach people how to be aware and look for signs • Physical Health - eating awareness/choosing healthier foods • Community Gardens • School programs for better lunch options • Helping families become aware of these issues at home • Biking and walking • Trails/complete streets to encourage people to be more active • Friendly competition between communities

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Yellow River • Kayak and canoe launch • Multiple access points across the county • Work to encourage more outdoor activities • Possibly of bringing more camping options to the area

Downtown, Parks, and Attractions • Interactive elements to an area • Giant games (checkers, chess, etc.)

• Kinetic Sculptures • Community competitions and game days • Traveling sculpture/element that moves throughout the county • Work to bring in a young generation and retain it, make the county appealing for all ages • Farmers Market • Work to help promote healthy eating • Help low-income individuals • Become a destination point • Extend hours and become year-round • Partnership with Ancilla College (culinary program) for educational purposes • Schuh Trail • Greenway • Plymouth-Culver trail (old railroad) Schools • Programs for health wellness • Programs for bullies/bullied • Health screenings performed at school by professionals • Community gardens for education and healthy eating

COMMUNITY HEALTH PROJECT ACTION PROGRAM MATRIX

-

This exercise allowed for stakeholders to express what projects and/or policies they thought were of high priority and importance. The exercise focused on health, wellness, and placemaking.

Trails & Access to the Yellow River • These project types were seen as high importance and were mentioned often • Trails could be marked with wayfinding signs and could access the entire county, connecting each community • Yellow River clean up initiative • Wayfinding signage for access points and nearby amenities along the river, including access points in each community Mental Health • This was addressed multiple times • Creation of programs for support with collaboration between agencies • Strong presence in schools to ensure health and well-being of students Community Gardens • Strongly influenced by initiatives to positively effect eating habits in the county • Can be tended by long time and amateur gardeners alike • Could be used as an educational opportunity on physical health and wellbeing - Will raise awareness of healthy eating habits and provide fresh produce

ENGAGEMENT PORTION OF WORKSHOP ENGAGEMENT SUMMARY MATRICES

WORKSHOP FEEDBACK SURVEY RESULTS The first section of the survey asked for the respondents agreement or disagreement for a set of four questions relating to the Stellar process.

The scale was from Strongly Disagree to Strongly Agree, and each answer was given a numerical (1 through 5) value based on their response in order to find an average level of agreement. There were 51 completed surveys.

Marshall County Crossroads Mission Statement: Agree (4.42) Marshall County Crossroads Goals: Agree (4.42) Are the workshops an effective way to receive feedback on the Regional Development Plan: Agree (4.33)

Are you satisfied with the overall planning process so far: Agree (4.16) Respondents generally thought the workshop was good for gathering information from different groups, was good for collaboration, and introduced new ideas. Even with nearly 100 people in attendance, some thought there needed to be a wider range of participants at the meeting, such as youth and county residents.

Respondents mentioned HOUSING, HEALTH and WELLNESS, and COLLABORATION efforts as top priorities. There were also mentions for choosing projects that will have the most immediate impact in the community, and to make sure new ideas brought up during the workshop were looked at and considered.

100% of the respondents (who filled in an answer) said they would like to be included in future input sessions. 71% of respondents said they would be interested in leading or participating in a project that works towards achieving a goal or initiative close to them. People generally wanted to just be involved, but not lead.

Respondents were happy with the workshop, but moving forward they would like to see a wider range of participants and would like to receive feedback from the workshop.

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PUBLIC Communities Public Survey StellarSURVEY Communities PublicStellar Survey Marshall County Overview OVERVIEW Marshall County Overview

The Marshall County Crossroads Public Survey was meant to gather input from Marshall County residents for the Stellar Communities Initative. The survey asked residents what they believed to be the strengths and weaknesses of their community, using both multiple choice and open-ended questions, to gain an understanding on how they feel about their community. They were also asked what they would like to What assets do you think your community see done with the Stellar Communities Initiative.

Community Assets What assets do you think your community HAS to attract new residents and/or vistors?

NEEDS to attract new residents and/or vistors?

I live in Marshall County Because...

Issues Ranked by Importance

Residents were asked to select all that applied to why they live in Marshall County.

Residents were asked how important are the following 15 issues or problems on a scale of 1 to 5 (5 being very important).

I feel safe It’s a great place to raise a family I like rural living

Legend Top Issues Middle Issues Lower Issues

I was raised here

unities Public Survey

Limited Access to High Paying Jobs

Close proximity to my family It's affordable to live here

Limited Jobs Employment Opportunities

It's a great place for all ages Low crime

all County Overview

Road Infrastructure

Excellent school system It's centrally located

Inadequate Supply of Housing Types

A job brought me here I like the variety of amenities

?

Drug Abuse

Availability of good paying jobs

Which Community you Live in?

What assets do you thinkDo your community NEEDS30% to attract new residents and/or vistors?

0

100 200 300 Total Number of Reponses

400

Lack of Broadband High-Speed Internet

Areas of Investment to Focus on...

25%

Residents were asked what three (3) of the following areas should the investments focus on.

20%

Attraction and retention of businesses

Declining School Enrollment Limited Population Growth Lack of Higher Educational Attainment

Workforce attraction and retention

15%

Road infrastructure Trails and sidewalks

10%

Drug prevention Parks and recreation amenities

110

Low Property Values

Downtown façade improvements

County

Plymouth

Argos

Bourbon

I’ve lived in Marshall County...

?

Limited Availability of Trails & Sidewalks

Workforce housing

5% 0

Public Safety

Broadband/high speed internet

60%

15% 7% 10 -14 Years

2-4 Years

13% 5%

MARSHALLCOUNTY CROSSROADS More than 15 Years STELLAR INITIATIVE

Less than 2 Years

Bremen

Performing arts and cultural amenities

Water & Wastewater Infrastructure

Culver LaPaz Other Workforce training/college preparedness

How Old are You?

Community gathering spaces

Lack of Childcare & PreKindergarten Services

Streetscape and lighting enhancements Crime reduction

17%

Water and wastewater infrastructure Community volunteer opportunities

36% 34% 35 - 54 Years Old

Over 55 Years Old

0 100 200 300 18-34 YearsTotal Old Number of Reponses

13%

400

Limited Availability of Parks & Recreation Amenities

Argos Overview

PUBLIC SURVEY

The Marshall County Crossroads Public Survey was meant to gather input from Marshall County residents for the Stellar Communities Initiative. The survey asked residents what they believed to be the strengths and weaknesses of their community, using both multiple choice and open-ended questions, to gain an understanding on how they feel about their community. They were also asked what they would like to see done with the Stellar Communities Initiative. The information below shows the responses from the community of Argos.

I live in Marshall County Because...

Issues Ranked by Importance

Residents were asked to select all that applied to why they live in Marshall County.

Residents were asked how important are the following 15 issues on a scale of 1 to 5 (5 being very important).

I was raised here Excellent school system

Legend

It’s a great place to raise a family

Top Issues Middle Issues Lower Issues

I like rural living

Limited Access To High Paying Jobs

It's affordable to live here Close proximity to my family

Limited Jobs employment Opportunities

I feel safe It's a great place for all ages

Argos The Marshall County Crossroads Public Survey was meant to gather input from Marshall County residents for the Stellar Communities Initiative. The survey asked residents what they believed to be the strengths and weaknesses of their community, using both multiple choice and open-ended questions, to gain an understanding on how they feel about their community. They were also asked what they would like to see done with the Stellar Communities Initiative. The information below shows the responses from the community of Argos.

After reviewing the responses, it was found that most Argos residents praised the school system and the family environment that Argos creates.

However, the number of families moving in has started to decrease due to the issues of limiting high-paying jobs, employment opportunities, declining enrollment at the schools.

Respondants wants the town to focus their investments on the improvement of downtown, which will attract/retain businesses and bring a larger workforce.

Declining School Enrollment

Low crime It's centrally located

Limited Population Growth

A job brought me here I like the variety of amenities

Drug Abuse

Availability of good paying jobs 0

10%

20%

30%

40%

50%

60%

Road Infrastructure

Areas of Investment to Focus on...

Residents were asked what three (3) of the following areas should the investments focus on.

Attraction and retention of businesses

Inadequate Supply Of Housing Types Lack Of Higher Educational Attainment Low Property Values

Workforce attraction and retention Downtown façade improvements

Public Safety

Road infrastructure Workforce housing

Lack Of Broadband High-Speed Internet

Drug prevention Broadband/high speed internet

Limited Availability Of Trails & Sidewalks

Trails and sidewalks Parks and recreation amenities

Water & Wastewater Infrastructure

Streetscape and lighting enhancements Performing arts and cultural amenities

Lack Of Childcare & PreKindergarten Services

Community gathering spaces Workforce training/college preparedness

Limited Availability Of Parks & Recreation Amenities

Water and wastewater infrastructure Community volunteer opportunities Crime reduction 0

10% 20% 30% 40% 50% 60% 70% 80%

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Stellar Communities Public Survey Bourbon Overview

PUBLIC SURVEY

The Marshall County Crossroads Public Survey was meant to gather input from Marshall County residents for the Stellar Communities Initiative. The survey asked residents what they believed to be the strengths and weaknesses of their community, using both multiple choice and open-ended questions, to gain an understanding on how they feel about their community. They were also asked what they would like to see done with the Stellar Communities Initiative. The information below shows the responses from the community of Bourbon.

I live in Bourbon Because...

Issues Ranked by Importance

Residents were asked to select all that applied to why they live in Bourbon.

Residents were asked how important are the following 15 issues on a scale of 1 to 5 (5 being very important).

Excellent school system I like rural living

Legend

I feel safe

Top Issues Middle Issues Lower Issues

It’s a great place to raise a family

Road Infrastructure

I was raised here It's affordable to live here

Limited Access To High Paying Jobs

It's a great place for all ages Close proximity to my family

Bourbon The Town of Bourbon holds similarities to Argos’s issues and wants, but does have several points of interest that differ. A majority of the residents that live in Bourbon ranked their town a very familysafe community, a place where you grow up, stay, and have a family. The main reason people live in Bourbon is the feeling of safety, in which 65% of respondents chose why they live in Bourbon.

From the data that was recieved on the major issues and what the town should focus their attention on, the addition of a larger workforce was a prominent response and how to do so, by attracting a more diverse business culture to the area because of the limited job market opportunities right now.

Currently, Bourbon’s job market does not offer many high-paying jobs, losing the attraction of future residents.

When looking at the city’s infrastructure, this was respondents, biggest concern with the poor shape it is now. Specifically, roads were a large concern, in the Bourbon Comprehensive Plan 2030. In addition, lack of high speed-Internet was a major concern and serves as a deterant for those businesses wanting to move to the area and rely on Internet communication.

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Lack Of Broadband High-Speed Internet

Low crime It's centrally located

Limited Jobs employment Opportunities

I like the variety of amenities A job brought me here

Drug Abuse

Availability of good paying jobs 0

10% 20% 30% 40% 50% 60% 70% 80%

Limited Availability Of Trails And Sidewalks

Areas of Investment to Focus on...

Limited Population Growth

Residents were asked what three (3) of the following areas should the investments focus on.

Declining School Enrollment

Attraction and retention of businesses

Inadequate Supply Of Housing Types

Road infrastructure Broadband/high speed internet

Lack Of Higher Educational Attainment

Downtown façade improvements Trails and sidewalks

Public Safety

Drug prevention Workforce attraction and retention

Limited Availability Of Parks & Recreation Amenities

Parks and recreation amenities Workforce housing Performing arts and cultural amenities

Low Property Values

Workforce training/college preparedness Streetscape and lighting enhancements

Water & Wastewater Infrastructure

Community volunteer opportunities Water and wastewater infrastructure

Lack Of Childcare & PreKindergarten Services

Crime reduction Community gathering spaces 0%

10%

20%

30%

40%

50%

60%

Stellar Communities Public Survey Bremen Overview

PUBLIC SURVEY

The Marshall County Crossroads Public Survey was meant to gather input from Marshall County residents for the Stellar Communities Initiative. The survey asked residents what they believed to be the strengths and weaknesses of their community, using both multiple choice and open-ended questions, to gain an understanding on how they feel about their community. They were also asked what they would like to see done with the Stellar Communities Initiative. The information below shows the responses from the community of Bremen.

I live in Marshall County Because...

Issues Ranked by Importance

Residents were asked to select all that applied to why they live in Marshall County.

Residents were asked how important are the following 15 issues on a scale of 1 to 5 (5 being very important).

It’s a great place to raise a family I feel safe

Legend

Excellent school system

Top Issues Middle Issues Lower Issues

I was raised here

Road Infrastructure

Close proximity to my family I like rural living

Lack Of Broadband High-Speed Internet

It's affordable to live here Low crime

Bremen Looking at Bremen and the popularity among its citizens, respondents unaminously call Bremen their home and for good reasons. Over 50% say that Bremen is within proximity to other family members and the community is affordable to live in.

Attracting business is a large problem to the town and the county as well and where a large focus on investment will be with the future design and construction of the downtown corridor to help bring life and vigor. In parallel with this project, just because the area is affordable does not mean the town has enough housing to carry a larger population. Residents are concerned with the lack of housing options available to them and the limits on those who are looking to relocate to the Town of Bremen.

One of the larger existing issues that respondents agreed on was the drug abuse in the area and that coincides with the safety. With future business growth and development, along with new housing, the town is hopeful that more funds can be allocated to increase local law enforcement prescence.

Limited Access To High Paying Jobs

It's a great place for all ages It's centrally located

Inadequate Supply Of Housing Types

A job brought me here Availability of good paying jobs

Drug Abuse

I like the variety of amenities 0

10% 20% 30% 40% 50% 60% 70% 80%

Public Safety

Areas of Investment to Focus on...

Limited Population Growth

Residents were asked what three (3) of the following areas should the investments focus on.

Limited Jobs employment Opportunities

Attraction and retention of businesses

Lack Of Higher Educational Attainment

Road infrastructure Broadband/high speed internet

Declining School Enrollment

Community gathering spaces Drug prevention

Limited Availability Of Trails & Sidewalks

Streetscape and lighting enhancements Workforce housing

Water & Wastewater Infrastructure

Downtown façade improvements Trails and sidewalks

Low Property Values

Workforce attraction and retention Parks and recreation amenities

Lack Of Childcare & PreKindergarten Services

Workforce training/college preparedness Performing arts and cultural amenities

Limited Availability Of Parks & Recreation Amenities

Water and wastewater infrastructure Crime reduction Community volunteer opportunities 0

10%

20%

30%

40%

50%

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Stellar Communities Public Survey Culver Overview

PUBLIC SURVEY

The Marshall County Crossroads Public Survey was meant to gather input from Marshall County residents for the Stellar Communities Initiative. The survey asked residents what they believed to be the strengths and weaknesses of their community, using both multiple choice and open-ended questions, to gain an understanding on how they feel about their community. They were also asked what they would like to see done with the Stellar Communities Initiative. The information below shows the responses from the community of Culver.

I live in Culver Because...

Issues Ranked by Importance

Residents were asked to select all that applied to why they live in Culver.

Residents were asked how important are the following 15 issues on a scale of 1 to 5 (5 being very important).

I feel safe It's a great place for all ages

Legend

Low crime

Top Issues Middle Issues Lower Issues

It’s a great place to raise a family

Limited Access To High Paying Jobs

I like rural living Close proximity to my family

Declining School Enrollment

I was raised here

Culver With such a small population, but great sense of community gathering, Culver respondents feel comfortable in their town and believe it is a place for all ages and this due to the low crime rate.

Much like the other communities, Culver struggles in the job market and being able to supply a workforce with many job opportunities and highpaying jobs. The size of Culver’s downtown may play a small role in this category, but the primary reason that hurts the town is the inadequate supply of housing types.

Currently, the town provides little to no temporary housing options for those respondents that cannot afford a permanent housing option. It is with the future Sandhill Farms Development that this hopefully strengthens the town in the direction of business attraction to support more population moving in.

With the addition of more housing and higher paying jobs, the town’s hopes of enrollment at the schools go up. Families cannot afford to live in an area that does not have proper housing or jobs, lowering school enrollment.

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It's affordable to live here

Inadequate Supply Of Housing Types

A job brought me here It's centrally located

Limited Jobs employment Opportunities

Excellent school system I like the variety of amenities

Lack Of Broadband High-Speed Internet

Availability of good paying jobs 0

10%

20%

30%

40%

50%

60%

Road Infrastructure

Areas of Investment to Focus on...

Limited Population Growth

Residents were asked what three (3) of the following areas should the investments focus on.

