isu design students create functional art for manning

Community Matters, v. 9, #2ISU Extension and Outreach Community and Economic Development 1Volume 9, Issue 2

2016

a Quarterly Publication for Iowa Leaders from Extension and Outreach Community and Economic Development

Page 3 Why local leaders should support immigrant-owned businesses

Page 4 Northwest Iowa communities learn to become ‘age friendly’

Page 5 Registration open for 2017 Intro to Planning and Zoning workshops

Page 6 ILR celebrates 20 years of sustainable community enhancement

Page 9 CED specialists conducting statewide tourism workshops

1 FYE 2015 county fiscal conditions reports available

In This Issue

continued on page 3

ISU Design Students Create Functional Art for ManningBy Sandra Oberbroeckling, Community Relations Specialist

A new art gallery will be opening soon in Manning, Iowa. However, unlike traditional art galleries, Manning’s public art will be viewed as a type of “drive-through” exhibit along the Highway 141 corridor through town, as well as interactive art in the form of play equipment and park amenities.

The potential “street art” is the result of a collaboration between the city of Manning and students in the Iowa State University (ISU) College of Design’s Fall 2016 Design Studies 232 studio course focused on digital design communication.

Manning has partnered with ISU a number of times, most recently participating in the Iowa’s Living Roadways 2016 Community Visioning Program. The concepts proposed during the Community Visioning process are the basis for most of the public art designs created by the students.

The design studio, taught by architecture instructor Reinaldo Correa, is intended to improve students’ ability in multidimensional problem solving, digital communication skills, and perceptual sensitivity. Correa drew on his experience in public art design to facilitate the partnership with Manning.

The students used digital media to analyze, research, and design public works of art for the city. One highlight of the class for the students was a field trip to Manning in September 2016 to learn about the city, meet local leaders, and see the town.

“One of the most meaningful parts of working on this project had to be actually interacting with the people of Manning,”

said Brandon Lewis, senior in architecture. “Both the mayor and other members of the community were very passionate about making Manning great.”

Ron Reischl, Main Street Manning board president, has been instrumental in creating partnerships with ISU classes in the past. He has a good understanding of the benefits of working with students.

“The students appreciate and love the opportunity to work on a real-life problem, and they look forward to the chance of their designs being integrated into a real-life project,” Reischl said. “It’s hugely beneficial for both parties.”

In addition to the Highway 141 corridor, students also proposed public art in Trestle Park, a project that emerged through the Community Visioning process and is already under construction. A separate proposal from Manning requested ideas for a sign at Manning’s east entrance announcing the Carroll County Freedom Rock and the German Hausbarn.

The monkey bars designed for the new Trestle Park by Sara Kraft mimic the historic trestle and are intended to serve as both a place for children to play and an aesthetically pleasing piece of art.

Much of the artwork or projects students proposed was interactive, including a metal sculpture that incorporates monkey bars,

Community Matters, v. 9, #22 ISU Extension and Outreach Community and Economic Development

From the Director

Contact InformationIowa State University Extension and OutreachCommunity and Economic Development2321 North Loop Drive, Suite 121Ames, IA 50010-8218515-294-8397Fax 515-294-1354www.extension.iastate.edu/communities

To download additional copies of this newsletter in PDF file format, go to:www.extension.iastate.edu/communities/newsletter/vol9issue2.pdf

To change your mailing information, contact Sandra Oberbroeckling at [email protected].

Find us on Facebook at http://www.facebook.com/ISU.Extension.CED and Twitter @ISUExtensionCED

Editorial Board: Steve Adams, Abbie Gaffey, Himar Hernández, Brian Perry, and Sandra Oberbroeckling

Community Matters is published quarterly for Iowa State University Extension and Outreach Community and Economic Development staff and their clients. Comments, questions, and suggestions regarding the content of this newsletter should be directed to:

Sandra Oberbroeckling, editorISU Extension and Outreach Community and Economic Development2321 North Loop Drive, Suite 121Ames, IA 50010515–294–3721Fax 515–294–[email protected]

. . . and justice for allThe US Department of Agriculture (USDA) prohibits discrimination in all its programs and activities based on race, color, national origin, age, disability, and where applicable, sex, marital status, familial status, parental status, religion, sexual orientation, genetic information, political beliefs, reprisal, or because all or part of an individual’s income is derived from any public assistance program. (Not all prohibited bases apply to all programs.) Persons with disabilities who require alternative means for communication of program information (Braille, large print, audiotape, etc.) should contact USDA’s TARGET Center at 202-720-2600 (voice or TDD). To file a complaint of discrimination, write USDA, Director, Office of Civil Rights, 1400 Independence Avenue SW, Washington, DC 20250-9410 or call 800-795-3272 (voice) or 202-720-6382 (TDD).

Issued in furtherance of Cooperative Extension work, Acts of May 8 and June 30, 1914, in cooperation with the US Department of Agriculture. Cathann Kress, director, Cooperative Extension Service, Iowa State University of Science and Technology, Ames, Iowa.

