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DEATH REPORT FOR VANDERBURGH COUNTY

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DEATH REPORT FOR VANDERBURGH COUNTY

First Name

Last Name

Date of Death

Date of Birth

Line A Description

Line B Description

Line C Description

Zip Code

James

Ashley

Jun-10-2024

Dec-08-1951

metastatic high-grade urothelial carcinoma of bladder

47720

Robert

Rueger

Jun-10-2024

Jun-26-1945

Acute hypoxic respiratory failure due to bilateral pneumonia

Methicillin-resistant Staphylococcus aureus pneumonia

Methicillin-resistant Staphylococcus aureus bacteremia

47715

Billy

Hughey

Jun-10-2024

Jan-08-1937

Malignant neoplasm of prostate with metastases

47713

Greg

Curtis

Jun-10-2024

Jun-29-1953

Myelodysplastic syndrome of bone marrow with leukemia

47713

Joanne

Rice

Jun-10-2024

Jan-08-1938

aspiration pneumonia

62946

Donna

King

Jun-10-2024

Mar-08-1962

Carcinoma of the pancrea

47712

John

Mangravite

Jun-11-2024

Oct-22-1939

cerebrovascular disease

chronic ischemic heart disease

Hypertensive heart disease without heart failure

47725

Stephen

Reidford

Jun-11-2024

Jun-22-1951

Alzheimer’s disease late onset

47712

Robert

Johnson

Jun-11-2024

May-23-1984

sepsis

cellulitis

47610

Ray

Stilwell

Jun-11-2024

Oct-23-1931

Hemorrhagic Shock

Multiple Rib Fractures

Blunt Force Trauma from a Ground Level Fall

47567

Cheryl

Starks

Jun-11-2024

Aug-05-1957

Complications of Hip Fracture

Fall from Hoyer Lift

42436

Jill

Robinson

Jun-11-2024

Oct-26-1960

Hypovolemic shock due to duodenal ulcer hemorrhage

Sepsis-induced coagulopathy

Acute on chronic liver failure

47630

Franklin

Damrath

Jun-11-2024

Oct-31-1955

ventricular fibrillation cardiac arrest

myocardial infarction

42420

JoAnn

Jeffries

Jun-11-2024

May-31-1932

Alzheimer’s Dementia

47710

Donald

Rich

Jun-11-2024

Jul-17-1937

dementia

congestive heart failure

47711

Pauline

Chandley

Jun-12-2024

Jun-25-1944

End stage renal disease

47715

James

Cooper

Jun-12-2024

Feb-10-1947

ST elevation myocardial infarction

Sepsis

Pneumonia

47532

Lisa

Robinson

Jun-12-2024

Dec-04-1962

METASTATIC CHOLANGIOCARCINOMA

47725

Edna

Vincent

Jun-12-2024

Jun-29-1936

coronary atherosclerosis

47715

Kyle

Hester

Jun-12-2024

Oct-22-1998

Self Inflicted Gunshot Wound to the Head

47711

David

Baggett

Jun-12-2024

Dec-24-1943

Dementia

47720

Emma

Deal

Jun-13-2024

Jan-29-1946

Subdural and Subarachnoid Hemorrhages

Fall from Wheelchair

42372

Louise

Griffin

Jun-13-2024

May-31-1933

systolic congestive heart failure

47670

Curtis

Richter

Jun-13-2024

Feb-03-1961

CHRONIC OBSTRUCTIVE PULMONARY DISEASE

47712

Robert

Motto

Jun-13-2024

Sep-02-1969

liver failure

47441

Trudy

Zurhellen

Jun-13-2024

Dec-16-1958

Perforated bowel

Metastatic colorectal adenocarcinoma

38138

Robert

Wildt

Jun-13-2024

May-04-1935

Aortic rupture

hypertension

peripheral vascular disease

47712

Johnny

Ford

Jun-13-2024

Dec-11-1973

Acute Respiratory Distress Syndrome

Pulmonary Edema

Congestive Heart Failure

47714

Rodney

Henning

Jun-13-2024

Apr-26-1962

Atherosclerotic Cardiovascular Disease

33579

Vickie

Hoffard

Jun-13-2024