Drug Abuse

Attraction and retention of businesses

Limited Availability Of Trails And Sidewalks

Workforce attraction and retention Broadband/high speed internet

Lack Of Higher Educational Attainment

Workforce housing Trails and sidewalks

Water & Wastewater Infrastructure

Parks and recreation amenities Workforce training/college preparedness

Public Safety

Road infrastructure Drug prevention

Limited Availability Of Parks & Recreation Amenities

Community gathering spaces Performing arts and cultural amenities Streetscape and lighting enhancements

Lack Of Childcare & PreKindergarten Services

Community volunteer opportunities Water and wastewater infrastructure

Low Property Values

Downtown façade improvements Crime reduction 0

10%

20%

30%

40%

50%

Stellar Communities Public Survey Plymouth Overview

PUBLIC SURVEY

The Marshall County Crossroads Public Survey was meant to gather input from Marshall County residents for the Stellar Communities Initiative. The survey asked residents what they believed to be the strengths and weaknesses of their community, using both multiple choice and open-ended questions, to gain an understanding on how they feel about their community. They were also asked what they would like to see done with the Stellar Communities Initiative. The information below shows the responses from the community of Plymouth.

I live in Marshall County Because...

Issues Ranked by Importance

Residents were asked to select all that applied to why they live in Marshall County.

Residents were asked how important are the following 15 issues on a scale of 1 to 5 (5 being very important).

It's affordable to live here It’s a great place to raise a family Close proximity to my family

Legend Top Issues Middle Issues Lower Issues

I feel safe

Limited Access To High Paying Jobs

I was raised here It's a great place for all ages

Drug Abuse

It's centrally located

Plymouth Out of the six communities in the county, Plymouth is the largest by population size and in relation, the survey results testify the most important issues to the city.

The survey results are consitent when it comes to similarities between the other communities in Marshall County. The lowest rankings, though, were in the business and job opportunity responses. A mere 25% of respondents say that a job brought them to live in Plymouth, while an even lower 7% say there is the availability of good paying jobs with the city. This is a glaring metric that becomes the pinnacle of what the City of Plymouth needs to focus their investments on, with offering potential benefits to businesses that move in or want to start up. This helps to bring in a workforce that is excited to have opportunities for higher paying jobs and more employment opportunities.

Drug abuse, ranked 2nd highest among importance to residents is a critical issue in creating a familyfriendly community to which people want to live. David’s Courage hopes to help by having a sancturary where addicts can go to recover.

Low crime

Limited Jobs employment Opportunities

I like rural living Excellent school system

Road Infrastructure

A job brought me here I like the variety of amenities

Inadequate Supply Of Housing Types

Availability of good paying jobs 0

10%

20%

30%

40%

50%

60%

Limited Population Growth

Areas of Investment to Focus on...

Residents were asked what three (3) of the following areas should the investments focus on.

Attraction and retention of businesses

Lack Of Higher Educational Attainment Public Safety Low Property Values

Workforce attraction and retention Trails and sidewalks

Lack Of Broadband High-Speed Internet

Road infrastructure Drug prevention

Declining School Enrollment

Performing arts and cultural amenities Parks and recreation amenities

Limited Availability Of Trails & Sidewalks

Downtown façade improvements Workforce housing

Water & Wastewater Infrastructure

Streetscape and lighting enhancements Community gathering spaces

Lack Of Childcare & PreKindergarten Services

Workforce training/college preparedness Broadband/high speed internet

Limited Availability Of Parks & Recreation Amenities

Crime reduction Water and wastewater infrastructure Community volunteer opportunities 0

10% 20% 30% 40% 50% 60% 70% 80%

MARSHALLCOUNTY CROSSROADS 115

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IMPLEMENTATION

IMPLEMENTATION Our baseline measurements have been established through our own data collection and the Ball State data. We intend to measure our progress by comparing the baseline numbers to annual changes. We will report these numbers as an addendum to our RDP, which will be disseminated and communicated as we have outlined in our communication/marketing plan. Our plan is to do this annually.

Our baseline measurements are: • Population: 46,498 • # of households: 17,093 households • Median household income is $49,725 • Per capita income: $23,372 • Total employer establishments: 1,046 • Nonemployer establishments: 2,896 • People who commute into Marshall County: 3,973 • People who commute out of Marshall County: 4,994 The data we plan to measure and that relates to our outcomes are: • Population: Recently, we have had a population

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MARSHALLCOUNTY CROSSROADS

STELLAR INITIATIVE

increase in Marshall County, but prior to 2016, the population was stagnant or declining. We would like to see this number increase to meet or exceed growth rates in the state as Marshall County is currently below the average growth rate in Indiana.

We hope to increase this by 2.5%.

• The number of households: If our housing goals are met, this number should increase yearly, which will impact on our population and school population goals.

• The average number of people per household: Though this isn’t likely to change in the short-term, knowing this number will enable us to calculate population changes that will occur with the addition of housing inventory.

• School populations: We will track these by each school corporation.

• People who commute into Marshall County: We would like to see this number increase over 4 years.

• People who commute out of Marshall County: Because we are trying to attract workforce, we’d like to see this number decline, but it is more important to us to see our population increase, even if this number remains the same.

For our workforce recruitment program, we will also track the number of veterans who are recruited and the jobs they fill. Marshall County Economic Development Corporation will track this data annually. We would like to recruit 200 people through this program during the designation period, scaling up the number as we develop broader relationships with the military bases we recruit from.

We intend to review the county Health Assessments available to us to determine whether our actions are having an impact, but we also intend to review the data related to our own health projects, such as our bike/walking project. This data will be tracked by our Special Projects Committee, which will review the outcomes of our project and annually review how many students we have biking or walking to school. We are currently tracking these numbers by the school corporations. Our goal is to improve this number by 10% over four years. To do this, we know that our bike/walk to school days cannot be one-off events but annual and should build in new programs that create sustainable outcomes throughout the school year and not just on event days. We will incorporate educational and art components for these events to keep interest alive

IMPLEMENTATION

and to build momentum for other “Make Marshall County Move events.”

Our Special Projects team will also evaluate the number of people David’s Courage works with through its rehabilitation program. We can track the number of residents served, how many become employed, and whether any are reincarcerated after a residency at the facility. David’s Courage in partnership with our Special Projects Committee will communicate information related to the program’s residents The information collected by our Steering Committee will be shared with each community through our current marketing efforts. It would go to elected officials, media outlets, on social media, and in our outcome reports to key stakeholders.

We will also present this information to leadership and stakeholders across the county through our outreach sessions (community input).

As the strength of our numbers and the frequency

of our meetings show, Marshall County takes implementation of regional planning seriously. As noted in the long-term viability and sustainability sections, our region also shows the benefits we have seen from organizing our plans into a regional plan that has a mix of town/city projects with countywide initiatives. Though our Comprehensive Plans drive many of the town and city initiatives, our goals as a group extend beyond our separated town/city projects and will build on our mission, our goals, and these early county-wide initiatives, which involve: workforce development and attraction, planning for broadband expansion across our county, building an inventory of our Main Streets, creating more wayfinding signage to connect our communities and to better market them to visitors, address our health needs and opioid/drug addiction, and produce healthier and more vibrant communities by creating events that promote moving Marshall County and that incorporate art, culture, and history to create pride in community and an enhanced quality of life. Our county-wide

initiatives are important to each individual town, but also the way we can build regional impact.

These initiatives have already begun or are being launched this year. We have champions of each of these initiatives listed with each project, so that you can see they are underway and have active teams working on them.

Each of the individual towns/city has champions for their projects and would work directly with the funding agency; however, we are prepared to meet as a group quarterly with the funding agencies to status on projects. We know that Culver’s experience with the Stellar process will help prepare the champions of the work for what to expect in terms of prepared documentation, status reporting, and so on. In fact, one of our Steering Committee meetings this fall will be geared at preparing them for what to expect. Jonathan Leist and Ginny Munroe will lead this expectations and training effort.

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SUSTAINABILITY

SUSTAINABILITY For the Marshall County Crossroads team, the purpose of applying for a Stellar designation is to create a sustainable regional planning mission. We knew from Culver’s experience, which has been shared with our team since early 2016, that the purpose of going through the process of applying for a Stellar designation is to create sustainable planning in your community and to have regional impact. Culver consistently communicated that the process of achieving a designation was as important as the outcomes they wanted to achieve.

We believe that the primary purpose of going through this process is to make regional planning ongoing and sustainable. Thus, we believe that regional planning’s primary value is sustainability.

Following is a description of the visible and authentic indicators that show why our County and communities have solved the challenge of creating a sustainable effort:

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Developed Plans with Action Behind Them: Each of our communities has a Comprehensive Plan and has completed projects in their plans.

These plans have involved community feedback and engagement and they are driving the work of our regional planning efforts.

•

Consistent and Frequent Communication: The Marshall County Economic Development quarterly meetings for the past 6 years have made communication seamless and efficient. We cannot overemphasize the importance of these quarterly meetings. Each of our communities is sharing knowledge and experience with each other through regular, consistent meetings. These empower us to work off of each other’s successes. They also make us more efficient, as we are able to share documents, such as abatement policies, 5-year action plans, interlocal agreements, resolutions, MARSHALLCOUNTY CROSSROADS

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and so on. They create partnerships between cities, towns, and the county. Even state officials attend these meetings, enabling us to develop partnerships and opportunities for learning.

•

Common Vision and Common Goals: Because we have been meeting as a group for so many years, we have also been solving our challenges together, which has created a grassroots foundation for sustainability. As a county of connected communities, we share many of the same challenges: a lack of housing, the need for more workforce, the desire to have improved quality of life, the desire to incorporate more of the arts and healthy living initiatives into our communities, and the desire to develop future leaders for our communities.

Because we share the same challenges, we also share the desire to solve them together knowing full well that no single community has all the answers and sharing knowledge and resources empowers us to mobilize our resources faster and more efficiently. The first time our group met to form a Stellar Committee, we were able to establish our goals from the outset because we have been talking about our community goals and establishing partnerships between us for several years.

•

Multiple Projects in Readiness Stage: Because we have an ever-growing list of projects and solutions and a massive team effort involved in our projects and planning, we believe that we have the ability to move projects around on the timeline for a Stellar designation period.

We also plan to make our regional planning document a work in progress, building out new projects to add to the plan and continually evaluating what to add.

•

Community Engagement Drives Our Vision and Creates Resources: We have learned from our work with each other and from this process that community engagement

creates buy-in, momentum, and an ability to add people to the effort. As our long-term viability efforts and plans show, we believe in surveying our residents, leaders, and businesses, and we believe in hosting input sessions to invite feedback. With each of these opportunities, we have also asked people if they want the opportunity to champion a project or an initiative. The response has been overwhelmingly positive. It guarantees we will have people joining the mission for years to come.

•

Marshall County Crossroads Team: Our Crossroads Stellar Initiative team has determined that it is imperative to us as a region to continue working together regardless of a designation. We have formed active subcommittees and already added people to those subcommittees as late as the month leading up to the application deadline. We have engaged young people from YPN (Young Professional Network) who work on our team and we know that this will enable us to create human capital for our future.

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M A R S H A L L

C O U N T Y

C R O S S R O A D S

APPENDICES

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c i t y | town res olutio ns 2

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c i t y | town approval letters 6

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Community 331

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PLYMOUTH 17

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Information BOURBON

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CULVER

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LAKE MAXINKUCKEE

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ARGOS

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Profile for Argos town, Indiana Profile for Argos town, Indiana Located in Marshall County People & Housing Population Estimate (2016)

1,914

H.S. Diploma or More - % of 82.0% Adults 25+ (2016) Bachelor's Deg. or More - % of 9.0% Adults 25+ (2016) Households (2016) 667 Total Housing Units (2016) 809 Percent of Total Units Vacant for Seasonal or Recreational Use 2.1% (2016) Population by Age, 2016

Employment & Income Labor Force (persons working in 903 the area) (2016) Unemployment Rate (2016) Median Household Income (2016) Median Family Income (2016) Poverty Rate (2016) Mean Travel Time to Work (minutes) (2016)

7.1 $43,050 $55,398 17.2 24.5

Argos town, Pct. of Indiana Indiana Total Total 1,914 100% 6,589,578 Preschool (0 to 4) 155 8.1% 420,024 School Age (5 to 17) 441 23.0% 1,161,968 College Age (18 to 24) 161 8.4% 667,899 Young Adult (25 to 44) 532 27.8% 1,667,752 Adult (45 to 64) 380 19.9% 1,731,612 Older Adult (65 plus) 245 12.8% 940,323 Median Age* 30.4 37.4 Source: U.S. Census Bureau, American Community Survey, latest 5-Year Estimates *Median Age is averaged for combined areas Population by Race and Hispanic Origin, 2016 Argos town, Pct. of Indiana Indiana Total Total 1,914 100% 6,589,578 American Ind. or Alaskan Native Alone 0 0.0% 15,799 Asian Alone 0 0.0% 130,232 Black Alone 5 0.3% 608,226 Native Hawaiian and Other Pac. Isl. Alone 0 0.0% 2,746 White Alone 1,875 98.0% 5,534,759 Two or More Race Groups 21 1.1% 146,316 Hispanic or Latino

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Pct. of Total 100% 6.4% 17.6% 10.1% 25.3% 26.3% 14.3%

Pct. of Total 100% 0.2% 2.0% 9.2% 0.0% 84.0% 2.2%

Total Hispanic or Latino 65 3.4% 429,522 Mexican 23 1.2% 320,661 Cuban 0 0.0% 5,705 Puerto Rican 5 0.3% 36,269 Other 37 1.9% 66,887 Source: U.S. Census Bureau, American Community Survey, latest 5-Year Estimates Educational Attainment, 2016 Argos town, Pct. of Indiana Indiana Total Total Population 25 and Older 1,157 100.0% 4,339,687 Less Than 9th Grade 30 2.6% 169,321 9th to 12th, No Diploma 178 15.4% 348,137 High School Graduate (incl. equiv.)

532 46.0% 1,486,051 Some College, No Degree 247 21.3% 903,839 Associate Degree 66 5.7% 364,277 Bachelor's Degree 76 6.6% 681,986 Graduate or Professional Degree 28 2.4% 386,076 Source: U.S. Census Bureau, American Community Survey, latest 5-Year Estimates Households, 2016 Argos town, Pct. of Indiana Indiana Total Households Total Households 667 100.0% 2,513,828 Family Households 465 69.7% 1,654,898 Married with Children 148 22.2% 476,654 Married without Children 183 27.4% 753,756 Single Parents 86 12.9% 242,665 Other 48 7.2% 181,823 Non-family Households 202 30.3% 858,930 Living Alone 164 24.6% 708,172 Average Household Size 2.8 2.5 Average Family Household Size 3.5 3.2 Source: U.S. Census Bureau, American Community Survey, latest 5-Year Estimates Housing units, 2016 Argos town, Pct. of Indiana Units Indiana Total Total Housing Units 809 100.0% 2,830,669 Owner Occupied 423 52.3% 1,727,511 Renter Occupied 244 30.2% 786,317 Vacant For Seasonal or Recreational Use 17 2.1% 46,534 1-Unit (Attached or Detached) 513 63.4% 1,957,024 2 - 9 Units 89 11.0% 255,107 10 - 19 Units 3 0.4% 88,095

6.5% 4.9% 0.1% 0.6% 1.0% Pct. of Total 100.0% 3.9% 8.0% 34.2% 20.8% 8.4% 15.7% 8.9% Pct. of Total 100.0% 65.8% 19.0% 30.0% 9.7% 7.2% 34.2% 28.2%

Pct. of Total 100.0% 61.0% 27.8% 1.6% 69.1% 9.0% 3.1%

20 or more Units 22 2.7% 100,456 Built prior to 1940 329 40.7% 498,734 Source: U.S. Census Bureau, American Community Survey, latest 5-Year Estimates Labor Force Averages, 2016 Argos town, Indiana Indiana Total Labor Force 903 3,314,108 Employed 839 3,085,179 Unemployed 64 228,929 Unemployment Rate 7.1 6.9 Source: U.S. Census Bureau, American Community Survey, latest 5-Year Estimates Commuting to Work, 2016 Argos town, Pct. of Indiana Indiana Total Workers 16 years and over 791 100.0% 3,030,786 Car, truck, or van -- drove alone 629 79.5% 2,515,179 Car, truck, or van -- carpooled 126 15.9% 270,647 Public transportation (excluding taxicab) 0 0.0% 32,709 Walked 18 2.3% 64,159 Other means 7 0.9% 43,525 Worked at home 11 1.4% 104,567 Mean travel time to work (minutes) 25 23 Source: U.S. Census Bureau, American Community Survey, latest 5-Year Estimates Resident Occupations, 2016 Argos town, Pct. of Indiana Indiana Total Employed civilian pop. 16 years and over 839 100.0% 3,085,179 Management, professional, and related 173 20.6% 1,003,818 Service 122 14.5% 522,908 Sales and office 156 18.6% 712,936 Farming, fishing, and forestry 0 0.0% 13,891 Construction, extraction, and maintenance 75 8.9% 259,045 Production, transportation, and material 313 37.3% 572,581 moving Source: U.S. Census Bureau, American Community Survey, latest 5-Year Estimates

3.5% 17.6%

Pct. of Total 100.0% 83.0% 8.9% 1.1% 2.1% 1.4% 3.5%

Pct. of Total 100.0% 32.5% 16.9% 23.1% 0.5% 8.4% 18.6%

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4 - A- Bration

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Summer Kickoff Festival 18

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Summer Kickoff Festival

BOURBON

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Profileforfor Bourbon Profile Bourbon town, Town, Indiana Indiana Located in Marshall County People & Housing Population Estimate (2016)

