Extension Makes a Difference 2018

North Central Extension Community Development Programs Full Report

State Extension leaders from the twelve North Central 1862 Land-Grant universities developed common indicators for reporting the impacts of community and economic development educational programs. The states collectively developed this report based on in-state action. Each partner univer-sity selected a subset of the indicators for reporting. The following table presents the most commonly used indicators. Thus, the impacts of our educational programs reported here, while impressive, are conservative estimates.

The value of volunteer hours, as well as dollar efficiencies and savings, brings the total impact to $222M. Details by state are available at: http://ncrcrd.msu.edu/ncrcrd/state_extension_leader_section1

Our impacts stem from innovative, science-based approaches developed in partnership with our stakeholders. The programming associated with these impacts varies according to community needs and the creativity of university-based and other partners.

More than $222M+ of impacts and

16,414 jobs created or saved

714 551 6,556 9,854

Business plans developed Businesses created Jobs created Jobs retained

9 states reporting 8 states reporting 9 states reporting 9 states reporting

Businesses and Jobs

Dollar Value$693,779 $2,389,383 $6,892,052

Volunteer hours leveraged to deliver programs

Organization and/or community generated

volunteer hours

Efficiencies & savings

7 states reporting 9 states reporting 5 states reporting

$39,274,093 $172,938,575Grants & resources leverages/generated by

communitiesResources leveraged by businesses

11 states reporting 8 states reporting

Participation2,051 471 984 102,074

New leadership roles & opportunities

undertaken

Community or or-ganizational plans /

policies developed

Community or organizational, plans/

policies adopted/implemented

Volunteer hours for community generated

work

12 states reporting 11 states reporting 9 states reporting 8 states reporting

States reported value of volunteer hours, as well as dollar efficiencies and savings, bringing the total impact to $222M. Full details broken down by state, are available at: http://ncrcrd.msu.edu/ncrcrd/state_extension_leader_section1. Our impacts stem from innovative, science-based approaches developed in partnership with our stakeholders. The programming associated with these impacts varies according to community needs and the creativity of university-based and other partners. To provide an idea of the types of programming used to generate our impacts, we provide several examples.

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Community Place-making – Extension offers research, education, and technical assistance to Wisconsin’s downtowns to create and sustain business vitality. One example is the Market Analysis program which has evolved over the past 25 years. This program helps communities conduct market research specific to their trade area. It directly informs recruitment, retention, and expansion for existing and future business in the community and provides local leaders with much-needed consumer data on which to base economic development decisions.

Extension colleagues facilitate meetings with local community study groups, help them analyze data, and guide them in the development of recommendations. One recurring theme among market studies is the preference of residents to repurpose downtown as a place to gather for social, cultural, and recreational events.

The Village of Belleville study group participants learned about the lifestyles of local residents and their purchasing behaviors. They learned that many of the community residents already had specific ideas in mind for the development of downtown. They also became more aware of community assets upon which certain business sectors could leverage to their benefit.Using the results of a 2017 survey of community stakeholders, in combination with market data and information about comparable communities in the region, Extension identified a target market for future residents. In addition to data on consumer markets, a second report analyzing stakeholder perceptions of Belleville, citizen civic engagement patterns, socialization patterns and variables related to their decision to live in Belleville (i.e., school quality, housing cost, commute distance) was used in developing a brand identity for the community.

The report was instrumental in a new coffee shop opening in downtown Belleville in a two-story brick building with a rehabilitated storefront. Design Wisconsin: Your Community’s Design Team

Integrating Indigenous Leadership Into Organizational Development – The Great Lakes Indian Fish and Wildlife Commission (GLIFWC) represents eleven Ojibwe Indian tribes in Minnesota, Wisconsin, and Michigan and provides natural resource expertise, in support of the tribes’ exercise of treaty rights.

In Native communities, it is important to be present to build trust by attending regular division staff meetings to provide an orientation to shared leadership based on “western” research. These efforts help to provide a cultural framework and demonstrate how shared leadership aligned with traditional indigenous leadership perspectives. Working with the director to create a 2-day professional development retreat, called a “ReCharge” that supported attendance by all division members. This is the first time an entire GLIFWC division had ever participated in a professional development retreat.

The GLIFWC is partnering with Brian Gauthier-Lac du Flambeau Tribal Community Development Educator and Dr. Annie Jones-Extension Leadership Development Specialist to create a curriculum that integrated Ojibwe leadership teachings with western leadership research. With these partners, we created several activities that increased awareness of how to communicate effectively with different leadership styles and how to integrate Ojibwe leadership teachings into daily operations. As a result, this GLIFWC division has embraced a sharing leadership model and continues to expand it in their operations.