Mar-13-1955

cardiac arrest secondary to pulseless electrical activity

duodenitis with underlying pancreatitis

acute on chronic systolic CHF

62959

Donald

Graper

Jun-13-2024

Feb-21-1932

Adenocarcinoma of the common bile duct

47670

Frank

Kitchell

Jun-13-2024

Jul-01-1952

acute blood loss anemia

bleeding lower extremities

62439

Walter

Plough

Jun-14-2024

Aug-19-1936

Alzheimer

hypertensive heart disease with heart failure

47710

Barbara

Myatt

Jun-14-2024

Apr-25-1957

Adenocarcinoma of the stomach

62869

Anne

Fehn

Jun-14-2024

May-13-1933

Cardiopulmonary arrest due to septic shock

47714

William

Oliver

Jun-14-2024

Jul-11-1963

aspiration

asphyxia

42457

Patty

Steinkamp

Jun-14-2024

Nov-09-1934

coronary atherosclerosis

hyperlipidemia

Mitral valve regurgitation

47715

Charles

Walton

Jun-14-2024

Aug-09-1948

Complications of Hip Fracture

47711

Jerry

Brown

Jun-14-2024

Jun-28-1950

Probable Myocardial infarction

cardiomyopathy

hypertension

47725

Kelly

Frillman

Jun-14-2024

Dec-23-1980

Pulmonary Embolism

Immobility Due to Extended Airplane Travel

98106

Paul

Scofield

Jun-14-2024

Jun-28-1961

seizure disorder

cerebral infarction

hemiplegia

47710

Mary

Groben

Jun-14-2024

Dec-26-1946

acute myeloid leukemia

47712

Ricky

Burdette

Jun-15-2024

Mar-26-1953

chronic respiratory failure with hypoxia

47720

Patsy

Ramsey

Jun-15-2024

Sep-22-1955

pneumonia

cerebrovascular disease

47710

Teresa

Stefanovich

Jun-15-2024

Aug-15-1952

respiratory failure from tracheal obstruction from hemoptysis

bleeding in the setting of anticoagulant

47630

John

Griffin

Jun-15-2024

Nov-06-1951

Complications of Neck Fractures

Fall from Horse

40372

Lawrence

Stinson

Jun-15-2024

Dec-11-1944

Subdural Hematoma

Blunt Force Trauma to the Head

Fall from Chair

47714

Jennifer

Ford

Jun-15-2024

Jul-14-1987

Metastatic Adenocarcinoma of left breast cancer

47714

Margaret

Kruse

Jun-16-2024

Dec-25-1927

congestive heart failure

47712

Nancy

Lively

Jun-16-2024

Nov-07-1947

Small cell lung carcinoma

47711

William

Woods

Jun-16-2024

May-15-1933

Acute systolic congestive heart failure

Acute myocardial infarction

47660

Shelby

Small

Jun-16-2024

Jun-25-1937

Diastolic heart failure

Hypertensive heart disease

47715

Peggy

Simmons

Jun-16-2024

May-29-1952

Chronic obstructive pulmonary disease

47712

Darrell

McLemore

Jun-16-2024

Jul-07-1941

CHRONIC OBSTRUCTIVE PULMONARY DISEASE

47720

Alan

Staser

Jun-16-2024

Jun-24-1946

Ischemic cardiomyopathy

47711

Robert

McDaniel

Jun-16-2024

Jun-19-1952

acute hypoxic respiratory failure

47633

Patricia

Frayer

Jun-16-2024

Jun-30-1959

rectal carcinoma

47714

FY 2024 Closes with nearly $2.6B in State Reserves

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Comptroller Nieshalla and State Budget Leaders Announce
FY 2024 Closes with nearly $2.6B in State Reserves
Credits budgeting prowess of Indiana’s fiscal leaders

STATEHOUSE – The State of Indiana closed fiscal year 2024 with $2.551 billion in state reserves, confirmed State Comptroller Elise Nieshalla today alongside Office of Management and Budget Director Cris Johnston and Acting State Budget Director Joseph Habig.