1,808

H.S. Diploma or More - % of 86.5% Adults 25+ (2016) Bachelor's Deg. or More - % of 12.7% Adults 25+ (2016) Households (2016) 690 Total Housing Units (2016) 778 Percent of Total Units Vacant for Seasonal or Recreational Use 2.2% (2016) Population by Age, 2016

Employment & Income Labor Force (persons working in 881 the area) (2016) Unemployment Rate (2016) Median Household Income (2016) Median Family Income (2016) Poverty Rate (2016) Mean Travel Time to Work (minutes) (2016)

5.9 $44,881 $51,375 14.7 24.2

Bourbon town, Pct. of Indiana Indiana Total Total 1,808 100% 6,589,578 Preschool (0 to 4) 113 6.3% 420,024 School Age (5 to 17) 385 21.3% 1,161,968 College Age (18 to 24) 171 9.5% 667,899 Young Adult (25 to 44) 484 26.8% 1,667,752 Adult (45 to 64) 440 24.3% 1,731,612 Older Adult (65 plus) 215 11.9% 940,323 Median Age* 37.4 37.4 Source: U.S. Census Bureau, American Community Survey, latest 5-Year Estimates *Median Age is averaged for combined areas Population by Race and Hispanic Origin, 2016 Bourbon town, Pct. of Indiana Indiana Total Total 1,808 100% 6,589,578 American Ind. or Alaskan Native Alone 0 0.0% 15,799 Asian Alone 10 0.6% 130,232 Black Alone 4 0.2% 608,226 Native Hawaiian and Other Pac. Isl. Alone 0 0.0% 2,746 White Alone 1,770 97.9% 5,534,759 Two or More Race Groups 24 1.3% 146,316 Hispanic or Latino

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Pct. of Total 100% 6.4% 17.6% 10.1% 25.3% 26.3% 14.3%

Pct. of Total 100% 0.2% 2.0% 9.2% 0.0% 84.0% 2.2%

Total Hispanic or Latino 76 4.2% 429,522 Mexican 19 1.1% 320,661 Cuban 13 0.7% 5,705 Puerto Rican 27 1.5% 36,269 Other 17 0.9% 66,887 Source: U.S. Census Bureau, American Community Survey, latest 5-Year Estimates Educational Attainment, 2016 Bourbon town, Pct. of Indiana Indiana Total Total Population 25 and Older 1,139 100.0% 4,339,687 Less Than 9th Grade 41 3.6% 169,321 9th to 12th, No Diploma 113 9.9% 348,137 High School Graduate (incl. equiv.)

500 43.9% 1,486,051 Some College, No Degree 215 18.9% 903,839 Associate Degree 125 11.0% 364,277 Bachelor's Degree 107 9.4% 681,986 Graduate or Professional Degree 38 3.3% 386,076 Source: U.S. Census Bureau, American Community Survey, latest 5-Year Estimates Households, 2016 Bourbon town, Pct. of Indiana Indiana Total Households Total Households 690 100.0% 2,513,828 Family Households 498 72.2% 1,654,898 Married with Children 177 25.7% 476,654 Married without Children 182 26.4% 753,756 Single Parents 84 12.2% 242,665 Other 55 8.0% 181,823 Non-family Households 192 27.8% 858,930 Living Alone 179 25.9% 708,172 Average Household Size 2.6 2.5 Average Family Household Size 3.1 3.2 Source: U.S. Census Bureau, American Community Survey, latest 5-Year Estimates Housing units, 2016 Bourbon town, Pct. of Indiana Units Indiana Total Total Housing Units 778 100.0% 2,830,669 Owner Occupied 491 63.1% 1,727,511 Renter Occupied 199 25.6% 786,317 Vacant For Seasonal or Recreational Use 17 2.2% 46,534 1-Unit (Attached or Detached) 578 74.3% 1,957,024 2 - 9 Units 72 9.3% 255,107 10 - 19 Units 2 0.3% 88,095

6.5% 4.9% 0.1% 0.6% 1.0% Pct. of Total 100.0% 3.9% 8.0% 34.2% 20.8% 8.4% 15.7% 8.9% Pct. of Total 100.0% 65.8% 19.0% 30.0% 9.7% 7.2% 34.2% 28.2%

Pct. of Total 100.0% 61.0% 27.8% 1.6% 69.1% 9.0% 3.1%

20 or more Units 31 4.0% 100,456 Built prior to 1940 345 44.3% 498,734 Source: U.S. Census Bureau, American Community Survey, latest 5-Year Estimates Labor Force Averages, 2016 Bourbon town, Indiana Indiana Total Labor Force 881 3,314,108 Employed 829 3,085,179 Unemployed 52 228,929 Unemployment Rate 5.9 6.9 Source: U.S. Census Bureau, American Community Survey, latest 5-Year Estimates Commuting to Work, 2016 Bourbon town, Pct. of Indiana Indiana Total Workers 16 years and over 818 100.0% 3,030,786 Car, truck, or van -- drove alone 685 83.7% 2,515,179 Car, truck, or van -- carpooled 87 10.6% 270,647 Public transportation (excluding taxicab) 0 0.0% 32,709 Walked 31 3.8% 64,159 Other means 8 1.0% 43,525 Worked at home 7 0.9% 104,567 Mean travel time to work (minutes) 24 23 Source: U.S. Census Bureau, American Community Survey, latest 5-Year Estimates Resident Occupations, 2016 Bourbon town, Pct. of Indiana Indiana Total Employed civilian pop. 16 years and over 829 100.0% 3,085,179 Management, professional, and related 181 21.8% 1,003,818 Service 120 14.5% 522,908 Sales and office 234 28.2% 712,936 Farming, fishing, and forestry 0 0.0% 13,891 Construction, extraction, and maintenance 68 8.2% 259,045 Production, transportation, and material 226 27.3% 572,581 moving Source: U.S. Census Bureau, American Community Survey, latest 5-Year Estimates

3.5% 17.6%

Pct. of Total 100.0% 83.0% 8.9% 1.1% 2.1% 1.4% 3.5%

Pct. of Total 100.0% 32.5% 16.9% 23.1% 0.5% 8.4% 18.6%

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Profile for Bremen Profile for Bremen town,Town, IndianaIndiana Located in Marshall County People & Housing Population Estimate (2016)

4,577

H.S. Diploma or More - % of 86.3% Adults 25+ (2016) Bachelor's Deg. or More - % of 16.0% Adults 25+ (2016) Households (2016) 1,761 Total Housing Units (2016) 1,849 Percent of Total Units Vacant for Seasonal or Recreational Use 1.9% (2016) Population by Age, 2016

Employment & Income Labor Force (persons working in 2,199 the area) (2016) Unemployment Rate (2016) Median Household Income (2016) Median Family Income (2016) Poverty Rate (2016) Mean Travel Time to Work (minutes) (2016)

7.5 $38,242 $55,662 13.1 17.4

Bremen town, Pct. of Indiana Indiana Total Total 4,577 100% 6,589,578 Preschool (0 to 4) 532 11.6% 420,024 School Age (5 to 17) 812 17.7% 1,161,968 College Age (18 to 24) 398 8.7% 667,899 Young Adult (25 to 44) 1,172 25.6% 1,667,752 Adult (45 to 64) 1,056 23.1% 1,731,612 Older Adult (65 plus) 607 13.3% 940,323 Median Age* 32.1 37.4 Source: U.S. Census Bureau, American Community Survey, latest 5-Year Estimates *Median Age is averaged for combined areas Population by Race and Hispanic Origin, 2016 Bremen town, Pct. of Indiana Indiana Total Total 4,577 100% 6,589,578 American Ind. or Alaskan Native Alone 0 0.0% 15,799 Asian Alone 0 0.0% 130,232 Black Alone 33 0.7% 608,226 Native Hawaiian and Other Pac. Isl. Alone 0 0.0% 2,746 White Alone 4,355 95.1% 5,534,759 Two or More Race Groups 0 0.0% 146,316 Hispanic or Latino

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Pct. of Total 100% 6.4% 17.6% 10.1% 25.3% 26.3% 14.3%

Pct. of Total 100% 0.2% 2.0% 9.2% 0.0% 84.0% 2.2%

Total Hispanic or Latino 666 14.6% 429,522 Mexican 631 13.8% 320,661 Cuban 35 0.8% 5,705 Puerto Rican 0 0.0% 36,269 Other 0 0.0% 66,887 Source: U.S. Census Bureau, American Community Survey, latest 5-Year Estimates Educational Attainment, 2016 Bremen town, Pct. of Indiana Indiana Total Total Population 25 and Older 2,835 100.0% 4,339,687 Less Than 9th Grade 138 4.9% 169,321 9th to 12th, No Diploma 251 8.9% 348,137 High School Graduate (incl. equiv.)

1,226 43.2% 1,486,051 Some College, No Degree 563 19.9% 903,839 Associate Degree 204 7.2% 364,277 Bachelor's Degree 282 9.9% 681,986 Graduate or Professional Degree 171 6.0% 386,076 Source: U.S. Census Bureau, American Community Survey, latest 5-Year Estimates Households, 2016 Bremen town, Pct. of Indiana Indiana Total Households Total Households 1,761 100.0% 2,513,828 Family Households 1,056 60.0% 1,654,898 Married with Children 252 14.3% 476,654 Married without Children 416 23.6% 753,756 Single Parents 222 12.6% 242,665 Other 166 9.4% 181,823 Non-family Households 705 40.0% 858,930 Living Alone 623 35.4% 708,172 Average Household Size 2.5 2.5 Average Family Household Size 3.4 3.2 Source: U.S. Census Bureau, American Community Survey, latest 5-Year Estimates Housing units, 2016 Bremen town, Pct. of Indiana Units Indiana Total Total Housing Units 1,849 100.0% 2,830,669 Owner Occupied 958 51.8% 1,727,511 Renter Occupied 803 43.4% 786,317 Vacant For Seasonal or Recreational Use 35 1.9% 46,534 1-Unit (Attached or Detached) 1,205 65.2% 1,957,024 2 - 9 Units 423 22.9% 255,107 10 - 19 Units 64 3.5% 88,095

6.5% 4.9% 0.1% 0.6% 1.0% Pct. of Total 100.0% 3.9% 8.0% 34.2% 20.8% 8.4% 15.7% 8.9% Pct. of Total 100.0% 65.8% 19.0% 30.0% 9.7% 7.2% 34.2% 28.2%

Pct. of Total 100.0% 61.0% 27.8% 1.6% 69.1% 9.0% 3.1%

20 or more Units 60 3.2% 100,456 Built prior to 1940 718 38.8% 498,734 Source: U.S. Census Bureau, American Community Survey, latest 5-Year Estimates Labor Force Averages, 2016 Bremen town, Indiana Indiana Total Labor Force 2,199 3,314,108 Employed 2,035 3,085,179 Unemployed 164 228,929 Unemployment Rate 7.5 6.9 Source: U.S. Census Bureau, American Community Survey, latest 5-Year Estimates Commuting to Work, 2016 Bremen town, Pct. of Indiana Indiana Total Workers 16 years and over 1,950 100.0% 3,030,786 Car, truck, or van -- drove alone 1,515 77.7% 2,515,179 Car, truck, or van -- carpooled 314 16.1% 270,647 Public transportation (excluding taxicab) 0 0.0% 32,709 Walked 96 4.9% 64,159 Other means 1 0.1% 43,525 Worked at home 24 1.2% 104,567 Mean travel time to work (minutes) 17 23 Source: U.S. Census Bureau, American Community Survey, latest 5-Year Estimates Resident Occupations, 2016 Bremen town, Pct. of Indiana Indiana Total Employed civilian pop. 16 years and over 2,035 100.0% 3,085,179 Management, professional, and related 591 29.0% 1,003,818 Service 208 10.2% 522,908 Sales and office 240 11.8% 712,936 Farming, fishing, and forestry 0 0.0% 13,891 Construction, extraction, and maintenance 167 8.2% 259,045 Production, transportation, and material 829 40.7% 572,581 moving Source: U.S. Census Bureau, American Community Survey, latest 5-Year Estimates

3.5% 17.6%

Pct. of Total 100.0% 83.0% 8.9% 1.1% 2.1% 1.4% 3.5%

Pct. of Total 100.0% 32.5% 16.9% 23.1% 0.5% 8.4% 18.6%

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Firemen’s Parade

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Profile for Culver Town, Indiana Profile for Culver town, Indiana Located in Marshall County People & Housing Population Estimate (2016)

1,275

H.S. Diploma or More - % of 93.3% Adults 25+ (2016) Bachelor's Deg. or More - % of 32.2% Adults 25+ (2016) Households (2016) 520 Total Housing Units (2016) 847 Percent of Total Units Vacant for Seasonal or Recreational Use 27.3% (2016) Population by Age, 2016

Employment & Income Labor Force (persons working in 649 the area) (2016) Unemployment Rate (2016) Median Household Income (2016) Median Family Income (2016) Poverty Rate (2016) Mean Travel Time to Work (minutes) (2016)

10.6 $44,559 $70,417 10.4 18.1

Culver town, Pct. of Indiana Indiana Total Total 1,275 100% 6,589,578 Preschool (0 to 4) 51 4.0% 420,024 School Age (5 to 17) 220 17.3% 1,161,968 College Age (18 to 24) 120 9.4% 667,899 Young Adult (25 to 44) 207 16.2% 1,667,752 Adult (45 to 64) 370 29.0% 1,731,612 Older Adult (65 plus) 307 24.1% 940,323 Median Age* 46.5 37.4 Source: U.S. Census Bureau, American Community Survey, latest 5-Year Estimates *Median Age is averaged for combined areas Population by Race and Hispanic Origin, 2016 Culver town, Pct. of Indiana Indiana Total Total 1,275 100% 6,589,578 American Ind. or Alaskan Native Alone 0 0.0% 15,799 Asian Alone 6 0.5% 130,232 Black Alone 14 1.1% 608,226 Native Hawaiian and Other Pac. Isl. Alone 29 2.3% 2,746 White Alone 1,206 94.6% 5,534,759 Two or More Race Groups 17 1.3% 146,316 Hispanic or Latino

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Pct. of Total 100% 6.4% 17.6% 10.1% 25.3% 26.3% 14.3%

Pct. of Total 100% 0.2% 2.0% 9.2% 0.0% 84.0% 2.2%

Total Hispanic or Latino 95 7.5% 429,522 Mexican 80 6.3% 320,661 Cuban 0 0.0% 5,705 Puerto Rican 0 0.0% 36,269 Other 15 1.2% 66,887 Source: U.S. Census Bureau, American Community Survey, latest 5-Year Estimates Educational Attainment, 2016 Culver town, Pct. of Indiana Indiana Total Total Population 25 and Older 884 100.0% 4,339,687 Less Than 9th Grade 18 2.0% 169,321 9th to 12th, No Diploma 41 4.6% 348,137 High School Graduate (incl. equiv.)