In 2018, the division took the next step by asking for help in integrating Ojibwe traditional ecological knowledge (TEK) into their shared leadership model. A curriculum was created to first build an understanding of the importance of culture and language as critical elements in understanding the Ojibwe world view, then use a Medicine Wheel teaching tool to help the team strategize how to integrate TEK into their western science-based natural resource research and management. The GLIFWC Biological Services Division is now implementing an action plan integrating TEK and planning a follow-up professional development ReCharge in fall, 2019.

Extension programs that make a difference

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An outcome of the GLIFWC shared leadership initiative is the new “Tribal Nations Lead! Leadership Development in the Great Lakes Region” partnership between UW Extension and Michigan State Extension that builds on the GLIFWC leadership curriculum to create a regional tribal leadership training model.

Support & Training for Food Business Entrepreneurs The Edible Startup Summit, now in its fifth year, offers food businesses an opportunity to learn about various aspects of food businesses from industry experts and business veterans. Workshops cover many aspects of food business development, food safety, business planning, and financing business operations. The Summit grows each year, and has become a place for entrepreneurs to meet up, share stories and resources, and help each other create successful businesses. Many come back to the Summit for multiple years, and give back by mentoring newer entrepreneurs.

The Wisconsin Food Business Roadmap provides links to resources and information for all aspects of food business development. Dane County UW-Extension convened partner organizations (DATCP, FEED Kitchens, WWBIC, Law & Entrepreneurship Clinic) to develop the roadmap and to identify resources on how to start a food business. Roadmap and a calendar of training events.

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Forging Partnerships that Lead to Vibrant Communities and BusinessesThe SDSU Extension Community Vitality Team and the community of DeSmet (Pop. 1067) hosted the Energize! Exploring Innovative Rural Communities Conference in downtown De Smet businesses. Shop owners and managers shared their entrepreneurial journeys, while speakers and presenters shared their experiences and knowledge on a variety of topics: Funding for Community Projects, Entrepreneurial Experiences, Agritourism and Value Added Agriculture, and Engaging Community Members. The combination was powerful, with all groups learning from each other. 110 people attended, of which 10 resided in De Smet. The team found, via a survey, that the Energize! Conference had just over an $18,000 economic impact for the Community of De Smet. The dollars generated were from outside the area… that means new money circulating within De Smet.

SDSU Extension Community Vitality helps communities create an environment favorable to entrepreneurship growth. Our Small Business Basics program connects entrepreneurs to resources to help them succeed and add to community economic development. Individual classes are customized to the needs of the community, organization or business. Small Business Basics is a workshop series designed to help entrepreneurs and existing business owners create or update their business & marketing plan. In 2018, a total of 10 people from Deadwood, Lead and Central City participated. Once the class was completed, participants responded to the following questions:

• After completing this class, how likely are you to complete or update your business plan? -- 86% Very Likely, 14% Maybe

• After completing this class, are you more confident about your ability to write a high-quality business plan? -- 100% Yes

• After completing this class, how likely are you to execute this business plan (i.e. start or expand your business, improve your current operations or seek financing/investors)? -- 86% Very Likely, 14% Maybe

• Would you recommend these classes to others? -- 100% Yes

Participants of the Energize!: Exploring Innovative Rural Communities held De Smet, SD May 2018.

Rural Leadership North Dakota - The need continues for leaders to serve in communities and organizations across North Dakota. There are over 8,000 non-profit and government organizations in the state, so NDSU Extension created the 18 month Rural Leadership North Dakota (RLND) Program in 2003 to prepare and develop effective leaders to strengthen North Dakota. Over the past 15 years, more than 160 North Dakotans have completed the RLND Program and are providing leadership locally, regionally and at the state level.

Data from a 15 year evaluation completed in 2018 highlights the impacts of RLND Alumni:

• 76% of RLND Alumni have taken on new leadership roles.• 26% of RLND Alumni have run for public office.• 74% of RLND Alumni have been more involved in their community.• 100% of RLND Alumni have improved the quality of life for themselves, community and

organization.• RLND Alumni volunteer 750 hours/week as a group, which amount to an Independent

Sector value of $962,910/year.• Over $7 million has been raised for RLND projects in North Dakota communities/

organizations.

Soil and Water Conservation Leadership Academy – Developed in 2017, the goal of this project was to increase the capacity of soil conservation and watershed leaders in North Dakota to lead watershed and community-based projects that will protect water quality for future generations. To date, 160 people have attended the Academy representing 42 of the 54 ND soil conservation districts. Participants included local watershed project

coordinators, ND Department of Health staff, soil conservation district board members, Natural Resource Conservation Service (NRCS) staff members, volunteers, natural resource management students, and other partners who assist in meeting the water resource needs of the state. These groups are all involved in water and natural resource management and in many cases have been given authority for oversight.

