Wisconsin’s Top
Rural Development Initiatives
1998 Yearbook
Wisconsin Rural Partners, Inc.
Foreword
“Never doubt that a small group of thoughtful, committed citizens can change the world.
Indeed, it’s the only thing that ever has.”
When the great anthropologist Margaret Mead uttered those words, she certainly could not have known the
legacy, the hope, and the activism her words continue to inspire decades later.
This credo has been embraced by many in small communities who could simply throw up their hands and
become the victims of an economic and governmental system that favors the more densely populated, politi-
cally powerful urban and suburban areas. Yet, the rural spirit persists, and indeed flourishes. Quality of life is
not measured in economic terms alone. It is measured by the varied and ever-growing cumulative effects of
small-scale, individual contributions, and the satisfaction of knowing that the only way to create an exceptional,
sustainable, quality of life is by working together - the essence of the word “community.”
This spirit - which we now call “collaboration” and “partnership” is often difficult to measure in traditional
units, but its benefits are highly evident in the increased ability of a rural community to sustain itself, and create
for itself a living environment which continues to feed the world - both literally, through agricultural produc-
tion; and figuratively, through the commitment to developing community systems which serve the “greater
good.”
The range of efforts profiled in this publication is truly awe-inspiring. The variety of efforts speaks to the
importance and inter-connectedness of the many systems which, when working together, create a “healthy”
community. These stories are “in their own words,” with only minor editing. Readers may notice some editorial
commenting in the stories: rather than present “just the facts” of the initiatives, we kept the commentary which
we feel conveys the passion and pride these people feel for their initiatives, as well as the appreciation they have
for their many partners in these endeavors.
We see our small effort to share these stories of success as our contribution to helping Wisconsin’s rural
communities learn from each other, to keep that ability thriving. Our commitment is to bring our human,
natural, and economic resources together through networking, to create positive impacts on policies, programs
and services affecting rural life.
Our hats are off to the hundreds of individuals who contributed their time, talent, and money to make these
initiatives successful, and who continue to do the “real” work of rural development.
— Wisconsin Rural Partners Board of Directors, 1998
1
Acknowledgments
We would like to thank Governor Tommy G. Thompson for his enthusiastic support of this program, for
taking the time and effort to recognize the awardees individually and collectively.
Our thanks also go to the Nebraska Rural Development Commission, especially Doug Gibbs, for his creative
and technical assistance in launching this program. Being connected with organizations of similar mission
across the country through the National Rural Development Partnership, allows us to borrow great ideas from
our national partners without “reinventing the wheel.”
Special thanks for this effort are due to the team of Wisconsin Rural Partners who planned and implemented
the “Top RDIs”: Wendy Hinrichs Sanders, Hiroshi Kanno, Renee Walz, Connie Loden, Jim Kohlenberg, Kathy
Schmitt, Kathy Heady, and Kelly Haverkampf.
And finally, thanks to all those who participated in making these initiatives reality, and who enthusiastically told
us about them.
2
Table of Contents
Foreword ................................................................................ 1
Acknowledgments ................................................................. 2
Map of Initiatives .................................................................. 4
Introduction ........................................................................... 5
Regional Index....................................................................... 6
Subject Index ......................................................................... 7
Alphabetical Index ................................................................. 9
Top Rural Development Initiative Descriptions...................10
Contact List ......................................................................... 59
3
Geographic Locations of
Wisconsin’s Top Rural Development Initiatives
for 1998
4
Introduction
“Wisconsin’s Top Rural Development Initiatives” is a new recognition program sponsored by Wisconsin Rural
Partners, Inc., (known as WRP or the Partnership), a statewide non-profit organization whose mission is “to
engage rural partners to identify issues and enhance rural community life.” The program originated from the
WRP Board of Directors as a means of identifying and sharing the great things happening in rural Wisconsin.
The program will be used solely for these purposes: no competition for resources or favoritism of any sort is
either expressed or implied. The “Top RDIs” is simply a capacity-building tool from which all rural Wisconsin
communities stand to benefit.
Nominations for the Top RDIs were accepted over a 3-month period from anyone involved in, and wanting to
share, the success of their local initiatives. Nominators submitted 500-word essays which described five aspects
of the initiative:
1
. A brief history of the initiative
2
. What was accomplished and who was involved
3
. How the initiative demonstrates the spirit of partnership or collaboration
4
. The long-term impact of the initiative on the community
5
. How other rural Wisconsin communities can use the initiative as a model
Nominations were evaluated by a panel of five public and private sector judges, whose task was to determine the
uniqueness, innovation, and replicability of each initiative. Care was taken for judges to evaluate those nomina-
tions outside of their respective professional disciplines, and those initiatives with which they were not familiar.
Nominations were scored on a sliding scale, and the scores aggregated. The scoring process resulted in several
ties, so several initiatives were ranked equally, e.g., there were two initiatives ranked #7, and therefore, no initia-
tive ranked #8.
The Top 10 ranking initiatives were awarded recognition plaques by Governor Tommy G. Thompson at his
second “Rural Summit” held on September 3, 1998, and awardees were photographed with the governor. The
remaining Top Rural Development Initiatives were awarded framed certificates at the same ceremony, and were
included in a group photograph with Governor Thompson.
The descriptions of the initiatives contained in this publication, with minor editing, are “in their own words.”
Text is taken directly from the essays submitted for nomination, and categorization was determined by the
initiatives’ authors.
5
Regional Index *
Northwest Northeast
Almena The Almena Idea
Eau Claire Child Care Partnership Resource & Referral Crandon Forest County Economic Development
Hurley Iron County Heritage Festival Analysis & Strategy
Iron River Building a Community Center for the Town Eagle River Eagle River Area “Vision 2020”
of Iron River Kewaunee From Land to Learning
Phillips Price County Department of Human Tigerton Embarrass River ATV Park
Services Woodboro Town of Woodboro Land Use Plan -
JOBS Program Oneida County
River Falls St. Croix Regional Tourism Alliance
Springstead Springstead Historic District
Wausau Emergency Housing Assistance Fund
North Central Wisconsin Development
Corporation & Regional Loan Fund
Northwoods HealthNet Southeast
“Start Right”
Woodville Village of Woodville Spec Building Project Elkhorn Healthy Families
Family Preservation & Support Services
- Walworth County Model Communities
Endeavor Village of Endeavor
Southwest Fond du Lac Fond du Lac Area Agricultural
Ambassador Program
Baraboo Aldo Leopold Foundation Juneau Horicon Marsh Area Coalition
Sauk County Institute of Leadership Milwaukee Wisconsin Women’s Business
Blair Trempealeau County Tourism Council Initiative Coporation
Cashton Scenic Bluffs Community Health Center Palmyra Turner Historical Museum
Dodgeville “Share the Harvest” Watertown Dodge-Jefferson Healthier
NET Southwest: Rural Information Power Communities Partnership
Friendship Adams County
Grand Marsh Wisconsin Association of Fairs
Hollandale Grandview Folk Art Site
Independence Western Dairyland Economic Opportunity
Council Business Development Program
La Crosse Dairyland Power Cooperative
Western Wisconsin Technical College Rural
Development Initiative
La Farge CROPP Cooperative
Madison Wisconsin Rural Leadership Program
Economic Preparedness Workshop Series
Production Agriculture Career
Development Center
New Lisbon Juneau County Economic Development
Corporation Web Site
Norwalk Friends of the Community -
Amigos de la Comunidad
Reedsburg Neu Erth Worm Farm
Richland Center Richland Chamber/Main Street Partnership
Neighborhood Housing Services of
Richland County
Prairie du Chien Crawford Abuse Resistance Effort (CARE)
Youth Leadership Conference
Westby Community Health Improvement
Partnership (CHIPs)
Wisconsin Rapids Wood County Single Pass Sand Filter
Demonstration Project
* by quadrant - see map on page 4 for locations
6
Subject Index
Agriculture Town of Woodboro Land Use Plan
Trempealeau County Tourism Council
CROPP Cooperative
Village of Endeavor
Fond du Lac Area Agricultural Ambassador Program
Western Dairyland Economic Opportunity Council - Business
From Land to Learning
Development Program
Horicon Marsh Area Coalition
Western Wisconsin Technical College Rural Development Initiative
Neu Erth Worm Farm
Wisconsin Association of Fairs
Production Agriculture Career Development Center
Wisconsin Women’s Business Initiative Corporation
Richland Chamber/Main Street Partnership
Wood County Single Pass Filter Demonstration Project
Western Wisconsin Technical College Rural Development Initiative
Wisconsin Association of Fairs
Cultural Diversity
Arts Friends of the Community - Amigos de la Comunidad
Grandview Folk Art Site
Economic Development
Business Adams County
The Almena Idea
Adams County
Building a Community Center for the Town of Iron River
The Almena Idea
CROPP Cooperative
Child Care Partnership Resource & Referral
Dairyland Power Cooperative
CROPP Cooperative
Eagle River Area “Vision 2020”
Eagle River Area “Vision 2020”
Economic Development Preparedness Workshop Series
Fond du Lac Area Agricultural Ambassador Program
Embarrass River ATV Park
Juneau County Economic Development Corporation Website
Fond du Lac Area Agricultural Ambassador Program
NET Southwest: Rural Information Power
Forest County Economic Development Analysis & Strategy
Richland Chamber/Main Street Partnership
From Land to Learning
Trempealeau County Tourism Council
Juneau County Economic Development Corporation Web Site
Western Dairyland Economic Opportunity Council - Business
Neighborhood Housing Services of Richland County
Development Program
NET Southwest: Rural Information Power
Western Wisconsin Technical College Rural Development Initiative
North Central Wisconsin Development Corporation & Regional
Wisconsin Women’s Business Initiative Corporation
Loan Fund
Price County Department of Human Services JOBS Program
Children & Families Richland Chamber/Main Street Partnership
Child Care Partnership Resource & Referral Scenic Bluffs Community Health Center
Family Preservation & Support Services Springstead Historic District
Price County Department of Human Services JOBS Program Trempealeau County Tourism Council
Village of Woodville Spec Building Project
Western Dairyland Economic Opportunity Council - Business
Community Development Development Program
The Almena Idea Western Wisconsin Technical College Rural Development Initiative
Building a Community Center for the Town of Iron River Wisconsin Association of Fairs
Community Health Improvement Partnership (CHIPs) Wisconsin Women’s Business Initiative Corporation
Crawford Abuse Resistance Effort (CARE) Youth Leadership
Conference
Dodge-Jefferson Healthier Community Partnership Education
Eagle River Area “Vision 2020” Aldo Leopold Foundation
Economic Development Preparedness Workshop Series Child Care Partnership Resource & Referral
Embarrass River ATV Park Crawford Abuse Resistance Effort (CARE) Youth Leadership Conference
Emergency Housing Assistance Fund Economic Development Preparedness Workshop Series
Family Preservation & Support Services Fond du Lac Area Agricultural Ambassador Program
Fond du Lac Area Agricultural Ambassador Program From Land to Learning
Forest County Economic Development Analysis & Strategy Grandview Folk Art Site
Friends of the Community - Amigos de la Comunidad Healthy Families - Walworth County
Grandview Folk Art Site NET Southwest: Rural Information Power
Horicon Marsh Area Coalition Neu Erth Worm Farm
Juneau County Economic Development Corporation Web Site Northwoods HealthNet
NET Southwest: Rural Information Power Richland Chamber/Main Street Partnership
Neu Erth Worm Farm Springstead Historic District
Price County Department of Human Services JOBS Program “Start Right” - Marathon County
Richland Chamber/Main Street Partnership Turner Historical Museum
Scenic Bluffs Community Health Center Western Wisconsin Technical College Rural Development Initiative
Springstead Historic District Wisconsin Association of Fairs
7
Subject Index - continued
Government Natural Resources
Eagle River Area “Vision 2020” Aldo Leopold Foundation
CROPP Cooperative
Health & Human Services Embarrass River ATV Park
Fond du Lac Area Agricultural Ambassador Program
Child Care Partnership Resource & Referral Horicon Marsh Area Coalition
Community Health Improvement Partnership (CHIPs) Price County Department of Human Services JOBS Program
Crawford Abuse Resistance Effort (CARE) Youth Leadership Conference “Share the Harvest”
CROPP Cooperative Springstead Historic District
Dodge-Jefferson Healthier Community Partnership Town of Woodboro Land Use Plan
Emergency Housing Assistance Fund Wood County Single Pass Filter Demonstration Project
Family Preservation & Support Services
Fond du Lac Area Agricultural Ambassador Program
Healthy Families - Walworth County
Northwoods HealthNet
Technology
Scenic Bluffs Community Health Center Juneau County Economic Development Corporation Web Site
“Share the Harvest” NET Southwest: Rural Information Power
“Start Right” - Marathon County
Wood County Single Pass Filter Demonstration Project
Tourism
Historic Preservation & Culture Embarrass River ATV Park
From Land to Learning
Aldo Leopold Foundation
Grandview Folk Art Site
Grandview Folk Art Site
Horicon Marsh Area Coalition
Iron County Heritage Festival
Iron County Heritage Festival
Springstead Historic District
Juneau County Economic Development Corporation Web Site
Turner Historical Museum
Richland Chamber/Main Street Partnership
St. Croix Regional Tourism Alliance
Housing Springstead Historic District
Emergency Housing Assistance Fund Trempealeau County Tourism Council
Neighborhood Housing Services of Richland County Turner Historical Museum
Western Wisconsin Technical College Rural Development Initiative
Land Use
Town of Woodboro Land Use Plan
Youth
Wood County Single Pass Filter Demonstration Project Crawford Abuse Resistance Effort (CARE) Youth
Leadership Conference
Leadership
Sauk County Institute of Leadership
Wisconsin Rural Leadership Program
Libraries
NET Southwest: Rural Information Power
8
Alphabetical Index
Adams County ........................................................................................................................................................................ 16
Aldo Leopold Shack Foundation, Baraboo ........................................................................................................................ 58
The Almena Idea, Almena .................................................................................................................................................... 23
Building a Community Center for the Town of Iron River ............................................................................................. 32
Child Care Partnership Resource and Referral, Eau Claire ............................................................................................. 54
Community Health Improvement Partnership (CHIPs), Westby ................................................................................... 40
Crawford Abuse Resistance Effort Youth Leadership Conference, Prairie du Chien ................................................. 34
CROPP (Coulee Region Organic Produce Pool) Cooperative, LaFarge ....................................................................... 10
Dairyland Power Cooperative, La Crosse .......................................................................................................................... 44
Dodge-Jefferson Healthier Communities Partnership, Watertown ................................................................................ 26
Eagle River Area —”Vision 2020", Eagle River ............................................................................................................... 42
Economic Development Preparedness Workshop Series, Madison .............................................................................. 29
Emergency Housing Assistance Fund, Wausau ................................................................................................................ 24
Embarrass River ATV Park, Tigerton ................................................................................................................................ 22
Family Preservation & Support Services Walworth County, Elkhorn ........................................................................... 55
Fond du Lac Agricultural Ambassador Program, Fond du Lac ..................................................................................... 27
Forest County Economic Development Analysis & Strategy, Crandon ........................................................................ 38
Friends of the Community - Amigos de la Comunidad, Norwalk ................................................................................. 48
From Land to Learning, Kewaunee .................................................................................................................................... 35
Grandview Folk Art Site, Hollandale .................................................................................................................................. 18
“Healthy Families” - Walworth County, Elkhorn .............................................................................................................. 17
Horicon Marsh Area Coalition (HMAC), Juneau .............................................................................................................. 12
Iron County Heritage Festival, Hurley ................................................................................................................................ 36
Juneau County Economic Development Corporation, New Lisbon ............................................................................. 50
Land Use Plan, Town of Woodboro, Oneida County ...................................................................................................... 21
Neighborhood Housing Services of Richland County, Inc., Richland Center .............................................................. 45
NET SOUTHWEST: Rural Information Power, Dodgeville ........................................................................................ 13
Neu Erth Worm Farm, Reedsburg ...................................................................................................................................... 57
North Central Wisconsin Development Corporation & Regional Loan Fund, Wausau ............................................. 51
Northwoods HealthNet: A NAHEC Project, Wausau ................................................................................................... 25
Price County Department of Human Services JOBS Program, Phillips ....................................................................... 56
Production Agriculture Career Development Center, Madison ..................................................................................... 53
Richland Chamber/Main Street Partnership, Richland Center ....................................................................................... 30
St. Croix Valley Regional Tourism Alliance, River Falls ................................................................................................... 46
Sauk County Institute of Leadership, Baraboo .................................................................................................................. 15
Scenic Bluffs Community Health Center, Cashton .......................................................................................................... 14
"Share the Harvest," Dodgeville ......................................................................................................................................... 12
Springstead Historic District, Springstead ......................................................................................................................... 43
“Start Right” - Marathon County Health Department, Wausau ..................................................................................... 28
Trempealeau County Tourism Council, Blair .................................................................................................................... 47
Turner Historical Museum/Palmyra Historical Society, Palmyra ................................................................................... 37
Village of Endeavor ............................................................................................................................................................... 33
Village of Woodville Spec Building Project, Woodville ................................................................................................... 31
Western Dairyland EOC Business Development Program, Independence .................................................................. 20
Westwern Wisconsin Technical College Rural Development Initiative, La Crosse ...................................................... 52
Wisconsin Association of Fairs, Grand Marsh .................................................................................................................. 41
Wisconsin Rural Leadership Program, Madison ............................................................................................................... 29
Wisconsin Women’s Business Initiative Corporation, Milwaukee .................................................................................. 49
Wood County Single Pass Sand Filter Demonstration Project, Wisconsin Rapids ...................................................... 19
9
CROPP (Coulee Region Organic Produce Pool)
Cooperative TOP 10
La Farge
Agriculture - Business - Health
Natural Resources - Economic Development
Ten years ago, a handful of farmers met to establish an organic vegetable
production cooperative to replace declining tobacco income. They had no idea that this venture would grow
into the nation’s largest organic farmer’s cooperative. The Coulee Region Organic Produce Pool (CROPP)
now has over 160 members with 1998 revenue budgeted at $27 million.