270 30.5% 1,486,051 Some College, No Degree 159 18.0% 903,839 Associate Degree 111 12.6% 364,277 Bachelor's Degree 144 16.3% 681,986 Graduate or Professional Degree 141 16.0% 386,076 Source: U.S. Census Bureau, American Community Survey, latest 5-Year Estimates Households, 2016 Culver town, Pct. of Indiana Indiana Total Households Total Households 520 100.0% 2,513,828 Family Households 276 53.1% 1,654,898 Married with Children 76 14.6% 476,654 Married without Children 146 28.1% 753,756 Single Parents 22 4.2% 242,665 Other 32 6.2% 181,823 Non-family Households 244 46.9% 858,930 Living Alone 219 42.1% 708,172 Average Household Size 2.3 2.5 Average Family Household Size 3.3 3.2 Source: U.S. Census Bureau, American Community Survey, latest 5-Year Estimates Housing units, 2016 Culver town, Pct. of Indiana Units Indiana Total Total Housing Units 847 100.0% 2,830,669 Owner Occupied 328 38.7% 1,727,511 Renter Occupied 192 22.7% 786,317 Vacant For Seasonal or Recreational Use 231 27.3% 46,534 1-Unit (Attached or Detached) 457 54.0% 1,957,024 2 - 9 Units 33 3.9% 255,107 10 - 19 Units 20 2.4% 88,095

6.5% 4.9% 0.1% 0.6% 1.0% Pct. of Total 100.0% 3.9% 8.0% 34.2% 20.8% 8.4% 15.7% 8.9% Pct. of Total 100.0% 65.8% 19.0% 30.0% 9.7% 7.2% 34.2% 28.2%

Pct. of Total 100.0% 61.0% 27.8% 1.6% 69.1% 9.0% 3.1%

20 or more Units 2 0.2% 100,456 Built prior to 1940 312 36.8% 498,734 Source: U.S. Census Bureau, American Community Survey, latest 5-Year Estimates Labor Force Averages, 2016 Culver town, Indiana Indiana Total Labor Force 649 3,314,108 Employed 580 3,085,179 Unemployed 69 228,929 Unemployment Rate 10.6 6.9 Source: U.S. Census Bureau, American Community Survey, latest 5-Year Estimates Commuting to Work, 2016 Culver town, Pct. of Indiana Indiana Total Workers 16 years and over 567 100.0% 3,030,786 Car, truck, or van -- drove alone 444 78.3% 2,515,179 Car, truck, or van -- carpooled 30 5.3% 270,647 Public transportation (excluding taxicab) 0 0.0% 32,709 Walked 39 6.9% 64,159 Other means 28 4.9% 43,525 Worked at home 26 4.6% 104,567 Mean travel time to work (minutes) 18 23 Source: U.S. Census Bureau, American Community Survey, latest 5-Year Estimates Resident Occupations, 2016 Culver town, Pct. of Indiana Indiana Total Employed civilian pop. 16 years and over 580 100.0% 3,085,179 Management, professional, and related 228 39.3% 1,003,818 Service 99 17.1% 522,908 Sales and office 135 23.3% 712,936 Farming, fishing, and forestry 0 0.0% 13,891 Construction, extraction, and maintenance 42 7.2% 259,045 Production, transportation, and material 76 13.1% 572,581 moving Source: U.S. Census Bureau, American Community Survey, latest 5-Year Estimates

3.5% 17.6%

Pct. of Total 100.0% 83.0% 8.9% 1.1% 2.1% 1.4% 3.5%

Pct. of Total 100.0% 32.5% 16.9% 23.1% 0.5% 8.4% 18.6%

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Adaptive Ski Clinic

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Cardboard Boat Race

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Lake Fest

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L A PA Z

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Profile for Town, Indiana Profile for LaLaPaz Paz town, Indiana Located in Marshall County People & Housing Population Estimate (2016)

563

H.S. Diploma or More - % of 82.3% Adults 25+ (2016) Bachelor's Deg. or More - % of 6.0% Adults 25+ (2016) Households (2016) 207 Total Housing Units (2016) 259 Percent of Total Units Vacant for Seasonal or Recreational Use 2.3% (2016) Population by Age, 2016

Employment & Income Labor Force (persons working in 271 the area) (2016) Unemployment Rate (2016) Median Household Income (2016) Median Family Income (2016) Poverty Rate (2016) Mean Travel Time to Work (minutes) (2016)

6.3 $50,903 $55,469 11.1 19.9

La Paz town, Pct. of Indiana Indiana Total Total 563 100% 6,589,578 Preschool (0 to 4) 33 5.9% 420,024 School Age (5 to 17) 121 21.5% 1,161,968 College Age (18 to 24) 42 7.5% 667,899 Young Adult (25 to 44) 140 24.9% 1,667,752 Adult (45 to 64) 128 22.7% 1,731,612 Older Adult (65 plus) 99 17.6% 940,323 Median Age* 35.8 37.4 Source: U.S. Census Bureau, American Community Survey, latest 5-Year Estimates *Median Age is averaged for combined areas Population by Race and Hispanic Origin, 2016 La Paz town, Pct. of Indiana Indiana Total Total 563 100% 6,589,578 American Ind. or Alaskan Native Alone 5 0.9% 15,799 Asian Alone 0 0.0% 130,232 Black Alone 0 0.0% 608,226 Native Hawaiian and Other Pac. Isl. Alone 0 0.0% 2,746 White Alone 556 98.8% 5,534,759 Two or More Race Groups 0 0.0% 146,316 Hispanic or Latino

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Pct. of Total 100% 6.4% 17.6% 10.1% 25.3% 26.3% 14.3%

Pct. of Total 100% 0.2% 2.0% 9.2% 0.0% 84.0% 2.2%

Total Hispanic or Latino 24 4.3% 429,522 Mexican 11 2.0% 320,661 Cuban 0 0.0% 5,705 Puerto Rican 2 0.4% 36,269 Other 11 2.0% 66,887 Source: U.S. Census Bureau, American Community Survey, latest 5-Year Estimates Educational Attainment, 2016 La Paz town, Pct. of Indiana Indiana Total Total Population 25 and Older 367 100.0% 4,339,687 Less Than 9th Grade 10 2.7% 169,321 9th to 12th, No Diploma 55 15.0% 348,137 High School Graduate (incl. equiv.)

153 41.7% 1,486,051 Some College, No Degree 78 21.3% 903,839 Associate Degree 49 13.4% 364,277 Bachelor's Degree 22 6.0% 681,986 Graduate or Professional Degree 0 0.0% 386,076 Source: U.S. Census Bureau, American Community Survey, latest 5-Year Estimates Households, 2016 La Paz town, Pct. of Indiana Indiana Total Households Total Households 207 100.0% 2,513,828 Family Households 157 75.8% 1,654,898 Married with Children 43 20.8% 476,654 Married without Children 76 36.7% 753,756 Single Parents 29 14.0% 242,665 Other 9 4.3% 181,823 Non-family Households 50 24.2% 858,930 Living Alone 32 15.5% 708,172 Average Household Size 2.7 2.5 Average Family Household Size 3.1 3.2 Source: U.S. Census Bureau, American Community Survey, latest 5-Year Estimates Housing units, 2016 La Paz town, Pct. of Indiana Units Indiana Total Total Housing Units 259 100.0% 2,830,669 Owner Occupied 151 58.3% 1,727,511 Renter Occupied 56 21.6% 786,317 Vacant For Seasonal or Recreational Use 6 2.3% 46,534 1-Unit (Attached or Detached) 160 61.8% 1,957,024 2 - 9 Units 20 7.7% 255,107 10 - 19 Units 0 0.0% 88,095

6.5% 4.9% 0.1% 0.6% 1.0% Pct. of Total 100.0% 3.9% 8.0% 34.2% 20.8% 8.4% 15.7% 8.9% Pct. of Total 100.0% 65.8% 19.0% 30.0% 9.7% 7.2% 34.2% 28.2%

Pct. of Total 100.0% 61.0% 27.8% 1.6% 69.1% 9.0% 3.1%

20 or more Units 0 0.0% 100,456 Built prior to 1940 62 23.9% 498,734 Source: U.S. Census Bureau, American Community Survey, latest 5-Year Estimates Labor Force Averages, 2016 La Paz town, Indiana Indiana Total Labor Force 271 3,314,108 Employed 254 3,085,179 Unemployed 17 228,929 Unemployment Rate 6.3 6.9 Source: U.S. Census Bureau, American Community Survey, latest 5-Year Estimates Commuting to Work, 2016 La Paz town, Pct. of Indiana Indiana Total Workers 16 years and over 247 100.0% 3,030,786 Car, truck, or van -- drove alone 213 86.2% 2,515,179 Car, truck, or van -- carpooled 24 9.7% 270,647 Public transportation (excluding taxicab) 0 0.0% 32,709 Walked 6 2.4% 64,159 Other means 4 1.6% 43,525 Worked at home 0 0.0% 104,567 Mean travel time to work (minutes) 20 23 Source: U.S. Census Bureau, American Community Survey, latest 5-Year Estimates Resident Occupations, 2016 La Paz town, Pct. of Indiana Indiana Total Employed civilian pop. 16 years and over 254 100.0% 3,085,179 Management, professional, and related 54 21.3% 1,003,818 Service 45 17.7% 522,908 Sales and office 56 22.0% 712,936 Farming, fishing, and forestry 0 0.0% 13,891 Construction, extraction, and maintenance 17 6.7% 259,045 Production, transportation, and material 82 32.3% 572,581 moving Source: U.S. Census Bureau, American Community Survey, latest 5-Year Estimates

3.5% 17.6%

Pct. of Total 100.0% 83.0% 8.9% 1.1% 2.1% 1.4% 3.5%

Pct. of Total 100.0% 32.5% 16.9% 23.1% 0.5% 8.4% 18.6%

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Profile for Plymouth City, Indiana Profile for Plymouth city, Indiana Located in Marshall County People & Housing Population Estimate (2016)

10,012

H.S. Diploma or More - % of 78.7% Adults 25+ (2016) Bachelor's Deg. or More - % of 15.3% Adults 25+ (2016) Households (2016) 3,703 Total Housing Units (2016) 4,255 Percent of Total Units Vacant for Seasonal or Recreational Use 0.0% (2016) Population by Age, 2016

Employment & Income Labor Force (persons working in 4,673 the area) (2016) Unemployment Rate (2016) Median Household Income (2016) Median Family Income (2016) Poverty Rate (2016) Mean Travel Time to Work (minutes) (2016)

12.8 $33,481 $42,400 24.5 17.8

Plymouth city, Pct. of Indiana Indiana Total Total 10,012 100% 6,589,578 Preschool (0 to 4) 633 6.3% 420,024 School Age (5 to 17) 2,239 22.4% 1,161,968 College Age (18 to 24) 1,119 11.2% 667,899 Young Adult (25 to 44) 2,434 24.3% 1,667,752 Adult (45 to 64) 2,157 21.5% 1,731,612 Older Adult (65 plus) 1,430 14.3% 940,323 Median Age* 33.6 37.4 Source: U.S. Census Bureau, American Community Survey, latest 5-Year Estimates *Median Age is averaged for combined areas Population by Race and Hispanic Origin, 2016 Plymouth city, Pct. of Indiana Indiana Total Total 10,012 100% 6,589,578 American Ind. or Alaskan Native Alone 49 0.5% 15,799 Asian Alone 96 1.0% 130,232 Black Alone 51 0.5% 608,226 Native Hawaiian and Other Pac. Isl. Alone 0 0.0% 2,746 White Alone 8,424 84.1% 5,534,759 Two or More Race Groups 367 3.7% 146,316 Hispanic or Latino

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Pct. of Total 100% 6.4% 17.6% 10.1% 25.3% 26.3% 14.3%

Pct. of Total 100% 0.2% 2.0% 9.2% 0.0% 84.0% 2.2%

Total Hispanic or Latino 2,584 25.8% 429,522 Mexican 2,137 21.3% 320,661 Cuban 0 0.0% 5,705 Puerto Rican 119 1.2% 36,269 Other 328 3.3% 66,887 Source: U.S. Census Bureau, American Community Survey, latest 5-Year Estimates Educational Attainment, 2016 Plymouth city, Pct. of Indiana Indiana Total Total Population 25 and Older 6,021 100.0% 4,339,687 Less Than 9th Grade 656 10.9% 169,321 9th to 12th, No Diploma 625 10.4% 348,137 High School Graduate (incl. equiv.)

2,481 41.2% 1,486,051 Some College, No Degree 880 14.6% 903,839 Associate Degree 460 7.6% 364,277 Bachelor's Degree 615 10.2% 681,986 Graduate or Professional Degree 304 5.0% 386,076 Source: U.S. Census Bureau, American Community Survey, latest 5-Year Estimates Households, 2016 Plymouth city, Pct. of Indiana Indiana Total Households Total Households 3,703 100.0% 2,513,828 Family Households 2,400 64.8% 1,654,898 Married with Children 753 20.3% 476,654 Married without Children 828 22.4% 753,756 Single Parents 473 12.8% 242,665 Other 346 9.3% 181,823 Non-family Households 1,303 35.2% 858,930 Living Alone 1,144 30.9% 708,172 Average Household Size 2.6 2.5 Average Family Household Size 3.4 3.2 Source: U.S. Census Bureau, American Community Survey, latest 5-Year Estimates Housing units, 2016 Plymouth city, Pct. of Indiana Units Indiana Total Total Housing Units 4,255 100.0% 2,830,669 Owner Occupied 2,171 51.0% 1,727,511 Renter Occupied 1,532 36.0% 786,317 Vacant For Seasonal or Recreational Use 0 0.0% 46,534 1-Unit (Attached or Detached) 2,341 55.0% 1,957,024 2 - 9 Units 581 13.7% 255,107 10 - 19 Units 143 3.4% 88,095

6.5% 4.9% 0.1% 0.6% 1.0% Pct. of Total 100.0% 3.9% 8.0% 34.2% 20.8% 8.4% 15.7% 8.9% Pct. of Total 100.0% 65.8% 19.0% 30.0% 9.7% 7.2% 34.2% 28.2%

Pct. of Total 100.0% 61.0% 27.8% 1.6% 69.1% 9.0% 3.1%

20 or more Units 212 5.0% 100,456 Built prior to 1940 917 21.6% 498,734 Source: U.S. Census Bureau, American Community Survey, latest 5-Year Estimates Labor Force Averages, 2016 Plymouth city, Indiana Indiana Total Labor Force 4,673 3,314,108 Employed 4,073 3,085,179 Unemployed 600 228,929 Unemployment Rate 12.8 6.9 Source: U.S. Census Bureau, American Community Survey, latest 5-Year Estimates Commuting to Work, 2016 Plymouth city, Pct. of Indiana Indiana Total Workers 16 years and over 3,962 100.0% 3,030,786 Car, truck, or van -- drove alone 3,059 77.2% 2,515,179 Car, truck, or van -- carpooled 581 14.7% 270,647 Public transportation (excluding taxicab) 13 0.3% 32,709 Walked 167 4.2% 64,159 Other means 66 1.7% 43,525 Worked at home 76 1.9% 104,567 Mean travel time to work (minutes) 18 23 Source: U.S. Census Bureau, American Community Survey, latest 5-Year Estimates Resident Occupations, 2016 Plymouth city, Pct. of Indiana Indiana Total Employed civilian pop. 16 years and over 4,073 100.0% 3,085,179 Management, professional, and related 770 18.9% 1,003,818 Service 705 17.3% 522,908 Sales and office 843 20.7% 712,936 Farming, fishing, and forestry 56 1.4% 13,891 Construction, extraction, and maintenance 218 5.4% 259,045 Production, transportation, and material 1,481 36.4% 572,581 moving Source: U.S. Census Bureau, American Community Survey, latest 5-Year Estimates

3.5% 17.6%

Pct. of Total 100.0% 83.0% 8.9% 1.1% 2.1% 1.4% 3.5%

Pct. of Total 100.0% 32.5% 16.9% 23.1% 0.5% 8.4% 18.6%

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city letters 48

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| town of support

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Indiana Office of Community and Rural Affairs Stellar Communities 1 North Capital Avenue Indianapolis IN 46204

August 1, 2018

Dear Stellar Communities Members,

The Boys and Girls Club of Culver influences our local children in many positive ways.

We believe the family unit is the most important and imperative influence in a child’s life, and because of that, our local chapter of the boys and girls club vigorously upholds the values that parents, teachers and clergy teach on a daily basis.

Each month, the Culver Boys and Girls Club mentors hundreds of children ages five through thirteen. Because our school corporation collaborates with our club by generously providing classroom and gym space after school at no charge to our program, we have developed a very strong relationship with our school superintendent, principles, teachers and aides. We certainly operate as a team when it comes to teaching our children to become honorable and productive citizens.

Culver believes in her children. Our designation as a Stellar community provides deeper pride, resources, and vision to continue our promise to keep our children safe, active, caring and successful.

August 31, 2018 Indiana Office of Community and Rural Affairs Attn: Stellar Regional Communities Review Committee 1 North Capital Avenue Indianapolis IN 46204 Dear Committee Members: As co-managers of the Culver Farmers’ Market we are writing in support of the Marshall County application for the Indiana Regional Stellar Designation program.

The Culver Farmers’ Market has been a staple in Culver for nearly 20 years. Over the past three years, the market has grown significantly, due in large part to its relocation to the Town Park. This growth has resulted in a larger number and variety of vendors choosing to sell their items at the market, high quality and popular entertainment provided during many of the market days, and especially the support of Culver residents and visitors. In addition, the market draws visitors and residents from all over the county, especially during our Tuesday evening market that provides another option for shopping for fresh produce, baked goods and meat, and eating on site with our popular food trucks.

While vendors have enjoyed the growth and popularity of the market, we are always working to increase our customer base to ensure we remain a vibrant part of the community. Along those lines, we will also be expanding our market to be open during the winter beginning this November. We are hoping to draw more year around from across Marshall County and other counties near-by as well as visitors who come to Culver throughout the year.

Dana S. Neer, Chair

Farmers’ Markets throughout the region provide a number of benefits consistent with the goals of the Regional Stellar initiative. Market’s exemplify optimal use of community space, encourage health and wellness by offering seasonal produce (and many other items), foster community engagement, and promote economic vitality.

Marshall County leaders across the region are movers and shakers, have a clear vision 1 for the future, and we are pleased to be part of the Stellar team.

Culver Boys and Girls Club

Thank you for your consideration.

Thank you,

Sincerely,

Tracy Fox Co-Manager, Marketing & Promotions tracy@foodnutritionpolicy.com 301-922-3570 Address Culver Farmers’ Market correspondence to: Tracy Fox

Chad Gard Co-Manager, Vendor Relations chad@holeinthewoodsfarm.com 574-968-7638

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Allison Shook 724 N. Center St. Plymouth, IN 46563

Indiana Office of Community and Rural Affairs Stellar Communities Review Committee 1 North Capital Avenue Indianapolis, IN 46204

Dear Committee Members:

September 4, 2018

I write this letter in sincere support of the Marshall County Crossroads’ application for the Indiana Stellar Communities designation program. Throughout history folks in Marshall County have worked together to grow our region, and I can’t wait to see where Stellar takes us.