Post survey evaluation results and follow-up focus groups indicate that the confidence of soil conservation leaders has been increased, and local natural resource plan development is much more robust. In addition, during the 2019 legislative session, a bill was passed that now mandates training for soil conservation elected leaders because of the success of the Academy and other educational efforts provided by Extension.

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To help local leaders gain a better understanding of issues related to their economy, the Ohio Business Retention and Expansion (BR&E) program provides a structured approach to assessing and addressing business needs. Through a community engagement process, local socio-economic data and resident input were collected and compiled by OSU Extension professionals and formatted as a reference to better inform local decision making. Program participants have indicated improved working relationship as a result of meeting more regularly to discuss community and economic development issues.

Community Prosperity – Meeting Communities Where They AreDemographic Renewal, economic opportunity, and place making were highlighted in the new initiative, Community Prosperity. Five pilot communities in different regions of the state were identified for the intensive two-year community coaching experience. Extension Educators in each community recruited a core group of champions in each of the towns and brought in both university and non-university resources to help them identify key priorities and connect with providers who offered technical and financial assistance.

Each location developed a plan of action that was customized to meet their local needs around demographic renewal, economic opportunity and place making. In the community of Valentine (population 2,800), the community coach saw her role as the person “able to bring knowledgeable professionals to the table, giving community leaders solid information to move forward in ways they had not anticipated.”

A UNL faculty member and students helped Valentine apply for a grant from the National Endowment for the Arts to do a community-wide workshop on redesigning Main Street, when a highway project starts in a couple of years. That project will tear up the main street roadway from, literally, one business façade to another, so the community will have a virtual clean slate to start with. Among the student ideas was how to accommodate pedestrian traffic once the new highway is finished, since the current outdated design has few pedestrian amenities. https://www.youtube.com/watch?v=je4i3iRdVLU

Another example was the pilot community of Nebraska City (population 7,289). Six task forces focused on priorities identified in a community-wide meeting facilitated by the Nebraska Community Foundation in January of 2018 with more than 100 participating in the two-day event.

Key priorities included: how to envision Missouri River front development so that it becomes more attractive and accessible to residents and tourists; a new trail design that would expand and connect to the Steamboat Trace (an existing biking-hiking system); the expansion and development of baseball, softball and soccer fields to encourage inter-relationships between newer and longer-term residents; the need for childcare, affordable housing and ways to addresss the community’s poverty rate, all aspects that impact the economic growth of the community. https://youtu.be/0HtWJ9w5twQ.

“Stronger Economies Together”: Continued Impacts in Southeast NebraskaSince 2015 a cluster of counties in southeast Nebraska have been working to strengthen their manufacturing sector. Initiated through a “Stronger Economies Together” (SET) USDA Rural Development grant, communities brought businesses, education and workers together in a planning process to initiate:

• Manufacturing Days with over 1000 students participating in three years.• A Summit that brought together for the first time educators, counselors and manufacturers

to discuss regional workforce education needs.• Development of a three state “Next Generation Sector Partnership Program” where

regional labor shed issues are discussed.• Creation of a regional labor surveys to inform decision-making.• An entrepreneurship training conducted through the regional Educational Service Unit.• Local expertise in designing and supporting a Talent Pipeline Academy which is being

shared with other regions of the state.

The program impacts are substantial and real: “The contacts I made in this program played a critical role in keeping 150 people employed here in Auburn. As the company made the decision to move work back to Wisconsin, a connection made started the ball rolling on FAST Global Solutions acquiring this facility. Something as simple as getting the opportunity in front of the right people was the first step …and seems very small but without it FAST would not have known about the opportunity in Auburn.” [In addition, the company invested $1.7 million dollar in new equipment in the facility.]

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In a two-year follow-up survey of SET participants:• 82% recognized the high importance of community/regional planning, compared to 53%

prior to SET.• 70% agree that because of the program, they are more confident in their abilities to

positively influence their community/region.• Participants averaged at least 1 new leadership role as a result of the program.

Community Planning Process Reaps BenefitsWhen a community comes together to plan for their future it is not uncommon to discover issues related to communication and citizen engagement. As the Entrepreneurial Communities Activation Process (ECAP) was implemented in Plainview, the group found ways to strengthen these two areas, ultimately building a foundation for a more engaged and supportive community that is ready for growth.

The community has:• Initiated a rebranding process – “Plainview - Middle of Everywhere”.• Hosted two small business training session, Fall 2018.• Created and are actively using a new Facebook site: Plainview Nebraska Economic

Development.• Saw two new businesses opened in downtown retail spaces and have had two additional

serious inquiries creating 4 full-time and 4 part-time jobs.

