Building community capacity is important

"Rome wasn't built in a day" is a true adage and applies to economic and community development in today's world, too. For every economic development agency there is the expectation that jobs will be created. How and when depends on many factors.

Some communities have continually modernized its infrastructure systems, and also have property owners who are progressive in their development goals and practices, a variety of desirable commercial and industrial properties for sale or lease, taxing systems and mechanisms that are supportive of business attraction and growth, local financial institutions that recognize the benefits of supporting business development, various stakeholder groups that spearhead neighborhood development, and the list goes on. These communities can be aggressive in their pursuit of relocating companies because they have positioned themselves and are ready. Others may have to build their community's capacity in these areas, so as to become more attractive to site selectors.

Each community is different, which is why the first task at hand for an economic developer is to analyze the community. This can involve assessing the community's strengths, weaknesses, opportunities and threats, thus providing a framework for understanding the factors that influence a community. Just to name a few, some factors to assess are educational infrastructure, labor force, transportation, tax rates, business climate, buying power of the community, quality of life and, very importantly, site availability.

The amount, type and condition of buildings and sites available to market to prospective businesses needs to be determined and cataloged in an inventory, from which appropriate properties can be selected and placed on a State-sponsored property database. Site selectors go to these state databases when researching for viable sites for a particular project. It is absolutely essential for a community to either have ready-made buildings or create sites with full infrastructure (roads, utilities, etc.), to attract developers to build, so that inventory is available for either sale or lease to a prospective relocating business.

According to the International Economic Development Council, "Successful communities build on their strengths, while addressing their weaknesses and taking advantage of opportunities."

In determining a plan of action, a community will prioritize to determine which issues are to be addressed and in what order.

In Greene County's case, it's a rural community that, like most rural communities, has needs that exceed its available resources. We also have to face the typical rural challenges of youth exodus and aging population. To reverse these trends, Greene County leadership recognized that change needed to occur and, so, determined to support the creation of jobs that will, in turn, attract both youth and capital investment. An added bonus is the resultant increase in the tax base, from which residential support services can be funded, making our community an even nicer place to live.

Part of the change that was embraced is a commitment to the development of the WestGate@Crane Technology Park that enables us to capitalize on the tremendous opportunity on our doorstep, the Naval Surface Warfare Center at Crane.

As there is strength in numbers and regionalism has consistently proven itself as a viable community development strategy, Greene County has collaborated with two adjoining counties, Daviess and Martin, in order to develop the tech park. In addition, other regional partners, such as Radius Indiana, the Office of Community & Rural Affairs, and the Indiana Economic Development Corporation have provided strong project support.

The tech park started in 2005 as nothing more than a vision and some green fields. Today, it has attracted more than $20 million in new investments from government and private commercial organizations, boasts more than a quarter of a million of square feet in new construction. Payroll for about 1,500 technology-related positions in the NSWC Crane region originates from the WestGate.

Historically, Greene County residents have held the largest share of those jobs.

In order to continue the growth, and prepare for even more growth in the area anticipated from the development of the Interstate 69 -- State Route 231 exchange, a waste water treatment plant is a vital piece of infrastructure. Greene County has again proven progressive by breaking ground on a brand new 50,000-gallon waste water treatment plant at WestGate. The facility design allows for expansion as needed.

As a single action, the development of a waste water treatment facility may not seem like a big deal but, as part of a larger regional strategic plan, it is critical. By continuing to build our infrastructure, we're now one step closer to creating the environment in which businesses will flourish and more jobs will be created. We've taken one more step along a long path in Greene County's community and economic development.

Joan Bethell is the executive director at Greene County Economic Development Corporation and can be reached at (812) 847-4500 or jbethell@gcedc.us.