The IDDC represents more than just a name change. It signifies a broader vision for Indiana’s future, one that recognizes tourism as just one element of a comprehensive development strategy. Bedel notes that while the organization replaced tourism, “the governor gave it a much broader mission.” This expanded purpose reflects an understanding that visitors’ perceptions of Indiana often change dramatically once they experience the state firsthand. “We know when they come here, when they visit, when they spend time in Indiana, it totally changes their perception,” Bedel says.“We’ve got survey data that shows that.”This insight forms the foundation of the IDDC’s approach - bringing people to Indiana isn’t just about tourism dollars, but about transforming outdated perceptions into authentic appreciation. THREE PILLARS: VISITORS, TALENT, AND GRADUATES The IDDC operates on a three-pillar strategy that goes well beyond traditional tourism promotion. “Attract and retain visitors, talent and graduates are our the three main focuses,” Bedel explains. This holistic approach recognizes that the same qualities that make Indiana attractive to visitors also make it appealing to potential residents and graduating students. The first pillar remains dedicated to tourism, building on the organization’s heritage. “Getting visitors here is still a top priority,” says Bedel. But the vision extends into talent recruitment, acknowledging that quality of life serves as a powerful draw for businesses seeking to attract skilled workers. “The second pillar is telling our same story with a qualityof-life focus. What we tell visitors to come, see and do is really part of the quality of life that our residents experience as well,” Bedel points out. Education represents the third strategic focus, with a particular emphasis on retaining graduates. “Working with colleges and universities to keep their graduates here, no matter where they come from in the country or the world,” Bedel says. This involves giving students “an experience in the community as to what it would be like to live there.” These efforts yield measurable results, as “surveys show, we really changed their perception on whether Indiana would be a great place to work from before the college student participated in our summer intern experience to after.” Bedel recognizes that these three pillars essentially tell variations of the same compelling story. “It’s the same story, just told differently to the different audiences,” she notes. The IDDC also focuses on an additional, informal fourth pillar: “to increase our Hoosier pride, make sure that people in the state of Indiana recognize what great opportunities we have for them here.” 115 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 03 INDIANA DESTINATION DEVELOPMENT CORPORATION (IDDC)
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