One substantial outcome of the process was the renewed interest and enthusiasm for a previously discussed Community Center. The $3-4 million dollar center was shown to have strong support in the ECAP community survey but results showed that a stronger steering committee was needed to drive the project. Through additional recruitment and training a select group of 12 individuals formed the new steering committee which has moved forward to identify an architectural firm who is currently developing plans for the proposed building.

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Improving Community CapacityThis program included working with communities and regions on economic development issues facilitating the development of new leadership, increasing capacity for local decision-making and engaging communities in exploring the needs of their diverse populations. The following are some examples from 2018.

• The ExCEED (Community Economic and Entrepreneurial Development) program engaged nearly 200 artists and art organizations in a study to determine the feasibility of publicly supported arts incubator in the City of Gladstone (near Kansas City). ‘The final report did not recommend that the city invest in the project but a private investor was impressed enough with the process to create the incubator without public investment.

• MU extension faculty created a database and planning tool that is helping communities in the Lake of the Ozarks region identify areas near the lakes where affordable housing can be developed.

• A neighborhood “fellows” program was piloted in the urban east region that took graduates from an existing extension program, the neighborhood leadership academy, and created an additional program for graduates focused on running for office and serving on boards and commissions as part of their growth as leaders.

• The Extension Alianzas program collaborated with the Cambio Center at the University of Missouri and several agencies and organizations in the city of Branson over the past three years to help Latino immigrants learn about and access community resources through a community resource fair. Over the three years more than 500 families have participated. One issue emerging from these programs was mistrust in law enforcement. Extension worked with local law enforcement, a church and several networks to organize a forum with law enforcement with over 200 participants resulting in more 25 law enforcement officers participating in cultural sensitivity training, the chamber of commerce forming a Hispanic workforce coalition.

Greater Minnesota Recruitment InitiativesNewcomers to Minnesota sometimes joke that “Minnesotans will give you directions to everywhere but their house.” But community leaders across the state are trying to change that. They’re designing regional campaigns that welcome newcomers to visit, live, work and get connected, thanks to Extension analysis of rural population trends and rural recruitment opportunities.

Being a welcoming community isn’t just the “Minnesota nice” thing to do. It’s solid economic development strategy. Turns out, newcomers bring communities more than exotic potluck dishes. They add workers to a depleted workforce and children to school districts. A 2010 Extension analysis found that newcomers spending added $9.1 million to one rural regional economy, including 174 jobs and $7.2 million in labor income. And Extension’s 2016 examination of rural business succession found that 33 percent of those who bought rural businesses were new to town; an additional 12 percent had returned to their hometown to take over a business.

Extension’s research has inspired rural leaders. They are actively marketing their rural communities and are intentionally welcoming newcomers. “Rural leaders are ready to try new things,” says Ben Winchester, an Extension educator who has spread the word that rural places are attracting 30-49 year olds. In response, 21 initiatives throughout the state are focused on resident recruitment and retention. Rural towns are developing local recruitment initiatives through Extension’s Making it Home program.

In 2017 and 2018, Extension conducted in-depth interviews to find out what community leaders are learning from these initiatives. A local and nationally disseminated publication passed along their learnings, which will be shared with other communities creating recruitment efforts.

Proving a link between leadership education and economic benefits in communites In 2018, Minnesota convened 27 leadership education cohorts. Among these programs is the “McLeod for Tomorrow” program. The program launched in 2007 with a mission to “bridge communication, education and networking among individuals living and working in McLeod County.” Yearly, leaders in McLeod County must weigh the benefits of its investment in leadership education. In 2017, Educator Catherine Rasmussen convened Extension’s Senior Economic Impact Analyst (Brigid Tuck) and Evaluation and Research Specialist (Scott Chazdon) and designed a study to apply economic impact analysis to leadership education.

To approach the question of economic contributions, the team conducted two activities. First, they surveyed past program participants. Second, the team convened a mind-mapping session to engage community members in considering the broader community impacts of the program. After collecting the outcomes, the team conducted follow up interviews with coordinators to collect additional data -- annual budgets, operations information, grants lists, etc.

This innovation goes a step beyond program evaluation, deploying the “hard math” of economic impact analysis and the ripple effect of dollars through a community. The team considered how studies like this can be replicated. The results will be shared in conferences where other community development professionals can consider the method for their community programs.

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Economic Value of the McLeod for Tomorrow Leadership program, 2017 (Full report)

Economic Impact Analysis Spurs Funding for a Business Retention Initiative in St. Cloud For the past five years, Extension has offered “Emergency Economic Impact Analysis” to communities facing sudden critical job loss. Emergency EIAs use IMPLAN software to analyze the economic impacts of job loss. For towns facing economic emergencies, Extension responds quickly with a free analysis providing key data about current employment numbers by industry, as well as wages, comparisons of this economy to other communities, the extent of expected economic impact on local jobs, sales and wages, and estimates regarding industries that will be most affected.