While the Cooperative still produces and distributes organic produce on a seasonal basis, it has added a
producers’ pools for dairy farmers, organic brown eggs, and meat. Its dairy segment now contributes
approximately 95% of revenue. Under the cooperative’s proprietary label, Organic Valley...Family of Farms, they
have become the largest producer of organic milk in the country and enjoy approximately 70% market share
in organic cheese.
Capitalized only by the farmers themselves, the cooperative enjoys a substantial competitive advantage
through the number of its certified organic dairy farms that are in close proximity to its processing plants.
This will enable the Cooperative to continue to be a major national manufacturer and distributor of organic
cheese and ancillary products. This also enables the Cooperative to act nationally as a “balancing source” for
other organic dairy processors.
The Cooperative’s products, and organic food in general, have recently been recognized by consumers and
chefs as offering superior quality and flavor. In 1996, Organic Valley Cheddar Cheese was recognized by the
American Cheese Society as the “best cheddar in the country”. In 1997, the Society bestowed its highest
honor on Organic Valley butter.
The organic farming and food production industry has grown into a $3.5 billion market. CROPP/Organic
Valley product sales have grown between 44-62% each year over the past three years. The Cooperative
provides milk prices for farmers of $18-$24/ cwt.
The Cooperative’s ultimate goal is enhancing the economic stability of its farmer/members. CROPP is
dedicated to creating an economically sustainable market for family farmers. They are also creating high
quality employment in an economically disadvantaged area. Their direct employment has grown to over 60
individuals, primarily at their La Farge, Wisconsin headquarters. Additional retained/created employment on
farms and at processing plants brings this total to well over 250. Through the production and promotion of
organically produced products, the Cooperative believes it can accomplish these formidable goals while
establishing an enterprise that will have a positive environmental effect.
Other communities, when local economic cooperation and strengths are identified, can copy this project to
achieve worldwide, economic recognition, friendly use and stewardship of God-given assets, and community
cooperation to achieve economic goals and financial freedom for the benefit of the whole community.
10
“Share The Harvest”
Dodgeville
TOP 10
Health - Natural Resources
The Wisconsin Department of Natural Resources estimated the largest
whitetail deer herd ever in 1996 (more than 4 million deer). Overabundance
of deer through a fall and winter causes many difficulties, including crop
damage, thousands of car-deer collisions, and starvation of the herd. The
Wisconsin DNR for the first time ever, opened an additional gun hunting season in October to thin the herd.
The Dodgeville Kiwanis Club initiated a partnership approach to take advantage of the opportunity of
additional deer harvest, to develop a “win/win” project.
The goal of “Share the Harvest” was to use the opportunity of overabundant deer to provide meat for needy
families in Southwestern Wisconsin. They used the network of Wisconsin Rural Partners to identify and
engage people and agencies who could provide the resources necessary to implement the project.
The project was initiated by the Kiwanis Club, who rounded up volunteers, computers, envelopes and
postage, and other administrative supplies, to begin matching harvested deer with needy families. The idea
was advertised in print and on radio to find hunters interested in donating deer. Ameritech, a telecommuni-
cations provider, provided a toll-free 800 number and voice mail for families to register for harvested deer.
Several state legislators helped clear the way for this project to happen by ensuring that the project complied
with codes and regulations. Other groups providing support and volunteer services included the Wisconsin
Conservation Congress, Community Action Program agency, and other service organizations in Southwest
Wisconsin. The project received technical assistance from a Wisconsin Rural Partners board member who is a
meat processor.
With the structure in place, “Share the Harvest” resulted in the provision of processed and packaged venison
to hundreds of needy families in Southwest Wisconsin to help them through the winter months. The toll-
free telephone line made it easy for families to register. The Kiwanis administered a combined fund of
$100,000 to help defray the costs of meat processing for the harvested deer. Vouchers were paid to proces-
sors for the deer meat identified through Share the Harvest, and packaged meats were distributed across
Southwest Wisconsin.
11
(HMAC
The Horicon Marsh Area Coalition (HMAC
HMAC)
Juneau
TOP 10
Agriculture - Community Development - Natural Resources - Tourism
The Horicon Marsh Area Coalition (HMAC) is a collaborative organization
which brings together diverse interests to study and address issues in the
Horicon Marsh area. The Horicon Marsh is a national wildlife refuge located
in south central Wisconsin. Each year, thousands of migratory birds call the
marsh home.
HMAC is the result of a one-day forum held in 1993 where 80 people representing 25 interest groups looked
for “common ground” concerns and solutions. HMAC’s mission is “to facilitate communication, coopera-
tion, and coordination among individuals, groups, and agencies concerned with the Horicon Marsh and its
surrounding area.” Its vision is, “a Horicon Marsh area ecosystem comprised of healthy plant, animal, and
human communities, maintained in balance with each other.”
A steering committee meets monthly. Regular participants include the Wisconsin Department of Natural
Resources, the U.S. Fish & Wildlife Service, University of Wisconsin - Extension, U.S. Department of
Agriculture, county/city/town government, farmers, hunters/fishermen, environmentalists, chambers of
commerce, educators, and others. Workgroups with diverse stakeholder participation have been formed to
study and address water quality, outdoor recreation opportunities, Geographic Information Systems, farm-
ing/farmland, and land use. Accomplishments include collaborative efforts to study and address surface
water quality, develop aerial photography and mapping capability, develop and maintain cross-country ski
trails, organize the Horicon Marsh Bird Festival, study recreational demand, develop a sub-watershed im-
provement project, and hold public forums.
The Horicon Marsh area has a long history of conflict and adversarial relationships, particularly on natural
resource management issues. HMAC provides a public “place and process” where diverse interests can
discuss contentious issues and jointly search for “common ground”. HMAC promotes collaboration and
partnering by involving diverse stakeholder interests, using consensus decision making, rotating meeting chair
and recording responsibilities, encouraging joint objective study of issues, and by open sharing of informa-
tion and interests. HMAC provides a mechanism for all Horicon Marsh area stakeholder interests to
collaboratively address concerns. In the long term, this will result in greater understanding and cooperation
between groups. Not only will efficiencies be gained through increased partnerships, but programs will
become more effective due to the early involvement of stakeholders in conceptualization and design phases
of program development. The increased spirit of collaboration resulting from HMAC will result in im-
proved water quality, preservation of farming and farmland, improvement of wildlife habitat, a sustainable
eco-tourism industry, effective intergovernmental relations, and balance between environmental quality and
community growth.
HMAC has already been used as a model by others. The DNR has used HMAC as a model for its GMU
Basin Partnership Teams, the development of a stakeholder team to plan and oversee the management of the
Horicon Marsh State Wildlife Area, and for citizen involvement in the planning and implementation of a lake
restoration program for Fox Lake. The USF&WS used HMAC as a model for citizen involvement at other
refuges and for the agency’s Upper Mississippi Basin Ecosystem Group for collaborative planning and
management of that resource. HMAC was also used as a model for the development of the Lake Sinissippi
Coalition.
12
NET Southwest: Rural Information Power
Dodgeville
TOP 10
Agriculture - Business - Community Development - Economic Development
Education - Health - Libraries
In 1992, the Southwest Wisconsin Library System, or SWLS, decided to automate
its 28 public library members. These libraries serve 120,098 residents across 5 rural
counties (Iowa, Grant, Crawford, Richland, Lafayette), which lag far behind the
average per-capita income in Wisconsin. SWLS members pooled their scarce resources to leverage world-
class “information superhighway” resources at affordable local costs. The result is NET SOUTHWEST, a $1
million library-based computing network. This is the first rural region in Wisconsin to totally automate all
libraries.
NET SOUTHWEST provides access to on-line electronic library services. This includes toll-free T-1
dataline access to the Internet for all 28 public and 86 school libraries in Southwest Wisconsin. It also
includes home and office dial-up access to these services at the libraries for local phone call costs, which is
still crucial in many rural regions not served yet by commercial Internet vendors. In addition, NET SOUTH-
WEST has created an on-line database of over 500,000 public library titles in Southwest Wisconsin for fast
electronic access and borrowing. NET SOUTHWEST also offers desktop video conferencing capacity to
provide low-cost distance learning services.
NET SOUTHWEST is an Information Age version of the farmers’ cooperative self-help model. By com-
bining resources, instead of individually “riding off in all directions at once,” the 28 public and 86 school
libraries in Southwest Wisconsin have leveraged world-class computing services at affordable costs. To do
this, they created a 501(c)(3) nonprofit foundation to raise seed capital from local business and foundations
such as Lands’ End ($75,000), The Swiss Colony ($5,000), Alliant Utilities ($5,000), etc. Local school and
library boards provide the annual $92,000 in maintenance costs.
NET SOUTHWEST affords all 120,098 residents of Southwest Wisconsin equal access to “information
superhighway” tools and resources. Only 11% of the households in the region have computing of any kind.
Consequently, libraries are now able to provide crucial training in and access to Information Age resources
and tools at affordable grassroots costs. No longer can rural regions like Southwest Wisconsin rely on cheap
labor costs to compete in a globalized economy. We must develop workers and communities with “cyber”
skills and resources to attract and keep businesses. We are ready for the 21st century!
NET SOUTHWEST shows how pooling resources is better than funding “silos;” how public and private
cooperation avoids wasteful duplication; and how poor rural regions like Southwest Wisconsin do not need
to rely only on tax handouts to compete in the Information Age.
13
Scenic Bluffs Community Health Center
Cashton
TOP 10
Community Development - Economic Development - Health
Scenic Bluffs Community Health Center opened for business in April 1994
and is the first federally-assisted site in southwest Wisconsin. It is a product
of a multi-year planning effort of the Village of Cashton health committee
and Cashton Area Development Corporation, in conjunction with health
providers in Vernon and Monroe counties. In October 1993, the newly incorporated group was awarded
federal Public Health Service funds to develop and organize a primary care clinic. Basic requirements of a
community health clinic include being located in a health professional shortage area, providing primary care,
and having a published sliding fee scale. The clinic must be governed by a community-based board of
directors, must be a public or non-profit entity, and is required to serve all patients regardless of their insur-
ance status or ability to pay.
In 1997, the Health Center provided primary and preventive medical care to over 1,800 people, and offered
dental care to almost 1,500 people. This translated to 4,500 medical visits. Prior to 1994, there were no
primary care providers in the community. Because Scenic Bluffs sees all people, those with and without
health insurance, they are the medical home for 38.6% of the area’s population who were previously without
any place to go for routine medical care. The support of the community has resulted in the Health Center
growing faster and providing more services than originally anticipated.
Scenic Bluffs epitomizes the spirit of partnership. In addition to primary care physicians, nurse practitioners,
and other medical staff, the Center offers chiropractic, dental, and optometry services on site. Center
personnel work with the Cashton Area First Responders in addition to providing health education to all the
local schools. Scenic Bluffs has specific outreach activities for the large Amish settlement around Cashton
and is in the process of opening health facilities in the neighboring village of Norwalk to address the health
needs of the Latino population living in the area. The Health Center works in close collaboration with the
county public health departments, Health Maintenance Organizations, area hospitals and provider groups, the
University system, and Marquette University School of Dentistry. On the community side, the Health Center
routinely sponsors events and Center staff are active participants and supporters of a myriad of community
activities unrelated to health care.
The Health Center has had a strong, positive impact on health status of the Cashton community. From
improved immunization rates, cardiovascular and weight loss activities, prenatal care, and management of
chronic health conditions, residents have experienced the benefits of Center activities. The Health Center
has also been a strong community economic development tool. In a report from the Wisconsin Network for
Health Policy Research, Scenic Bluffs, employing 17 people in a town of less than 800, was the catalyst for
over $1.6 million in total economic growth for the community.
Community Health Centers are providers of primary health care to medically underserved populations.
Unlike the medical model of health care delivery, community health centers focus not only on improving the
health of individual patients, but on improving the health status of the entire community. A new community
health center can be started from scratch, or an existing organization which “converts” its operations into a
community health center. The types of organizations which may wish to convert to a community health
center include family planning clinics, rural health clinics, public health departments, free clinics, other social
service organizations or for-profit primary care practices.
14
Sauk County Institute of Leadership
Baraboo
Local Leadership Development TOP 10
In March 1997, three local organizations, Sauk County University of
Wisconsin-Extension office, Baraboo Chamber of Commerce and Sauk
County Development Corporation, had independently identified local
leadership development as a critical need. When key individuals from
these organizations recognized their common concern, they invited
representatives from the Sauk-Prairie and Reedsburg Chambers of Commerce to attend an organizational
meeting. The five partners moved quickly to create a program that would “...develop informed, civic-minded
volunteer leaders who are committed to the future of Sauk County.” The Sauk County Institute of Leader-
ship (SCIL) was incorporated as a non-profit in July 1997, and the first class graduated in May 1998.
In only 18 months, local organizations have help to create and operate SCIL. During the spring and summer
of 1997, the five primary worked with an advisory committee representing local government, businesses,
hospitals, schools and churches to: create the organizational structure, raise funds, recruit the first class and
develop the curriculum. The first class of fourteen members began the nine month SCIL program in
September 1997. The advisory committee has since evolved into a board of directors. The second class
began in September 1998.