Dear Friends,

Placemaking. If you are reading this newsletter, you likely have some connection to community development, economic development, or local government generally, which means you have undoubtedly heard the word placemaking tossed around in a number of different settings.

Placemaking appeared on the scene (by my reckoning) roughly 15 years ago, and in this short space of time has been used in so many different contexts by so many different entities as to render it almost meaningless. I say “almost,” because if you cut to its core, placemaking is about one thing: creating quality places where people want to live, work, play, and learn.

My sister-in-law lives and works in central Ohio (names omitted to protect the unwilling!). Her “office” is in Dallas, Texas. When her company moved from Ohio to Texas several years ago there was never a question—either from her company or her—that she would be allowed to remain in Ohio and work from her home.

In my little neighborhood in Ames I know of at least four people who work from home under similar circumstances;

that is, home is Ames, “office” is one or more states away.

Did I lose my train of thought and start a different topic by telling you all of this? Hardly. It is to make the point that mobility is a defining characteristic of today’s economy. Many of today’s workers can live where they choose, geographically untethered from their employer. They are looking for vibrant, creative, unique, affordable, safe communities.

Many employers are similarly footloose—the single biggest investment of companies in the fastest growing sectors of our economy is in their people; not in factories, natural resources, or similarly geographically-bound assets. These companies are looking to locate where the talent is or wants to be. If you want your community to survive and thrive in the twenty-first century, it needs to be one of those places that employers and workers find attractive.

This takes us back to placemaking and our work in CED. Placemaking is rapidly taking its position as a key economic development strategy for twenty-first century communities. Because of the close relationship between CED and the College of Design, we are uniquely situated to help

communities with several key aspects of the placemaking process. In the pages of this (and every) Community Matters newsletter you can read how we are helping communities create quality public spaces; promote arts, culture and creativity; explore appropriate housing and transportation options; preserve the histories and “stories” of place; and welcome new populations that bring with them talents, energy, and desire to contribute to the future.

Our work has never been more relevant.

Gary Taylor Interim Director, Iowa State University and Outreach Community and Economic Development

Community Matters, v. 9, #2ISU Extension and Outreach Community and Economic Development 3

a sculpture mimicking blowing grasses through which kids can walk, and a tree-like sculpture that catches the wind in its “leaves” as children spin it, merry-go-round style, to create natural music.

Students reported they worked harder on this project because it was a real-world situation, and for some students this was the first time they had worked on a project for an actual client.

“I was more motivated to work on this project since I knew it had further implications than just the classroom,” said H.D. Wille, a senior in interdisciplinary design who graduated in December 2016.

“This was my first real-life project and knowing that my design would potentially be built was very motivating for me,” design junior Lauren Kenny said. “I have never worked so hard on a project than I did for this one. I really wanted to design something for the community that would be beautiful for their new park as well as useful.”

This project was facilitated through the PLACE program in the College of Design. The PLACE program (Partnering Learning And Community Engagement) aims to enhance and promote the quality and character of Iowa’s communities. The ISU

Student Danielle Wagner's sculpture designs for the Highway 141 corridor are inspired by four Manning icons: the trestle bridge (1), Trinity Church (2), the water tower (3), and the German Hausbarn (4).

College of Design engages with communities in collaborative efforts to understand, envision, and promote a fundamental enhancement of their physical environment.

Program coordinator Susan Erickson stressed that one of the greatest benefits of partnering with ISU and the PLACE program is experiencing the creativity and energy of the students.

“They can come to your town and see with fresh eyes, bringing new ideas to the places you look at every day,” said Erickson. “Nearly every community that partners with our studio classes has been delightfully surprised at the quality of work and the unique and creative ideas that our students produce.”

“Why should a community partner with College of Design classes?” Erickson asked. “Our students say it best.”

“For potential community partners, working with a class is an amazing opportunity for you. Here is a class of individual designers [who] are itching to create something new or fill a need,” said Wille. “Each one has a distinct personality and style that is expressed in their work. Take this chance and find more solutions to your objectives than you could ever dream.”

Communities or organizations interested in partnering with a class in the College of Design can contact Susan Erickson, the PLACE program coordinator, at [email protected].

Manning studio project from page 1

By Jon Wolseth, Community Development Specialist

During lunch at a taqueria in western Iowa, I spied a handmade sign at the counter informing customers that alcoholic beverages would no longer be served. The phrasing of the sign gave the impression that the restaurant had lost its liquor license. However, it didn’t seem likely, because I had heard that the restaurant was under new ownership.

After several conversations with the owner, Doña Carmen, I learned that the restaurant hadn’t lost a liquor license; rather, the former owners had been selling beer without one. Knowing that they needed a liquor license but unsure how to obtain one, Doña Carmen and her husband decided it was best to not sell beer at all.

Each time I went to visit over the course of several months, we discussed the licensing process and costs. When Doña Carmen felt comfortable with the process, we went to the city clerk together to fill out the necessary paperwork, pay the application fee, and write down the next steps in the city’s process, which included attending a public hearing.

