As you may recall, the Heartland Center was conducting community assessment and strategic planning for Henderson, Nebraska, a community of 986 people located 65 miles west of Lincoln. Three data collection efforts were utilized, including key informant interviews, an online Community Capacity Questionnaire and three focus groups, one composed entirely of youth.
Two town hall meetings were facilitated by Milan Wall and Kurt Mantonya of the Heartland Center in order to guide Henderson and rural York County residents through a strategic planning process. These town halls were grounded in Appreciative Inquiry where participants go through the four phases of Discovering their past, Dreaming about their future, Designing a preferred future and Delivering results. The first town hall, held in November, 2009, with approximately 86 people in attendance, served as the kickoff and took participants through the first two phases.
In January, 2010, Heartland Center staff facilitated a second town hall, with approximately 70 people in attendance to present the findings from the data collection. After the presentation, the final two phases of Appreciative Inquiry process were completed. At the end of the evening, four community priorities were established that included: Attracting and retaining young people, housing development, business development and building a community center. A task force made up of town hall participants was established for each of these priorities and discussion on next steps and adding additional members concluded the evening.
The Heartland Center has conduct these town halls for the past five years in several communities in Nebraska, helping them identify priorities for community betterment projects. The process requires only a few hours and brings a lot of energy and excitement into a community. If your community would like to explore such a process, please contact Kurt Mantonya at kmantonya@heartlandcenter.info.
2010-02-12
Community Assessment and Strategic Planning in Henderson, Nebraska
Henderson, Nebraska, a community of 986 people located 65 miles west of Lincoln, recently hired the Center to conduct community assessment work in preparation for the development of a strategic and long-term master plan. The Heartland Center is assisting with the assessment and strategic planning. Assessment work will be conducted through the Center's Community Capacity Questionnaire (online), key informant interviews and focus groups.
The strategic planning process began in November and is based on an Appreciative Inquiry model of Discover, Dream, Design and Deliver. During a November town hall meeting, Heartland Center staff guided 86 people, ten percent of this community's population, through the first two phases, Discover and Dream. A report back on the interviews, focus groups and online survey will be presented to Henderson in January, 2010 along with the final two phases (Design and Deliver), forming the basis for the strategic plan.
The strategic planning process began in November and is based on an Appreciative Inquiry model of Discover, Dream, Design and Deliver. During a November town hall meeting, Heartland Center staff guided 86 people, ten percent of this community's population, through the first two phases, Discover and Dream. A report back on the interviews, focus groups and online survey will be presented to Henderson in January, 2010 along with the final two phases (Design and Deliver), forming the basis for the strategic plan.
'E-Visions From the Heartland, February 2010'
The latest edition of Visions From the Heartland has been sent. To view the February edition, click on the link below.
'E-Visions From the Heartland, February 2010'
'E-Visions From the Heartland, February 2010'
2010-02-09
2010-02-08
6 Myths About the Future of Small Towns
In this discussion I have added the research that the Heartland Center has conducted over the years to formulate "6 Myths About the Future of Small Towns." This is by no means an exhaustive listing but we have found these emerging themes time and time again. My discussion question for you is "which myth resonates the most with you and why?" I would also like to hear about some examples from your community.
Thanks
Kurt
6 MYTHS ABOUT THE FUTURE OF SMALL TOWNS
1. Towns that are "too small" have no future.
Mythology about small towns says that there is a certain population number that can support a community and no less. That number may be 2500 or 1000 or 500, depending on whose "expertise" is being quoted.
The truth is that there is no magical number at which a town can survive. Heartland Center research has shown that even very tiny towns, with populations as small as 100 or less, manage to survive through thoughtful planning, entrepreneurial genius and hard work. No community should perceive itself as "too small" to survive.
In fact, small towns can use size as a competitive advantage. As with a small business, the smaller community can retain certain flexibility. Without the disadvantages of city bureaucracy, it can respond faster to new trends and changing marketplace opportunities. Like a small business, it can seek its own unique niche.
2. A community's location is key to its survival.
Dependence on proximity to a major highway, a large metropolitan area or a significant natural resource is typical of industrial-age thinking that believes a community's success hinges on location.
This type of thinking may have been more important in the past, when industry and agriculture employed most rural jobholders. Today, however, with growth in the service, information and government sectors, the old industrial age factors bear lesser importance.
Now, the key is "what community leaders do with what is available." This translates as attitudes and behaviors of people in leadership. In other words, in an Information Age, leadership, not location, is the most important factor in community survival.
3. Industrial recruitment is the best strategy for economic development.
Recruiting new industries is still the strategy of choice among many small towns and economic development experts, even though study after study suggests that industrial recruitment, alone, is not a realistic long-term answer.
Too often, small towns have wasted all their time, energy and money trying to attract new industry, only to learn that they should have been working harder to keep the employers they already have.
Small towns that throw all their eggs into the industrial recruitment basket are taking a big risk. They're competing for a few expansions or relocations against thousands of other small towns just like themselves nationwide. They should be working on a broader strategy that emphasizes growing from within, first, then recruiting from the outside.
4. Small towns can't compete in the global economy.
Too many people seem convinced that small towns can't compete in a global economy. Yet small towns throughout America are home to an amazing variety of highly sophisticated, entrepreneurial successes.
Many rural communities have small manufacturers that are producing high-quality products for a unique marketing niche, which extends beyond the local area to a regional, national or even international market.