As President of our Main Street Organization here in Plymouth I am moved by the opportunity to sit at the table with those from the surrounding region to discuss ways we can work together to achieve more. Each town/city within Marshall County has been working hard to retain talent, revitalize downtowns, and improve park systems. Our Main Streets that are currently formed and those that are working to be designated are all in it for the right reasons. We want to see our own towns grow and prosper, but we also know our neighbors are just as important.

Discover Plymouth has worked to develop partnerships within our own community, but also with those surrounding us as well. We have worked with MACOG to develop a complete streets policy that is in its final stages and ready to be presented to City Council. As a member of the Marshall County Board of Health and as Recreation Director for our Park Department I see firsthand the importance of complete streets for our citizens. That is why we are working so hard on what is listed within our Stellar Health Projects document.

We will continue to work hard to make our downtown, the City of Plymouth, and Marshall County the best we can be. A Stellar designation will undoubtably launch us to the next level.

Thank you for taking the time to consider Marshall County!

Sincerely, Allie Shook President, Discover Plymouth

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Discover Plymouth Phone: 574-780-0867 E-mail: discoverplymouth@gmail.com

Tracy A. Fox, MPH, RD President, Food, Nutrition & Policy Consultants, LLC September 2, 2018 Indiana Office of Community and Rural Affairs Attn: Stellar Regional Communities Review Committee 1 North Capital Avenue Indianapolis IN 46204 Dear Committee Members: I am writing to express strong support of the Marshall County Regional Stellar application.

As a small business owner, Registered Dietitian and wellness professional, I have traveled around the country working with communities to help them create healthy places that make it easy for residents to live, work and play. I currently serve the town of Culver and Marshall County in a number of capacities. I was recently appointed to serve on the Marshall County Board of Health where we advise the County Medical Director and Health Department Director on the financial, physical and mental health of residents and the larger environment. I have seen first had the alarming toll that poor health has taken on county residents and the cost of health care. I also serve on the board of the United Way of Marshall County and am involved in developing a community impact model to create a framework for funding that targets the most pressing issues in our community.

I am thrilled to be part of the Regional Stellar Communities Health and Wellness Committee and the team working to ensure that our region continues to grow and prosper. I am particularly interested in the projects that promote health and wellness, including the plans to promote and invigorate walking and biking to school in towns across Marshall County. The main outcome we hope to accomplish is to raise awareness about the benefits of walking and biking among parents, caregivers and students, as well as among school administrators and other leaders with the ultimate goal of ensuring that students living within a mile or so of their school can easily and safely walk or bike each and every day. Other projects include combining art and fitness through a bike rack competition and mapping out bike courses that connect all of the towns in Marshall County.

People who live in neighborhoods with sidewalks or near parks or other recreational facilities are active nearly 50 percent more than those without easy access. Recent data from the County Health Rankings show that in Marshall County, nearly 40 percent of residents do not have regular access to exercise opportunities, and nearly 30 percent of adults are obese. Here in Culver, we have invested substantially in extending sidewalks and other pathways through 1 the town, upgrading the Town Park, and the Beach Lodge. Each of these contribute to our residents walking and biking more and driving less. A Regional Stellar award can substantially leverage similar efforts across the county.

You will find no other region in Indiana like Marshall County and no group of leaders with greater commitment to promoting the health and well-being of residents and visitors.

Sincerely,

Tracy A. Fox, MPH, RD President, Food, Nutrition & Policy Consultants, LLC

301 North Shore Lane, Culver, IN 46511¡ tel: 301-922-3570 tracy@foodnutritionpolicy.com www.foodnutritionpolicy.com

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August 21, 2018 Indiana Office of Community and Rural Affairs Attn: Stellar Communities Review Committee 1 North Capital Avenue Indianapolis, IN 46204 Dear Committee Members, On behalf of the Young Professionals Network of Marshall County (YPNMC), I would like to express our eager support of the Marshall County Crossroads’ application for the Indiana Stellar Communities designation program. Created in 2015 and modeled after Young Professional Networks in larger areas of our region, YPNMC is a fast growing, personal and professional development program in the Marshall County area that encourages young professionals (YP’s) to get involved and take ownership in their community. Through networking opportunities in which members can share ideas and experiences, YPNMC serves as an outlet for Marshall County’s next generation of leaders to enhance their potential to reach their life goals and enrich their community. Our mission is to develop, connect, and empower YP’s to showcase how great it is to live, work, and play in Marshall County. Having been a valuable asset to Marshall County over the last few years through community involvement, including several members holding active leadership positions in other organizations throughout the county, YPNMC is confident in our communities’ ability to come together and collaboratively work towards achieving the goals of the Indiana Stellar Communities program.

Comprised of six communities (Argos, Bourbon, Bremen, Culver, LaPaz, and Plymouth), Marshall County has been exemplary in sharing a vision to pursue the objective of improving quality of place/life for all residents. Recently, Marshall County, in partnership with St. Joseph and Elkhart counties, received $42 million from the Indiana Regional Cities Initiative. This created a wonderful opportunity for economic development in the county, as some of this funding helped to spearhead projects such as the River Gate South apartment complex in downtown Plymouth, the development of Argos’ manufacturing shell building, and the City of Plymouth’s Aquatic Center and Early Childhood Learning Center. In addition to receiving the Indiana Regional Cities Initiative, collaborative efforts within the county helped the Town of Culver achieve the Stellar Communities designation in 2017. As part of this designation, the Town of Culver was able to pursue development projects such as the Sandhill Farm Housing Development and Amphitheater.

Collectively, all of these economic development opportunities are invaluable to YPNMC, as they make up critical components that will help our organization fulfill our mission by attracting and retaining young professionals in Marshall County.

In review of the planned projects set forth in the Marshall County Crossroads Regional Development Plan, YPNMC is enthusiastic about the opportunities that lie ahead. Each of the projects listed plays an important

role in the development of Marshall County, which, in turn, can help our organization grow. The REES Theater restoration project in Plymouth will be a nice addition, helping to further support the eclectic mix of arts already existent in the downtown. The proposed Colonial Estates housing development in Argos and Cedar Road Estates housing development in Bourbon will help address the housing shortage in these two communities and provide the mid-income housing opportunities that young professionals seek. Ideally, providing young professionals with nice homes suitable for raising a family will go hand-in-hand with attracting and creating a stronger, skilled workforce that will help support local businesses. The Commercial/Retail development project in LaPaz, the Firehouse Restoration/Co-Working Space project in Plymouth, and the Bourbon 331 Commercial Development project could potentially provide young professionals/entrepreneurs an opportunity to start or expand their own business. Projects such as the Argos Multi-Use Trail and Sidewalk Improvements, Culver Lake Max Trail, and the Bremen Community Gathering Place and Community Pool will encourage health and wellness and provide community members and their families an opportunity for social interaction. In addition, the Stellar Communities designation would set the stage for further development of these types of projects, including physically connecting the smaller communities through a regional trail system, making the community bond even stronger.

The Young Professionals Network of Marshall County is dedicated to working with business and community leaders throughout Marshall County to help our region grow and prosper. Achieving the Stellar Communities designation would enhance our region’s progress in economic development and help YPNMC fulfill our mission to attract and retain young professionals in our region and further develop our county’s quality of place/life.

Thank you for your time and consideration. We, as young professionals, are looking forward to this exciting opportunity!

Sincerely,

�

Bryan Howard Young Professionals Network – Marshall County

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Indiana Office of Community and Rural Affairs Stellar Communities 1 North Capital Avenue Indianapolis IN 46204

August 1, 2018 Indiana Office of Community and Rural Affairs Stellar Communities 1 North Capital Avenue Indianapolis IN 46204

August 1, 2018

Dear Stellar Communities members, The Culver Park Department extends its support for the Marshall County Crossroads Regional Stellar initiative. Since Culver received the Stellar designation in 2017, the community has actively participated in creating an even more exceptional town. We are grateful for this collaboration and are even more grateful that the entire county is becoming part of that process. The county is ready to connect its Stellar communities and we are proud to support the initiative.

The Culver Park has already benefited from the Stellar designation. New connections are made among members within the community at the new outdoor amphitheater. There have been four concerts since the project’s completion and community members have collaborated on new events at the park such as movie nights and community fundraisers. The new trails in the park connect people in the community as they seek to go outdoors and enjoy new paths together. The benefits of the Stellar designation have just begun and planted a seed in Culver. We are excited to see them grow so that we can continue to connect, collaborate, and create in all of our communities across the county.

Thank you, Amber Cowell Culver Park Department Superintendent

Dear Stellar Communities Members, Culver Academies plays an important role in contributing to the climate of active and healthy lifestyles for our citizens. Blessed to have many natural resources just outside our front doors, Culver has become a destination spot for people who desire water sports, running, hiking, biking and walking, or simply relaxing along the shores of Lake Maxinkuckee.

As Director of Wellness at the Culver Academies, I engage our community in a variety of activities, promoting health and wellbeing. The Lake Max Triathlon, Max Move, Moonlight Paddle, Relay for Life and numerous foot races and biking events grace our town with energy and a sense of vitality, unique to Culver. It is very normal for people in our town to engage in active lifestyles all year long, and visitors soon catch this spirit, too. Our new Stellar grant trail is extremely popular and is in constant use!

Collaboration between Culver Community Schools and Culver Academies is at an all-time high when both groups team up each year to build homes for needy families in Mexico, raise awareness and funds for Relay for Life, or assist older citizens with house projects and younger citizens with school projects. I grew up in a home with parents who believed in community involvement and civic responsibility. Now, at the beginning of each school year, I have the opportunity to speak to our new faculty and staff about community engagement and service.

Culver is a welcoming, self-sacrificing community, where becoming involved is normal, and helping one another is our way of life.

Dana S. Neer Wellness Director, Culver Academies

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Indiana Office of Community and Rural Affairs Stellar Communities 1 North Capital Avenue Indianapolis IN 46204

August 13, 2018

Dear Stellar Communities Review team, The Town of Culver is pleased to show its support of the Marshall County Crossroads Regional Stellar initiative. Culver attended the Office of Community and Rural Affairs announcement meeting earlier this year when the new regional stellar plan was rolled out to communities across Indiana. We were thrilled to offer our support to Marshall County leaders who were interested in applying for the designation. As a 2017 Stellar designee, Culver offered to help lead the project management team serving on he Marshall County Crossroads Stellar Steering Committee.

We understand the importance of regional impact and highlighted our own town’s impact in the Marshall County region when we aimed to become designees. We are proud of the partnerships that have been created across Marshall County. The collaboration that is taking place in this county has been building for the past 5 years and we believe it will have the most significant impact on our communities of any plan to date.

The goal of the Regional Stellar initiative to connect, collaborate, and create is one we support and actively seek in all of our communities and we are pleased that leadership from the municipalities, organizations, and businesses across our county are seeking ways to do this. We are also pleased to see the level of community engagement, as evidenced by the surveys and input sessions, elevate this county’s mission to meet the challenges we face by listening to each other and by planning together the solutions we will need to grow our populations, attract a talented workforce, and create a quality of life our residents seek.

We hope the Regional Stellar process will show you the strengths of Marshall County, as we are building our solutions on those strengths.

Thank you for your consideration and for the work you do to serve our communities.

Sincerely, Ginny Munroe on behalf of the Culver Town Council of Culver, IN

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819 East Lakeshore Drive Culver, IN 46511

8/22/18

Dear Stellar Communities members, The Culver and Lake Maxinkuckee Visitor Center is in full support of the Marshall County Crossroads Regional Stellar initiative. We look forward to working together to highlight Marshall County as a top tourist destination and a top place for families to live. Culver’s recreation through our Beach Lodge Renovation, Cavalier Park improvements, future installment of Jefferson Street Gateway, expansion of our Bike Trail, and Sand Hill Living Development have already had a tremendous impact as a result of our 2017 Stellar designation. If awarded, we are certain that Marshall County will see equal growth.

The CLMVC is excited to see a collaborative response to the economic and tourism challenges currently facing Marshall County. We are appreciative of the initiative to connect, collaborate, and create with our neighbors. Here in Culver, we are fully aware of the impact Stellar has on an individual town, so it is exciting to consider the impact such a designation would have on an entire county.

Thank you, Ben Nowalk Culver and Lake Maxinkuckee Visitor Center, President

September 1, 2018 Marshall County Stellar Committee Dear Committee, On behalf of the Culver Redevelopment Commission, I want to express our support for the Marshall County Regional Stellar initiative. We appreciate your efforts to advance the many plans in development and we firmly believe that achieving these plans will greatly enhance the quality of life for all of the residents and businesses of Marshall County.

The Culver Redevelopment Commission has been a key member of the Culver community efforts that resulted in Culver’s designation as the 2017 Indiana Stellar Community. That designation has brought state wide support to the initiative here in Culver. We have seen and continue to experience the fruits of those efforts.

We believe that Marshall County Stellar initiative is truly a county wide collaborative effort as evidence by the large turnout at our planning sessions and by the active participation of the diverse groups represented there. We are confident that your leadership will see these plans implemented. We have seen first-hand how the Stellar designation can result in quicker implementation of plans like this. We are excited to see this potential for our region and we pledge our support in that effort.

Sincerely,

Richard L. West

Richard L. West President Culver Redevelopment Commission

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August 31, 2018 To: Indiana Office of Community and Rural Affairs Stellar Communities 1 North Capital Avenue Indianapolis, IN 46204 Ref: Regional Stellar Initiative Dear Stellar Communities Review, The Plymouth Chamber of Commerce supports the Marshall County Crossroads Regional Stellar initiative. Through the collaborative efforts of the communities of Argos, Bremen, Bourbon, Culver, LaPaz and Plymouth, the projects put forth will benefit all who live, work and play in Marshall County.

The Marshall County Crossroads Regional Stellar initiative lines up with our mission statement: “The Plymouth Chamber of Commerce is an association of businesses promoting the development and prosperity of the community and providing a unified voice for its members.”

Sincerely,

Connie Holzwart Executive Director Plymouth Chamber of Commerce

Plymouth Chamber of Commerce – 120 N. Michigan Street – Plymouth, IN 46563 574.936.2323 plychamber@plychamber.org – plychamber.org

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Indiana Office of Community and Rural Affairs Stellar Communities 1 North Capital Avenue Indianapolis IN 46204

Sept 10, 2018

Dear Stellar Communities representatives, Saint Joseph Health System is pleased to offer its support to the Marshall County Crossroads Regional Stellar plan. Saint Joseph Health System believes a Stellar designation will support opportunities for a healthier Marshall County.

The projects in the Regional Stellar Plan support solutions to the challenges of Marshall County. The plan addresses health, housing, recreation and quality of life facing our community. These affect the ability to attract families, businesses, visitors and overall economic growth within Marshall County. The opportunities within the plan will support the quality of life, mental health and healthy lifestyles.

We are excited this region is focusing on new ways to connect and collaborate to create solutions for challenges in Marshall County. The impact of a stellar designation is of great importance. A regional stellar designation would boost our economic capabilities and promote a healthy environment for the community we serve. Thank you for your consideration.

Sincerely,

Dan Kunde Hospital Administrator Saint Joseph Health System, Plymouth Indiana

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September 19, 2018 Dear Marshall County Crossroads Stellar Steering Committee, On behalf of the South Bend – Elkhart Regional Development Authority (RDA), we are proud to support Marshall County in its application to become a Stellar Community. Marshall County is an important part of the South Bend - Elkhart Region, sharing our goal of growth through improved quality of place.

In 2016, our region representing Elkhart, Marshall and St. Joseph Counties, was awarded $42 million through the Regional Cities Initiative (RCI). This was thanks to the collaboration of more than 700 business, academic, public and private leaders in the region—including Marshall County. The RDA has approved the allocation of the state’s funding into a portfolio of 26 projects, including $400,000 for the Plymouth Entrepreneurship Hub and $300,000 for the REES Theater Restoration project.

We can attest that Marshall County is a “Stellar Town Year-Round,” and that the impact of receiving Stellar Designation will be felt throughout the entire region. Thank you for your consideration, and please support our region by choosing Marshall County as a Stellar Community.

Should you have any questions regarding the RDA’s allocation of the State’s Regional Cities Grant dollars into these projects, please do not hesitate to contact me at 574-400-5432 or REmberton@SouthBendElkhart.org.

Sincerely, South Bend – Elkhart Regional Development Authority Regina Emberton Administrator

September 7, 2018

Stellar Communities Review Committee Sent C/O Kevin Overmyer, County Commissioner Re: MPO Letter of Acknowledgement & Recommendation – Marshall County Dear Committee Members: The Marshall County and the associated Cities and Towns are active members in good standing of the Michiana Area Council of Governments. As you know, the Michiana Area Council of Governments is the Metropolitan and Rural Planning Organization for Elkhart, Kosciusko, Marshall, and St. Joseph Counties.

