Report provides roadmap to guide EDC
By Kevin Schnepp Staff writer

When you can no longer see the forest for the trees, it might be better to choose a different vantage point instead of revving up the chainsaw.

Sometimes county leaders seek advice from objective outside sources to gain insight on their own county's economic potential. Suggestions from a fresh angle can help define strengths and provide focus to acheive local goals.

Marketing consultants Bob St. Claire and Dick Heupel encouraged a gathering of approximately 55 at the Wabash & Erie Canal Interpretive Center in Delphi to harness the county's strengths and act quickly to improve its struggling marketing image. The Strategic Directions report was the last they were contracted to provide the county.

Heupel and St. Claire reviewed economic and demographic information, prepared and reviewed the county's current situation with Carroll County Economic Development Corporation (EDC) and considered a wide range of possible strategy points to produce three imperatives to guide EDC to improve and diversify the county's economy and tax base via retention and attraction of business. Those three strategic imperatives were:

• Build on leadership in agriculture;

• Create a real estate development plan; and

• Raise money.

Build on agriculture

Heupel said the county is one of Indiana's ag giants, ranking first in hog production and processing and among leaders in other categories including crop yields and production. That stronghold offers the county an opportunity to expand its leadership and encourage growth among industries which support agriculture.

"Agriculture is your lowhanging, do-right-now fruit," Heupel recommended. "Hang on to this position and be really, really good at it. Industries which supply agriculture in Carroll County are opportunities for entrepreneurship."

Heupel said in order for the county to build on its strong agriculture base, important challenges including environmental impacts, property values and animal health, whether real or perceived, should be addressed. He said EDC should foster best practices that go beyond minimum zoning requirements to help balance key concerns. He encouraged county officials to seek partnerships with livestock operators, industry groups, universities and agriculture agencies to explore opportunities in the county.

Though talk of confined animal feeding operations (CAFOs) was kept to a minimum by request of EDC Executive Director Daryl Smith, aspects of the report focused on how to handle such a situation.

Community education in the practices of modern livestock operations such as CAFOs should be promoted, according to Heupel. He said it is not widely understood how modern livestock operations' environmental and monitoring compliance differ for accepted agricultural practices. He suggested open houses, field trips and grower presentations should be utilized to promote knowledge and acceptance of their practices.

Heupel said an economic analysis conducted at Ball State University showed Carroll County livestock industries purchased more than $33 million in goods and services from outside the county each year. While not all represent real opportunities for business expansion, each should be explored to realize the potential. The report stated it would be the role of EDC to initiate conversations with current industries and determine which sectors present viable avenues for growth.

Real estate development

Heupel said the county would need to identify "suitable real estate" for business development including areas adjacent to the proposed Hoosier Heartland Industrial Corridor and more basic economic development sites.

"The question is whether these new investments…will further residents' common vision for a better Carroll County or just move existing commerce centers from the county's cities and towns to the interchanges," the report stated.

The effect of the proposed highway could be likened to what followed the coming of the canal and railroads to the county, effectively permanent in nature, according to the report. Those interested in economic and community development must immediately engage in efforts to update zoning ordinances and comprehensive plans "in a way consistent with county residents' collective vision."

Raise the money

To attract funding, a county must know how it plans to use the funds it collects, according to Heupel and St. Claire. They suggested EDC should identify potential development sites, quantify costs and identify a timetable for investment. The timetable should include due diligence, land acquisition, extension or construction of utilities, site improvements and ongoing costs associated with ownership.

The report stated those funds could come from an increase in the economic development income tax. The current rate, .1 percent, could be raised to .25 percent that would bring an estimated $468,000 to the table. That amounts to about $68 per year, or $1.30 per week for the median household in Carroll County based on 2004 figures. After exemptions and deductions, each taxpayer could expect to pay about a dollar per week.

"Prudent management of this strategic imperative can reasonably be projected to provide returns in excess of such an investment," the report read.

Action plan - how to begin

Heupel and St. Claire listed seven steps they suggested be followed to ensure immediate success. They said county officials should:

• Seek endorsement of the Strategic Directions plan from the EDC Board of Directors;

• Organize to implement the plan;

• Formalize an approach to existing businesses. Offer the same packages to existing businesses as prospective businesses would receive;

• Prepare the real estate development plan. Seek endorsement of the plan from chambers of commerce, business associations, cities and towns, individuals businesses, residents, community organizations, business development organizations and elected officials;

• Organize a request for county EDIT funding;

• Finalize land control agreement( s), due diligence process, project financing and pricing; and

• Begin physical development and marketing of the properties.

St. Claire said though the list might seem daunting, especially in light of hard financial times for residents, a plan must be developed and acted upon to produce a positive impact.

"Doing a plan is not hard," St. Claire explained. "It is who, what and when. If the plan is simple, it will be easier to do."