In 2018 in St. Cloud, MN, Electrolux, Inc., a freezer manufacturer, announced it would cease operation at the end of 2019, affecting approximately 900 workers as the city’s second largest private employer. A full study of economic impact was deployed and presented to community leaders in the summer.

In September 2018, the City of St. Cloud, MN received a two-year, $200,000 grant from the United States Economic Development Administration (EDA) to fund an “Economic Development Recovery Coordinator”. The Economic Recovery Coordinator will be charged with engaging stakeholders to implement a comprehensive set of projects to mitigate the hardship of sudden and severe unemployment, and to revitalize existing industrial infrastructure for the attraction and creation of new employment opportunities. The coordinator will also work directly with the Mayor and City’s Economic Development Director, and collaborate with strategic partners including higher education institutions, state and regional economic development organizations, and workforce partners to implement the authorized scope of work.

A December, 2017 policy change by the Michigan Public Service Commission made utility-scale solar projects more profitable. To address this policy change a multi-disciplinary team from Michigan State University Extension, representing community development, land-use, and agriculture disciplines, developed a comprehensive education program targeting rural land owners, community leaders and alternative energy developers, was developed and delivered in early 2018 to address community planning and zoning, legal contract land leasing, tax issues and others concerns and opportunities. More than 500 individuals attended seven half-day workshops, and two statewide webinars, on the topic. The program series successfully provided Michigan residents and leaders with a unique and timely opportunity to better understand their rural landscapes, personal finances, the local economy, and the role of local policy development in helping to shape the state’s energy future.

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Kansas PRIDE Program Preparing to Turn 50 in 2020! What was started as a statewide partnership between Kansas State University Research and Extension, Kansas Department of Commerce, and Kansas PRIDE, Inc. by the Kansas Legislature in 1970 continues today expanding the original organizational structure as it works to be the “backbone” organization on a state and local level to improve the quality of life in Kansas communities with populations of 50 to 50,000! As the newest partner of the Kansas PRIDE program,

the Kansas Masons, from more than 200 lodges across the state, have pledged their support to local communities. Since the partnership was established in March of 2016, Masonic Lodges have continued, or provided new, active support in over 20 communities. Their efforts have included assistance with fundraising, providing knowledge and volunteers, and celebrating local community success.

As a partner of the Kansas PRIDE program, the Kansas Department of Commerce’s Business and Community Development Assistance Team worked with communities and businesses throughout the state. During 2018, the regional project managers made 69 visits to PRIDE communities throughout the state. The team also prospected four additional communities with a focus on joining the PRIDE organization in 2019. In 2018, 74 PRIDE communities were involved in 943 projects at the local level. PRIDE communities reported that 213 of these projects engaged youth. Of the projects reported, 528 projects were ongoing, 137 projects were new, and 278 projects were completed. Volunteers donated 68,836 volunteer hours for a value of $1,552,940.16 as calculated using the Independent Sector Calculator for Volunteer Time. Over the last 10 years, Kansas PRIDE, Inc. has awarded nearly $136,000 in grants, awards and recognition.

Kansas State University Research and Extension continues to provide the technical assistance, evaluation tools, communication and educational resources as the backbone organization to support this partnership. program dedicated to improving the quality of life for the people that live, work, and play in Kansas communities.

Kansas PRIDE program

Kansas PRIDE: Potwin youth (photos via KSU Extension PRIDE Program.

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Existing businesses and the local workforce are key “barometers” of a community’s economic health (as a place to live, work and play). Research shows that small businesses are the major drivers of job growth. In Indiana, 85% of all existing businesses employ less than 100 people. They are the often-overlooked growth machine of the state—and the ones most likely to add new jobs to their portfolio. Business retention and expansion is critical for communities as it provides the cultural aspect, quality of life, and longevity necessary for the economy.