These communities play an important role in our organization and we are pleased to acknowledge their regional interest in the Stellar Communities program this year. The designation of Marshall County as a Stellar Region would not only benefit the County, but would have a significant impact throughout the entire MACOG area.

The Michiana Area Council of Governments recommends the selection of the Marshall County Crossroads as a Stellar Region. We are excited to be directly working with the Marshall County Crossroads Stellar team throughout the selection process and in the future. If you have any questions, please feel free to call (574.287.1829) or email (jturnwald@macog.com) at any time.

Sincerely,

James Turnwald Executive Director

F:\ABC\MACOG\CORSPOND\FY2017\MAIL OUT\Marshall Co\Marshall Co\L09jt1MarshallCoStellar.docx

4477 Progress Drive | South Bend, IN 46628 | 574.400.5432 | SouthBendElkhart.org

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227 W. Jefferson Boulevard, 1120 County-City Building, South Bend, IN 46601 Phone: 574.287.1829 or 574.674.8894 | Fax: 574.239.4072 | www.macog.com

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Marshall County Crossroads Marketing/PR appendix

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WEBSITE SAMPLE

FACEBOOK SAMPLES FACEBOOK SAMPLES FACEBOOK SAMPLES

FACEBOOK SAMPLE

FACEBOOK SAMPLES

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EMAIL SAMPLES (next 3 pages)

EMAIL SAMPLES (next 3 pages)

SAMPLE EARNED MEDIA SAMPLE EARNED MEDIA REPORT REPORT

Marshall County leaders optimistic after meeting with the Indiana Communities Institute of Ball State University Marshall County leaders optimistic after meeting with the Indiana Communities Institute of Ball State University May 31, 2018 May 31, 2018 Source: WTCA-AM online Source: WTCA-AM online Ribbon cutting ceremony held at Argos Manufacturing Center Ribbon cutting ceremony held at Argos Manufacturing Center June 12, 2018 June 12, 2018 Source: Pilot News online Source: Pilot News online "Middle of Everywhere” Video Promotes Bourbon Opportunities

June 13, 2018 Video Promotes Bourbon Opportunities "Middle of Everywhere” Source: WTCA-AM online June 13, 2018 Community Vision Brings Arts and Entertainment to Lake Maxinkuckee Source: WTCA-AM online July 11, 2018

onlineand Entertainment to Lake Maxinkuckee Community Source: VisionWTCA-AM Brings Arts Construction Starts on Plymouth Aquatic Center July 11, 2018 July 17, 2018 Source: WTCA-AM online Source: Inside Indiana Business in Marshall County to host Forum for Public Input and Feedback Construction6 Communities Starts on Plymouth Aquatic Center July 17, 2018on Collaborative Regional Plan July 24, 2018 Source: Inside Indiana Business Source: WTCA-AM online Stellar Seeking Public Feedback 6 Communities inFinalist Marshall County to host Forum for Public Input and Feedback July 25, 2018 on Collaborative Regional Plan Source: Inside Indiana Business July 24, 2018 Marshall County works to become one of Indiana's Stellar Regions Source: WTCA-AM online July 26, 2018 Source: WSBT-TV online

Stellar Finalist Seeking Public Feedback July 25, 2018 Source: Inside Indiana Business Marshall County works to become one of Indiana's Stellar Regions July 26, 2018 Source: WSBT-TV online

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SAMPLE PRESS RELEASE Each finalist is required to submit local Strategic Investment Plans. The SIPs detail quality-of-place and economic development projects, partnerships and proposed sources of funding that will help grow and sustain the future of their region. The SIPs are based on feedback and input from every community within their region.

FOR IMMEDIATE RELEASE

Marshall County leaders optimistic after meeting with the Indiana Communities Institute of Ball State University Six local towns prepare for Stellar Region application process

Click here to download high resolution photos and b-roll video of Ball State University/Stellar Region presentation and workshop held May 31, 2018

Marshall County, Indiana (May 31, 2018) – Nearly a hundred private, non-profit and government leaders from Argos, Bourbon, Bremen, Culver, LaPaz and Plymouth, met with Ball State University’s Indiana Communities Institute and state representatives of Indiana’s Stellar Region initiative today in Plymouth.

The meeting/workshop was designed to assist the Marshall County Region in understanding how best to spend time and resources over the next several months while developing projects and funding sources for their 2018 Stellar Region application. The large group of leaders from across Marshall County, met from 9:30 a.m. until 1 p.m. in the ballroom at Swan Lake Country Club in Plymouth.

Leaders from every town in Marshall County have been meeting regularly for the past several weeks in preparation for today’s presentation and workshop with the Ball State team.

“This is an exciting time for all of us in Marshall County,” said Jerry Chavez, President and CEO of the Marshall County Economic Development Corporation (MCEDC). “Our towns have a history of working together and this process will strengthen the working relationships we’ve already formed.”

“The objective is to develop a plan that helps improve the quality of life and bring more people to live and work in our region,” added Kevin Overmyer, Marshall County Commissioner. “We’re working to enlist community input from every age group and every corner of our region.”

Six Indiana regions are competing as 2018 finalists in the 2018 Stellar Region initiative. Each region is receiving a Stellar planning grant.

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Marshall County’s Crossroads Stellar committee will spend the next several months working with leaders in every one of the six towns to fully develop, promote and communicate it’s plans, partnerships and sources of funding in preparation for site visits by Indiana’s Stellar Team later this fall. Stellar Region Designees will be announced later in the fall or early winter of 2018.

About Stellar Regions Given the increased competitiveness within economic development, a regionalism trend has evolved as a popular strategy across the nation. Indiana is incorporating regionalism into one of our most successful programs: The Stellar Communities Program. Beginning in January 2018, the program evolved into a regional partnership design. A minimum of two or more communities are encouraged to partner to create a self-selected region. Any incorporated Indiana communities of any size that are not entitled to direct Community Development Block Grant (CDBG) funding through U.S. HUD are eligible to apply.

Ball State and Purdue University Participation Ball State University and Purdue University are participating in the program. Their involvement includes project support, guidance and data analytics. Ball State University’s Indiana Communities Institute will assist communities in the planning stages with project alignment and data analytics. Purdue University’s Center for Regional Development (PCRD) will assist communities’ post-designation with long-term sustainability efforts and project implementation.

MEDIA CONTACT Jerry Chavez President & CEO Marshall County Economic Development Corporation (574) 935-8499 Jerry@MarshallCountyEDC.org

SAMPLE PRESS RELEASE

Leaders from 6 cities and towns gather to plan future of region in northern Indiana Click here to download high resolution photo of Stellar Committee preparation meeting at the Marshall County government building on May 19, 2018

Plymouth, Indiana (May 29, 2018) – Dozens of private, non-profit and government leaders from Argos, Bourbon, Bremen, Culver, LaPaz and Plymouth, Indiana will meet from 9:30 a.m. to noon this Thursday, May 31, to begin developing plans for their future as a region in Marshall County. The meeting, which is part of Indiana’s Stellar Region Designation program, will be run by the Indiana Communities Institute of Ball State University.

Mayors, town managers, business, education, healthcare and other non-profit leaders representing every city and town in Marshall County will attend the meeting to be held in the ballroom at Swan Lake Resort in Plymouth, Indiana.

Marshall County leaders have been meeting regularly for the past several weeks in preparation for this Stellar Region Designation planning session.

Seven regions from across the State of Indiana submitted letters of interest (LOIs) for the 2018 Stellar Region Designation Program earlier this year. Of those seven, six regions were chosen as finalists and are receiving Stellar planning grants. The six cities and towns in Marshall County self-identified as a region during the application process and was selected as one of the six finalists.

Each finalist is required to submit local Strategic Investment Plans (SIPs). The SIPs detail quality-of-place and economic development projects, partnerships and proposed sources of funding that will help grow and sustain the future of their region. The SIPs are based on feedback and input from every community within their region.

communicate its plans, partnerships and sources of funding in preparation for site visits by Indiana’s Stellar Team later this fall.

Stellar Region Designees will be announced later in the fall or early winter of 2018.

About Stellar Regions Given the increased competitiveness within economic development, a regionalism trend has evolved as a popular strategy across the nation. Indiana is incorporating regionalism into one of our most successful programs: The Stellar Communities Program. Beginning in January 2018, the program evolved into a regional partnership design. A minimum of two or more communities are encouraged to partner to create a self-selected region. Any incorporated Indiana communities of any size that are not entitled to direct Community Development Block Grant (CDBG) funding through U.S. HUD are eligible to apply.

Ball State and Purdue University Participation Ball State University and Purdue University are participating in the program. Their involvement includes project support, guidance and data analytics. Ball State University’s Indiana Communities Institute will assist communities in the planning stages with project alignment and data analytics. Purdue University’s Center for Regional Development (PCRD) will assist communities’ post-designation with long-term sustainability efforts and project implementation.

MEDIA CONTACT Jerry Chavez President & CEO Marshall County Economic Development Corporation (574) 935-8499 Jerry@MarshallCountyEDC.org

The Marshall County initiative, known as the Crossroads Stellar committee, will spend the next several months working with leaders in the county’s cities and towns to fully develop, promote and

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Marshall County Crossroads Stellar Committee – Meeting Notes

Marshall County Crossroads Stellar Committee – Meeting Notes

Date: Time: Location:

Also future public surveys should include a Spanish version to ensure engagement by Hispanic populations.

May 10, 2018 5:30 PM (ET) 112 West Jefferson Street, Plymouth, Indiana

Attendees Zach Dripps, Michiana Area Council of Governments Laura Mann, Mayor’s Office, City of Plymouth Les McFarland, Town of Bourbon Ginny Monroe, Town of Culver Marty Oosterbaan, Plan Commission, Town of Culver Lou Pierce, Big Idea Company Mike Reese, Troyer Group Allie Shook, Plymouth Parks Department and Discover Plymouth Judy Stone, Marshall County Council James Turnwald, Michiana Area Council of Governments Suzanne Umbaugh, Town of Argos Jennifer Vandeburg, Office of Community and Rural Affairs (OCRA) John VanDerWeele, Town of Argos Andrew Wiand, enFocus, Inc. Trend Weldy, Town of Bremen Old Business Public Survey James indicated the public input survey was made available on May 10, 2018. Responses are due

by May 22. A News Release was distributed to the media outlets including Pilot News and WTCA am1050 radio. James asked the committee to post the survey to all of the social media sites they have access to as soon as possible.

MACOG will be at the Plymouth Farmers Market on Saturday, May 19, for the downtown Plymouth parking study. Additionally, staff will encourage residents to participate in the Stellar public survey.

Kevin suggested the survey be available on the Marshall County website, as well as the websites of the individual communities. (http://tiny.cc/MarshallCountyCrossroads) It was agreed there should be efforts to reach high school students.

The distribution of paper copies was discussed to reach individuals in the community without access to technology, along with efforts to reach the Amish community, and setting specific hours at the library for citizens without computers to complete the survey. James mentioned that there will be additional opportunity for deeper public input and paper versions should be considered.

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It was noted that the survey asks respondents to supply their email address for additional outreach and notification of public input opportunities.

New Business Stellar Timeline Mike Reese drafted a Regional Development Plan (RDP) Stellar timeline and paper handouts were distributed. James will follow up with distributing it electronically.

Mike reviewed the timeline with the committee leading up to when the Regional Development Plan is due to OCRA on September 21.

- The plan will only be submitted electronically per OCRA’s preference.

- It is important to make sure the plan reads well digitally or printed form.

- James offered, if necessary, to have MACOG provide a reasonable small quantity of printed and bound copies of the plan.

- James asked the committee to keep in mind there will be materials needed for a presentation of the RDP that will follow the September 21 due date.  One-hour presentation time will be allowed  Presentation planning should begin in July / August  Presentations will be made November 13 through 16 - Jennifer suggested:  Request the full hour be available for the presentation – followed by Q&A, not including Q&A  Request a morning presentation time (not afternoon)  Date and time may be assigned for presentations but if it is not, know what date and time you want to request so you can respond immediately Stellar Sub-Committees Communications and Public Relations (PR) Committee - OCRA will request a Communication Plan describing how communications will be executed throughout the Stellar process - Ginny will provide Culver’s Communication Plan from last year as a starting point - The needs to be evidence of Stellar PR for the application - Any time Stellar materials are available to the public, photos need to be taken - Take photos when the Committee is together at public events, ribbon cuttings - The Committee’s mission needs to be clearly defined – the mission needs to become the brand - The committee needs to develop a logo / artwork that can became identifiable  Lou discussed that Marshall County is in the process of developing a modern logo or identity. For Regional Cities initiative, Big Idea was the PR team that put together and executed the communications plan

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Marshall County Crossroads Stellar Committee – Meeting Notes -

Presentation suggestions  Use different speakers to keep the listeners engaged  Use unexpected speakers Creating a brand needs to be simple so it is recognizable in a small size The slogan needs to reflect the overall goal of the RDP The gauge that Steller will look at is; why should they invest in Marshall County?

Do not call the Stellar designation a grant program – It is a designation Steller wants to know how the designation will be used to attract additional investment and how will the investment be used to transform the community The new branding of Marshall County can be presented in Stellar as a strength; rethinking and defining who Marshall County is and how the Stellar mission fits in Using reference to the North Star – finding your true north as a guide was suggested for use in the mission Also suggested; the Stellar logo can have the same look and feel as the Marshall County branding but Stellar can be the star and Marshall County can be the moon There could be mock ups of the logo / mission / branding available at the May 31 Ball State meeting to take advantage of having a crowd

Project Team -

The project team will work with those on the steering committee. They will determine what projects, based on the Stellar mission, that each community will want to bring to the RDP. Once the projects are determined, they need to be described in great detail with associated project budgets.

Community Engagement -

The task of the Community Engagement sub-committee is to get families, communities, and young professionals engaged and to establish a core group of support.

Special Projects -

CreatINg Places / Patronicity In discussion with IHCDA, James asked what role the CreatINg Places program may or may not play in the Stellar program. IHCDA indicated CreatINg Places does not have a role in the Stellar portfolio, however, the year Culver was selected to receive the Stellar designation, the Town did the Culver sign project and the Amphitheater through the CreatINg Places. IHCHA thought that was a good demonstration of the community’s capacity to be able to handle implementing projects. James suggested that two or three thematically related CreatINg Places projects need to be done.

CreatINg Places will match crowd sourced funding dollar for dollar from $5,000 to $50,000. Projects need to support the creation of a new public space or activates a currently under-utilized space. The project must be complete and open to the public within a year of receiving the matching funds from IHCDA.

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Heath Needs Program

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Lighter, Quicker, Cheaper project The idea was suggested for Tippecanoe Park

Jennifer shared the County needs to demonstrate momentum and commitment within the communities toward the Stellar goal. The committee is not just building a campaign for the Stellar competition. More importantly, it is forging relationships and a plan on how the county and communities will work together.

Ginny indicated it is important for the committee members to identify where they feel their strengths are; communications, community engagement, project team, or special projects.

- Email James or Ginny and let them know what you feel your strength is and which committee(s) your skills would best serve.

Kevin suggested a chair be selected for each of the four committees and to allow the chair to draw in additional involvement form the community. The was concurrence by the Stellar Committee.

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Sub-committee Volunteers:  Communications and Public Relations – Ginny  Community Engagement – Kevin, Judy, Les, Mayor Senter  Project Team – Trend, Mike, Marty, Sean Surrisi  Special Projects – Allie, Andrew

Troyer Proposal Review Mike reviewed the Troyer Group’s proposal for the Project Development Plan and indicated the details of what they would do to assist the Committee. Ginny verified that Troyer Group would provide the Committee some flexibility with payment terms as the various towns work through the claim process. Ginny expressed the Troyer Group (Mike) will be responsible for making sure the Marshall County Crossroads Stellar application and presentation is the best it can possibly be.

Ginny called for a motion to recommend the Troyer Group’s proposal with Mike Reese and submit the proposal to the Marshall County Commissioners for approval and action.

A motion was made by Trend Weldy and seconded by Les McFarland to recommend the Troyer Group’s proposal be submitted to the Marshall County Commissioners for approval. The motion carried.

Outstanding Issues There needs to be a plan for ensuring good attendance and representation to the May 31 Ball State Community Workshop at Swan Lake. Ginny mentioned it will take phone calls and Page 4 of 5

Marshall County Crossroads Stellar Committee – Meeting Notes personal conversations to get community leadership to show up in support. Specific leadership to engage include; elected officials, appointed leadership, Chamber of Commerce, Community Foundation, Ancilla College, public school superintendents, hospital CEOs, key industry leaders, leaders in the faith community or parent teacher organizations, people who can speak on behalf of other people.