“Thanks to our long-standing conservative stewardship, which includes maintaining a healthy cash reserve between 10 – 15 percent of budgeted appropriations, Indiana closed out fiscal year 2024 with 11 percent in reserves,” said Comptroller Nieshalla. “In addition, we experienced a slight increase in income and a solid return on investments further supporting our strong financial position.”

The year-end fiscal report shows Indiana’s reserve of nearly $2.6 billion broken down as follows:

  • $665 million General Fund
  • $181 million Medicaid Contingency & Reserve
  • $672 million Tuition Reserve
  • $1.03 billion Rainy Day Fund

The Comptroller’s Office coordinates with agencies statewide to complete final transactions for the year and confirm expenditures and revenues are aligned in order to produce the 2023-2024 fiscal year close-out statement, which is prepared by the State Budget Agency.

“In fiscal year 2024, Indiana continued its long practice of sound fiscal management and prudent approach to budgeting,” said Acting State Budget Agency Director Joseph Habig. “The results of maintaining an annual surplus and healthy reserve levels ensure that Indiana’s priorities will be funded today and tomorrow.”

Comptroller Nieshalla commented, “Indiana’s healthy reserves and standing as the 7th lowest debt per capita state showcases our high level of fiscal responsibility especially during a time when our country is facing a national debt crisis. As a lead financial officer for our state, I see the national debt at nearly $35 trillion as the greatest looming threat to Indiana’s robust economy.”

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Vincennes University unveils Design and Innovation Training Studio on Vincennes Campus

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VINCENNES, Ind. July 23, 2024 – Vincennes University proudly hosted the grand opening of the VU Design and Innovation Training Studio in the Summers Center on the VU Campus on Tuesday, July 23. The training studio, developed with funding from the Lilly Endowment Inc.through its Charting the Future Initiative is a significant step in further enhancing access to high-quality Science, Technology, Engineering, and Mathematics (STEM) education in Indiana.

 

It is part of VU’s ongoing efforts to establish a network of Design and Innovation Studios in elementary and middle schools throughout Southwest Indiana. Partners in this statewide project include K-12 schools, Purdue University Indiana Next Generation Manufacturing Competitiveness Center (IN-MaC), and Toyota Motor Manufacturing, Indiana, Inc. (TMMI).

 

VU President Dr. Chuck Johnson said, “We are excited to unveil this center as one more way that VU is collaborating with industry, higher education, and K-12 education to address the critical need for increased access to high-quality STEM education in our state. The training center is a hub for a growing network of STEM education studios in our region. It will introduce many current and new generations of students to the available career opportunities and the skills they will need to succeed in an Industry 4.0 economy. We remain grateful to Lilly Endowment for its support of VU’s many Industry 4.0 initiatives across Indiana.”

 

The new studio on the VU campus is part of a statewide network of 101 Design and Innovation Studios in elementary and intermediate schools, within industry settings, and at VU and Purdue IN-MaC. The 47 Design and Innovation Studios in Region 11, which includes Knox, Gibson, Vanderburgh, Dubois, and Perry counties, impact more than 15,000 students and upskill 150 teachers and future educators annually. The studios in Region 11 represent a $1 million investment in K-8, industry, and post-secondary education.

 

VU has made a significant investment by supporting 12 studios. Another significant partner in this region is Toyota Indiana. Together, VU, Toyota, and Purdue IN-MaC have made a significant investment in the students of Southwest Indiana by supporting the placement of over 40 studios in local schools.

 

“Toyota recognizes the importance of investing in STEM education across the educational spectrum,” said Toyota Indiana president, Tim Hollander. “As an employer and industry leader, Toyota Indiana appreciates VU’s efforts in addressing the need for skilled professionals and shares its innovative approach to establishing studios across the region.”