Purdue Extension Business Retention and Expansion (BR&E) is intended to help focus the energies of community stakeholders on economic assets that exist in their cities, counties and regions, making them stronger and more resilient over time. The program helps local communities understand issues related to their economy, and makes local officials aware of business needs and resulting expansion strategies. A strong relationship among community stakeholders (businesses, residents, local leaders/officials) helps communities understand local business needs and respond, so that businesses grow, stay and become more committed to the community. Special attention is given to small businesses that employ between two to 99 employees, otherwise known as Stage 1 and Stage 2 firms. BR&E communities learn: 1) How to approach business retention and expansion, 2) Models for business visitations and surveys, 3) Tracking feedback and response, and 4) Fostering and strengthening business alliances. In 12-18 months building capacity among local leadership is key and is accomplished through development and implementation of a local task force. Purdue Extension supports these communities throughout, including developing survey questions, analyzing results, writing final reports and helping to present findings to the community. Research and data are provided to the local task force to help them identify, design, implement and evaluate strategies to strengthen businesses and industries. Purdue Extension takes the lead for the first cycle, then after 12-18 months, the local task force coordinator takes the lead and begins a second cycle of BR&E, targeting a different business sector (e.g., agriculture, manufacturing, retail sector or downtown businesses). Which companies are targeted in each cycle is up to the local task force. BR&E started a couple years ago with a pilot program in Parke County. During 2018, more communities have been added, and Purdue Extension delivered over 30 sessions in Knox, Owen, Fulton, Posey and Vanderburgh Counties.

Digital Ready Businesses – Helping Rural Businesses Compete in the Digital EconomyAs the digital economy continues to expand, having an online presence is critical for any business to remain competitive. Rural businesses and entrepreneurs are no exception. A robust, well designed online presence helps rural businesses compete and expand their markets beyond their small local communities/regions.

Purdue Extension, in partnership with the Purdue Center for Regional Development (PCRD), is providing critical information and technical support that is designed to expand broadband access and adoption by rural households, business and rural communities in Indiana. In order to help make rural entrepreneurs and small businesses more competitive, Purdue Extension developed the Digital Ready Business curriculum. The curriculum consists of eight face-to-face 1-hour workshops. During 2018, 17 educators were trained to launch the program delivering 32 workshops reaching 92 entrepreneurs, business owners, and employees throughout Indiana. Expansion is under development to add an online version which will be available initially through an app, and later on a website.

Over the past year, the team completed one of the most extensive studies ever conducted on the benefits/costs of providing broadband to rural households in Indiana. It is this study that prompted Indiana Governor Holcomb to pursue a $100M investment to expand broadband to unserved areas of the state. Second, in-depth state of broadband reports produced for four regions (encompassing over 24 counties), resulted in formation of broadband task forces working to address gaps in broadband access and utilization in targeted geographic areas of Indiana. Third, Extension and PCRD have teamed up with the Indiana Office of Community and Rural Affairs to develop and implement $45,550 in Rural Broadband Planning Grants for five communities. Extension also

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secured a $65,000 USDA grant to provide and support training and technical assistance for businesses in three counties to implement digital strategies. Fourth, with Digital Ready Business helping small Indiana businesses and entrepreneurs expand their online presence, knowledge gained by participants exceeded 90% for all eight curriculum modules, including business intelligence, email marketing, planning a website, and social media analytics. Likewise, more than 75% of participants reported they were likely/very likely to apply knowledge learned.

Training a Cadre of Facilitators through Facilitative LeadershipCommunity professionals in fields such as Extension, philanthropy, local government, state government, and natural resources seek facilitation skills training to be able to lead participatory meetings, discussions, and decision-making processes.

Purdue Extension taught the Facilitative Leadership workshop twice in Indiana to 37 participants. Each workshop includes a 90-minute webinar and 27 hours of face-to-face instruction scheduled over three days. Participants lead a 10-minute discussion. They plan and lead a 45-minute group facilitation using tools taught in the workshop. Each participant gives and receives feedback to fellow classmates in their small group.

The one-year follow-up survey was completed by 11 of 22 participants. As a result of the training, and in the year following: 1) 8 participants took on new leadership roles, 2) 117 volunteer hours were completed using facilitation skills, a $2,776 value based on Independent Sector for 2017, 3) participants facilitated groups for the creation of five plans, four of which were adopted and three implemented, 4) 14 partnerships were created, and 5) $68,000 was leveraged as a result of facilitating activities. 100% of participants said the workshop was extremely or very valuable to their work, community, or volunteer efforts.

Marketing Hometown AmericaIowa State University Extension and Outreach’s Community and Economic De-velopment (CED) unit is now able to offer the Marketing Hometown America program Marketing Hometown America, a research-based extension program offered in Iowa, Nebraska, South Dakota, North Dakota and Minnesota. The purpose of the program is to help communities address rural depopulation and the resulting loss of economic vitality caused by years of demographic change.

The Marketing Hometown America program trains local facilitators to run a four-week Study Circles program. Each week many small groups within a community meet with their own facilitator and work through a different topic. The topics include community connections, a community report card, a community marketing plan, and an action plan. At the end of the four-week Study Circles sessions, all the participants from all of the groups come together for an Action Planning Forum where each group’s ideas are presented and everyone chooses the ideas they like best to be incorporated into a marketing plan for their community.