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The May 31 Workshop at Swan Lake will be held from 9:30 AM to 1:00 PM The room will hold 100 to 200 people 120 is the target number for attendance Each community needs to bring an average of 20 community leaders to the Workshop Those at the Workshop, need to be community leaders or influencers that will report to others about the meeting Seating will be at round tables There should be coffee and water available for attendees, possibly snacks as well

James committed to creating a one-page flyer to help disseminate information about the Community Workshop to others as well as registration through Constant Contact to provide a list of attendees and their email contact information going forward.

- Handouts from today’s meeting will be distributed to the committee electronically - Notes from the meeting will be distributed prior to next week’s meeting Although quorums of boards and commissions will be present at the May 31 workshop / meeting, there will be no official town or county business or decisions made. Therefore, the meeting should not need to be advertised by the individual towns or the county.

Adjournment

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Marshall County Crossroads Stellar Committee – Meeting Notes

Date: Time: Location:

Les McFarland will have flyers and posters up at the Bourbon Food Truck Friday Event (May 18th) and MACOG will be at the Plymouth Farmers Market on Saturday (May 19th). Marty Oosterbaan took extra flyers to distribute at the Culver Farmers Market also on Saturday (May 19th). Everyone was encouraged to continue to promote the survey and ask for responses by May 22nd.

May 17, 2018 5:30 PM (ET) 112 West Jefferson Street, Plymouth, Indiana

Attendees Jerry Chavez, Marshall County Economic Development Corporation Zach Dripps, Michiana Area Council of Governments Roger Ecker, Town of LaPaz Les McFarland, Town of Bourbon Marty Oosterbaan, Plan Commission, Town of Culver Lou Pierce, Big Idea Company Kevin Overmyer, Marshall County Commissioner Mike Reese, Troyer Group Mark Senter, City of Plymouth Mayor Allie Shook, Plymouth Parks Department and Discover Plymouth Judy Stone, Marshall County Council Sean Surrisi, City of Plymouth Nancy Tyree, Marshall County Economic Development Corporation Suzanne Umbaugh, Town of Argos John VanDerWeele, Town of Argos Trend Weldy, Town of Bremen Linda Yoder, Marshall County Community Foundation Old Business Follow up on funding requests with Councils: Updates The Towns of Argos and Bremen approved funding requests earlier this week. The City of Plymouth discussed the request, but will not be able to vote on it until the June 11th Council Meeting. The Towns of LaPaz, Culver, and Bourbon approved funds earlier this month.

The Marshall County Council approved the funding at the Monday (May 14th) meeting.

Marshall County will handle the planning grant funds and will be sending an invoice to the towns for their contributions.

Public Survey The survey has been available to the public for a week and has received 530 responses as of May 17th at 3:00 pm. Approximately 33% of the surveys were completed by residents from Culver, however that is partially due to the survey being distributed by the Culver Schools to students.

Plymouth residents account for approximately 19%, 17% are from Argos, 16% from Bremen and Bourbon accounts for 8%. Four residents of LaPaz have responded so far.

The schools have been asked to distribute the survey with the hope of seeing more residents under the age of 18 complete the survey by next week. Today, the under 18 age group tallies 15% of the responses. The over 45 group makes up 50% of the responses, and 35% of the responses have come from the 18 to 44 group.

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Ball State Workshop - May 31st Reminder to everyone the Ball State Workshop is coming up on May 31st. The program is going to begin at 9:30 am and participants are encouraged to arrive early so the program can begin on time. As of 3:00 pm, we only had 24 people registered. Trend Weldy asked if you had to be registered to attend. Zach responded that we highly encourage participants to register so we can make sure we have good attendance at the workshop and we plan to have name tags printed ahead of time. Everyone was encouraged to follow up with whoever you invited to make sure they get registered.

New Business Stellar Subcommittees At the last meeting, we established four subcommittees. Since there were some new attendees at the meeting, we reviewed who is on those committees and their purposes.

1. Communication & PR Brand the initiative and make sure the public is aware of what initiative is, what is happening, and how to be engaged Members: Ginny Munroe (Chair), John VanDerWeele, Nancy Tyree, Lou Pierce 2. Community Engagement To get residents of Marshall County (special focus on families and young professionals) engaged in the initiative and to establish a core group of support.

Members: Kevin Overmyer (Co-Chair), Judy Stone (Co-Chair), Les McFarland, Suzanne Umbaugh, Zach Dripps 3. Project Team Will work with those on the steering committee and determine what projects, based on the Stellar mission, that each community will want to bring to the RDP. Once the projects are determined, they need to be described in great detail with associated project budgets.

Members: Trend Weldy (Chair), Marty Oosterbaan, Sean Surrisi, Jerry Chavez, Mike Reese 4. Special Projects To demonstrate momentum and capacity of our region, the Special Projects Team will identify “Lighter, Quicker, Cheaper projects” to submit for CreatINg Places with IHCDA. Each community will responsible for submitting their own project, but the Team Page 2 of 4

Marshall County Crossroads Stellar Committee – Meeting Notes will help identify and coordinate efforts. Additionally, this team will assist the Health Needs Assessment project as part of the RDA. Members: Allie Shook (Chair), Mark Senter, Linda Yoder, Andrew Wiand IHCDA Owner-Occupied Rehab Added OCRA informed the team today that up to $250,000 per region was added for the IHCDA Owner-Occupied Rehab program. This program provides subsidies in the form of grants to selected applicants for the rehabilitation of owner-occupied housing for low to moderate-income residents. The program is intended for the rehabilitation of owner-occupied housing that serves as the homeowner's primary residence.

Marshall County Crossroads Stellar Committee – Meeting Notes All in favor. The motion carried.

Miscellaneous Requests  Kevin asked Mike Reese from Troyer Group to send their proposal to the County for their approval  Group asked for a copy of the Letter of Interest, or at least a list of the projects included.  Group asked for the Application Requirements and Feasibility Matrix.

Adjournment

The program has been difficult in the past, so for our application, we should make sure we identify areas where residents would want to participate. Each community should let the Project Team know where in their communities this program would be effective.

Other Items Big Idea Proposal Lou Pierce will finalize Big Idea’s proposal for their work in the Stellar Initiative. Kevin Overmyer asked that Lou prepare it as a menu of options so the Committee will have some flexibility on the work that needs to be done. Big Idea is proposing to create a logo for the initiative, based on the logo designed for Marshall County’s rebranding. Lou presented options.

Big Idea will send out e-letters to let stakeholders and the public know about the initiative, what has happened, and ways to be involved. They are asking everyone to prepare a list of email addresses that can be included on the Stellar Communities distribution list (Big Idea will delete this list at the conclusion of the initiative).

Big Idea will also create and manage social media accounts (Facebook, Twitter, and Instagram).

They will post updates, events, and relevant articles about the region.

For the presentation, Big Idea would also like to create a video, much like the video for Culver Stellar Communities or the Regional Cities Initiative.

MACOG Proposal Kevin Overmyer asked the committee to vote on MACOG’s Proposal. A more detailed, written proposal will be sent to the committee next week. In summary, MACOG proposes to administer committee meetings, assist in public engagement, and other tasks as necessary for a lump sum fee of $7,500.

Zach Dripps asked for approval of MACOG’s proposal to provide professional services to the Marshall County Crossroads Stellar Committee.

A motion was made by Jerry Chavez and seconded

By Les McFarland to approve the MACOG proposal.

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Marshall County Crossroads Stellar Committee – Meeting Notes

Marshall County Crossroads Stellar Committee – Meeting Notes

Date: Time: Location:

Ginny wanted to know if the work performed was not exactly as proposed, if Big Idea would be able to provide flexibility in which portions of the work is done and billing for specific items completed. Lou responded in agreement.

May 24, 2018 5:30 PM (ET) 112 West Jefferson Street, Plymouth, Indiana

Attendees

Various samples of logo designs were displayed for review and consideration in the proposal.

Jerry Chavez, Marshall County Economic Development Corporation Les McFarland, Town of Bourbon Ginny Monroe, Town of Culver Marty Oosterbaan, Plan Commission, Town of Culver Lou Pierce, Big Idea Company Kevin Overmyer, Marshall County Commissioner Mike Reese, Troyer Group Donald Ritsema, Michiana Area Council of Governments Mark Senter, City of Plymouth Mayor Allie Shook, Plymouth Parks Department and Discover Plymouth Judy Stone, Marshall County Council Sean Surrisi, City of Plymouth James Turnwald, Michiana Area Council of Governments Suzanne Umbaugh, Town of Argos Jennifer Vandeburg, Office of Community and Rural Affairs (OCRA) Jon VanDerWeele, Town of Argos Linda Yoder, Marshall County Community Foundation

Lou will resend the Big Idea Proposal with the website development item removed and the total recalculated.

Old Business

Projected expenditures including the Big Idea proposal, less the website portion, currently total approximately $67,000, leaving a $1,000 gap in funding.

After much discussion, the Committee determined to move ahead with the Big Idea proposal, removing the website development portion, and approving a “Not to Exceed” amount of $27,000; keeping the expenses equal to the anticipated funding at $66,000.

Ginny called for a motion to approving the proposal from Big Idea at the Not to Exceed amount of $27,000.

A motion was made by Kevin Overmyer and seconded by Jerry Chavez to recommend the Big Idea proposal be approved at the Not to Exceed expense of $27,000. The motion carried.

Public Survey The Marshall County Crossroads Public Survey gathered input from residents for the Stellar Communities Initiative. A total of 700 responses were received. Summary sheets were provided for the Marshall County as a whole, as well as the individual communities of Argos, Bremen, Bourbon, Culver, and Plymouth. Additionally, a summary of responses received from residents under the age of 18 in Marshall County was provided.

Ball State Workshop - May 31st

For future surveys, MACOG will review the information collect in response to the survey question that asked about how residents would like to receive information in the future.

The Committee was reminded to keep getting the word out for attendance and registration for the Ball State Workshop.

The initial survey offered an opportunity for respondents to provide an email address, delivering the start of a listserv group for communications.

Jennifer Vandeburg stressed the importance of workshop attendance. Major stakeholders need to be represented. MACOG will resend the ULR for promotion and registration.

James indicated there is additional data available in the survey that needs to be evaluated. If committee members have specific information they would like to see, please contact MACOG.

The workshop officially begins at 9:30 AM and will potentially run until 1:00 PM. Ginny wanted to know if refreshments had been arranged.

Big Idea Proposal Copies of the Proposal from Big Idea were distributed to the committee. Lou Pierce provided a brief overview of the items described in the proposal and indicated the cost would be $47,100.

James indicated at a minimum there should be coffee, tea, and water available. MCEDC will send MACOG the contact information for the contact at Swan Lake and MACOG will follow up and make food and beverage arrangements. MACOG will also provide printed nametags for registrants.

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Financial pledges were reviewed; Marshall County $15,000, Argos, Bremen, Bourbon, Culver, Marshall County EDC and Plymouth $5,000, LaPaz $1,000, and $20,000 from the planning grant for a total of $66,000.

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A motion was made by Keven Overmyer and seconded by Judy Stone to recommend MACOG’s $7,500 proposed amount for services be maintained at $7,5000. The motion carried.

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Marshall County Crossroads Stellar Committee – Meeting Notes The importance of a social media presence for the Stellar initiative was discussed. It was decided to get plugged into social media as soon as possible.

New Business Stellar Program Regional Development Plan Goals Mike Reese suggested since the project committee does not have a representative from every community, it would be helpful to review the project list to give communities an opportunity to provide a quick introduction of the project and location. Mike would like to provide aerial maps of the project locations at the Ball State workshop. 

Argos Biking and Walking Trail – a four-mile bike path that encompasses all of Argos connecting the three parks, the school, downtown, and fairgrounds.



Argos Sidewalk Extension – 2,500 feet of sidewalk extensions throughout the town. The sidewalk will aid in connections to the Biking and Walking Trail.



Argos Housing – Colonial Estates on 16th Road at the north entrance to the park. There are currently 12 lots ready for construction that may begin by the end of 2018. Argos looks to have the ability to purchase adjacent property, up to 75 acers, to incorporation in the project. This housing will be connected to the town by the Biking and Walking Trail project.



Bremen Projects – Trend was unable to attend the meeting but has already discussed the projects with Mike.



Bourbon Cedar Road Housing – Located on Cedar Road and 12th, directly east of the school. Bates Corporation wants to develop a low to moderate income housing. A layout of housing and roads has been completed and tax credits are being evaluated. Plans will be provided to Mike.



Bourbon U.S. 331 – The town has annexed and rezoned the land all the way to U.S. 30 on east side. The area includes the Dollar General. It is a TIFF District. They are looking at extending 11B Road. It will need a lift station. Bates may develop a complex. The facilitation process for developing a Main Street organization has begun.



Culver Bike Trail Phase 3 - Culver may not necessarily have a project, depending on the Stellar funds and projects. They may do a supplementary or enhancement project.



LaPaz Commercial Retail Development – a future project, property has been rezoned and LaPaz is going through the annexation process.



LaPaz Community Center

Marshall County Crossroads Stellar Committee – Meeting Notes 

Plymouth Rees Theater – This is an ongoing renovation.



Plymouth Fieldhouse Soccer Field - Is located to the north of the zone.



Plymouth South Gate – Apartments to the east of the current South Gate project. It will include the removal of some existing homes and is in the preliminary stages. A letter of commitment from the property owners will be needed if this is included with the Stellar projects.



Workforce Recruitment – Ginny and Jerry have put together concepts related to the Stellar goals; Workforce Recruitment and Development and a Branding / Marketing Plan.

This will involve sub-programs. These can be the overarching theme to bring everything together. If any of the towns are formally working on workforce or branding, it should be included in the Stellar plan under this heading.

Stellar Subcommittee Updates The subcommittees will begin meeting following the Ball State workshop on May 31st.

Ginny asked the Committee to consider members of their communities to serve on the subcommittees.

Other Items Public Information and Logo An off-line You Tube page has already been built for the Stellar Communities initiative. The Argos video has been added and Ginny indicated to Lou that the Culver videos could be uploaded as well. The page can house all types of informational videos.

Lou displayed the potential Facebook and Twitter social media pages. He explained that official releases are posted to Twitter. Instagram would be used to reach a younger audience and provide photos with captions. The Committee was shown a sample Press Release.

Lou requested email lists of contacts for use in disseminating public information regarding Stellar. It would be most helpful if the lists were identified by type of contact group.

Anyone on the Communication & PR subcommittee should have administrative access to the social media pages. This will assist with monitoring and providing content.

Lou will distribute a memo to the Committee to let them know where to send content for Big Idea to post to the appropriate venue. Jennifer expressed the importance of tagging OCRA in all posts.

The Committee decided the social media accounts will go live on Tuesday, May 29th, and the tag will be #MarshallCountyStellar.

Adjournment

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Marshall County Crossroads Stellar Committee – Meeting Notes Date: Time: Location:

June 28, 2018 5:30 PM (ET) 112 West Jefferson Street, Plymouth, Indiana

Attendees Jerry Chavez, Marshall County Economic Development Corporation Ginny Munroe, Town of Culver Marty Oosterbaan, Plan Commission, Town of Culver Kevin Overmyer, Marshall County Commissioner Mike Reese, Troyer Group Mark Senter, City of Plymouth Mayor Sean Surrisi, City of Plymouth Suzanne Umbaugh, Town of Argos Jennifer Vandeburg, Office of Community and Rural Affairs (OCRA) Linda Yoder, Marshall County Community Foundation Bryan Howard, Young Professionals Network Trend Weldy, Bremen Nancy Tyree, MCEDC and YPN Old Business Technical Assistance Meeting with OCRA Ginny let the team know that OCRA requested a meeting to discuss technical assistance. This request occurred between the last meeting and the 6/28/18 meeting. Kevin, Ginny, Mike, Sean, Jerry, Jennifer, and Judy met with Michael Sinnet from OCRA. The main points of this meeting were shared with the steering committee as follows: 



Jennifer Vandeburg shared that it’s important we show evidence of being coachable. must be coachable, that our work will continue well beyond a designation or despite one, and that we communicate our plans not in terms of just Stellar, but in terms of who we are and what we are trying to accomplish (the why).

Ginny shared that OCRA received our feedback on the LOI process and using the software. We told them that the deadline was right considering how quickly they expected regions to get together such granular information and that the software was challenging in terms of a lack of output (we can’t simply print the LOI from the online system they use, which makes it impossible to just hand it to people as we would like).

OCRA was looking for feedback on the challenges of going through this Stellar process as a region and she had expressed to OCRA that for all of the outcomes we are trying to achieve, they want to see the ways we will measure those, and that sparked a long discussion during the technical assistance meeting. Out of it came the thought that we will need to incorporate into our plans an evaluation team that attempts to assess how things are working and then communicate out those successes (and what we learn from Page 1 of 3

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Marshall County Crossroads Stellar Committee – Meeting Notes what doesn’t work). That same team would make recommendations for updating our regional plan and adjusting for changes and metrics we can measure.

Stellar Schedule Updates The team decided that we need to incorporate parts of the RDP into the schedule that aren’t project-based, such as narrative in the RDP, the communication plan, the marketing plan, and so on. Jerry suggested we put deadlines to these pieces. OCRA hasn’t uploaded what the final RDP components are, so Ginny is going to use Culver’s plan to map out when we should attempt to have those same components done. She will send this out ASAP (July 2 or 3).

