‘A mindset shift’: How Wabash County prioritizes people in its plan for growth

BY: INPUT

It used to be that 20 years ago, economic development in rural communities focused solely on business attraction. That conversation has changed drastically and Wabash County is no exception to the rule. County and state leaders look at economic growth — and tourism development — through a different lens.

Stakeholders like Alex Downard, director of Imagine One 85, describe this shift as gradual yet lasting. Imagine One 85 is the name of the comprehensive plan for the growth and prosperity of the communities in Wabash County.

“Business attraction and expansion in rural communities often tends to be around the industrial side, “he says. “We used to ask questions like: how do we chase smokestacks? How do we recruit the next large manufacturing employer to locate in our community? That was the traditional form of economic development, and so a lot of rural communities at that point adopted that strategy.”

What’s different is that today in a lot of rural countries, employers are scrambling to find qualified talent. No longer is it an issue of courting industry as the catch-all approach, according to Downard. Many of the county’s multigenerational manufacturing employers are looking for people to fill gaps and are dedicated to investing in the area, he says.

In response, Wabash County officials have stepped up to, in his words, “prioritize people” in light of factors like shrinking population. Downard cites the county’s winning economic and community development strategy that puts people at the center of problem-solving.

“What the county has decided to do is we’re going to swim upstream and focus on the things that bring people to a specific place,” he says. “Because then that means downstream the employers will come and invest if we’ve done a really good job attracting and retaining top talent.”

Downard describes it as a “mindset shift,” from recruiting employers to now placing the focus on human capital. He says partners like Christine Flohr, the executive director at Visit Wabash County, have done a masterful job putting this plan into action. Downard is of the opinion that effectively sharing Wabash County’s story with the world is how you entice people to relocate and stay in the area.

“Visit Wabash County has always taken the approach that everything starts with a visit,” says Flohr. “And it’s based around a sincere relationship with whoever is on the other end of our projects and programs.”

Data from the state as well as their internal collection indicates they’re on an upward trajectory. Flohr said 2016 data provided by the state indicated the tourism spend in Wabash County was about $49 million. The most recent numbers cited more than $77 million in annual tourism spend, a substantial increase over eight years. Those dollars are spent at destinations like Honeywell Arts & Entertainment and Main Street businesses. Shopping is a popular activity because it’s walkable, in close proximity to other destinations and it’s convenient. Flohr says the outdoor adventure scene is also burgeoning, with two reservoirs located in Wabash County.

Flohr attributes the seismic growth in tourism dollars and visitors to their approach. They’re intentional about selling Wabash County’s dynamic lifestyle and quality of life, as evidenced by their “Live IN Wabash County” campaign. The Convention and Visitors Bureau (CVB) has also partnered with real estate agents, as housing stock is a top concern for prospective residents.

However, Flohr maintains that a build-it-and-they-will-come mantra falls short. Instead, you have to engage visitors on a deeper level to see results. Technology plays a role, though it’s only one tool in their multi-dimensional toolbox.

“We have a one-to-one relationship where…[prospective residents] might request traditional printed guides and materials initially,” she says. “Then we follow that up with a detailed email. Then a couple of weeks later, we send a postcard. Then a couple of weeks after that, we follow-up with another email just to see if there are any questions. Some may choose to automate everything, but it is really important for Visit Wabash County to stay relational with people because we know that trust is built that way. When people can feel a connection to a place, there’s a greater chance that they will choose that place to call home.”

Speaking of connection, Flohr looks to people at the state level, like Elaine Bedel for help marketing Wabash County more broadly. Bedel is the secretary and CEO of Indiana Destination Development Corporation (IDDC), a quasi-government agency focused on making Indiana a great place to live and visit and to learn and earn.

The IDDC produces year-round tourism campaigns promoting the state to tourists and residents alike. Marketing to different audiences with different concerns and motivations can be challenging, but it’s important to Indiana’s long-term growth.

“It’s so important for people to understand what Indiana has to offer. If they experience it then they might be willing to take a job here,” Bedel says. “That’s where we’re trying to connect all the dots between visitors and attracting talent and visitors and retaining graduates. [Students] come from everywhere in the United States and around the world to attend our great schools. We need to keep them here after they graduate. So you kind of have to treat them as tourists and make sure they get off campus and get a feel for the communities.”

Bedel cites programs like the Wabash County Fellowship Program as examples of this work in action. This full-time paid internship provides modern dorm-style housing, community engagement, professional development, and networking opportunities.

Also on the hyper-local front, Bedel says her office was pleased to support co-marketing efforts that promote regions around the state, including Wabash County. Known as a quality-of-life co-op, the IDDC advertised in primary and second markets in the Midwest and Southeast. The primary markets focused on television, radio, out-of-home print, and digital advertising, while secondary markets were targeted with digital-only ads.

“Basically, [the partners] put in $50,000 and we put in $50,000,” she says. “We did the work to really showcase their area of the state and create a video they can put on their websites. They could keep pushing it out on their social media, too. We do the same thing, to show people what it would be like to live there.”

Wabash Mayor Scott Long has a vested interest in sustaining Wabash County’s tourism prowess, so much so that he made funding for the CVB a line item in his city budget last year. In his estimation, the investment has paid dividends. He cites the growth of sister-city partnerships as one fruit of their efforts.

Looking at what’s next on the economic development front, he’s bullish about what will result from being selected by Indiana’s Office of Community and Rural Affairs (OCRA) for its Stellar Pathways program. Wabash County, including the City of Wabash, North Manchester, Roann, LaFontaine and Lagro, have the honor of being designated a Stellar Pathways community. The multi-year program works with communities on a shared vision for community and economic development. Additionally, Stellar Pathways promotes local and regional partnerships and assists in implementing sustainable solutions to challenges Indiana’s rural communities face.

“The level of collaboration that we have in Wabash County is second to none, and that’s why we’re successful,” Long says. “It’s all about sitting down at the table and talking about the things that we’re facing and coming up with solutions. I think we’re kind of the envy of some other counties in the state that we’re able to do that. That’s how we get things done.”