Two Iowa communities, Mapleton and Mondamin, piloted the Marketing Hometown America program in 2018 as part of a grant from the North Central Regional Center for Rural Development. For Mapleton, additional new housing, expanded broadband, and a Lifelong Learning Hub were top priorities. Mondamin identified an updated community website, development of a nuisance hous-ing ordinance to make existing housing opportunities more attractive to new residents, community signage, and the creation of opportunities for more youth involvement in community affairs. Har-rison County Development Corporation executive director Renea Anderson reports that a nuisance abatement workshop was held and they are coordinating with the Southwest Iowa Planning Council for assistance. They are also submitting three grants for community signage projects.

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Leading CommunitiesTo assist Iowa communities in building their leadership capacity, ISU Extension and Outreach Community and Economic Development created a new community leadership program. Leading Communities: A Place-based Leadership Program is designed to help residents develop, increase, and sustain the local leadership efforts that are necessary to address community issues. A highly interactive and hands-on program, Leading Communities is taught over six sessions with each ses-sion covering a key competency for promoting community leadership and engagement:

• Understanding your community.• Identifying local issues and opportunities.• Making community decisions.• Building social capital for community development.• Working together effectively.• Making it happen—mobilizing resources for community action.

Sessions are designed to provide participants with skills to bring community members together to create change for the good of the community. Educational materials are learner centered and struc-tured to create a more collaborative learning environment that actively involves participants in the learning process. Program evaluation strategies are embedded into each session. In FY18, Leading Communities was taught in Buena Vista, Henry, Kossuth, and Lee Counties.

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Iowa Retail InitiativeAdministered by Iowa State University Extension and Outreach’s Community and Economic Development (CED) program, Iowa Retail Initiative provides the foundation for local retail decision makers to assess and work to address their community’s existing and future retail districts. The program is currently being piloted in the community of Lennox and in Wright County.

Started in 2013 as an ISU Extension and Outreach initiative, in 2018 IRI went through an update into a comprehensive approach to enhance and strengthen local retail. IRI recognizes that community leaders and small business owners must work together to generate a healthy retail environment for existing and new entrepreneurs. IRI accomplishes this through a three-part, nested program—consisting of IRI Champions, IRI Coaching, and IRI Snapshot—to strengthen independent retail in Iowa’s communities. The revised program is being piloted in three communities.

The first step in the program is the IRI Champions workshop, where communities agree to host a Champions workshop for up to 30 participants from several communities. The workshop provides training and resources to community decision makers and retail supporters, such as chambers of commerce and economic development organizations. Once a community has completed the IRI Champions workshop, it may choose to participate in the IRI Coaching and/or IRI Snapshot components of the program. IRI Coaching is one-on-one consulting with retailers, preparing them for success with technical assistance and training. IRI Coaching helps retailers tackle any obstacles that hamper business growth. The IRI Snapshots component trains local leaders to collect and analyze place-based information about their retail districts. Participants will use accessible tools to map their retail districts, conduct an inventory of existing retail conditions, and use the data collected to make meaningful decisions.

Photos: Iowa State University Extension and Outreach Leading Communities

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Filling the Grocery Gap in Peoria When two neighborhood grocery stores closed in Peoria, the Regional Fresh Food Council (RFFC) initiated a study to examine the impact on local residents. University of Illinois Extension used secondary data to conduct a retail market analysis providing demographic, socio-economic and health data at the neighborhood and regional levels, and used ESRI’s Business Analyst to analyze consumer spending patterns, market potential, and consumer profiles using tapestry segmentation. Understanding the impact of the store closures was explored through a residential survey conducted by University of Illinois Extension with Bradley University, City of Peoria, Greater Peoria EDC (Economic Development Corporation), and the Caterpillar Community Analytics Team (CAT). More than 900 resident surveys were collected via cluster sampling methodology. Grocery manager interviews were conducted to understand the impact of grocery store closures on existing retail. While this type of study is often used to identify market or business opportunities, communities rarely use these tools to understand shifting markets, or to plan an effective community response to a business which has closed. The information will be useful in designing a response in Peoria. Beyond Peoria, researchers will share the survey tools, reports and recommendations, community responses and discuss the potential to use this methodology in similar situations.