Doña Carmen and her husband went to the city council meeting several weeks later. Their application was approved and subsequently they received the state license in the mail. Being able to sell beer in their restaurant represented a $900 per month increase in profit. They also began a positive relationship with city staff, especially the city clerk, who took a special interest in the couple and assured them that they could come to her in the future with any questions regarding permits.

Situations similar to Doña Carmen’s are more likely to arise in cases in which the business is immigrant-owned, because immigrant entrepreneurs are typically outside of the established formal and informal power structures of the majority community. This puts them at a distinct disadvantage when opening a business.

Because immigrant-owned businesses tend to be opened with less capital (and therefore less cushion), any misstep in the first two years of business can lead to an early demise. This does not just affect the business owner, but also sends ripples throughout the local economy, creating an empty storefront and a destabilizing downtown. Eventually the loss may impact the entire community.

Immigrant-owned businesses are becoming more and more prevalent in Iowa. Driving

Why Local Leaders Should Support Immigrant-owned Businesses

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Northwest Iowa Communities Learn How To Become ‘Age Friendly’By Sandra Oberbroeckling, Community Relations Specialist

In fall 2016, Iowa State University community and regional planning students partnered with stakeholders in the northwest Iowa communities of Sheldon and Humboldt to help them reinvent themselves as “age-friendly” communities.

The World Health Organization (WHO) defines “age-friendly” communities as those that are “more accessible and responsive to the specific needs of older persons.” With Iowa’s population aging at an unprecedented rate, creating an age-friendly environment is becoming increasingly important to the survival of the state’s rural communities.

The collaboration between the upper-level studio class and the communities was facilitated through ISU Extension and Outreach’s Community and Economic Development (CED) program. Jane Goeken, ISU Extension and Outreach CED specialist, and Tim Borich, ISU associate professor of community and regional planning and former CED program director, collaborated with the county extension offices in O’Brien and Humboldt counties to engage each county’s largest community in age-friendly studies.

The studio class, taught by Borich, divided into two groups—one for Humboldt and

one for Sheldon. Both groups conducted background research on age-friendly communities from secondary sources such as WHO and AARP. In addition, the groups visited their respective communities to collect information on-site regarding existing assets, such as health-care facilities, and barriers to an age-friendly environment, such as a lack of sidewalks. In terms of assets, the students examined how accessible services and amenities are to older adults.

“Once they provided a visual representation on a map of the different amenities and needs of the elder community and then showed how that corresponded to our senior housing units—just the huge disparity between the two—that was probably most eye opening,” said Travis Goedken, Humboldt city administrator.

As part of the project, Biswa Das, ISU extension specialist and assistant professor of community and regional planning, conducted an analysis that measured the economic impact of older residents for each community. For both Sheldon and Humboldt, Das found that for every two households that move into town for retirement, one job is created. Similarly, for every two households that stay in town to retire, one job is retained.

In addition to their research, the students engaged local residents in both communities through a series of focus groups.

In both communities, students recommended that recreation opportunities for older adults be expanded, as well as local transportation resources. The final reports for both communities also addressed positive elements such as health-care facilities and recreation trails and how the communities could build on those existing assets.

Cottonwood Trail is an existing asset in Humboldt that can be expanded to make the community more walkable.

Focus groups in Sheldon revealed that it is a tightly knit community with a number of social activities, such as the Labor Day celebration.

“[The process] highlighted some good things that we are doing and more importantly, it pointed out a few things that we can do even better—how we can help cater to the senior citizens in our community who want to be engaged but maybe don’t have the opportunity to do it because of transportation limitations or social network, whatever the case may be,” said Curt Strouth, community development director of the Sheldon Chamber and Development Corporation.

The local stakeholders in both Humboldt and Sheldon were pleased with the results of the studies and have plans to incorporate age-friendly principles into future development. For example, the city of Humboldt is starting to focus on infrastructure.

“We have minimal sidewalks throughout [Humboldt], so pointing out the fact that having those sidewalks expanded and actually connect[ing] those senior housing units to the different services and amenities that they need is important,” said Goedken.

Both Goedken and Strouth agree that one benefit of working with students is that they are highly motivated.

“The good thing with college students…is that for the most part they are pretty motivated, and more importantly, they also bring some really great ideas that we maybe don’t think of locally,” said Strouth.


Northwest Iowa Communities Learn How To Become ‘Age Friendly’ Registration Open for 2017 Intro to Planning and Zoning WorkshopsBy Gary Taylor Program Director and Associate Professor Community and Regional Planning

As land use issues and the techniques used to address them become more complex, it is critical that local officials and community leaders understand the local planning and zoning process.

“Introduction to Planning and Zoning for Local Officials” is a three-hour workshop designed to introduce the basic principles of land use planning and development management to elected officials, planning and zoning officials, and board of adjustment members without formal training in the subjects. Using case scenarios in a highly interactive format, the workshop highlights issues frequently faced in the land use process.

Iowa State University Extension and Outreach Community and Economic Development offers the workshop each spring in several communities across the

state. Locations change from year to year so that city and county officials are able to attend a location near them at least once every two years.