SCIL was developed and is operated as a partnership. Besides the support of the initial five partners, SCIL is
made possible by the financial and in-kind contributions of businesses, organizations and individuals working
for the enrichment of Sauk County. These include banks, restaurants, hospitals, local government offices,
and a recreation association. Over half of the program funds are raised in this fashion. Each participant is
responsible for a $300 tuition which is often covered by his or her employer-another example of cooperation.
Class members come from government, business, industry, schools, churches, hospitals and non-profits.
This creates a firm foundation for future local partnerships.
SCIL was created to meet the future leadership needs of Sauk County by:
• Identifying and preparing emerging local leaders in public, private and non-profit arenas,
• Developing an active network of informed, concerned citizens to guide the future growth
of their communities,
• Providing a pool of more effective employees and citizens with broader knowledge of the
issues facing Sauk County, and
• Contributing to overall community health and development via a class project conducted
with local partners.
Alumni have also noted the personal benefits gained from meeting and working with people outside their
normal network, and learning more about their county.
Nurturing emerging leaders is critical to the future of rural communities. With a leadership program based
on strong partnerships, even small rural communities can develop their own programs. For a minimal cost
of $600 per participant, much of that raised through donations and a small tuition fee, a community can
build and increase their local leadership capacity. SCIL is ready and willing to share their ideas and materials
with other rural communities in Wisconsin.
15
Adams County
Business - Economic Development
TOP 10
Uninterruptible Power Products Inc. (UPPI) is an Adams County start-up
business. They produce uninterruptible power systems for the electronics
industry. UPPI located in the former Terrace Homes building in downtown
Adams, Wisconsin, in June of 1997. The Adams County Rural & Industrial
Development Commission (ACRIDC) is assisting UPPI to build a 10,000
square foot manufacturing facility in the Adams County Industrial Park in the
Town of Preston. UPPI has committed to create more than 50 new jobs in Adams County in the next two
years. These new jobs will be high paying sales, engineering and production positions.
Adams County will own the building in its Industrial Park, and UPPI will lease it for ten years, purchasing
the building at the completion of the lease term. Adams-Columbia Electric Cooperative (ACEC) received a
$400,000 grant from the USDA-Rural Development agency to assist the project, Those funds were loaned to
Adams County at zero percent interest. Adams County added $50,000 at zero percent interest to complete
the amount needed to construct the facility. UPPI received a $15,000 loan/grant from the Wisconsin De-
partment of Commerce Rural Economic Development program. UPPI also received $150,000 in community
development block grant funds. ACEC loaned an additional $150,000 to the project from its loan fund
Cooperation between the USDA Rural Development, the Wisconsin Department of Commerce, Adams
County and Adams-Columbia Electric Cooperative worked very well for this project. Adams County is in
one of Wisconsin’s “Development Zones,” through which assistance is given in bringing together various
public resources. All groups involved in the project saw it as a very progressive, innovative and exciting
prospect to encourage economic development in a distressed rural Wisconsin setting.
The new jobs that UPPI will create should provide a living wage for many families in Adams County. New
tax base is being created in the new building, and there is potential to expand and create even more jobs in
the near future. The funds from the USDA Rural Development and ACEC will return to the ACEC to be
used for economic development projects in the future. Likewise, the block grant funds will return to Adams
County for use in future projects.
All the programs used in this project are available to all Wisconsin communities. What is needed is the
conduit to follow the project to completion and the willingness of the organizations involved to work as a
team. Everyone needs to benefit from these projects The funding sources, the community leaders and local
population need to recognize the need for the project and the methods used to complete it. 100% coopera-
tion of all organizations involved is necessary. There were many barriers to overcome in this project, but all
involved saw the result as greater than the obstacle to complete it.
16
Healthy Families
Walworth County
Education - Health TOP 10
Healthy Families is the result of a strategic planning process by the
University of Wisconsin-Extension and the Family Resource Coalition of
Walworth County, Inc. Healthy Families, an in-home visitor program,
provides parent education and support to help first-time parents enhance
their parenting skills, and provides links to community resources. The program began in 1995
as a research and demonstration project funded by the W.K. Kellogg Foundation to test the effectiveness of a
home visitation model working in collaboration with national, state, and local partners.
Healthy Families was evaluated using a process evaluation, an outcome evaluation, and a research component
involving a pre-project comparison group. Program impact from the first year comparison study revealed:
• Infants in the program were seen by a health care provider significantly more times than
the comparison group infants.
• Comparison group families used the emergency room more often than the program families.
• Program mothers breastfed their babies longer.
• Program families whose babies had suspected developmental delays were referred to professionals at
an earlier age.
• Program families reported more use of formal supportive services.
Healthy Families became a reality through the vision of a large countywide coalition — the Family Resource
Coalition of Walworth County, Inc. Key members of the Coalition included UW-Extension, Lakeland
Medical Center-Aurora Health Care, and the Walworth County Department of Health and Human Services.
These agencies had a history of working together to provide resources to new parents. One of the project’s
goals was to continue to operate with funding from Lakeland Medical Center, the Walworth County Depart-
ment of Health and Human Services, and UW-Extensions’ Wisconsin Nutrition Education Program.
Healthy Families provides parenting information, social support, and linkages to other services to strengthen
families and enhance the nurturing environments, which promotes healthy child growth and development.
The program improves school readiness, increases self-sufficiency among families, and promotes positive
health outcomes for children and families by linking families to health care providers who provide immuniza-
tions and well-child care. Healthy Families will continue to provide a community-based system of coordi-
nated, comprehensive, and family-focused prevention and intervention services. Prevention programs can
save money that may have been spent on child welfare services, special education services, foster care, and
housing juvenile offenders.
The experiences of Healthy Families Walworth County have served as a model to other potential home
visitation programs. As a component of the demonstration project, Healthy Families provided training and
technical assistance to others interested in home visitation programs for families with newborns. As of
January 1, 1998, over 50 community planning groups have asked for and received technical assistance in the
planning and implementation phases of new home visitation programs. Information has been provided on
topics such as supervising home visitors, funding home visitation programs, and evaluating home visitation
programs. This has also increased communication channels between various programs.
17
Grandview Folk Art Site
Hollandale
Arts - Community Development - Education
TOP 10
Historic Preservation - Tourism
Nick Engelbert’s Grandview, a unique folk art site created by a Wisconsin dairy
farmer from the 1930’s through the 1950’s, has been opened to the public and
is being used for educational events for the first time in over 30 years. To save
Grandview, a group of residents from the Villages of Hollandale (pop. 260) and Blanchardville (800), formed
a non-profit organization in 1996 to maintain and operate the site and conduct workshops and educational
events. The entire effort was grassroots and accomplished by scores of “everyday” rural citizens, without
“professional” assistance.
Grandview was restored and gifted to the foundation in early 1998. Since Memorial Day it has been open to
the public 7 days a week through the work of 33 local volunteer hosts. Numerous other volunteers plant and
maintain many flower gardens, maintain the site and staff the foundation board and committees. The effort
to re-open Grandview quickly gained recognition by: WISC-TV, Madison (success story!); Wisconsin State
Journal; Milwaukee Journal-Sentinel (twice); Chicago Tribune; Country Today, and many other newspapers
and periodicals. Monroe and Blackhawk schools have used the site as well as numerous community and arts
groups.
The Pecatonica Educational Charitable Foundation, through a strong partnership with the school district and
together with the collaboration of many residents of these two small villages and surrounding rural areas,
have enabled a highly unique and treasured folk art site to be available to the broad public and children for
other school districts. The site is near Hollandale, but compliments and is also supported by residents of
Blanchardville, Wisconsin’s newest and smallest Main Street community. Critical to the success were local
partnerships with groups such as the county master gardeners, the Blanchardville Public Library and the Girl
Scouts.
In the short time the PEC Foundation has operated Grandview, it has been visited by thousands of people,
representing 25 states and 5 countries. At the same time it has been embraced by folks throughout south-
western Wisconsin as a place to picnic with family or simply visit for the beauty of the site and countryside.
The economic impact on a rural area encompassing two Villages with the combined population of just over
1,000 is obvious. Less measurable but perhaps more significant is the knowledge of accomplishment and
“can-do” attitude acquired by the rural folk who organized to do it.
The striking facet of this success is the commonality of the situation and people behind the effort. The little
villages of Hollandale and Blanchardville are not unlike hundreds of other rural Wisconsin towns. All rural
communities have unique treasures of culture, history, and perhaps local eccentricity. In the aggregate, the
effort was huge and has been a major success by almost every measure. Nonetheless, the undertaking was
comprised of hundreds of small, personal efforts by rural Wisconsinites. From its creation by a dairy farmer
to its splendid re-birth, Grandview is a celebration and manifestation of the common, rural person.
18
Wood County Single Pass
Sand Filter Demonstration Project
Wisconsin Rapids TOP 10
Community Development - Health - Land Use - Natural Resources
A viable rural economy requires that people have access to housing, which
dependents on availability of septic systems. Unlike its neighbors, Wood
County does not have an abundance of soil that supports traditional septic
systems. Holding tanks are the only option for many sites. Because holding tanks are expensive to maintain,
many moderate- and low- income citizens were discouraged from building a home. The Wood County
Planning and Zoning Department initiated a cooperative effort to examine the feasibility of installing sand
filter systems. They were able to successfully demonstrate the viability of this technology to serve their rural
citizens.
Working cooperatively with Wisconsin university researchers, the Wisconsin Department of Commerce, local
government officials, installers, suppliers, and interested homeowners, the County was able to develop and
implement a successful demonstration project that highlights the advantages of sand filter technology for
rural homeowners. Existing holding tanks that require constant pumping and transport of wastewater over
long distances for disposal were successfully replaced with sand filters that treat and recycle wastewater
onsite. This demonstration project also is proving that technology which has been accepted in other parts of
the nation for many years can be beneficially used by citizens in our state.
Wisconsin’s septic system code is silent on sand filter technology. County staff recognized a need for
alternatives not available in the code. They formed a partnership that included scientific knowledge, contrac-
tor installation ability, supplier flexibility, and homeowner willingness to try something atypical in terms of
wastewater treatment. There was a significant amount of trial and error before an acceptable methodology
was established. County staff expended an amount of time far above what would have been considered
normal for a regulatory program. They were able to keep the partners in this venture focused on the success
they ultimately achieved.
Holding tanks are viable for certain applications, such as seasonal residences. They are an expensive alterna-
tive if used to serve a typical residence on a full-time basis and therefore often not maintained properly. The
Wood County sand filter project demonstrates that there are cost effective alternatives that can provide a
permanent wastewater treatment solution even for properties that are currently perceived as not acceptable
for onsite treatment and recycling of wastewater. Successful application of sand filter technology will allow
people to continue to live where they have chosen to, while protecting public health and the groundwater.
Many rural communities in Wisconsin are struggling without municipal services and lack of code compliant
private sewage systems. Because of excessive costs for traditional municipal services and lack of code
compliant private sewage systems options, they are unable to attract new residents to their communities. The
County project demonstrates that there are alternatives available to address these concerns. In addition, the
County project was able to demonstrate a rare cooperative “can do” spirit among all the parties involved.
This project can easily serve as a blueprint for success for other communities in the state.
19
Western Dairyland Economic Opportunity Council
Business Development Program
Business - Community Development - Economic Development
Western Dairyland Economic Opportunity Council’s Business Development Program began in 1990 with a
part-time Business Development Specialist and a belief that entrepreneurship should: A) be a vehicle that
would help our low income, primarily rural families, achieve self-reliance and an improved standard of living,
and B) provide our rural communities with business start-up assistance and economic development activities
that were available in the metro areas of the state.
The Program has grown from simply assisting individuals in the preparation of business plans, to a
multi-faceted economic development project that provides rural business development assistance, access to
computers, and access to capital.
The Program has grown from the basic component of assisting individuals in the preparation of business
plans to a multi-faceted economic development project that provides business planning, start-up assistance,
after start-up - at the business - management assistance, financial packaging, a loan guarantee fund, and a com-
puter lending library. Our Program now serves approximately 140 potential entrepreneurs annually. Program
activities from 1992-1997 have: provided services to 566 individuals; started or expanded 158 businesses in four
counties; and created 265 full-time jobs. In 1998, Western Dairyland received the Governor’s Award for
Excellence in community action, citing the Business Development Program as exceptional.
In 1995, the Program initiated our Business Assistance Providers Network. Network members are agencies in
the “business” of business assistance. Network members include UW-Extension, Rural Development, Wiscon-
sin Housing & Economic Development Authority, Wisconsin Department of Commerce, Small Business
Development Centers, Technical Colleges, Northern States Power, Private Industry Councils, and the Regional
Planning Commission. The Network meets twice annually to discuss projects, problems and solutions. Our
Loan Guarantee Fund is a cooperative venture of thirteen lenders in our four-county service area and provides
our low collateral clients with access to capital. Most recently, our Program has identified two “business
sectors” forming “BIZNET” that will actively work to access new, value-added markets.
Both national and state statistics indicate 57% of the jobs created are being created by businesses employing
fewer than 10 individuals. Our Program’s long term impact is and will remain job creation and job retention
through entrepreneurship, ongoing business management support, access to capital, and access to technology.
In our rural communities, that means farm and home-based businesses can stay and support their rural com-
munities. Childcare businesses impact the ability of a family to find and keep their jobs. BIZNET’s impact,
through access to technology and cooperative projects, will allow small, rural business to access markets they
thought were unreachable.
The Program model proves the value and potential of very small business ventures and their
potential to provide jobs and services to our rural communities and stability to our rural families. The primary
component, one-on-one business assistance, is easily replicated. Each community, depending on the needs of
their business community, will “grow” additional components customized to meet community or client needs.
In 1995, our Program was successfully used as a model by Indianhead Community Action Agency. A mentoring
relationship proved successful in project replication.
20
Land Use Plan, Town of Woodboro, Oneida County
Community Development - Natural Resources - Land Use Planning
In June of 1996, the Town of Woodboro appointed a committee to develop a community land use plan.
This action was in response to public concern that the town’s existing zoning did not adequately protect its
rural lakeshores from excessive development which could lead to overcrowding and lake user conflicts.
Further, the open, general nature of the zoning was expected to lead to conflicting land use problems as
population expands. The North Central Wisconsin Regional Planning Commission and the UW-Extension
Resource Agent for Oneida County were asked by the committee to provide technical
assistance in the planning effort.
A long range land use plan for the town was prepared, accepted by the people, and adopted by both the
town and county. The plan also won a first place award for Land Use Planning Applications in a state
wide competition at the annual conference of the Wisconsin Land Information Association. County zoning
throughout the town was changed to implement the plan. The planning process, including a community
survey, broadened public awareness of the issues. Participation in the project was widespread, including local
citizens, town officials, county zoning and land information staff and officials, UW-Extension, and regional
planning commission staff.
The Town Board appointed and supported a 7-member committee comprised of local volunteers who
stuck with it after periods of 3 or 4 long meetings per month. Further, an astounding 67% of all town
property owners returned their surveys. Regional Planning Commission staff provided technical support in
preparing the plan, and County UW-Extension coordinated the survey and interpreted results. Other county
officials, including the Zoning Administrator and Land Information Officer and their staffs,
provided significant resources to the project effort, and after a critical review, the County Zoning Committee
approved the planned rezoning and praised the town for its efforts.
The plan provides a statement of basic principles to guide town and county officials when making
decisions regarding growth and development, and it creates a basis for such regulatory actions. The plan’s
general philosophy is to encourage growth in a fashion that protects and preserves the natural beauty and
integrity of the town’s environment which is the foundation of its quality of life. The wide-open zoning in
the town has been replaced with residential, farming and forestry districts which should reduce land use
conflicts. Density, especially on the lakeshores, will not become excessive or spoil the rural character.