Peoria grocery study Great Scott Community Market, Winchester, IL

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IL IN IA KS MI MN MO NE

Educational Contacts 14, 686 11,199 48,483 50,069 12,020 8,955 5,266

Number of racial minority contacts 1,544 1,170 970 6,213 1,577 2,176 122

Number of Hispanic contacts 166 608 2,900 1,535 641 522 79

Number of participants reporting new leadership roles and opportunities undertaken

41 406 22 60 309 201 201 88

Number of business plans developed 78 96 17 413 6 9

Number of community or organizational plans developed

23 165 6 14 7 62 8

Number of community and organizational, policies, plans adopted or implemented

14 604 7 49 8

No. of businesses created 2 7 170 340 5

No. of jobs created 15 12 56 543 5,732 9

No. of jobs retained 1 54 976 5,799 3

Dollar value of volunteer hours leveraged to deliver programs (Independent Sector value)

$44,606 $5,682 $275,039 $223,729 $5,714

Dollar value of organization and/or community-generated volunteer hours (based on Independent Sector hr value)

$50,010 $65922 $51,602 $1,552,940 $398,027 $50,017 $36,615

Number of volunteer hours for community generated work

3,448 2,670 2,090 68,836 16,121 1,525

Dollar value of efficiencies and savings

$352,500 $5,477,452 $608,000 $344,000

Dollar value of grants and resources leveraged/generated by communities

$1,358,930 $2,764,200 $12,077,955 $201,900 $2,226,600 $8,503,025 $227,000

Dollar value of resources leveraged by businesses

$113,400 $1,431,600 $302,005 $51,388,439 $118,532,631 $775,500

2018 Indicators by State

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ND OH SD WI Totals Average States Reporting

Educational Contacts 5,514 3,352 2,400 38,919 186,177 18,618 11

Number of racial minority contacts 47 1,154 269 2,747 17,989 1,635 11

Number of Hispanic contacts 8 117 20 772 7,368 670 11

Number of participants reporting new leadership roles and opportunities undertaken

233 297 40 153 2,051 171 12

Number of business plans developed 60 11 24 24 71 9

Number of community or organizational plans developed

52 18 22 94 94 43 11

Number of community and organizational, policies, plans adopted or implemented

52 156 22 72 72 98 9

No. of businesses created 19 3 5 5 55 8

No. of jobs created 177 8 8 8 656 9

No. of jobs retained 2 2928 1 90 90 985 9

Dollar value of volunteer hours leveraged to deliver programs (Independent Sector value)

$203 $138,805 $693,779 $86,722 7

Dollar value of organization and/or community-generated volunteer hours (based on Independent Sector hr value)

$181,200 $3,049 $2,389,383 $238,938 9

Number of volunteer hours for community generated work

7,339 45 102,074 12,759 8

Dollar value of efficiencies and savings

$50,100 $60,000 $6,892,052 $861,507 5

Dollar value of grants and resources leveraged/generated by communities

$598,000 $206,663 $200,000 $10,909,820 $39,274,093 $3,570,372 11

Dollar value of resources leveraged by businesses

$345,000 $50,000 $172,938,575 $15,721,689 8

*Indicator definitions can be found on page 16.

Data for this report collected by Extension systems of 1862 land grant universities located in states highlighted in the NCRCRD Logo. This report is compiled and published by the NCRCRD, a federally and regionally funded center hosted by Michigan State University. Michigan State University is an affirmative action, equal-opportunity employer.

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North Central State 2018 Impact Inicators

Definition

Educational Contacts Persons who received educational services via face-to-face or live dis-tance enabled sessions. Persons participating more than once should be counted more than once.

Number of racial minority con-tacts

Contacts (as above) who self-report as non-white racial status

Number of Hispanic contacts Contacts (as above) who self-report as Hispanic or Latino

Number of participants report-ing new leadership roles and opportunities undertaken

New leadership roles may include formal (e.g. board member) or infor-mal (e.g. advocate, group leader). Use attribution principle.

Number of business plans devel-oped

Includes formal business plans and informal strategic changes. Use attribution principle.

Number of community or organi-zational plans developed

Includes formally adopted plans by official agencies as well as strate-gies. Use attribution principle.

Number of community and organizational, policies, plans adopted or implemented

Includes plans (as above) wholly or partially adopted or implemented. Use attribution principle.

No. of businesses created New business start ups or firms that moved into the area. Use attribu-tion principle.

No. of jobs created New jobs in the area as a result of programs. Use attribution principle.

No. of jobs retained Existing jobs that were at risk, protected by programs. Use attribu-tion principle.

Dollar value of volunteer hours leveraged to deliver programs (Independent Sector value)

Count hours provided by individuals in executing the program (in-clude volunteer hours required for certification).

Dollar value of organization and/or community-generated volun-teer hours (based on Indepen-dent Sector hr value)

Count hours indirectly generated by programs. Example: person receiving training recruits additional volunteers. Use attribution princple.

Number of volunteer hours for community generated work

See above.

Dollar value of efficiencies and savings

Count savings through improved processes and approaches due to programs.

Dollar value of grants and re-sources leveraged/generated by communitiesDollar value of resources lever-aged by businesses

Includes loans and investments. Use attribution principle.

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