With access to toll-free incoming telephone lines and over-the-road package shippers, businesses can compete in the global marketplace. Because they are located in smaller and often less complex local business environments, they may be able to compete by moving quickly to take advantage of fast-moving marketplace opportunities.
5. The "best people" leave small towns as soon as they can.
The continuing decline of population in most rural areas remains a problem. But this fact is often described in inaccurate and unproductive ways.
Too often, even rural people use the term "brain drain" as if it meant that anyone with brains would get out. They act as if the "best and brightest" should leave to seek better opportunities in the cities or to get a higher education, never to return.
It is true that many people find opportunities elsewhere, but it's also true that many capable people stay in small towns or return to them. As small town leaders, they make priceless contributions to local quality of life, giving time and attention to civic affairs, service clubs, school events and family matters.
State and local leaders should stop acting as if the "brain drain" means that no talent is left.
6. The rural and urban economies are not interdependent.
Another myth about rural communities says that larger metropolitan areas are more important than smaller communities in our nation's economy.
It's not really news that rural industries such as agriculture, mining or land management are playing a smaller role in the rural-urban economic mix. This doesn't mean, however, that cities and counties could maintain their quality of life without farm products, coal, oil and the natural resources available to the city and country person alike.
Many city residents are nostalgic or sentimental about small towns, but they often forget that our essential raw materials need dynamic rural infrastructures to get from rural to urban markets.
Understanding myths like these is key to stopping the negative influence on community survival. Focusing on the positive aspects of small towns and maintaining a creative outlook on all development strategies will insure community vitality for years to come. Total community involvement and a strong sense of pride can put an end to the myths and pave the way for successful rural community living.
Thanks
Kurt
6 MYTHS ABOUT THE FUTURE OF SMALL TOWNS
1. Towns that are "too small" have no future.
Mythology about small towns says that there is a certain population number that can support a community and no less. That number may be 2500 or 1000 or 500, depending on whose "expertise" is being quoted.
The truth is that there is no magical number at which a town can survive. Heartland Center research has shown that even very tiny towns, with populations as small as 100 or less, manage to survive through thoughtful planning, entrepreneurial genius and hard work. No community should perceive itself as "too small" to survive.
In fact, small towns can use size as a competitive advantage. As with a small business, the smaller community can retain certain flexibility. Without the disadvantages of city bureaucracy, it can respond faster to new trends and changing marketplace opportunities. Like a small business, it can seek its own unique niche.
2. A community's location is key to its survival.
Dependence on proximity to a major highway, a large metropolitan area or a significant natural resource is typical of industrial-age thinking that believes a community's success hinges on location.
This type of thinking may have been more important in the past, when industry and agriculture employed most rural jobholders. Today, however, with growth in the service, information and government sectors, the old industrial age factors bear lesser importance.
Now, the key is "what community leaders do with what is available." This translates as attitudes and behaviors of people in leadership. In other words, in an Information Age, leadership, not location, is the most important factor in community survival.
3. Industrial recruitment is the best strategy for economic development.
Recruiting new industries is still the strategy of choice among many small towns and economic development experts, even though study after study suggests that industrial recruitment, alone, is not a realistic long-term answer.
Too often, small towns have wasted all their time, energy and money trying to attract new industry, only to learn that they should have been working harder to keep the employers they already have.
Small towns that throw all their eggs into the industrial recruitment basket are taking a big risk. They're competing for a few expansions or relocations against thousands of other small towns just like themselves nationwide. They should be working on a broader strategy that emphasizes growing from within, first, then recruiting from the outside.
4. Small towns can't compete in the global economy.
Too many people seem convinced that small towns can't compete in a global economy. Yet small towns throughout America are home to an amazing variety of highly sophisticated, entrepreneurial successes.
Many rural communities have small manufacturers that are producing high-quality products for a unique marketing niche, which extends beyond the local area to a regional, national or even international market.
With access to toll-free incoming telephone lines and over-the-road package shippers, businesses can compete in the global marketplace. Because they are located in smaller and often less complex local business environments, they may be able to compete by moving quickly to take advantage of fast-moving marketplace opportunities.
5. The "best people" leave small towns as soon as they can.
The continuing decline of population in most rural areas remains a problem. But this fact is often described in inaccurate and unproductive ways.
Too often, even rural people use the term "brain drain" as if it meant that anyone with brains would get out. They act as if the "best and brightest" should leave to seek better opportunities in the cities or to get a higher education, never to return.
It is true that many people find opportunities elsewhere, but it's also true that many capable people stay in small towns or return to them. As small town leaders, they make priceless contributions to local quality of life, giving time and attention to civic affairs, service clubs, school events and family matters.
State and local leaders should stop acting as if the "brain drain" means that no talent is left.
6. The rural and urban economies are not interdependent.
Another myth about rural communities says that larger metropolitan areas are more important than smaller communities in our nation's economy.
It's not really news that rural industries such as agriculture, mining or land management are playing a smaller role in the rural-urban economic mix. This doesn't mean, however, that cities and counties could maintain their quality of life without farm products, coal, oil and the natural resources available to the city and country person alike.
Many city residents are nostalgic or sentimental about small towns, but they often forget that our essential raw materials need dynamic rural infrastructures to get from rural to urban markets.
Understanding myths like these is key to stopping the negative influence on community survival. Focusing on the positive aspects of small towns and maintaining a creative outlook on all development strategies will insure community vitality for years to come. Total community involvement and a strong sense of pride can put an end to the myths and pave the way for successful rural community living.
Subscribe to:
Posts (Atom)