All workshops begin with registration and a light supper at 5:30 p.m. The program begins at 6:00 p.m. and concludes by 8:45 p.m. Registration is $65 per individual, or $55 per person if a city or county registers five or more officials to attend. The fee covers the workshop instruction, workshop materials, and supper.

Dates and locations for Spring 2017 are listed in the table above. Registrations will be taken exclusively online. For more information

and the link to registration visit http://blogs.extension.iastate.edu/planningBLUZ and click on the “Intro to Planning and Zoning” tab at the top of the page.

Those with questions regarding the workshops can contact Gary Taylor at 515-290-0214 or [email protected], or Linda Doering at 515-294-8707 or [email protected].

2017 Planning and Zoning Workshop Schedule

Date Community Location

April 18 Waterloo Waterloo Center for the Arts

April 24 Johnston Hilton Garden Inn

May 2 Dubuque Hotel Julien Dubuque

May 8 Fairfield Fairfield Arts and Convention Center

May 10 Fort Dodge Iowa Central Community College

May 15 Davenport The River's Edge

May 16 Council Bluffs Hilton Garden Inn

Extension Specialists Teach Basics of Community DevelopmentBy Deborah Tootle, Extension Sociologist and Associate Professor, University Extension Community Development Collaborative

Would you like to understand how communities work? Are you curious about why good ideas sometimes fall flat? Do you watch groups struggle to make decisions without adequate data?

If you answered “Yes” to any of these questions, you are not alone.

To help community leaders and residents find answers to these questions, a team of the four regional rural development centers across the country and nationally recognized community development extension professionals created a unique online course that addresses the basics of community development work and the dynamics of underlying community decisions and outcomes. The course, titled “Understanding Communities and Their Dynamics,” is level one of the Foundations of Practice in Community Development program.

In fall 2016, 60 community development professionals participated in “Understanding

Communities and Their Dynamics” over seven weeks, October 6–November 17. Each week featured a 90-minute webinar focusing on topics including community demographics, engagement, economic development, strategic planning, and community power structures.

Deborah Tootle, Iowa State University associate professor of sociology and community development extension specialist, taught the final session of the series, which focused on community processes and community engagement.

Now offered nationwide through eXtension.org, the Cooperative Extension System’s online resource for research-based information, “Understanding Communities and Their Dynamics” was implemented using distance education technology in fall 2005 by program leaders in the North Central Regional Center for Rural Development, which includes the Iowa State University Extension and Outreach Community and Economic Development (CED) Program.

“Understanding Communities” emphasizes the importance of engaging the community,

rather than merely seeking local buy in, as well as the need for city governments to work closely with residents and business owners. The course also stresses the importance of including people with a diversity of interests and backgrounds.

ISU CED Latino outreach specialist and course participant Jill Sokness liked that the course helped her focus on the many layers of community development and illustrated those layers through in-depth explanations, ideas, methods, and processes.

“From this series I learned that as CED specialists, we should work to identify community strengths, ask the questions no one else is asking, encourage entrepreneurship while realizing not all business is good for every community, and include diversity of community members early in the process of any communitywide project,” Sokness said.

“Understanding Communities and Their Dynamics” is offered every two years. Those interested in participating in future courses can contact Deborah Tootle at 563-845-7286 or [email protected].


ILR Celebrates 20 Years of Sustainable Community Enhancement

continued on page 9

By Sandra Oberbroeckling Community Relations Specialist

On Thursday, November 10, 2016, 172 community leaders and volunteers from throughout the state marked the twentieth anniversary of the Iowa’s Living Roadways (ILR) program at the 2016 Annual Celebration and Luncheon at the Gateway Center in Ames.

During the daylong event, titled “Twenty and Trending,” participants celebrated the results achieved over the past 20 years, as well as looked toward future opportunities for Iowa communities.

Along with panels and an interactive workshop, the event featured as a keynote speaker Iowa author Julianne Couch, who offered insights into what keeps millions of Americans rooted in small towns. In conjunction with the celebration and luncheon, ILR Community Visioning launched the 2017 program with 10 new Iowa communities (see article on p. 7).

A collaboration involving the Iowa Department of Transportation, the Living Roadway Trust Fund (LRTF), the Federal Highway Administration (FHWA), Iowa State University Extension and Outreach Community and Economic Development, and Trees Forever, Iowa’s Living Roadways (ILR) provides transportation enhancement planning assistance to Iowa communities with populations of fewer than 10,000 residents.

The ILR Community Visioning program provides planning and landscape design

assistance to communities by engaging professional landscape architects who work with local leaders to visualize solutions for landscape development.

Community Visioning’s sister program, ILR Projects, funds planting of native grasses, wildflowers, shrubs, and trees along transportation corridors. Both programs focus on transportation-related enhancements such as entryways, roadsides, streetscapes and recreational trails. ILR Trails Visioning is a relatively new planning process through which Trees Forever staff assist trail groups to identify attributes and opportunities for improving existing trails.

Along with helping Iowa communities, Community Visioning offers an internship opportunity through which landscape architecture students gain practical experience as part of a design team working with an actual client. In addition, the interns learn valuable technical skills that will be useful in their future professional practices.