The plan is in a poster format that is user friendly — easy to read and understand, rather than the typical
bulky plan that sits on a shelf. Judges at the WLIA Conference noted that they liked the concept of the
poster plan, and thought that the Woodboro plan could be a model used across the state. Currently, this
process is being used by three other towns in North Central Wisconsin.
21
Embarrass River ATV Park
Tigerton
Community Development - Economic Development - Natural Resources - Tourism
For nearly 20 years, the Village of Tigerton and surrounding townships battled with the image of being the
home to the anti-government group, Posse Comitatis. The group received much publicity for their gun
touting ways. They refused to pay taxes, and built a compound just outside of Tigerton to use as a militia
training ground. They could often be seen in newspapers and on television carrying guns while dressed in
camouflage gear. The presence of this group made tourism almost non-existent in southeastern Shawano
County, despite its beautiful natural scenery.
With the lumber industry declining, the local economy was deteriorating at an alarming rate. A small group of
local citizens began to formulate a plan that would attempt to bring those all-important tourism dollars right
into downtown Tigerton, an idea that was bold, to say the least, considering that tourism was perhaps the
single largest disappointment the people of Tigerton faced. Led by Village President Clarence Handschke,
Clerk Tammie Jo Berg and Board Member Susan Redman, the wheels were put in motion to make tourism a
Number 1 priority in Tigerton.
After years of failing to pay property taxes, the Posse Comitatis compound was put to the auction block by
Shawano County in 1993. The 504 acre parcel of land was purchased by the Village of Tigerton for a fraction
of its value. With the help of the Wisconsin Department of Natural Resources, the Wisconsin Off-Road
Vehicle Council, the Wisconsin Conservation Corps and countless local volunteers, the land was cleared and
development began on what is now Embarrass River ATV Park. Featuring almost 20 miles of ATV Trails, a
Challenge Area and 37 scenic campsites, this one-of-a-kind park is bringing visitors from all over the state to
the very same location that was once the source of an image that kept tourists away.
This project shows how a community pulling together, through the spirit of cooperation, can make an impact
on their own lives, and the lives of their children and grandchildren.
22
The Almena Idea
Business - Community Development - Economic Development
For many years, the Village of Almena (population 625} suffered the effects of agricultural depression and
increasing competition from regional commercial centers. Its major employers had left town, and Almena had
lost its only grocery store. The village was not willing to resign itself to the decline and eventual death of the
community, however, so it called in Impact Seven (l-7), a community development corporation. Working with
I-7, Almena established a public/private partnership to attempt to turn the community around. “The Almena
Idea”(TAI) quickly began to usher in a new era of hope as the village became organized to focus on commu-
nity revitalization.
TAI approached community revitalization by concentrating primarily on three areas: marketing, infrastructure
improvements, and direct financial assistance to businesses. Among other important accomplishments, TAI
has created 19 new and/or expanding businesses, 144 new jobs, over $2.2 million in public and private
investment, 116 acres in two industrial parks, 17,360 square feet of manufacturing space, and zoning
Most everyone in the village has played a role in the rebirth of Almena, whether by being involved in one of
the partner groups, by volunteering to plant trees or clean up properties, or by changing individual attitudes,
which is perhaps the most profound effect of TAI.
TAI pooled the individual and collective strengths of the Village, I-7 and all of the community’s organiza-
tions, including the Almena Business Development Corporation, which TAI spawned. The idea was to form
a strong and cohesive group aimed at achieving one goal - community revitalization.
TAI has succeeded, and the people of Almena now realize that collaboration, a willingness to change, and a
belief in the future can truly change a community. Where only a short time ago there was a general feeling of
isolation and despair, people now have a rekindled sense of community and hope for the future.
Among other indelible imprints resulting from TAI: the creation of new or expanded businesses has diversi-
fied the economy, giving Almena greater economic security; upward mobility is being provided tor
low-income people; and housing is being developed for low-income elderly, freeing up existing units for local
employees. In the near future, TA will be expanding Almena’s retail base and service offering by erecting a
shopping center on the highway, bringing to town shops, a medical clinic, and perhaps a dentist. A commu-
nity that was on the verge of extinction is now seeking continued growth and job creation with pride.
Given the right attitudes and willingness of organizations to keep an open mind, TAI can be transferred or
replicated because, at its core, it encompasses some basic principles:
• An “Irritant/Organizer”with the expertise necessary to challenge the status quo;
• Cooperative, organized activity to replace lack of collaboration or organization;
• Raising financing from all sources within the bounds of repayment capability;
• Getting a knowledgeable partner to implement the plan;
• Staying aggressive and keeping the momentum, particularly after the initial success;
• Focusing on the goal of community redevelopment - job creation and revitalization of
the community.
23
Emergency Housing Assistance Fund
Wausau
Community Development - Housing - Human Services
In 1997, United Way of Marathon County made funds available for one-time grant allocations. Several
agencies providing emergency housing assistance submitted funding requests. One group, the Wausau
In-house Network (WIN) suggested a collaborative approach. The Community Planning Council of Mara-
thon County reviewed the proposals and recommended that the four agencies create a joint proposal for
funding. The original four agencies joined in partnership with three additional agencies concerned with
emergency housing to create the Emergency Housing Assistance Fund (EHAF). Funding began in October,
1997.
Originally, EHAF served seventy families, below 60% poverty and facing homelessness, throughout Mara-
thon County. Increased coordination between the agencies resulted in a Housing Cost Reduction Initiative
(HCRI) proposal by WIN to the Wisconsin Division of Housing. The partners now include The Women’s
Community, YWCA, Salvation Army, American Red Cross, Job Center (W2), Neighbor’s Place, Wisconsin
Public Service, Hmong Association, Energy Services, North Central Health Care Facilities, First Call, Depart-
ment of Public Instruction, Central Wisconsin AIDS Network, Children’s Service Society and Judicare.
North Central
Community Action Program is fiscal agent and partner. The EHAF/WIN partners were awarded $230,000 in
June, 1998 to continue their work.
This partnership began in recognition that numerous agencies were in direct competition for funding from a
variety of sources. Although the clients differed significantly, housing was a consistent issue. By looking
beyond their special interests, these agencies were successful in combining resources to work toward a
common goal. The EHAF/WIN partners have enlisted the active participation and support of additional
organizations and agencies. As a result, a network has been developed that includes nearly every point of
entry into the human service system in Marathon County with a level of funding that would not have been
possible independently.
Organizing the service community allows for a more comprehensive ability to serve. Each group, serving a
specific population, often came in contact with individuals who did not meet their service criteria. Conse-
quently, families routinely fell through the cracks and went unserved. Additionally, this consortium has
developed a case management approach. Calling on the expertise of each partner agency, a work plan,
designed to improve self sufficiency, is in place. The EHAF/WIN partners will not only be providing
emergency funding as a short term solution, but will assist families in bettering their economic conditions
over the long term.
This community effort is the first formalized multi-agency direct assistance effort of its kind in Marathon
County. The success of this consortium is largely due to the foundation laid by WIN. WIN has existed as a
formalized community-wide effort since 1994. This community-based agency has brought together public,
private and volunteer groups for the purpose of focusing attention and resources on the issues of
homelessness, inadequate and unaffordable housing in the whole of Marathon County.
24
Northwoods HealthNet:
a Northern Wisconsin Area Health Education Center Project
Education - Health
This project began in 1993 as a library outreach project of the Marshfield Medical Research Foundation.
That project offered MEDLINE workshops to health professionals in rural Wisconsin. We learned that,
unfortunately, many participants lacked the technology required to do online searches. This was particularly
true in northwestern Wisconsin, where health professionals identified themselves as “information starved.”
In 1995, NAHEC contracted with the library consultant who had started this project, to see what could be
done to change this situation. Working with interested organizations, NAHEC developed a $363,145 infor-
mation systems grant proposal, which was funded by the National Library of Medicine.
Funding began in June 1997 to cover the first two years of operation. Members who need current technology
receive a computer workstation and one year of Internet access. All members receive local workshops on
“Searching the Internet and MEDLINE for Health Information” and library services from project staff
based at the host medical library at the Marshfield Clinic, the largest rural clinic system in the state. This
includes free copies of journal articles not available via the Internet. In the first year, project librarians
presented more than fifty Internet workshops in northern Wisconsin.
The 30 founding members participated in member meetings and a Delphi survey to develop the strategic plan
and grant proposal. All members sign a Memorandum of Understanding, where they agree to participate in
the ongoing planning critical to the future success of this project. Member meetings are held 2-3 times each
fall and spring in conjunction with special workshops for the library contacts. Current members represent 50
clinics, hospitals, long term care facilities, Native American organizations, and public health departments in
northern Wisconsin. Almost all are in rural communities.
This project contributes to the recruitment and retention of health professionals in underserved rural
communities. Studies have shown that health professionals need access to current information resources so
they can provide the best possible care. Physicians and other health professionals looking at rural practice are
asking for access to the medical literature; this project means that they will have this access as well as person-
alized library services. Learning centers with Internet access in member organizations will also provide local
access to continuing education. In addition, more staff can take distance learning classes to advance in the
health care field.
The Wisconsin AHEC system has asked the Northern Wisconsin AHEC to help develop similar
services across the state. Rural health providers were among those invited to a conference in 1998 to plan a
Wisconsin health education network based on the Northwoods HealthNet model. Additional northern
Wisconsin communities and organizations may join Northwoods HealthNet once the dues structure for
future funding is established. They should contact the NAHEC office or the Project Director, Margaret (Peg)
Allen, 715-687-4976. Those in other parts of the state should contact their local AHEC center - see http://
www.mcw.edu/ahec/.
25
Dodge-Jefferson Healthier Communities Partnership
Community Development - Health
In 1995, individuals from Dodge and Jefferson Counties’ government and other non-profit agencies came
together to form the Dodge-Jefferson Healthier Communities Partnership (DJHCP), representing a diverse
group of community leaders. This partnership spans two rural Wisconsin counties. Dodge County has
approximately 79,000 residents, and Jefferson County approximately 70,000 residents.
The DJHCP was founded on the principal belief that social issues are at the root of most of our nation’s
most complex health problems. The members understand that local and county resources must be channeled
not only toward acute care “rescue and repair” efforts, but also toward problem prevention and health
promotion.
The DJHCP spent its first year (1995) getting organized, educating members, securing funding, and selecting
consultants to assist with a community health needs assessment. The purpose of the assessment was to help
the Partnership systematically identify and prioritize the health needs of a variety of demographic groups.
Leaders from Dodge and Jefferson Counties’ public health departments, human service agencies, the
University of Wisconsin Extension, area hospitals, law enforcement, school districts, businesses, churches,
and other non-profit agencies work together.
Accomplishments of the DJHCP and partners are: community building teams, juvenile delinquency preven-
tion grants, family preservation grants and initiatives, after school care, teen centers, family centers, intensive
home visitation, and wrap-around programs. The program is a Partnership between the Public Health and
Family Preservation mandated community needs assessment. DJHCP is in the process of incorporating and
using grant procurement to help further the goals of the Partnership. The Partnership worked with the
Hispanic Community in order to get responses representative of the culture and population. DJHCP also
conducted a two-day strategic p1anning session with 69 leaders representing a wide variety of agencies and
organizations.
In 1997, individuls from the community formed action teams to promote resilient families through Positive
Youth Development, AODA, parenting resources, child abuse, child care and a viable workforce. The
DJHCP’s efforts will facilitate improvement of the health of individuals and ultimately reduce the cost of
health care by addressing root causes.
The DJHCPs goals are strong economies, access to good jobs for all, low crime rates, freedom from drug
and alcohol abuse, freedom from communicable diseases, access to affordable health services, and a good
home for every child. Our initiatives help communities and individuals take personal responsibility for
healthier behaviors and respect the rights of their neighbors.
Each community needs to enlist the support of key leaders in using their individual and agency strengths to
improve the health of individuals and the community. These leaders need to assess and channel the commu-
nity resources to be used in the best interest of the community. Communities can use this program as a guide
to cooperation through consensus building and not through a “majority rules” model. Communication is key
to building trusting relationships amongst the partners.
26
Fond du Lac Area Agricultural Ambassador Program
Agriculture - Business - Community Development - Economic Development - Education
Health - Natural Resources
The Fond du Lac Area Agricultural Ambassador Program is directed by the Fond du Lac Area Agri-Business
Council, a division of the Fond du Lac Area Association of Commerce. The mission of the Agricultural
mbassador Program is to educate, communicate, and promote agricultural knowledge to the community while
providing a positive identity for all aspects of agribusiness. Developed in 1992, the concept of this program
was and still is to bring the farm or processing plant into the classroom since tours of these facilities are very
limited due to liability issues. The Agricultural Ambassador Program is a non-profit entity. Donations and
grants are the main source of funding.
Since the Agricultural Ambassador Program’s inception in 1992, the program has seen a 2,000% increase in
the number of students, teachers, and consumers educated on a yearly basis to 10,000 during the 1997-1998
school year. Over 25 different professional programs are available free of charge to the Greater Fond du Lac
County school systems. Topics include health and nutrition, consumer buying habits, food safety, economics,
and agricultural production. School aged children makeup 95% of the audiences. In the beginning, the
Agricultural Ambassador was a part-time position which has since grown into a full-time position that is
supervised by the Agricultural Ambassador Committee’s 10 members and the Agri-Business Council’s 15
Board of Directors, all of whom are volunteers.
The Agricultural Ambassador Program is a division of the Agri-Business Council which has 200 members
representing over 130 farmers, 5 educational institutions, 60 agribusinesses, and 5 major dairy plants. The
Agri-Business Council has 15 Directors and over 45 volunteers who make up the Council’s committees. The
Agricultural Ambassador Program works with Future Farmers of America and 4-H members to host “Day
on the Farm” events. The farm is set up in educational agricultural stations for student groups to rotate
through with FFA and 4-H members presenting information at each station. Over 400 students, teachers, and
parents attend each “Day on the Farm” event, giving them an opportunity to learn more about agriculture
and giving the FFA and 4-H members the chance to develop leadership, communication, and presentation
skills.
The anticipated outcome of this program is to have a community which is well educated on various aspects
of agriculture, as well as to increase the marketing outlets for agricultural products. With less than 2% of the
population living on farms, it is more vital than ever that students, teachers, and consumers learn the impor-
tance of agriculture in our community, our state, our country, and our world. The education process is much
like preparation for harvest. How does one prepare for harvest? Preparation begins in the spring by prepar-
ing the soil for the seed. The same is true with education. How does one prepare for well-educated decisions
in the future? Preparation begins through education of today’s students. By providing accurate and factual
information to the educators of today, we provide the leaders of tomorrow with the tools to make
well-educated and knowledgeable decisions in the future.
The Agricultural Ambassador Program was developed to meet the demand by school systems and the public
for the availability of accurate agricultural information regarding the production and the nutritional value of
agricultural products produced in our community. Other counties currently have dairy ambassadors. This
program is an expansion of those programs representing all aspects of agriculture. For this program to be
successful, the program needs the support of the community’s agribusiness sector, as well as many very
dedicated volunteers.
27
“Start Right” - Marathon County Health Department
Education- Health
In 1993, community leaders, identifying the escalating human and financial cost of child abuse rates within
Marathon County, convened a partnership of providers to design a response. “Start Right,” involving three
components, was created:
• Public Health Nurses visit families of newborns, review health of both mother and baby, identify
family strengths and stressors, and offer community resources.