 

The first-of-its-kind facility in Southwestern Indiana will serve as a hub of STEM education professional development and training for the state’s largest cohort of Design and Innovation Studios in Southern and Southwestern Indiana. The training studio will provide K-12 students, college students, educators, and community partners in Southern Indiana and Southwestern Indiana exceptional access to technologies, activities, and lessons, preparing the future workforce for emerging careers in Industry 4.0, such as advanced manufacturing, robots, and AI.

 

Numerous research studies and reports focused on early STEM education predict that STEM-related careers will grow twice as quickly as other careers in the coming years. However, research also shows that 92% of boys and 97% of girls will lose interest in STEM if they are not immersed in STEM-related content before fifth grade.

 

The VU Design and Innovation Training Studio is a leading part of an initiative providing support for educators to help their students see the potential opportunities for Industry 4.0 careers and for students to explore STEM pathways.

 

Specifically, the training studio will be incorporated into VU’s bachelor’s degrees in Education programs to ensure that VU Education graduates have exposure to and understanding of the way that technology is changing so that they can help support the development of a workforce ready to assume roles in Industry 4.0 and beyond.

 

According to College of Social Science, Performing Arts, and Communication Dean Dr. Cynthia Ragle, “The studio provides hands-on experiences to prepare the next generation of educators and design thinkers. With the innovative programs in this studio, the VU Education Department’s goal is to thoroughly prepare pre-service teachers enrolled in the dual-licensure Elementary and Special Education program, as well as the Science and Math education bachelor’s programs. Through these efforts, VU continues to make significant investments in education and the preparation of future educators for Indiana.”

 

The July 23 ribbon-cutting ceremony featured remarks from VU President Johnson, Dean Ragle, Vincennes Community School Corporation Superintendent Greg Parsley, and Purdue University IN-MaC Director of Education & Workforce Sascha Harrell. Attendees toured the new training studio and learned more about the innovative programs offered.

 

This continued investment in Indiana’s students and economic development by VU, along with the expanded partnership with Purdue IN-MaC, Toyota, and K-12 education, represents a community-wide commitment to empowering the next generation through a strong foundation in STEM education in Southwest Indiana and beyond.

EPD DAILY ACTIVITY REPORT

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EPD

EPD DAILY ACTIVITY REPORT

FOOTNOTE: EPD DAILY ACTIVITY REPORT information was provided by the EPD and posted by the City-County-County Observer without opinion, bias, or editing.

Otters split series opening doubleheader

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FLORENCE, KY – In their fourth doubleheader of the year, the Evansville Otters split a twin bill against the Florence Y’alls, winning the first game 5-1 before dropping the nightcap 6-4 at Thomas More Stadium.

Making up for a postponement on May 26, the Otters (24-38) play four games against the Y’alls (27-34) in three days.

Game 1 – Evansville 5, Florence 1

Zach Smith (5-5) proved his All-Star caliber pitching tonight. The right-hander’s command was spotty, allowing six walks but he was resilient, allowing just three hits on one run through five innings. His gutsy performance left seven Y’alls stranded on the base.

The Otters fell behind 1-0 in the first inning but bounced back in the middle innings. Dakota Phillips hit a fielder’s choice RBI to tie the game at one.

In the fifth frame, Evansville jumped ahead with a Delvin Zinn run-scoring single with two outs, and they never looked back.

The offense piled on another in the sixth, before finalizing the scoring with two in the seventh frame. To close out Game 1, the bats found five hits in a row to solidify their lead in the last inning.

Evansville garnered a hit in every inning, and the team totaled a dozen knocks to Florence’s three.

Zinn led the offense with a perfect four-for-four game at the plate with an RBI and a run scored.

Game 2 – Florence 6, Evansville 4

Similar to the opener, Florence scored first to open play. This time, they piled on three runs in the first inning.