“[Iowa State University’s] education and research mission is fulfilled by this engaged practice as we continue to advance the methods for sustainable community transportation planning and advocate for Iowa’s rural communities,” said ISU professor of landscape architecture Julia Badenhope.

Over the course of 20 years, the Community Visioning program has assisted more than 230 communities, mentored more than 200 interns, and engaged

countless volunteers. The Projects and Trails Visioning programs together have engaged nearly 300 communities and thousands of volunteers. These programs have had impacts on the development of Main Streets, trails, safe routes to school, and the restoration of natural habitat in road and trail environments.

Site visits to past visioning communities and interviews with steering committee members and local leaders have shown that 98% of participants in the Community Visioning program complete at least one project, while approximately 50% of visioning communities complete four or more projects.

“It’s stunning to think about all the accomplishments of the Iowa’s Living Roadways partnership over the past 20 years!” Trees Forever founding president and CEO Shannon Ramsay said.

Iowa author Julianne Couch

Dennis Woodruff, Carlisle visioning committee member, explains the concepts designed by RDG Planning and Design for his community.

ILR Annual Celebration attendees look at examples of successful project implementation during a tour of presentation boards.


Following the ILR Luncheon, the 2017 committees engaged in orientation activities conducted by Iowa State University (ISU) Community Visioning program staff. Program director Julia Badenhope presented an overview of the visioning program. Committee members also learned strategies for engaging with residents throughout the process to facilitate local buy in for proposed projects.

Participants became acquainted with their Trees Forever field coordinators, who will guide them through the visioning planning process, as well as the private-sector consultants who will develop conceptual designs for each community.

Trees Forever field coordinators led their committees through a mapping exercise during which participants identified important local destinations and landmarks in and around the communities.

In addition to launching a new program year, Community Visioning staff unveiled the program’s new visual identity and website, which features individual web pages for each visioning community, starting with 2016. Part of the 2017 kick-off program

ILR Celebrates 20 Years of Sustainable Community EnhancementLocations of the 2017 visioning communities

ILR Community Visioning Program Launches 2017 CommunitiesBy Sandra Oberbroeckling Community Relations Specialist

Iowa's Living Roadways (ILR) Community Visioning kicked off the 2017 program with 10 new communities during the ILR Annual Celebration and Luncheon on November 10, 2016.

Adel, Clarion, Granger, Greene, Humboldt, Lester, Massena, Morning Sun, Scranton, and Varina were selected to participate in Community Visioning program in a competitive application process in early October 2016. To qualify for the visioning program, a community must have a population of fewer than 10,000 residents, existing transportation-related issues, and a committee of volunteers willing to dedicate their time and talent to the visioning process.

This award-winning program integrates technical landscape planning and design techniques with sustainable community action to assist community leaders and volunteers in making sound and meaningful decisions about the local landscape.

In the morning of November 10, steering committee members from the 2017 communities participated in the ILR Annual Celebration sessions and had the opportunity to mingle with volunteers from past communities, view the 2016 community concept presentation boards, and get a glimpse of the possibilities for improvement available through the Community Visioning program.

Massena residents identify landmarks and destinations in town as part of a local geography mapping session.

As part of the 2017 Community Visioning kick off, steering committee members learn how to use their community web pages.

included training committee members to post information and upload photos to their respective community web pages.

The 2017 visioning committees began meeting with their Trees Forever field coordinators early in 2017. The process will continue through fall, culminating at the 2017 ILR Annual Celebration and Luncheon in November.

Community Visioning is sponsored by the Iowa Department of Transportation in partnership with ISU Extension and Outreach and Trees Forever, an Iowa-based nonprofit environmental advocacy organization. Since 1996, 232 Iowa communities have benefited from Community Visioning.

For more information about the program, visit www.communityvisioning.org or contact Sandra Oberbroeckling at 515-294-3721 or [email protected].


By Brian Perry, Community Development Specialist, University Extension Community Development Collaborative

Fortunately for most nonprofit organizations, crises are rare occurrences. However, one poorly handled crisis could result in problems that require years to resolve. Hence, it behooves every nonprofit to have a crisis-response plan that includes a communications plan, an action plan for dealing with the situation, and a post-crisis plan.

When Does a Situation Become a Crisis?A crisis is any event that disrupts a nonprofit’s operations, such as burglary, internal theft, violence, passage of a controversial policy, fire, environmental problems, and natural disasters.

According to William N. Curry of the Public Relations Society of America, “Crisis is a situation that puts your organization’s values on trial in the court of public opinion.”

The executive director normally makes the final determination of whether a crisis exists in the nonprofit. In his or her absence, or if the crisis concerns the action of the executive director, an officer of the governing board can call a meeting to determine how to address the matter.

Crisis Communication StrategyNo two crises are alike, but all require an immediate response. The executive director of a nonprofit is typically the media liaison in the event of a crisis; however, depending on the nature of the predicament, the board president or the communications director may fill this role.