• Family Visitors mentor families with identified needs for up to five years developing positive
parenting techniques, accessing community resources, and developing self sufficiency skills.
• Family Resource Centers, established in local communities and neighborhoods, provide parenting
education choices to all families.
Start Right is provided through a public-private partnership with direct services provided by Marathon
County Health Department and Children’s Service Society Start Right began as a pilot in one rural commu-
nity in 1994 and has expanded to seven additional rural communities and six city of Wausau neighborhoods.
An evaluation component is in place to track abuse and neglect reports and other health factors, such as
childhood immunization rates, among families served. Preliminary reports show positive impact in health
areas and further suggest a reduction in reports of abuse and neglect.
Partnership begins with direct service staff who with families - not for families - create individually tailored
service plans. Start Right has a diverse, committed collaboration including federal, state, county and city
government, the local United Way, several local private foundations and a local corporation. Each local
partner contributes time and technical consultation to the partnership through representation on the Start
Right Steering Committee, the Strategic Planning Committee and through vocal community support. The
Community Planning Council of Marathon County, which consists of leaders from diverse sectors of our
county, has identified expansion of Start Right as a top priority.
Start Right bears similarities to other parenting education and support programs such as Hawaii’s Healthy
Start and Healthy Families America Project. However, it breaks new ground in an innovative way. Start Right
is universal. By serving all families, Start Right promotes a cultural value that it is normal to seek parenting
education and support. The destigmatization of seeking assistance about how to be a good parent is a critical
outcome of Start Right By offering services to all families of newborns, Start Right will reduce the painful
outcomes of child abuse and neglect.
Communities from around the state have turned to Start Right staff for insight into building strong commu-
nity partnerships. Staff have presented at state-wide conferences, conventions and annual meetings. The Start
Right partnership is committed to improving the lives of Marathon County’s children and families. It thrives
because of accountability and trust. Based on experience, local governments, foundations and agencies trust
the Start Right leadership to produce results and support the results with data. Start Right demonstrates
what it means to build a truly integrated, comprehensive, committed community partnership.
28
Wisconsin Rural Leadership Program
Madison
Leadership
The Wisconsin Rural Leadership Program following the attendance of the UW-Madison College of Agricul-
ture Dean to an informational meeting regarding statewide leadership programs, hosted by the W.K. Kellogg
Foundation. In 1983, a proposal was submitted to the W. K. Kellogg Foundation by the director of Coopera-
tive Extension for a rural leadership development program in Wisconsin. A board of directors was ap-
pointed., and April 1984 was the start of WRLP Group I. During the 2 year program, a diverse group of 30
participants attended the 11 sessions of this new 1eadership training initiative and set the stage for consecu-
tive WRLP classes.
In a 14 year period, nearly 200 citizens of the state of Wisconsin have been given the opportunity to realize
their leadership potential and how to best develop their abi1ities for the enhancement of their communities.
For a WRLP participant, community encompasses the local, state, national, and international aspects of their
world - they are encouraged to act locally while thinking globally. Within the 7 classes of WRLP alumni,
there exists a wonderful kaleidoscope of talent, energy and accomplishments. This empowered collection of
people have made amazing strides displaying “community development” - successful school referendums,
elections to school boards, town boards, county boards, the state legislature, clinics and libraries being
established in underserved areas, inner city youth being connected to nature -- the list is endless. Empowered
leaders, and an enhanced rural Wisconsin!
WRLP demonstrates the spirit of partnership in two major areas: 1. Program support and development is a
unique partnership between the public and private sectors. Its board of directors seats WRLP alumni, leaders
from throughout rural Wisconsin, the University of Wisconsin System and our state government. 2. A major
display of partnership and collaboration is witnessed within each class as they bond and form networks
during the two-year program. After graduating from the program, participants network and partner with
alumni throughout the state, creating a dramatic ripple effect of empowered leaders meeting the challenges
facing rural Wisconsin today and in the future.
It is apparent to WRLP alumni that a motivated individual, given access to resources and networking, can
make a tremendous contribution within his or her sphere of interest. WRLP provides that access for its
graduates. Alumni report that the impact of the WRLP on them individually becomes more pronounced
each year, and more benefits are realized that translate into a stronger and more effective community leaders.
Multiply this effect by 200, the current number of alumni, and the long term benefits to Wisconsin commu-
nities is staggering. WRLP graduates go back to their communities, motivated with new ski1ls and insights to
meet future challenges. Every two years, 30 more participants are added to the pool, making our Wisconsin
Communities stronger with their dynamic leadership.
WRLP Group 8 participants have just started their two-year adventure of learning new leadership skills and
discovering their own inherent abilities. Embarking on its 15th year of existence, WRLP is still a fairly new
initiative, but one that has clearly demonstrated its positive impact. This program can serve as an example of
what can be accomplished when leadership training is provided to committed individuals within local com-
munities. The benefits are multiplied and perpetual as the individual interacts with other individuals, groups,
organizations, etc., -- a perfect example of the “bloom where you are planted” adage. Every community has
its diamonds in the rough. WRLP polishes them and makes them SPARKLE!!
29
Richland Chamber/Main Street Partnership
Richland Center
Agriculture - Business - Community Development - Economic Development - Education - Tourism
In 1936, the Richland Chamber was formed; in 1975 the Downtown Center Association; and in 1992 we
became a Main Street community. As these groups developed, there were increased demands for members,
volunteers, finances, and some duplication of effort. In 1996 everyone came together to discuss a merger.
Research showed us that to keep our charters and tax designation, a partnership was necessary. The Down-
town Center was absorbed into the Chamber and the Partnership formalized in late1998. Each organization
has its own 12-member board, and keeps separate records. Six from each board form a joint board, which
oversees the Partnership.
Together the Partnership has six active committees, with many sub-committees, providing the leadership for
most community events and promotions. Additionally, we are responsible for marketing the area, and main-
taining community amenities, especially within the central business district. Just a few examples include:
parking lot landscaping, flower baskets,
refurbishing holiday decorations, developing
marketing materials, maintaining a visitor
center, writing grants, assisting business
start-ups, etc. Since establishing this Partner-
ship we have gone from a part-time answer-
ing service (Chamber) and a full-time
manager (Main Street) to a full-time walk-in
visitor center, full-time director serving both
organizations and a full-time (with Economic
Development) administrative assistant.
In smaller communities and counties, it is much easier to work together because we tend to personally know
committee members and decision-makers but, we lack the powerful deep pockets of large corporate head-
quarters and must continuously come up with creative ideas to accomplish goals with very limited funds. The
sharing of space, personnel and equipment has meant each of our organizations can better accomplish our
goals. Additionally, we share space with Economic Development, giving all a better location, full-time opera-
tion (no voice mail, but REAL people), with the minimum of expenses. One location provides super com-
munications, shared turf and coordinated efforts.
As our organizations reach out into the community the Partnership is always “on display”. Each of us came
into this with established relationships with other community groups, those relationships have connected
with the other groups and we all continue to work together. We are more effective because more and more
people and organizations are involved. We are recognized as the group to work with since we have demon-
strated our commitment to cooperation rather than competition.
We will be happy to share our experiences with others and hope that the horror stories we have heard about
Chambers, Main Street Associations and Visitor Bureaus fighting for their “turf ” can be history. Our Partner-
ship and method of organization has maintained the autonomy of each organization yet allowed for econo-
mies and services that neither could accomplish alone.
30
Village of Woodville Spec Building Project
Economic Development
Woodville, Wisconsin is a small, but growing village along Interstate 94 in St. Croix County. Although its
population is around 1,050, the community has a strong manufacturing base - resulting in more industrial
jobs than residents in the community. In 1996, the Village Board extended streets and utility services to a new
phase of the Thompson Industrial Park. At the same time, a loan was sought from USDA’s Rural Services to
assist in the construction of a 20,000 square foot “spec” building in the park. In early 1997, a $400,000 award
for this project was made to Baldwin Telecom, Inc. (a designated “rural utility borrower” under the program).
Subsequently, the funds were loaned to the Village (third party borrower), who in turn loaned the money to
the Woodville Economic Development Corporation, a nonprofit EDC. Woodville EDC was responsible for
constructing, owning, and managing the spec building. Ground breaking was held at the start of the
community’s largest celebration, Syttende Mai. An announcement was made at the ceremony that Control
Resources, Inc., a start-up company based in St. Paul, Minnesota, tentatively agreed to lease the building. The
lease was finalized in the months ahead
and C.R.I. Recycling Service, Inc. now occupies the building and has an option to purchase it along with an
option on an adjacent lot.
By accessing the Rural Services funds through Baldwin Telecom, Inc., the Village of Woodville accomplished
its goal of successfully undertaking a spec building project. The Village also expanded its tax base and helped
create new jobs for its residents. To the extent C.R.I. was a start-up company with innovative recycling
technology, the spec building gave it the opportunity to preserve scarce capital in order to grow their busi-
ness.
Numerous parties - both public and private - were involved with Woodville’s spec building project: a) the
village (and credit is due the public officials for their willingness to undertake such an ambitious project); b)
Baldwin Telecom, Inc. (for sponsoring the application to Rural Services); c) Woodville EDC (comprised of
community volunteers who were willing to accept the responsibility to own and manage the spec building); d)
C.R.l. Recycling Service, Inc. (now a Wisconsin-based business with state-of-the-art recycling technology); e)
St. Croix EDC (the county wide nonprofit economic development organization that introduced C.R.I. to the
Woodville officials); f) Forward Wisconsin (for assisting St. Croix EDC and C.R.I. in the successful recruit-
ment and relocation of C.R.I.); and g) the Wisconsin DNR for providing C.R.I. with a marketing demonstra-
tion grant.
Impacts include expanded tax base, jobs, additional business-to-business activity (banking relationships, local
business venders, etc.), and the pride of knowing that C.R.I. is now a Woodville-based business with a bright
future that is expected to make a name for itself in the recycling area.
The Rural Services program is not a new one. Many rural communities are served by a rural electric coopera-
tive or rural telephone company - both of which are potential applicants for funding. Involving a local EDC
in owning the facility created additional responsibility. In most parts of Wisconsin, either county wide EDC’s
have been formed or community-based organizations serve specific cities or villages. The local EDC’s
involvement in Woodville’s project was critical. A high priority for most communities is retaining existing
companies or recruiting new ones. Woodville’s project featured business recruitment, and a start-up com-
pany possessing innovative recycling technology at that.
31
Building a Community Center for the Town of Iron River
Community Development - Economic Development
In 1994 the idea of a Community Center for the Town of Iron River was a dream of the Iron River Area
Foundation. Working toward this goal, the Foundation initiated different fund raising activities - raffles, smelt
fries, chicken booyas and garage sales, which was nickels and dimes toward the goal of half a million dollars
which we figured was needed for the project. Not until two members of the organization offered to write a
grant for Community Development Block Grant funds, and donations by two generous benefactors, did we
really realize our goal might come to pass.
On December 14, 1998 the Iron River Area Foundation was able to present to the Town of Iron River, a
community center which totals 9,230 square feet. It houses the town offices for clerk and town chairman;
police department offices, which previously inhabited a 100-year-old building; a youth center; small meeting
room; a large kitchen equipped with commercial size stoves, refrigerator, sinks and tables; and a 4200 sq. ft.
central hall in which to hold large functions such as weddings banquets, dances, etc. The members of the
Iron River Area Foundation take sole responsibility for the concentrated effort put into this project. This
project was headed by John LaGesse - President of the organization.
With the goal of a community center for the town of Iron River - something which the town has never had,
citizens, organizations, and businesses of the town of Iron River were generous in fund raising activities, be it
in terms of memorials, memberships, or outright donations. There were many non-members of the Founda-
tion who gave time and talent to help with many projects. The town of Iron River was able to donate a piece
of property to the Iron River Area Foundation on which to build the center - which saved a considerable
amount of money, bringing the community center closer to realization.
The fact that the town does have a new community center should bode well for companies that might
consider Iron River as a place of business in the new Industrial Park. The center is used weekly by senior
citizens for bingo, monthly senior parties and a blood pressure clinic. The play “Our Town” was presented,
which would not have happened because we previously did not have a place to present such an event. Future
projects are in the planning stage. The Center has hosted large meetings for groups such as Bayfield Electric
and the Iron River Cooperative. Craft shows, flea markets and Bayfield County public hearings are a few of
the events which have taken place at the center.
It takes a strong organization, perseverence and dedication to make anything a reality.
32
Village of Endeavor
Community Development
The Village of Endeavor led by Village President Arlene Stahmer and other community officials, has em-
barked on an extensive community development program that has been successful in many areas. The village
of about 350 has partnered with numerous agencies, public and private, local, state and National, to improve
housing, economic development, construct and expand a wastewater treatment system and to promote And
support expansion of educational opportunities in the Marquette County community. Village efforts have
pumped new life into this community.
Endeavor was the first successful applicant in Marquette County for Community Development lock Grant
(CDBG) housing rehabilitation and CDBG economic Development grants. It used these and other funds to
upgrade village housing and develop an industrial park that now has several successful businesses. The village
also used repaid CDBG funds to develop a village-owned subdivision. It worked with CAP services of
Stevens Point and private developers, leading to 16 attractive, new homes for low- and moderate-income
housing. The village also recently received a $547,000 USDA Rural Development grant to update and expand
its innovative waste treatment system.
Endeavor’s partners have included village residents and businesses, CAP Services, USDA
Rural Development, Wisconsin Division of Housing, Wisconsin Housing & Economic Development
Authority, other area communities, and the Federal Home Loan Bank. Some of these efforts ran into opposi-
tion. Stahmer and other village officials were able to convince the majority that it was important for the
village to move forward in a positive, controlled manner. They worked hard to keep residents informed along
the way.
Village efforts have led to new, improved housing, rehabilitated housing, an industrial park with
several successful tenants, a waste treatment facility, one of the state’s first day care centers for
migrant children, progress on a renovated fire station in cooperation with two other area communities and
formation of a new fire district. The Portage School District was also convinced to build a new elementary
school in the village, and an addition was needed at the school to accommodate increased enrollment. With
these other improvements, Endeavor has chosen to breathe new life into its rich village history.
Endeavor’s success is due in great measure to positive thinking and hard work. Village officials
like president Arlene Stahmer have been willing to do much of the work themselves. This
willingness to use not only village funds but also ‘sweat equity’ to partner for progress yielded
success. All along, residents and interested people have been kept informed through forums and public
meetings, both locally sponsored and in partnership with other agencies. Not everyone has agreed with the
projects, by the majority have, and all interested people have been informed and encouraged to participate all
along the way.
33
(CARE
Crawford Abuse Resistance Effort (CARE)
CARE)
Youth Leadership Conference
Community Development - Education - Health - AODA Prevention - Youth
The Crawford Abuse Resistance Effort (CARE) Counci1 is a countywide prevention partnership organized
to confront alcohol, tobacco and other drug abuse issues. CARE began in the spring of 1989 as a partnership
of school, law enforcement and human services. Since its inception, CARE has expanded to include con-
cerned partners and citizens, clergy, business representatives and youth. Wisconsin Coulee Region Commu-
nity Action Program has served as the lead agency during the last eight years, providing staffing support
through a Center for Substance Abuse Prevention grant. The major goal of the partnership is to identify the
age of onset and reduce substance use and abuse among Crawford County residents by increasing resiliency
factors and reducing risk factors
Although the partnership has implemented a continuum of prevention services, targeting the very young to
the elderly, an annual Youth Leadership Training Conference has been at the heart of their efforts. During
the past eight years, the Leadership Conference has provided approximately 550 youth and I 20 adult advisors
with the skills and competencies necessary to develop and implement prevention programs in their schools
and communities This has been accomplished through the integration of experiential and didactic educa-
tional components. Additional programs successfully implemented include: work-site health initiatives,
student driven Social Action Theater presentations and Public; Services Announcements, tobacco compliance
checks, student billboard contests.
