proof that progress has been driven by both strategic pursuit of grants and disciplined local budgeting. DEVELOPMENT READINESS AS A COMPETITIVE ADVANTAGE While new downtown commercial wins take time, the city is building a pipeline by focusing on readiness and relationships. Estabrook describes ongoing conversations with building owners and prospective partners, including outreach intended to put Bicknell on the radar of site selectors and commercial decision-makers. For many small towns, awareness is the challenge. Larger cities do not need to explain who they are; smaller communities do. Bicknell’s approach is to ensure that when an opportunity appears—whether it is an entrepreneur seeking a building downtown or a small manufacturer needing a buildable parcel— the city can respond with speed and confidence. “We can now say we’re ready for development today,” Estabrook explains. “Other places can’t say that.” INDUSTRIAL CAPACITY AND A SITE-SPECIFIC STRATEGY Beyond downtown, Bicknell continues to pursue economic development opportunities tied to its industrial footprint. Much of the existing industrial park is occupied—a positive signal in itself—while additional commercial ground remains available with water, sewer, natural gas, and highway access. Importantly,the city’s strategy is grounded in a realistic understanding of scale. Bicknell is not aiming for mega-projects requiring hundreds of acres. Instead, leaders are focused on the types of employers that align with the community’s capacity: companies with modest footprints, practical employment numbers, and a preference for a location where infrastructure and access are already established. At the same time, the city is actively exploring larger land options near the municipal boundary and encouraging county-level partners to consider investment beyond the region’s traditional focus areas. If a project requires more land—50 acres, for 93 CIVIL AND MUNICIPAL VOLUME 07, ISSUE 01 BICKNELL, IN
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