Every nonprofit organization should establish a communications team to advise the media liaison on the appropriate response to a crisis. A nonprofit’s communications team usually includes the executive director, the board president, the board secretary, associate executive directors, the communications director, and the organization’s attorney. Others may be added to the team, depending on the nature of the crisis. For example, if situation involves financial matters, the board treasurer and the nonprofit’s finance director would be included.

When a crisis occurs that has implications for the wider community, the communications team should notify the media and parties with special interests in the issue, along with other nonprofit staff and board members.

The media liaison should be prepared to speak to the crisis within two hours to eliminate the opportunity for accusations, speculation, and rumors. The liaison should share adequate, but not excessive, information in a way that shows that the nonprofit cares about what happened, is prepared to do something about it, and is working on a plan to prevent its recurrence. Only confirmed facts should be shared. Inundating the media with unnecessary information could make the situation worse.

The media liaison decides the level of response necessary for a given situation. At the lowest level the executive director should respond, informing the communications team and perhaps seeking the team’s advice regarding the response, then reporting to the team on how the situation was handled. At the highest level, the media liaison meets with the communications team within 30 minutes of the discovery of the crisis.

To prevent conflicting messages, the media liaison should be the only person to speak on behalf of the nonprofit.

If the media liaison or representative of the communications team releases incorrect information, they should admit the error immediately. If a decision is repealed or amended, the liaison should announce it loudly and clearly, not as an afterthought late in the night.

The communications team should keep up with the stream of news to combat the possible dissemination of misinformation. The nonprofit should publicly take responsibility for the crisis, apologize, and announce steps to correct the situation. The communications team should issue updates on a regular basis, even if there is nothing new, to keep the conversation with the media and the public going.

The communications team should meet annually to review crisis response procedures. The team needs an updated press kit that contains the mission of the

nonprofit, who it serves, and how it is funded, as well as biographies of board members and staff. It is critical that the members of the communication team are available 24/7. Team members, as well as potential team members, should have the entire team's contact information and a conference call number with an access code.

Contingency Plan for Crimes/ControversyWhen a crime is committed or controversy arises, the nonprofit should call its attorney and contact the communications team. Following the aforementioned guidelines, the media liaison or the communications team inform both the public and nonprofit employees.

In a controversial situation, the boundaries of confidentiality should be defined. However, board members and staff should recognize the danger in withholding too much information from the public.

Some crises require assistance from independent sources. For instance, the nonprofit’s attorney may need to consult an attorney with special expertise, such as a criminal defense lawyer. Some cases may require calling upon an insurance specialist, a nonprofit consultant, or a public relations firm.

Because a crisis rarely turns out as expected, the crisis management team should consider more than one course of action and reflect on the long-term implications of decisions. Initial promises of immediate action might shore up short-term support, but lead to an erosion of trust if not completely followed through.

The team should continually evaluate its actions and adjust as necessary. An effective, comprehensive strategic plan that covers multiple contingencies is extremely valuable when a crisis hits. As plans move forward, the nonprofit should see opportunity in everything it does and act on it.

The crisis management team should rely on board members to reassure nonprofit staff that they were not at fault for what happened and that they can work together to deal with the situation. By trusting and empowering staff a great deal can be accomplished.

continued on page 11

How Nonprofits Should Handle a Crisis or Natural Disaster


ILR celebrates 20 years from page 6

Seventy-five percent of these communities fund their projects through local volunteers.

“The successes of community volunteers and trail groups are inspiring and really speak to the ‘get things done’ Iowa spirit,” Ramsay said. “Thanks to everyone determined to make the places we care about more livable, safer and inviting.”

The Iowa’s Living Roadways programs are the result of a pilot program developed by Badenhope. During her tenure as the Extension landscape architect, she observed a gap between the demand for design services to rural Iowa communities and the availability of those services. In an effort to close that gap, Badenhope developed a pilot program that brought local leaders and volunteers together with the design community to create visionary approaches to community betterment.

CED Specialists Conducting Statewide Tourism WorkshopsCustomer Service Workshops FY17

Targeted Tourism Strategies for Communities, Businesses and Attractions

Locations of statewide tourism workshops.

By Diane Van Wyngarden Community Development Specialist

Starting in March, four Iowa State University Extension and Outreach community development specialists are doing a “tourism blitz” throughout the state of Iowa.

Abbie Gaffey, Jane Goeken, Becky Luers, and Diane Van Wyngarden, field specialists for the Extension and Outreach Community and Economic Development (CED) program, are hitting the road to teach “Customer Service Workshops: Targeted Tourism Strategies for Communities, Businesses, and Attractions” at 40 locations across the state.

Extension CED created this new workshop in response to specific requests from Iowa communities and tourism businesses. Each workshop is customized to meet the needs of the community, with current local tourism data and a survey conducted in advance.

The target audience for the workshop is community front-line employees, including restaurants, retail, convenience stores, attractions, and hotels, as well as business managers and supervisors. However, the public is welcome to participate in any workshop at any

location. Most workshops are free, but some may charge a small fee for a meal. Prior registration is requested.