The CARE. Council has served to optimize coordination, training and the sharing of information and
resources on substance abuse among five school districts and community agencies and organizations that
include Prairie du Chien Memorial Hospital, Family Resource Center, Crawford County Human Services and
Public Health, 4-H, UW Extension, treatment providers, parents and others. These organizations have
collaborated on several projects sharing time, money, needs assessment and survey data. This grassroots
approach of total involvement is committed to empowering individuals, organizations and communities in
their prevention efforts. It is a collective effort to promote positive attitudes, behaviors and norms within
Crawford County to improve the quality of life for all individuals
Long term impact is illustrated in data recently collected in a follow-up survey of the Leadership conference
in which 25% of the 439 persons surveyed responded. Results of the survey indicated: *86% felt the YLC
fostered their ability to make positive decisions regarding substance use and abuse while in high school; 90%
felt the conference still influenced the decision they make today; * 91% indicated the YLC positively affected
their relationship with others (peers, younger students, adults); * 74% are currently involved in the commu-
nity or school where they live; * 89% do not use tobacco products; *57% rarely or never attend social func-
tions where there is alcohol or other drugs present; and the frequency of use among those using alcohol is
much lower than the norm.
The partnership and/or Youth Leadership model can be replicated in other communities, urban or rural.
Regular partnership and youth meetings are conducted to facilitate open communication between members,
set common goals and to ensure their voice in program planning and implementation. Youth must be present
at every level of decision making to ensure and enhance their involvement. Support and flexibility of lead
agency, school administration or community organization is crucial to al1ow for true empowerment for
development and implementation of identified, priority programs.
34
From Land to Learning
Agriculture - Economic Development - Education - Tourism
Kewaunee County Agricultural Tourism Association (KCATA), a 501(c)(3) organization, was formed five
years ago with the mission “To promote and preserve the diverse heritage and future of agriculture for all
visitors and residents of Kewaunee County.” Working in conjunction with UW-Extension, area school staff,
our member volunteers, the many wonderful residents of Kewaunee County, and with a small grant from
Land of Lakes, Inc., “From Land to Learning” was created. Agriculture is the #1 industry in Kewaunee
County, and this makes it the perfect setting for an outdoor agricultural classroom that tells the story about
agriculture and its importance in human life.
Since this project was started in September 1997, it has provided more than 800 students from more than a
dozen schools an opportunity to learn about our farming heritage and the value of family farms. “From
Land to Learning” also explores alternative agriculture opportunities such as alpaca, bison, and ostrich
farming; orchard production, tree farming, shiitake mushroom growing, and more. The program gives our
youth the opportunity to explore careers in agriculture and agriculture-related fields and introduces them to
the possibilities they have to become the future stewards of the land. The program has been successful
because of the many citizens of Kewaunee County who volunteer their farms to be host sites, work as tour
guides and tour organizers, and through their businesses donate cheese, milk and other agriculture foods for
the youth to experience.
This project is a perfect example how the spirit of collaboration has successfully created an awareness
amongst our state’s youth about the importance of agriculture and what is being done to preserve the three
most important needs of mankind; the air we breathe, the water we drink, and the food we eat. The relation-
ship between these needs and agriculture is the focus of this collaborative effort. The project is really gaining
momentum. As more and more great follow-up reviews come back from the schools that have experienced
the tours, the tourism association has received many new offers for tour sites. The people who work the
land, and the people who work to educate about the land, are truly working together to create a greater good
for all.
With less than 3 percent of our country’s population making a living directly from the land, it is important
that the other 97 percent learn the importance of agriculture to their well-being. The “From Land to Learn-
ing” tours have utilized a “classroom without walls” approach as an educational tool to give children and
adults the opportunity to understand the meaningfulness of agriculture in their lives. These tours have
opened the minds of our rural population as well. The rural residents have had newcomers provide new
ideas and point out opportunities for them to develop alternative income sources from their present farms.
This information sharing has catalyzed new agriculture - tourism ventures in Kewaunee County.
All rural communities can and should gain from the opportunities provided by this unique educational
initiative. Through this initiative, youth become familiar with life on a farm and learn to appreciate and
respect the land that provides them water and food. Every Wisconsin community should consider imple-
menting a program similar to this to help their youth and adults learn about Wisconsin agriculture today and
to ensure a healthy, well-managed food supply for the future. Hopefully, the Kewaunee Agricultural Tourism
Association’s programmatic success with “From Land to Learning” will serve as a model to other agricultural
communities.
35
Iron County Heritage Festival
Historic Preservation & Culture - Tourism
In 1993, Iron County had its Centennial Celebration and different community sponsored events that were
enthusiastically celebrated.
With the initiative and guidance of our county extension agent and our county marketing coordinator, the
county was designated as a Wisconsin Heritage Area in February of 1994. Area events had, by then, become
annual celebrations that were promoted through the individual communities, but lacked the funding or means
for effective marketing.
The Iron County Development Zone Task Force on Tourism took on the challenge of establishing a two-
week long historical festival anchored by area events already in place. All the chambers, business associations,
individuals, for profit and not-for-profit community groups were invited to participate in the creation and
planning of activities.
The result has been the formation of an annual Heritage Festival that has the whole county working together
on their independent agendas. This is not an oxymoron - it really works! Every year it is fine tuned by a
eview of assessments and fol1ow-up meetings with event coordinators. Every year it has expanded to be
bigger and better. Since its inception in 1994, the Heritage Festival has become a venue for fundraising.
Historical societies, gun clubs, service organizations, and ethnic enrichment societies are some examples of
organizations that have benefitted, and in turn have enriched the community.
Anchored by a marathon and a craft festival, previously in place, tourists now come in larger numbers and
stay longer. The economic impact has been very beneficial, but more importantly, everyone is having fun!
There are school and trade reunions, bazaars and brats, roasts and rendezvous, poetry and pancakes. Every-
one and anyone can join in and reap the benefits of the organized, coordinated and multi-faceted area events
around this central theme. Being a rural community with a small advertising budget, joint marketing efforts
not only benefit this event, but exposes or re-introduces the county to people for future vacation opportuni-
ties.
Funding is supplied through our county budget, state grants, raffle tickets (prizes donated by local busi-
nesses), and donations by area chambers. An Iron County Heritage Festival brochure is available, which sets
forth a clear example of the concept of the ethnic melting pot of America and how it can come together to
make one great festival. With the identification of their unique character, a bit of imagination, and a brochure
as an example, other communities can reap the same benefits enjoyed by Iron County.
36
Turner Historical Museum - Palmyra Historical Society
Education - Tourism - Culture
In 1980, the Village of Palmyra acquired the deed to the 1845 Fisk Carlin house on Main Street, and agreed
to preserve the property as an historic site. At the same time, the Palmyra Historical Society agreed to
maintain the integrity of the unique concrete grout building, and sought and obtained its listing on the
National Register of Historic Places. A museum was established in the house by Society members who were
successful in obtaining many donations of artifacts and photos from palmyra’s past as well as promises of
other significant items at such time as proper storage and display space could be assured.
Aware that much of Palmyra’s history was hidden away in attics and barns, life-long resident Paul Turner
approached the president of the Palmyra Historical Society, Terry Tutton, with a generous offer - a gift of
$310,000 to construct a museum addition to the Carlin House. Gladly accepting the offer, Society members
initiated a community-wide fund drive to furnish the new museum. Harriet Turner, sister of Paul, donated
an additional $22,000 to the project. Construction of the museum took place over the winter of 1997-98, and
in the spring, volunteers landscaped the grounds and built displays. On
July 4th, 1998, the 3000 square foot Turner Historical Museum had its
grand opening.
The shared responsibility for the care of the Carlin House, which was
demonstrated by the Palmyra Historical Society and its dedicated
members, together with the Village of Palmyra officials, paved the way
for increased community awareness of, and appreciation for, its
historical heritage. Sensing that something really good could be
accomplished for the community, many Palmyra citizens joined in the
cause with their donations, and a successful fund drive was achieved.
Few small communities such as Palmyra (population 1,691) can boast of a first-rate museum facility built
without tax dollars. The architecture of the state-of-the-art addition superbly complements the 153-year-old
Carlin House, and is a source of renewed community pride. More importantly, the growing collection of
historic memorabilia can now be properly displayed, and safely stored when not being exhibited, for the
education, enrichment and enjoyment of Palmyra residents and visitors for years to come.
Although this project really took off with a generous donation of money from a retired resident, the concept
of needing space to store and display the community’s history was planted as a seed some time ago. In
Palmyra’s fortunate situation, it resulted in Paul Turner coming forward with his surprising and generous gift.
The lesson for other communities is to make your needs, wishes, and dreams well known. There are local
citizens just waiting for the right opportunity and invitation to do something special for their hometown.
37
Forest County Economic Development Analysis & Strategy
Community Development - Economic Development
Forest County has had difficulty attracting business development to the area, while growth in other northern
counties has occurred. With the assistance of the North Central Wisconsin Regional Planning Commission, a
Community Based Economic Development application was prepared and submitted to the Wisconsin
Department of Commerce to better examine this issue and develop a plan of action.
The first accomplishment was the bringing together of more than 30 persons, representing all the communi-
ties of the county. This group participated in four working sessions, sponsored by UW-Extension and the
North Central Wisconsin Regional Planning Commission, to better understand the local economy and begin
developing economic development strategies for the county. Now, a formal county-wide committee meets
regularly to discuss economic development issues and projects, including the need for a county-wide indus-
trial park.
Bringing together the many communities in one county is difficult, but necessary to solve the problems of an
area. The North Central Wisconsin Regional Planning Commission provided the coordination for this
project.
Already, there is a new focus on economic development in
the county. Nearly all the meetings have had local press
coverage and the county is seriously discussing the funding
of an industrial park plan to determine the best site, layout
and organization.
This project could easily be used as a model. Even those
counties that have moved beyond this and have created
county-wide economic development corporations need to
critically examine the area they serve. A formal economic
analysis with all the community stakeholders is crucial to a
successful strategy.
38
Economic Development Preparedness Workshop Series
Madison
Community Development - Economic Development - Education
The Economic Development Preparedness Workshop Series is an educational program for communities
designed to assist local volunteers involved in community attraction and retention activities. The training
consists of four workshops and an optional mock visit. Three of the workshops relate to industrial recruit-
ment topics and the fourth covers retention. The success of the workshop program is found in five innova-
tions that drive the effectiveness of the training. The workshops: 1) require local involvement, 2) include an
initial readiness assessment, 3) have flexible and interchangeable components for customization, 4) require
teamwork among diverse individuals and organizations, and 5) feature a “learn by doing” teaching methodol-
ogy.
The Economic Development Preparedness Workshop Series began as a request to the Wisconsin Depart-
ment of Development and Wisconsin Power & Light in 1994 from a local development corporation looking
for assistance in educating community economic development “volunteers” about the basics of economic
development strategies, team building, prospect visits and economic impact analysis. Since 1994, the material
has gone through numerous changes and enhancements, including new practice exercises, additional mod-
ules and the addition of advanced as well as basic TIF (Tax Increment Financing) components. Each change
has added to the effectiveness of the material.
To date, 10 counties in southwestern and south central Wisconsin have been recipients of the Economic and
Community Development Preparedness Workshop Series. We estimate that 58 communities, 3 towns and
over 300 participants have benefitted from the instruction. By Spring 1999, another 8 counties and their
communities will have participated in the workshops. In addition to the learning experience, communities
have demonstrated that they are ready to undertake economic development activities. These communities
now respond in a timely manner to Wisconsin Department of Commerce prospect Requests for Proposals;
have developed comprehensive strategic plans; are able to gauge the value of a particular business to the
community; have established criteria for incentive packages; own fully developed industrial parks-and possibly
a speculative building; visit their existing businesses as part of a formalized retention/expansion program.
The Workshop Series has been a model of partnership and collaboration since its inception. Three major
sponsors, Alliant Utilities (formerly WP&L), Wisconsin Department of Commerce (formerly DOD) and
County UW-Extension agents have underwritten the workshops with time and materials. In addition, local
and county economic development organizations, regional planning commissions and private consultants
often act as sponsors and speakers. Seven organizations will have sponsored the next scheduled workshop
series in Juneau and Adams Counties. The collaborative effort begins three months prior to the training with
several meetings to “customize” the materials and assign responsibilities. The major sponsors are responsible
for the training materials, while the local sponsors ensure workshop participation and reserve the training
location. The local sponsors also become the workshop presenters - their involvement is critical to creating
the relationships for future assistance.
This training project can be used as a model in several ways. Other successful training programs can be
developed using the five innovations described in the introduction. The Economic Development Prepared-
ness Workshop Series can also be taken to other areas of the State through a train-the-trainer approach.
Wisconsin Rural Partners and/or the Wisconsin Economic Development Association could be vehicles for
delivering this training on a statewide basis.
39
(CHIPs
Community Health Improvement Partnership (CHIPs)
CHIPs)
Westby
Community Development - Health
The Community Health Improvement Partnership (CHIPs) began in 1992 as a joint planning initiative of the
Coulee Region Community Action Program, Inc. (CAP) and Vernon Memorial Hospital. The Robert Wood
Johnson Foundation provided support to 5 sites in the nation to demonstrate how a hospital and other
groups, working collaboratively, can identify the health care needs of the community and plan together to
improve those needs. Since 1992, core organizations, elected officials, health professionals and the general
public have worked together to improve the health and well-being of Vernon County residents.
The CHIPs Council completed their comprehensive health needs assessment in 1994. Since that time, efforts
have concentrated on the top identified health issues which included strengthening the family unit, improving
access, enhancing prevention and promotion, and improving collaboration. One major accomplishment is
the establishment of a Family Resource Center to provide parent education and support. Utilizing the
resources of CAP, the CHIPs Council has been instrumental in securing well over $350,000 since 1994.
These financial resources have provided a variety of needed programs and services. Primary partners include
Human Services, mental health, aging, elected officials, public health, education, state officials, social service
organizations, and the general public.
The CHIPs Council has brought people together in new ways that has accomplished so much more than any
one person or organization could have done. Problems facing families today are interrelated. Therefore, we
need to address common sources of the problems rather than attempting to fix separate symptoms. The
CHIPs Council has brought together diverse stakeholders and produced a wide range of results that em-
power people and systems to change.
Efforts of the CHIPs Council have already produced long-term impacts on Vernon County. Organizations
are now collaborating on joint projects in order to provide the best quality service to residents. Turf issues
and competition for funds have been almost eliminated. Members are committed to working together to
improve the health and well-being of residents instead of competing amongst each other. New resources are
shared, as well as decision-making authority. Service providers have noted substantial improvements in
referral systems. Since professionals know each other and the services they provide, individuals and families
are receiving more comprehensive services. By eliminating the time and effort spent competing with one
another, we have additional time and resources to devote to helping families.
The model of building a working partnership, assessing the needs, and developing an action plan is a work-
able model around almost any community issue. When stakeholders join together and develop a vision about
how they see their community, they become invested and committed to further action. When this happens,
true changes can result in systems and solutions developed to problems.
40
Wisconsin Association of Fairs
Grand Marsh
Agriculture - Community Development - Economic Development - Education
The Wisconsin Association of Fairs is a group of 76 county, district and state fairs striving to showcase
youth, agriculture and technology/education. Formed on March 23,1923, it is celebrating its first 75 years.