New Business Committee Reports Communications/PR The communications/PR team met and discussed how to get information to Lou to use on social media, the web site, etc. Lou sent an email out that includes information on this. Ginny will follow up with him to ensure everyone understands how they should get his team information that will help us engage the public. Ginny explained that Lou had a post card we could use to hand out at public events.

Ginny shared that Lou is working on incorporating a community calendar on the Stellar site. We will be able to give Lou dates and when his team can’t participate for media purposes, he would like for us to send pictures and basic information so that he can promote these as “stories” of our stellar county.

The steering committee members expressed that they would like to receive minutes faster, so that when meeting with subcommittees, they can have meeting minutes. Ginny is doing minutes for the 6/28 meeting and will distribute them on June 29.

Community Engagement Kevin and Judy shared that they met with their committee and discussed events in the towns and that they would like to get the post card from Lou to distribute.

Project Committee The project committee presented a map with associated projects. These are the number 1 and 2 projects from each town (with minor exceptions). La Paz hasn’t finalized its project.

The steering committee discussed ways to possibly tie the projects to the outcomes/goals of the Stellar plan. The idea of the bike/walking projects being part of a bigger plan for regional connection was discussed. The project team will look at ways to incorporate the goals of the plan and complimentary projects into the plan. (Special Projects committee didn’t report at this meeting, but Mike Reese said they were working on some plans.)

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Marshall County Crossroads Stellar Committee – Meeting Notes

Special Projects No report.

Committee Input Session YPN is energized around a workforce attraction and retention project and described a selfproduced commercial featuring YPN members and Marshall County highlights, plans for production, and questions regarding financing. They were encouraged to move forward with their plans and put together a cost estimate. The project is seen as an addition to the Veterans’ initiative being worked on by MCEDC. Linda Yoder advised us about a workforce recruitment tool she saw at a sports complex in Westville. The tool was produced in conjunction with state agencies and Linda will develop more information for possible inclusion in the plan.

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Marshall County Crossroads Steering Committee Meeting Minutes July 12, 2018 Culver Train Depot Attendees: Jerry Chavez – MC Economic Development Zach Dripps – MACOG Bryan Howard – Young Professional Network Les McFarland – Bourbon Ginny Munroe – Culver Marty Oosterbaan – Culver Kevin Overmyer – Marshall County Mike Reese – Troyer Group Allie Shook - Plymouth Judy Stone – Marshall County Sean Surrisi – Plymouth James Turnwald – MACOG Nancy Tyree – MC Economic Development Suzanne Umbaugh – Argos Jennifer Vandeburg – OCRA Jon VanDerWeele – Argos Trendy Weldy – Bremen Linda Yoder – MC Community Foundation Agenda Attached. The meeting was convened at 5:00 pm.

Regional Development Plan Schedule Review. The schedule for the RDP is being revamped and will be published by Marty Oosterbaan shortly. MACOG will take the lead in drafting for review the in-common components such as the cover letter, qualifications and community capacity. Mike Troyer and the Project Committee will have the lead for the map, costs, project goals, scheduling, budget and other sections specific to the projects for development.

Defining our Stellar Themes. A key objective for this meeting was to focus the group on higherlevel thinking in anticipation of our community input session scheduled for July 26th. Zach Dripps facilitated discussion and small group activity focused on three questions: 1. Across Marshall County, how do we connect today?

2. What can we do even better to connect in the future?

3. How can we collaborate to make those connections a reality?

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Marshall County Crossroads July 12 Meeting Minutes (cont.)

The notes from these discussions and the small group activity are below. The session was successful in building on our stellar themes of connecting and collaborating. The session was valuable also in helping to position our projects for development within a county-wide context.

Community Input Session July 26th. With time of the essence, community leaders gathered at the session with Ball State on May 31st will be invited (Zach Dripps) for another session at Swan Lake on July 26th 9am – noon. The purpose of the session is to get feedback from key stakeholders in the community on the work of the steering committee to date and the projects selected for development at present. Objectives for the session include: 

Review projects for development. Gain additional perspectives and uncover issues or additional projects needing consideration.



Review current and future ways of connecting and collaborating countywide



Enhance communications around the MC Crossroads initiatives



Deepen community support

The meeting concluded at 6:15pm and committee members then attended the unveiling of Culver’s Damore Amphitheater.

How do we connect today?

How can we connect tomorrow?

Regional Cities initiatives and projects

Workforce

Pilot News

Countywide Chamber of Commerce

Workforce Development and Training SUP Training PLC Training

Connect via workforce attraction initiatives that are countywide (i.e. YPN Project)

Support

Build Marshall County campaign

a. Regional Development Plan Schedule Review

Communication

Workforce development projects

New Business

Economic Meeting

County job fair

Quality of Life County Wide

Target young professionals

Activities

Conduct countywide planning

Social Media

Support each other’s meetings and events

Support each other’s success Argos manufacturing center Culver Stellar

Breakdown silos

MARSHALL COUNTY CROSSROADS STELLAR COMMITTEE MEETING

Thursday, July 12, 2018 5:00 PM (ET)

I.

II.

Old Business

a. Defining our Stellar Themes i. Connecting ii. Collaborating iii. Creating b. Community Input Session – July 26th III.

Other Items

Culver Lions Club 615 E Lake Shore Dr., Culver

Small business development

More interaction with neighboring counties

Talking and working with each community

Public Engagement and Technology

Seeing each project

Develop a county website

Emails providing activities county-wide

Website interactive survey

Broad discussion of CEDIT LOHUT

Get more people involved via volunteerism

County Development For the Future Meetings Quarterly economic development Roundtables

Website with daily information kept up to date in real time

MCEDC quarterly meetings, Stellar meetings, municipal meetings At each other’s events 4H Fair Blueberry Festival Farmer’s Markets Little Leagues and other team sports Marshall County Community Foundation initiatives Listening sessions Employers Workforce development needs Training and educational initiatives

More communication and collaboration with local governments Citizen involvement and community input sessions Better communication

How can we connect tomorrow? (cont.)

How do weUp connect today? (cont.)– integrate county and town to date technology websites Events and Venues Regular town hall meetings countywide with legislators Make Marshall County Kind Facebook blasts for events More countywide events Farmers’ Market sharing 2nd Friday (Plymouth) Food Truck Fridays (Bourbon) Dine Around Event Coordinated intentional support of the arts communities Culver series Encore Wild Rose Rees Need for auditorium for nationally touring acts that serves as economic engine

Trails and Health

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Community trails for walking and especially biking

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Collaborating

Collaborating (cont.)

Trails and Health

Workforce Centralize Resources Post Jobs Business Information Attraction YPN

Physical Connections Towns Outside Region Awareness for Health Initiatives Health by Design Active Living Move Marshall Co. Collaborate with Town and County for Key Connections

Public Engagement and Technology Schools Collaborating/Sharing County Website Development Stellar Links to Towns Events, etc.

Facebook/Twitter/Snapchat Video about local business Road construction notice EMA Sharing Protocol Public Flooding Engagement Topical Marshall County Unlimited Dinners (Town Hall)

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Events and Venues Develop Identity for Quality Art Communities Scale Funding and Opportunties Become Destination for Patrons and Artists County Level Chamber of Commerce Centralize and Scale Tasks Associated with Membership Records, Recruiting, Calendars Realize Efficiencies while Maintaining Local Focus Coordinate Event Calendaring and Promotion Maximize Event Attendance and Develop County Brand Develop Performance Venue as Economic Driver Attract National Acts Destination Venue Coordinated with Local Amenities

Marshall County Crossroads Steering Committee Meeting Minutes August 09, 2018 Marshall County Building EMA Room Attendees: Jerry Chavez – MC Economic Development Bryan Howard – Young Professionals Network Les McFarland – Bourbon Ginny Munroe – Culver Marty Oosterbaan – Culver Kevin Overmyer – Marshall County Lou Pierce – Big Idea Company Mike Reese – Troyer Group Donny Ritsema -- MACOG Allie Shook - Plymouth Judy Stone – Marshall County Sean Surrisi – Plymouth Nancy Tyree – MC Economic Development Suzanne Umbaugh – Argos Jon VanDerWeele – Argos Trend Weldy – Bremen Linda Yoder – MC Community Foundation Agenda Attached. The meeting was convened at 5:30 pm.

Old Business – Community Workshop Results. Mike Reese and Donny Ritsema walked the group through a document summarizing the content and results of the Community Input Workshop & Survey Review held July 26th at the Swan Lake Conference Center (document attached).

Proposed projects. Included were common themes related to the ten proposed projects under development by the project team. The community input aligned well with the goals and expectations for the projects as envisioned by the steering committee. Perceived benefits included attractive, affordable housing, increased active lifestyles, attraction of young families to the community, trades education, increased entrepreneurship and new business activity, increased connectivity across the Marshall County community, and community health improvement through supportive housing. Granular detail is available through MACOG and Troyer and will be reviewed by the project team.

Health projects. The list of additional placemaking and quality of life projects generated by the community was reviewed. The feedback here was robust, and centered on physical and mental health awareness and programming. Also included were ideas related to our downtowns, parks and attractions. There was strong feedback related to trails and access to the Yellow River, and strong feedback also related to positive eating habits and community gardens. Included were ideas shaping the role of our community schools in these projects with respect to programming, health screening and healthy lifestyle initiatives such as bike-to-school and farmto-school.

We need to add a health-related goal to our set of goals that addresses issues raised in our community assessment, i.e. diabetes, obesity.

Survey results. Attendance was strong @ 95, and 51 surveys were completed. Alignment is quite good with Marshall County Crossroads mission statement and goals and planning process.

The workshop was perceived as effective and good for collaboration. A broader range (age and occupation) was recommended for future participants.

100% of the respondents want to be included in future sessions and 71% want to assist with or lead a project or otherwise work on one of our goals.

Linda Yoder discussed a new initiative at the Marshall County Community Foundation geared toward identifying community needs from the perspective of everyday citizens. Plans are for fourteen small groups to participate in these “Kitchen Table” conversations. Linda agreed to expand the question set to gain feedback helpful for Marshall County Crossings. In doing this we create a tool to help in evaluating the plan’s success on an ongoing basis.

New Business: Regional Development Plan Schedule Progress Plan Narrative. The Plan Narrative is under development and will be made available to the steering committee for review and comment via read-only Google drive. Donny Ritsema will provide the link.

Letters of Support. Sean Surrisi will lead the work related to obtaining Letters of Support, and additional volunteers from the steering committee are requested. Sean will start a list and circulate it to the steering committee to augment and his office will keep track of the letters received. Letters would be appreciated from: each town council, redevelopment committees, schools, major businesses, visitors and tourism centers, Main St. groups, the county council, county commissioners and hospitals. We would like to have the letters completed within the next two weeks.

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New Business: Stellar Subcommittees Next for the Project subcommittee is to take the feedback from the community input workshop and add details to the project plans while incorporating the fresh ideas generated by the community. The team’s goal will be to make sure we capture all of the possible benefits contained in the community feedback.

The subcommittee will prioritize projects, find champions for each and sequence the anticipated project start dates. An objective will be to have a strong list of plug-in projects that have been fleshed out with public input and that align with our goals and the overall plan.

Complementary projects are very important and have great value in generating favorable public support for the finalized plan.

Allie Shook’s Special Projects team will meet to develop health-related projects -- both as placemakers and complementary to Stellar-funded projects.

MARSHALL COUNTY CROSSROADS STELLAR COMMITTEE MEETING

Thursday, August 9, 2018 5:30 PM (ET)

I.

Allie gave an encouraging update on the Kayak launch project funding.

Lou Pierce indicated a desire to get started on a crowdfunding project and was encouraging regarding our fundraising prospects.

A potential project was discussed related to David’s Courage, a facility being established by Marshall County in Plymouth to address the opioid crisis. The facility will smooth the transition of non-violent drug offenders from incarceration to productive, healthy lives. The facility will run as a non-profit and be funded by donations. Marshall County is deeding the building (formerly the Shady Rest) to the operators with recourse should operations cease. Renovations are already funded. The facility will house over 40 residents and provide programming to enhance skills in personal finance and improve the prospects for employment. Transportation to/from work will be provided for the residents. A discussion with OCRA is needed to determine if this project needs to be treated as complementary in view of the ownership structure.

In addition to meeting every-other Thursday evening, weekly Thursday morning meetings will begin next Thursday August 16th at 8 AM. The meeting on the 16th will be held at the Marshall County Community Foundation office at 2701 N. Michigan in Plymouth (Key Bank Building).

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Old Business a. July 26th Community Input Workshop & Survey Review

II.

New Business a. Regional Development Plan Schedule Progress i. Plan Narrative ii. Letters of Support b. Stellar Subcommittees i. Complimentary Special Projects 1. Identify potential projects in regards to Placemaking and Health from the Community Input Workshop c. Ideal Weekly Schedule Moving Forward

Together the kayak launch, bike-to-school and David’s Courage projects represent three strong ideas for the Special Projects subcommittee to work.

New Business: Ideal Weekly Meeting Schedule Moving Forward

2nd Floor – EMA Room Marshall County Building

III.

Other Items

Marshall County Crossroads Steering Committee Meeting Minutes September 13, 2018 Marshall County Building EMA Room Attendees: Jerry Chavez – MC Economic Development Bryan Howard – Young Professionals Network Les McFarland – Bourbon Marty Oosterbaan – Culver Kevin Overmyer – Marshall County Lou Pierce – Big Idea Company Mike Reese – Troyer Group Donny Ritsema – MACOG Mark Senter -- Plymouth Allie Shook - Plymouth Judy Stone – Marshall County Sean Surrisi – Plymouth Nancy Tyree – MC Economic Development James Turnwald -- MACOG Suzanne Umbaugh – Argos Jon VanDerWeele – Argos Trend Weldy – Bremen Linda Yoder – MC Community Foundation Agenda Attached. The meeting was convened at 5:30 pm.

Old Business – Progress on the Regional Development Plan. Mike Reese walked the group through the draft Regional Development Plan (RDP) highlighting areas requiring further work.

The group gave high praise to Mike for such a well-received first draft. The work does a great job incorporating the work of the team and all who have supported us in the effort.

Needed now from all members of the steering committee is their individual review of the document in detail.

A response to Mike Reese with any suggestions for change and improvement is needed by next Wednesday September 19th at the latest.

Mike Reese and Lou Pierce will work to incorporate the new Argos logo as appropriate in the RDP and supporting video documents.

New Business – Interlocal Agreements. Significant work is needed now to finalize. Sean Surrisi will draft the proposed agreement using previous agreements he has authored adjusted to incorporate the recommended approach outlined by Ginny in the Narrative. Sean will provide the draft document to all steering committee members when completed for review.

Upon completion, Sean will work with various counsel attached to the town councils in Marshall county to gain approvals and recommendations needed for the final Stellar interlocal agreement to be presented to, and approved by, all the town councils by November 1st in anticipation of our November 7th deadline.

Because some town councils only meet once a month, Sean will work against a September 30th deadline for having an approval-ready agreement available for the town councils to review for approval.

Letters of Resolution. All have been received in proper form save for the letters from Bourbon and Plymouth. Mayor Senter will draft a clarifying document for the Plymouth city council resolution providing project and cost details. The Bourbon LOR will be provided 9/14 by Les McFarland.

Next Meeting. Our next meeting will be a morning meeting, September 27th at 8 AM at our usual meeting place, 2nd floor, EMA Room, Marshall County Building.

At Commissioner Overmyer’s suggestion, the Main Street designation language included in the complementary project section will be amended to remove the inference that Bourbon, Argos and LaPaz are currently active in pursuing the designation. Instead we will reference the improvements those communities are making in their respective downtowns independent of the program.

Marty Oosterbaan briefly presented an idea to partner with the Pilot-News in marketing the Stellar designation to attract new residents and businesses to Marshall county. Mayor Senter will work to further develop the idea with the Pilot-News.

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REGIONAL DEVELOPMENT PLAN

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MARSHALL COUNTY CROSSROADS STELLAR COMMITTEE MEETING AGENDA FOR 9/13/18 2ND Floor – EMA Room Marshall County Building I.

Old Business

a.

II.

New Business

a.

Interlocal Agreements i.

Expectations ii.

We have to get these prepared by November 7.

b. i.

Presentation We will need to start preparing for our presentation (November 15), so the next meeting date will start this process.

Establish the group’s next meeting date. (I believe on our schedule, it would be September 27.)

1. We will determine who is presenting on what.

2. We will determine format.

3. We will have rehearsals after the presentation is ready, so we will determine dates for these.

ii.

III.

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Progress on the Regional Development Plan i.

Discuss any major feedback from group’s initial review ii.

Date for Feedback on the RDP to Mike iii.

Due date for last-minute support letters

Other Items

MARSHALLCOUNTY CROSSROADS

STELLAR INITIATIVE

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REGIONAL DEVELOPMENT PLAN

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