During this two-hour workshop, participants will learn how front-line employees can become their community’s best ambassadors, how they can most effectively share information with visitors, and “The Five Steps to Excellent Customer Service” for businesses.

Locations were determined by sponsoring organizations, who contracted with Extension CED to teach the workshops. A complete list of local hosts, contact information, and workshop dates is available at www.extension.iastate.edu/communities.

These workshops are possible through an extensive partnership between Extension CED and the Iowa Economic Development Authority; 28 counties in the eastern Iowa tourism region; 35 counties in the central Iowa tourism region; 36 counties in the western Iowa tourism region; and 40 Iowa cities, chambers of commerce, and visitor bureaus from across the state.

Extension councils may book additional workshops in their county for a fee of $800, which includes travel to any Iowa location and all participant materials. Extension CED provides marketing assistance to local hosts consisting of a customized marketing brochure and news release.

There is no limit in the number of participants. For more information, contact Diane Van Wyngarden at [email protected] or 641-295-5757.

Between 1994 and 1996, Badenhope worked with three communities—Chariton, Clarinda, and Jefferson—to begin developing a concept that became “community visioning.” In collaboration with ISU Extension and Outreach field specialists and professional landscape architects, Badenhope helped local volunteer committees prioritize community needs, assess local resources, and create a plan for making landscape changes.

In 1996, the Iowa Department of Transportation agreed to sponsor a public-private partnership involving ISU, Trees Forever, and private-sector consultants to provide design services to rural communities, and Iowa’s Living Roadways was born.

For information about the ILR Community Visioning Program, visit www.communityvisioning.org, and for information about the ILR Projects and Trails Visioning programs, visit www.treesforever.org.


through communities such as Perry, Ottumwa, Storm Lake, and Marshalltown, the impact of immigrant-owned businesses in the central business district is evident. These businesses play a vital role in Iowa’s economy, contributing significantly to our local tax base. Storefronts that would otherwise be empty—due to the general decline in rural retail caused by pull factors such as e-commerce and big box stores—are instead filled with ethnic grocery stores and restaurants, vaquero Western Wear shops, and Quinceañera gowns and party supplies.

The benefits of immigrant businesses go beyond the economic. Their presence draws traffic to downtown areas, adding a spark that inspires others to open businesses. Therefore, city staff, chambers of commerce, and local elected officials, all of whom have a vested interest in maintaining a healthy and vibrant downtown with active storefronts, should want these businesses be successful.

There are several key points where local officials can assist immigrant entrepreneurs as they establish themselves and later, as the business expands. These are areas upon which the health and success of a business hinges.

CapitalAs mentioned, immigrant-owned businesses may be opening and operating on a shoestring budget. Traditional loans from lending institutions typically do not serve immigrant-owned businesses, especially because owners are wary of carrying debt. However, access to small amounts of additional capital can improve business operations, either through investment in additional merchandise or new equipment or to cover an emergency expense. Community leaders should consider offering low-interest microloans to business owners, such as that modeled after Iowa Microloan (http://www.iowamicroloan.org). A loan of no more than $5,000 and even as small as $500 that can be repaid in a short time frame will give business owners the support to take a risk on improvements.

PermitsThe regulatory environment for US businesses is considerably more complex than that of many of the countries of origins of Iowa’s immigrant population. This is especially true for ordinances and codes

governing downtown business districts, such as signage, building permits, zoning, and historic preservation. Regular visits by local officials to immigrant businesses assures that changes and operating procedures requiring permits and permission can be assessed prior to becoming a point of conflict. When a permit is required, local officials need to take the time to explain the purpose behind the regulation, demonstrating that it is not arbitrary and that it applies to all businesses equally.

Building Appearance and MaintenanceMost immigrant-owned retail businesses are initially under-capitalized, so they tend to gravitate toward buildings with affordable rents that are in need of repairs. Building ownership is often seen as a step toward financial security and independence. If a business is established and thriving, the city should investigate whether the owners also own the building or would be interested in purchasing a building. If the owners also own their building, assisting them with making energy efficiency upgrades and discussing the possibility of renovating upper story apartments to increase revenue would be in order.

StorefrontsDowntown businesses are judged by the quality of their storefronts. This includes attractive signage, interesting window displays, and an inviting façade. There are cultural norms (and sometimes local ordinances) that govern what is considered an appropriate storefront. Immigrant entrepreneurs make aesthetic choices about the look of their storefronts based on their own cultural norms, as well as access to resources. The sign might be broken because it is more of a priority to stock the shelves with merchandise. Windows may be

covered with signs because they are viewed as advertising space for what the store offers. Colors may be brighter because they are considered eye-catching and beautiful. When storefront appearance becomes a point of conflict, local officials should take the time to listen to the store owners before rushing to judgment.

For the long-term vitality of the central business district and the local economy as a whole, municipal officials need to put in extra effort, building relationships and trust with immigrant business owners that can only be established through repeated, friendly visits. They should be open to what business owners are trying to accomplish, listening to their needs and frustrations. Finally, they should not assume that the same answers used when working with nonimmigrant-owned businesses will fit. Together we can work toward a common vision of a vibrant and prosperous downtowns in Iowa.