Not backing down, the Otters showed a fight and got one back on a solo homer from Phillips in the second inning.

The Y’alls answered with a run in the home second before the Otters scored three unanswered to tie the game.

Pavin Parks laced a two-RBI double to the gap, plating two in the third. The next inning, Logan Brown hit an RBI double to tie the game at four.

That would be all the Otters could muster up. Florence took the lead in the home fourth with a run and added another in the fifth to finalize the scoring.

The Otters outhit the Y’alls 9-8 in the nightcap. Parks and Brown each garnered two hits.

The Otters will return tomorrow with an early bird special against the Y’alls. First pitch is at 10:03 a.m. CT. Coverage is available on the Otters Digital Network and FloBaseball.

Revitalizing a Struggling Downtown: A Long-Term Case Study

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FEATURE: Revitalizing a Struggling Downtown: A Long-Term Case Study

BY JOE J WALLACE

July 24, 2024

In the heart of many American cities lies a downtown area that was once bustling with commerce, culture, and community. Over the past six decades, however, numerous downtowns have faced significant challenges: retail stores shuttered, buildings stood vacant, and populations dwindled. Such was the case for the downtown in question. Fifteen years ago, the local government embarked on an ambitious plan to revitalize this struggling area. However, despite initial enthusiasm and some early successes, long-term outcomes have been disappointing, revealing the complexity of urban renewal.

The Initial Revitalization Initiative

In response to decades of decline, the local government launched a comprehensive revitalization plan. The centerpiece of this plan was the construction of a $128 million Sports and Entertainment arena. The Ford Center arena was touted as the key feature that would fill empty businesses, attract visitors, and pay for itself through generated revenue. Alongside the arena, the initiative included significant investment in infrastructure, business incentives, and public safety efforts.

Key Components Of The initial Downtown Improvement plan included:

  1. Ford Center Arena: A state-of-the-art facility intended to host sporting events, concerts, and other entertainment to draw large crowds downtown.
  2. Infrastructure Improvements: Upgrading roads, sidewalks, and public transportation to make the downtown more accessible and appealing.
  3. Business Incentives: Offering tax breaks, grants, and low-interest loans to attract new businesses and support existing ones.
  4. Public Safety Enhancements: Increasing police presence and implementing community policing strategies to reduce crime.
  5. Cultural and Community Events: Organizing festivals, markets, and other events to draw people into the downtown area.
  6. Residential Development: Encouraging the construction of affordable housing to bring residents back into the city center.

The Short-Term Successes

In the early years, the revitalization initiative yielded promising results. The new arena brought in entertainment and sporting events that drew large crowds. New businesses opened, creating jobs and generating tax revenue. Cultural events and festivals brought people together, fostering a sense of community. The construction of affordable housing attracted some new residents, and public safety improvements led to a reduction in certain types of crime.

The Long-Term Realities

Despite these initial successes, the long-term outcomes have been far less encouraging. The downtown area continued to face significant challenges, revealing the limitations of the revitalization plan and the need for a more nuanced approach.