Even though one Wisconsin fair dates back to 1842, one is “as young” as 1952. The association seeks to
improve and strengthen all its members’ varied talents and abilities while sharing expertise. Almost every fair
operates through the donation of thousands of volunteer hours to bring an event of three to six days, to
their communities where friends and neighbors meet in a great family atmosphere
In 1985 exhibitors received an average premium of $l.67. In 1997 exhibitors received an average premium of
$l3.88. This gain was made by each fair lobbying their state legislators for an increase in premium reimburse-
ment of $281,500 to all fairs. By legislative action last summer, fairs will keep an additional $230,000 in
revenues due to the elimination of sales tax on admissions. This means more monies are available to upgrade
fairgrounds and their facilities. Fair directors also attend the annual fair convention in record numbers to
learn how to better operate their fair facility year-round; improve their exhibits; keep youth involved in
decisions and exhibiting; and how to involve more community groups.
Fair board members realize much more is gained by people striving to improve together than is achieved
alone. Fairs have sought out local chambers of commerce to have activities for their members and their
families during their yearly fair event. Community groups often operate commercial or food booths to
generate monies for their clubs’ events. The more the merrier and everyone gains - the fair, the community
group, and the fair-going public who enjoy a variety of products. Exhibiting youth are more likely to be active
when a fair is thriving with timely activities and bring their friends along to exhibit as well.
Fairs have long been noted as a showplace for youth education. Agriculture and emerging technology all
wrapped up with fun entertainment in a safe, family environment. When fairs thrive, other facets of commu-
nities thrive as well The youth stay active and involved, having learned the value of “community”. The
economic impact stays within the hosting community as people come to spend their monies at the fair and
other places along the way. And most importantly, families thrive because they have an activity they can share
- no matter what their ages.
Community-based events could key on many of the strengths of county fairs. Mobilizing and keeping
volunteers is key. Upgrading facilities is necessary. Involving youth on advisory boards is a great way of
“building the next generation” of community leaders. Agriculture showcasing sets a county fair apart from
any other event A variety of activities is paramount if you want to draw a wide range of ages and peoples.
With declining. “free” time, people want their activities to have a purpose With our 76 unique county fairs,
everyone in the community - not just the exhibitors or the board of directors, have a stake in making sure the
event is successful - no matter the weather!
41
Eagle River Area “Vision 2020”
Business - Community Development - Economic Development - Government
The concept of Vision 2020 was presented to the Eagle River Area Chamber of Commerce board of
directors in July 1995 by Mary Jo Berner, a member of the board. The goal was to bring together leaders of
organizations and institutions in the area already involved in strategic planning in order to develop a vision
for the Eagle River area. The board endorsed the idea, and four persons were appointed to work with Mary
Jo on the project. They were Fred Prange, a member of the Chamber board; Jack O’Brien, head of the Eagle
River Area Beautification Committee; Ralph Zagrzebsky, chair of the Eagle River Area Economic Develop-
ment Committee, and Bob Rosenak, executive director of the Chamber. The group was soon expanded to
include other community leaders and representatives of the four municipal governments in the area.
“Vision 2020” was chosen as the name for the initiative. To secure citizen input, a survey was conducted in
the local newspaper in February, 1996. Results of the survey were used to generate interest in a major citizen
meeting in May, 1996, which was followed by a community workshop conducted by University of Wisconsin
Extension professor Robert Bright. Five action teams resulted from the workshop.
One of the action teams organized at the workshop was to develop better inter-governmental cooperation.
The team members created an Inter-Governmental Committee with elected officials from the City of Eagle
River, and Towns of Lincoln, Washington, and Cloverland. The four entities had already established coop-
eration for fire protection, airport and library service. The goal of the committee was to bring them together
to discuss broader issues, including land use planning and economic development. The committee meets
quarterly.
Vision 2020 is the first initiative in several years to attempt to bring together diverse voices and interests with
the goal of resolving common problems and taking advantage of common opportunities. It has provided a
forum, through public town hall meetings, for dealing constructively and collaboratively with issues of
community importance. While it is a challenge to maintain the momentum of such an organization as Vision
2020, the members of the steering committee remain committed to its three-fold purpose: 1) listen to the
voices of the community; 2) create a vision for the area; and 3) implement the vision.
Communities with a common service area that includes more than one municipality and a diversity of
interests can use this initiative as a model for bringing people together in a constructive setting. Citizens,
elected and non-elected, are beginning to understand our inter-connections. We are inter-dependent: the days
of rugged individualism are rapidly coming to an end. How does a community deal with change? Vision
2020 is one model for moving ahead into the next century.
42
Springstead Historic District
Community Development - Economic Development - Education - Natural Resources - Tourism
Historic Preservation
The Springstead Historic District was created to salvage an authentic northwoods town and preserve the
heritage of the northern tier of Wisconsin for our country’s benefit. This town was destined for demolition
- an integral part of our local history would have been lost forever. According to district originator and
caretaker Daniel Stanley, “Our country isn’t that old, and we have already destroyed so much. If we can
reverse this trend, even in our little area of the world, we will have preserved something of value for the
generations to come. If the children come and learn about how our ancestors lived, then our efforts are not
in vain.”
The restoration of this historic turn-of-the century logging town was accomplished with limited resources,
led by a private individual. The district consists of five rustic log buildings, circa 1870 - 1921. Mr. Stanley
applied both his considerable experience gained while previously restoring Victorian structures in the Chi-
cago area, and his extraordinary determination to preserve the town despite the effects of a disabling injury.
Motivated by an awareness of the property’s historical significance and the strong belief that such places are
an important part of the nation’s heritage to be preserved for present and future generations, he persisted in
doing as much of the work as physically possible himself while personally supervising the remainder. The
district is now listed in the National Register of Historic Places.
The project resulted from a collaboration with State and local historians, archaeologists, and University of
Wisconsin Extension - Iron County. Resources used included the Wisconsin Department of Tourism, the
National Trust for Historic Preservation, and Wisconsin State Historical Society, to ensure and maintain the
authenticity of the Springstead Historic District. The project also collaborated with local vendors to assure
the materials and artifacts were authentically from the Iron County area. This brought together a close
working group of local people to preserve their heritage. Now, in conjunction with the Iron County Heritage
Tourism Program, the district is open to visitors free of charge.
This project can be used as an educational tool, to study our heritage. It has also spurred tourism and
development to the Springstead area and surrounding communities. The district offers an opportunity for the
public to visit and stay over for a period to experience an authentic step back in time. By 1998, the District
generated an unprecedented influx of people to this northern tier of the State, which continues to grow daily.
Each rural community should consider preservation of its local historic sites. Springstead Historic District
can be a model for other communities to seek out historic structures and have a positive attitude that restora-
tion can be achieved through perseverance. The site of the now Springstead Historic District was destined
for demolition of all structures before being rescued in 1991. When so many others thought the efforts of
the restoration of the District were unimaginable, the property is now 90% complete. Other communities
and organizations involved with people with disabilities can use this as a tool to give an incentive to regain
self esteem.
43
Dairyland Power Cooperative
La Crosse
Economic Development
In 1990, Dairyland Power Cooperative and its 28 member rural electric distribution cooperatives established
an effective program to provide economic development loans for projects in their respective service areas.
Through Dairyland’s economic development loan program, our Wisconsin distribution cooperatives have
become, and continue to be, a partner in stimulating the economy in rural Wisconsin. Dairyland’s Board of
Directors has approved 80 loans for projects served by our Wisconsin members since 1990. These projects
are expected to create 1,391 new jobs while providing over $41 million of capital financing.
Each of the 80 projects noted above has required that a Dairyland rural electric distribution cooperative work
with local financial institutions and local economic development groups and communities to find innovative
solutions to meet unique financing needs of these businesses.
The creation of jobs that pay a living wage and provide employee benefits
is one of the objectives of this program. According to the information
submitted with each application, we feel this objective is not only being
met, but exceeded in a number of cases. The creation of jobs and the
opportunities for advancement should have a positive long-term impact on
the communities in which these businesses locate.
The initiative that Dairyland Power Cooperative implemented as a means
of involving its rural electric distribution cooperatives in local economic
development activities, can be used as a model for other electric and natural gas utilities.
44
Neighborhood Housing Services of Richland County
Economic Development - Affordable Housing
Neighborhood Housing Services of Richland County, Inc, located in rural Southwest Wisconsin, is a char-
tered member of the national network of the Neighborhood Reinvestment Corporations, with 180
community-based organizations across America. NHS of Richland County has the distinction of being the
first rural program in the “NeighborWorks Network,” founded in 1983 as a private, non-profit, community-
controlled corporation with a volunteer board and committees. NHS is an independent, non-profit, tax
exempt organization directed by a resident-led partnership, including local business leaders, government
officials and community members dedicated to the revitalization of declining rural neighborhoods.
NHS achieved national recognition in 1986, transforming the dilapidated, historic 3-story Park Hotel in
downtown Richland Center into a beautiful 26-unit modern home for Senior Citizens through a funding
collaborative that included the Wisconsin Housing & Economic Development Authority, National Church
Residences, the City of Richland Center, US Department of Housing and Urban Development, Wisconsin
Gas and numerous founders and community volunteers. The Park Hotel Senior Citizen Apartments received
a 1988 Award of Excellence from the Fannie Mae Foundation. In the last 5 years, working with local
government and area lenders, NHS has disbursed over $2 million for rehabilitation, home ownership and
construction loans, helping hundreds of area residents in need of affordable housing.
NHS is a public-private partnership based on community control and community building. Creative commu-
nity partnerships with local government, state agencies, Richland County Community Programs, Southwest
Wisconsin Community Action Program, and area lending institutions ,have leveraged over $4 million in
public/private investment since 1983, including over $2 million in private sector home mortgage funding.
Local corporations such as Allen-Bradley, McDonald’s, Land O Lakes, State Farm Insurance and American
Family Insurance, provide vital operating funding. Community volunteers serve on NHS Committees and
have been key to many home restoration projects. NHS programs are designed to succeed through partner-
ships that involve all sectors of the community.
NHS purchase-rehab-resell projects since 1983 have provided youth, job training, volunteer, education and
home ownership opportunities for low-to-moderate-income families and persons with disabilities. Economic
Development and community education have been fostered through NHS home ownership programs which
have assisted over 100 families with home purchases in the last 3 years. NHS currently became the third
“Self-Help Housing” grantee in Wisconsin through USDA Rural Development with, 10 new homes and $1
Million in leveraged funding planned in the next two years. In the next 5 years, over 200 families will be
assisted with over $2.5 million in NHS loans.
NHS is a national program with 5 other programs in Wisconsin. NHS of Richland County is a unique rural
model which demonstrates the viability of the effectiveness of community-based partnerships built on
collaboration that produces value-added programs to effectively organize affordable housing and economic
development opportunities. We have had many inquiries on replicating our program. The North Central
District of Neighborhood Reinvestment has a waiting list for programs interested in affiliating. NHS helped
form the national Rural NeighborWorks Alliance, which has assisted the expansion of the model to other
interested communities in America.
45
St. Croix Valley Regional Tourism Alliance
Tourism
The SCVRTA was established in 1993 by 19 communities along the Lower St. Croix National Scenic
Riverway in Wisconsin and Minnesota to cooperatively market the region as a tourism destination. Prior to
that, the communities did little cooperative marketing or cross-marketing. This need was underscored by
research showing below-average income from tourism on a comparative basis, and by research that showed
only 38 percent of those who inquired actually visited the valley, as compared to 60 percent statewide. The
communities are primarily less than 5,000 population each and recognized the need to marshal their informa-
tional resources to correct these problems.
Since inception. the Alliance communities have worked collaboratively with the Wisconsin Department of
Tourism, the Minnesota Office of Tourism, and UW-River Falls. It has: attracted over $80,000 in grant and
underwriting to produce 75,000 information packets distributed through the Midwest; hosted Governor
Tommy Thompson five times on the Governors’ Boat Cruise to provide visibility to tourism; launched an
award-winning Web site; held educational workshops in marketing and in Web site development; conducted a
Media Familiarization Tour; represented tourism interests to the National Park Service St. Croix River
Planning Task Force; and improved the tourist conversion rate to nearly 80 percent.
These accomplishments would not have been possible without the Alliance. lt
created the critical mass to promote tourism regionally. Equally important, it forged
bi-state cooperation that has expanded into many areas of business and cultural
activities along the St. Croix River in Wisconsin and Minnesota. Further, the
Alliance was cited as a national collaborative model in 1997 through a Silver Medal
by the Council for the Advancement & Support of Education. Additionally, it has
been invited to share its success story at forums with the Ninth Federal Reserve
District in Minneapolis and the 10-state Mid-America Economic Development
Conference.
As Minnesota Governor Arne Carlson said at an Alliance function, “The St. Croix is a bond, not a border.”
The Alliance: has increased visibility for tourism as an economic engine, gaining increased private and public
sector support in Wisconsin and Minnesota; has increased the income derived from tourism; has enabled
more Americans to be aware of and appreciate the Lower St. Croix National Scenic Riverway as a Wild &
Scenic River; has forged relationships between communities, counties and businesses in new ways that
continue to develop; and served as a model to numerous other fledgling tourism alliances.
The Alliance has provided its formula for success - bylaws, constitution, working relationships, strategic plan,
strategic marketing plan - to many other organizations that are considering forming a similar alliance. We
have met with other organizations to provide insight and counsel to them, and we have presented widely on
our formula on a regional basis. We are candid in our appraisal of the opportunities as well as the obstacles to
success. We are perceived by ourselves and others to be a successful model of collaborative, cooperative
tourism destination marketing.
46
Trempealeau County Tourism Council
Business - Community Development - Economic Development - Tourism
In 1993, Pat Malone, county development specialist, gathers a group of folks from around Trempealeau
County to discuss plans for a possible tourism organization. The group eventually organized itself to be
autonomous from the county with its own board and by-laws. The Trempealeau County Tourism Council
(TCTC) supports itself with paid memberships. A nine-member board meets monthly to promote tourism
in Trempealeau County and have a positive impact on economic development.
The TCTC hired Walter Ordway, a consultant from Iowa, to develop bus tours. He helped the group identify
attractions and find the people who would volunteer to coordinate tours in each local area. They brought a
bus load of tour guides from the Twin Cities to show what Trempealeau County has to offer. Six day trips
and one overnight are offered. As of August, 1998, 43 bus tours were booked. Other results include a
brochure, possible back roads bike trails, being featured on the Discover Wisconsin television show, a toll-free
information number, a logo and slogan, and an army of volunteers.
The towns of the county are working together. Each community has volunteers who coordinate efforts in
their towns. The board has two members from each quadrant of the county. Members are made up of
businesses and individuals from the whole county. TCTC president Julie Olson said, “I have worked for
years with the Blair Chamber of Commerce. I thought TCTC would be a good chance to promote Blair. I
found out that promoting the whole county is a better idea. People will come to Blair once they are in
Trempealeau County.”
The long-term impact of this initiative can be summed in one word - MONEY. Eacch tour bus brings 45
people into Trempealeau County for one day. People on vacation buy food. They buy souvenirs. People like
what they find here, and tell their friends when they go home. They come again. The Twin Cities learned
about this fine vacation spot two hours awat. Madison and Milwaukee have found out about this treasure in
their back yard. This initiative can only grow and expand. Tourism offers a good, clean alternative to the
traditional dairy farm economy that is not doing well in the county.
TCTC is willing to share its recipe for success with
anyone. Three counties have contacted them already.
The TCTC story shows how a group of ordinary
people can work together for the good of themselves
and their area. Their story can serve as inspiration for
similar groups around the state.