A version of this article originally appeared in the January 2017 issue of Cityscape magazine.

immigrant entrepreneurs from page 3

Top: Immigrant businesses are often decorated with bright colors and many signs. Bottom: In a number of rural Iowa downtown districts, the streets are lined with thriving, immigrant-owned businesses.


crisis response from page 8

Throughout the crisis, staff should monitor social media to see how the public is discussing the crisis. Nonprofits dealing with crisis should move forward and share their story, which can stimulate empathy and enhance giving.

Contingency Plans for Natural DisastersIn the event of a natural disaster, protecting the organization’s data is a top priority. Ideally, all data (documents, spreadsheets, databases, accounting and membership records, e-mail, etc.) are kept on a server with both local and cloud storage and not on a local hard drive. Otherwise, each person responsible for data should have a USB drive that they update daily. Physical files should be scanned as electronic files for security from disaster.

The nonprofit should have a designated safe room with no windows or glass doors in the interior of the building. The door to the room should open inward so that it cannot be blocked by falling objects. Ideally the wall of the room could be scaled into the attic and out into a hallway.

The safe room should be equipped with batteries, flashlights, an AM/FM radio, a weather radio, a first aid kit, emergency blankets, a fire extinguisher, tools, drop cloths, duct tape, bottled water, and snacks.

During possible weather events, the staff should monitor the weather radio and local television stations. When told to take cover, the staff locks all external doors, retreats to the safe room with food and medication, and remains there until the weather emergency has ended or they have been rescued.

In the Aftermath of the EmergencyIn the case of a disaster hitting while the office is closed, the executive director or a designated caller contacts all staff members when possible, checking on their status/availability and establishing a meeting site. Temporary space for a damaged/demolished office is sought.

The nonprofit’s operational manual assigns post-disaster responsibilities to employees, such as:

• Procuring furniture and equipment for the new space, and setting up the space and data.

• Notifying utilities and service vendors of the situation, electric, phone, fax, etc.

• Contacting web host, e-mail host and database support companies.

• Keeping the board updated and active in the recovery.

• Notifying members, stakeholders, volunteers, service recipients, funders, donors, partners, media, and regulatory agencies of what happened, changes, and progress.

• Notifying the insurance company, bank and other financial companies, and companies that own equipment at the old site (such as copier and postage meter).

Nonprofit organizations with questions regarding crisis response can contact Brian Perry at [email protected].

References“7 Crisis and Non-Crisis Measures.” The Nonprofit Times. February 18, 2014. http://www.thenonprofittimes.com/management-tips/7-crisis-and-non-crisis-measures.

“7 Steps of Crisis Management.” The Nonprofit Times. October 22, 2014. http://www.thenonprofittimes.com/management-tips/7-steps-crisis-management/.

“7 Tips for Handling a Crisis.” The Nonprofit Times. October 8, 2015. http://www.thenonprofittimes.com/management-tips/7-tips-for-handling-a-crisis/.

Gotlieb, Andy. 2014. “Prompt Response and Pre-Planning Important in Crisis Management for Nonprofits.” Nonprofit Information July 31, 2014. http://nonprofitinformation.com/crisis-management-nonprofits/.

Presbytery of Arkansas. 2011. “Corporate Bylaws.” http://www.presbyteryofarkansas.org/.

Presbytery of Arkansas. 2016. “Ministry and Committee Duties.” http://www.presbyteryofarkansas.org/.

“Social Media in Crisis Communication.” The Nonprofit Times. October 16, 2014. http://www.thenonprofittimes.com/management-tips/social-media-crisis-communication/.

South Georgia Conference of the United Methodist Church. “Handling the Media in a Crisis Situation.” http://www.sgaumc.org/files/files_library/6_pkuzssfn.5_handling_the_media.pdf/.

By Biswa Das, ISU Extension Specialist and Assistant Professor of Community and Regional Planning

Iowa Government Finance Initiative (IGFI) has released the fiscal year ending (FYE) 2015 Annual Fiscal Conditions reports for Iowa’s 99 counties. In addition to updated county revenue and expenditure data, the reports also include select county-level socioeconomic data released by the US Census earlier in 2016.

The IGFI reports are a valuable planning tool for Iowa cities—particularly small, rural communities—providing them with a snapshot of their fiscal condition using a set of economic, demographic, revenue, and expenditure indicators. The standardized reports make it easier for cities to assess their own financial performance and compare themselves with peer cities.

IGFI is part of a larger project funded by the Iowa State University Vice President for Extension and Outreach Initiative that addresses data needs of local governments, community leaders, and extension specialists in Iowa. IGFI provides local governments an alternative perspective about their financial performance. In addition to city governments, all Iowans can access the information and understand their respective communities’ financial condition.

The FYE 2014 and 2015 county reports are available for download at the IGFI website at http://igfi.extension.iastate.edu/countyreports. For additional information regarding these reports, contact Biswa Das at [email protected], or Cindy Kendall at [email protected].

FYE 2015 County Fiscal Conditions Reports Available

IGFI

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