  1. Population Decline: Although new residential housing was developed, the downtown population continued to decrease. Many people were still hesitant to move back due to ongoing concerns about crime and the overall economic stability of the area. The new housing stock often remained underutilized, reflecting deeper demographic and economic trends that the revitalization plan failed to address.
  2. Lack of Essential Services: One of the most critical issues was that the downtown area never had a sufficient population to support fundamental needs like a grocery store, gas station, or pharmacy. Without these essential services, the area struggled to attract and retain residents, further exacerbating the population decline.
  3. Economic Volatility: While the initial wave of businesses brought some economic activity, many of these establishments, particularly restaurants, struggled to survive. A revolving door of failed businesses created an unstable economic environment, deterring further investment. The business incentives proved insufficient to ensure long-term sustainability, as underlying economic conditions remained unfavorable.
  4. Ford Center Arena Financial Issues: The Ford Center arena, intended as the linchpin of the revitalization effort, failed to deliver on its promises. Although it brought some good entertainment, it also incurred significant operating losses from day one, diverting funds from essential public services like fire and police. Moreover, the revenue generated by the arena was insufficient to cover the loan repayments, creating a financial burden on the city.
  5. Crime Rates: Public safety improvements had a limited long-term impact. Although petty theft decreased initially, more serious crimes persisted. The root causes of crime—poverty, unemployment, and social dislocation—remained largely unaddressed, limiting the overall effectiveness of these measures.
  6. Neglected Suburbs: As the local government focused resources and attention on the downtown area, the growing suburbs were largely ignored. This neglect led to a widening gap between the struggling urban core and the thriving suburban communities. Residents in the suburbs enjoyed better amenities, schools, and public services, further drawing people and investment away from the downtown.
  7. Wages and Employment: Although new jobs were created, wage growth remained sluggish. Many of the new positions were in the service sector, which typically offers lower wages and less job security. The issue of declining real wages persisted, exacerbating economic disparities and limiting the overall impact on the local economy.

Lessons Learned

The experiences of the past 15 years highlight several critical lessons for urban renewal efforts:

  1. Holistic Approach: Addressing infrastructure, business incentives, and public safety in isolation is insufficient. A comprehensive strategy that also tackles underlying social and economic issues is crucial for sustainable revitalization.
  2. Essential Services: Ensuring that the downtown has essential services like grocery stores, gas stations, and pharmacies is crucial for attracting and retaining residents.
  3. Community Involvement: Engaging residents and local businesses in the planning and implementation process ensures that the initiative reflects the community’s needs and aspirations.
  4. Suburban Inclusion: Ignoring the suburbs while focusing on downtown can create imbalances that undermine overall regional growth. A balanced approach that includes both urban and suburban areas is essential.
  5. Long-Term Commitment: Revitalizing a struggling downtown is a long-term endeavor that requires sustained effort and investment. Short-term gains must be balanced with strategies for long-term stability and growth.
  6. Financial Viability: Ensuring that major investments, like the FORD CENTER arena, are financially viable and do not drain resources from essential public services is critical for the success of such projects.

Moving Forward

To move forward, the local government must reassess its strategies and adopt a more inclusive and comprehensive approach. Addressing the root causes of economic and social challenges, investing in both urban and suburban areas, and fostering community involvement are essential steps. True revitalization requires a multifaceted journey requiring patience, commitment, and collaboration.

In conclusion, the initial revitalization efforts brought some short-term benefits but failed to address the deeper, long-term challenges facing the downtown area. The lack of essential services, persistent economic volatility, financial issues with the FORD CENTER arena, and neglect of the suburbs highlighted the need for a more holistic approach. The experiences from this initiative offer valuable insights for other cities striving to breathe new life into their downtowns, reminding us that true revitalization is a complex and ongoing process.

FOOTNOTE:  “This article was written by Joe J. Wallace with assistance from a large language model using artificial intelligence through prompting”

The City-County Observer posted this article without bias or editing.

E-REP MAYORS 2024 LUNCHEON

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E-REP 2024 MAYORS LUNCHEON

July 24, 2024

WHAT:  Join the Evansville Regional Economic Partnership (E-REP) on Friday for lunch and a Q&A discussion with Mayors in the Evansville Region.

The mayors will discuss the importance of collaboration, happenings in their community, reflections upon the past year, and how they plan to continue to work together to cultivate a stronger region.

WHEN: Friday, July 26, 2024

11:30 AM – 1:00 PM (CDT) 

                                 WHERE: Old National Events Plaza 
                               
715 Locust St, Evansville, IN 47708

WHO:

 Mayor Steve Loehr – Mt. Vernon

Mayor Brad Staton – Henderson

Mayor Stephanie Terry – Evansville

Mayor Greg Wright, Princeton

Mayor Charlie Wyatt – Boonville

  For additional event information, contact Events Director, Kali Mayes, kmayes@evvregion.com