47
Friends of the Community - Amigos de la Comunidad
Norwalk
Community Development - Cultural Diversity
In the early 1990’s, Monroe County experienced a significant influx of Latino immigrants. These individuals
were drawn to the area by employment opportunities at a local meat processing facility near the Village of
Norwalk. The village was quickly transformed from an almost all-white (99%+) elderly rural farming commu-
nity, to a multi-cultural community with a significant number of young men. The influx of newcomers resulted
in a wide range of issues for both the village and the county as a whole These issues ranged from shortage of
quality affordable housing, criminal justice, recreation, health care and human services, which placed a heavy
strain on the social fabric of the community. Each of these issues was further complicated by differences in
culture and language, and the high rate of employment turnover at the meat packing facility. Communication,
where it existed at all, was often hostile.
During the summer of 1996, a group of individuals began discussing the situation, soon forming a collabora-
tive effort. The collaboration included the Methodist, Lutheran and Catholic churches, University of Wisconsin
- Extension, county and village government officials, human services, and a number of local citizen volunteers.
The organization focused on building relationships within the community, fostering cultural understanding, and
providing a forum to address issues. A series of monthly community-wide meetings and potluck dinners was
orchestrated to achieve this end. With the valuable input of some long-time area Latino residents, the meetings
were designed to be as culturally sensitive as possible, and translators were always on hand to ensure all commu-
nication was in both English and Spanish. The arts were employed whenever possible to make the meetings
enjoyable and to foster communication. The collaborative planning group also met regularly to monitor
conditions in the community and to foster better communication. Energy was devoted to making the plant a
partner in addressing issues in the community and to bringing in external resources whenever possible.
Significant progress has been achieved towards many of the issues identified in the community. Tangible
changes and events in the community include: Bilingual orientation packets developed for newcomers, including
information on laws, culture and the community; bilingual staff hired by local agencies and churches; a new
community liaison and bilingual occupational health nurse at the meat processing facility; adoption of a village
housing ordinance and inspector hired; formation of a local housing foundation to recondition housing for
immigrants; opening of Latino-owned businesses; a new health care facility to meet health needs; inclusion of
the Latino community in the local festival; a community recreational facility created and funded by the meat
plant; local press development of a cultural education series; distribution of Spanish-English dictionaries and
language classes for medical professionals and clergy; and numerous, well-attended cultural orientation and
awareness workshops. An intern has completed a study documenting the impact of the influx of immigrants
on county agencies and institutions
This effort has led to the establishment of cross-cultural human relationships in the community of Norwalk A
forum has been created to successfully address issues, and many of the agencies and institutions have devel-
oped the capacity to deal effectively with differences in language and culture. It is the collaboration’s hope that
the seeds have been planted to foster the development of a stronger community in the long run. We have
sought to find the opportunities in our growing diversity to minimize the negative. We believe we have em-
ployed a successful strategy to deal with a complex issue. It has involved the building of a collaborative effort
with a shared leadership style. We believe that other communities faced with this issue could learn from us, just
as we learned from other communities in the country. We have developed resources we are willing to share with
other communities, and members of our collaboration will share their expertise and experience willingly.
48
Wisconsin Women’s Business Initiative Corporation
Milwaukee
Business - Community Development - Economic Development
The Wisconsin Women’s Business Initiative Corporation (WWBIC) was incorporated in 1989 as a statewide
non-profit economic development corporation. WWBIC is a leader in microcredit in Wisconsin; providing
access to capital for over nine years. WWBIC has grown its lending programs in both funding and manage-
ment capacity. WWBIC’s mission is to promote economic development by providing access to capital, quality
business education and business assistance for entrepreneurs in Wisconsin, with a primary focus on women,
minorities and low-income individuals. WWBIC leverages the human and financial resources in the commu-
nity to assist entrepreneurs in start-up and early growth stages of their businesses.
WWBIC’s agency-wide, state-wide, accomplishments to date include serving over 5000 individuals, of which
approximately 25% were outside of Milwaukee; directly financing more than 120 business start-ups; and
assisting in creating over 600 jobs through the businesses receiving assistance. WWBIC has experienced the
following results with microborrowers: Nearly $2 million in loans have been made; 70% of microborrowers
are women-owned businesses (compared to 43% nationally)*; 50% of businesses funded are minority-owned
(compared to 36% nationally)*; 35% of WWBIC’s loans are made to individuals previously on welfare; Less
than 4% loan default rate; and an average of 3.6 jobs created per loan investment.
Founded in the spirit of partnership, WWBIC has created numerous partnerships with both public and
private sectors including corporations, government agencies and major educational institutions. In collabora-
tion with the City of Milwaukee’s Department of City Development, WWBIC manages the Milwaukee
Ventures Fund. With a wide variety of economic development corporations and banks, WWBIC coordinates
a series of on-going events to strategize for economic development, including Business Financing Seminars,
Quarterly Economic Summit and an annual Business Financing Symposium. With five partner organizations,
WWBIC is involved in the Construction Business Network, offering customized business training with the
National Association of Women in Construction.
WWBIC encourages and supports self-employment as a means to self-sufficiency. We create, expand and
diversify business initiatives through business training, business assistance and access to capital. These
community development efforts contribute to the long-term and overall sustainability of communities
throughout Wisconsin. WWBIC is contributing to the revitalization of the economy. WWB IC is achieving
its goal of providing the added advantage to those who have traditionally not been well served; to leverage
traditional financing in ways that work; to provide opportunities for business development, self-employment,
self-sufficiency, revitalization and the building of community wealth.
Quality business education technical assistance and access to capital are available to entrepreneurs throughout
Wisconsin. Using WWBIC’s model of cooperative and experiential learning and incorporating existing
human resources, communities can create similar innovative business training programs.
Through revolving loan funds and peer lending programs, organizations can provide microcredit to small
businesses. Microlending’s asset-driven strategy works to establish credit and capital for a long term solution.
Too many individuals who work hard, have little or no collateral, and wish to secure a loan to start a business,
know that it is a distant dream. WWBIC’s microlending programs provide an opportunity.
49
Juneau County Economic Development Corporation Web Site
Business - Community Development - Economic Development - Tourism - Technology
In 1997, the Juneau County Economic Development Corporation (JCEDC) realized the need for Internet
exposure for the entire county and the county’s business community. At that time, the only website for
Juneau County was the Mauston High School Webpage.
In March of 1997, the JCEDC Board of Directors agreed to have a Website developed for the county. In
conjunction with Western Wisconsin Technical College, the site ( went on line in July of 1997, and consists
of a color picture of the bluff and rock formations prevalent in the county, information on the local county
government, Governor Thompson’s office, JCEDC, Wisconsin State Agency Pages, community profiles for
each community, educational facilities, tourism information, and local weather information. Business mem-
bers of JCEDC are offered a link-up Webpage to the JCEDC site. The Webpage also offers links showing
commercial buildings and/or vacant property that is for rent or for sale in the county. At the present time, we
also have a link that will give information on the Juneau County Fair, held in August. The site gets about 125
hits per month.
The JCEDC had already developed a brochure showing pertinent information on each community in Juneau
County. These brochures are sent along with each request for information that we receive. JCEDC is striving
to have a Webpage developed for each individual community in order to get this information to an inquirer in
a much faster and less costly manner..
The JCBDC feels there is a great need for a county-wide calendar of events. Many phone calls and e-mail
requests are received in our office inquiring which events are taking place in different communities. If this
information was available on the Internet, it could be pulled up immediately by the inquirer, again at much
less cost to JCEDC. This is a possible spinoff from our original project.
The JCEDC feels that each community should have a Webpage (or link) of its own, showing its own perti-
nent information. Several of the smaller communities do not have the funds available to do this. JCEDC is
seeking grant funds to offer this service to each community free of charge. There are nine communities and
several recreational opportunities offered in Juneau County. The Website program offers the Juneau County
business community an affordable and effective way to increase exposure.
50
North Central Wisconsin Development Corporation
& Regional Loan Fund
Economic Development
This is an Economic Development Project serving the counties of Adams, Forest, Juneau, Langlade, Lincoln,
Marathon, Oneida, Portage and Wood. The idea of a multi-county revolving loan fund had been identified by
the Overall Economic Development Program (OEDP) for the region. In 1993, a survey to quantify the
actual need was distributed throughout the region, focusing on small to medium manufacturers. The results
showed that nearly 1 in 2 manufacturers had found difficulty in obtaining affordable financing. A proposal
for the creation of a multi-county loan fund was then prepared and discussed within the region.
The first accomplishment was the formation of the North Central Wisconsin Development Corporation, an
organization of nine counties. The NCWDC collected local match, and secured funding from both state and
federal sources, creating a fund of $500,000.
Over 25 organizations were involved in the process. Nine county governments, several local development
corporations, Wisconsin Public Service Corporation (utlitiy), 10 local banks, and the North Central Wiscon-
sin Regional Planning Commission contributed time and money to make this project a reality.
Bringing together the many players in just one county is difficult, but nine counties, is seemingly impossible!
However, this project did just that. Clearly, the need was apparent and through the hard work of several
persons and the leadership and coordination of the North Central Wisconsin Regional Planning Commis-
sion, the project occurred.
Already, four loans have been made, creating 38.5 jobs and leveraging $1,1314,000
private dollars in rural north central Wisconsin. Another loan is pending which will
create 20 additional jobs and leverage nearly $1 million. This fund will permanently
provide a source of funds that are locally controlled and readily available for the
region’s businesses.
This project could easily be used as a model. Cooperation is critical to the success of
this effort. A multi-county fund provides additional funds for the region. These
funds are locally controlled and readily available. In addition, a multi-county fund
blends well with local community funds, and with state and federal programs. Other
advantages of the fund include centralized professional management, flexibility, and a
larger service for doing projects.
51
Western Wisconsin Technical College Rural Development Initiative
La Crosse
Agriculture - Business - Community Development - Economic Development - Education - Tourism
The rural economic crisis of the late 1980’s and early 1990’s left the rural area of western Wisconsin looking
for ways to revitalize their spirit and economic situation. The situationwas receiving national attention, and
local input was received from the WWTC Task Force on Ag Issues, Governor Thompson’s Forward Wiscon-
sin meeting in LaCrosse, and from Congressman Steve Gunderson’s Western Wisconsin 2000 report. The
leadership at WWTC implemented the Rural Development Program in the early 90’s to meet the new de-
mands and direction needed to aid in the positive development of the rural areas.
Accomplishments include grass-roots input and direction; development of a broad based advisory commit-
tee; and assistance to entrepreneurs to develop their businesses. Results include over 150 new jobs; $4
million of expanded tax base; and $25 million of new sales dollars. The program hosts an entrepreneur
recognition banquet, rural development training activities, and community development activities with
multiple party involvement. It received a feature story in Rural Enterprise magazine. Program leaders pre-
sented a program at European Rural University in France and Portugal.
The spirit of collaboration is evident in the development of grass root support and ownership. Multiple
agencies, organizations, and individuals are involved. The program utilizes and local talent to assist others. As
many as 30 different collaborative partners participate in different activities, which empower participants to
self direct and take charge of their activities. An example includes organizing, implementing and hosting a
conference for organic producers, which started with 16 participants. Eventually, it grew to a 3-state confer-
ence with over 1,000 attendees.
This initiative has allowed participants to empower themselves to develop their own destiny and direction.
Success fosters continued successful efforts, and economic and community preparedness has prospered.
Communities, individuals, area development activists, and support organizations can use this initiative as a
model and customize their approach to their individual situation. Key concepts that transfer are grass root
input and support, empowerment of participants, the value of cultivating local entrepreneurs in economic
development, the power of collaboration and networking, and the benefits of local leadership to solve local
problems.
52
Production Agriculture Career Development Center
Madison
Agriculture
In 1993, the Farm Entry-Exit Coalition began addressing the concerns of entering and exiting farming. The
coalition was instrumental in developing new entry/exit services, including Farm Link. However, the group
realized that ag career transition encompassed more than farm entry/exit. Out of the “coalition”, the Ag
Career and Farm Transition Group (ACFTG) was formed. Group participants began an extended study of
the problem of attracting new entrants to farming and developed a model for production agriculture career
development.
Members of ACFTG include representatives from UW-Madison, UW-Extension, Wisconsin Technical
College System, Wisconsin Department of Agriculture, Trade & Consumer Protection, Professional Dairy
Producers of Wisconsin, Dairy 2020, Department of Public Instruction, the banking industry, farmers, and
other agriculture service providers. In addition to developing a career model, ACFTG generated the following
goals:
• Build a more seamless and coordinated education system that supports the career path.
• Identify more and clearer options for equity building and farm ownership.
• Create means to attract more people into production agriculture careers.
• Identify career options for non-ownership involvement in production agriculture.
• Identify clear options for transitions out of farming.
The group will create a production agriculture career center to provide encouragement, resources, and
referral to individuals seeking to enter or progress in specific phases of an agriculture career; develop a
compiled set of best practices/model strategies for farm entry or exit; develop documents that identify
modern production agriculture job titles, position descriptions, and career mobility; and develop strategies for
promoting production agriculture as a career of choice.
This effort developed through a public/private partnership. Agencies involved have endorsed the effort and
allocated staff time for program managers to participate in developmental discussions that have gone on for
over 2 years. Individual farmers and industry representatives have also donated their time to the effort. The
group is now collaborating to produce materials by committing respective agency resources for appropriately
related materials. The group has also strongly supported the need for a coordinator and is actively seeking
funding for one. In the meantime, ACFTG has begun to work on developing materials from farm entry
research commissioned by the group for use by bankers, adult career changers, youth career counselors, and
adult educators.
Wisconsin is at a critical juncture in the dairy industry. With a large percentage of Wisconsin’s farm popula-
tion approaching retirement age, we need to be concerned with maintaining a strong agriculture base. Provid-
ing modern descriptions of production agriculture opportunities and models of successful entry can help
attract new entrants and link them with the service providers who can help them stay competitive.
Communities that rely on agriculture in their local economies could engage the industry through this model
to evaluate the situation holistically and work to develop a comprehensive rural economic development plan
addressing the need. Success can be achieved by obtaining endorsements of agency and organization leaders,
and allowing respective service providers to work to develop the project results in a comprehensive manner,
which allows for the development of creative solutions.
53
Child Care Partnership Resource & Referral
Eau Claire
Business - Education - Health - Affordable Child Care
The State of Wisconsin is determined to eliminate welfare. Parents of young children can only work when
child care is available. We created child care spaces and received recognition in three of five counties in our
service area for the effort. Eau Claire, Chippewa, and Trempealeau Counties were ranked among the top ten
counties in Wisconsin for making new child care slots available through funding administered by the child
care partnership resource and referral agency. We are a program of Western Dairyland Economic Opportu-
nity Council, Inc.
CCPR&R funded 649 new child care slots with grant dollard that we administered. Governor Thompson, 17
Resource & Referral agencies in Wisconsin, the Office of Child Care, state and county regulators, area
organizations, and child care providers were involved. In order to assure that enough child care would be
available for families leaving welfare to go to work, Governor Thompson award $1.9 million to Wisconsin’s
17 Resource & Referral agencies to be distributed locally for the purpose of creating child care slots. Child
Care Partnership resource & Referral received $52,945 to offer as grant incentives for existing child care
centers to improve quality, expand services, or for the purpose of start-up funding for licensed child care
facilities. The Office of Child Care assisted the Resource & Referral agencies with the grant process. Grants
administered to the following counties increased child care slots by the following numbers: Buffalo - 17;
Chippewa - 157; Eau Claire - 376; Jackson - 20; Trempealeau - 79.
Raising productive citizens is the combined effort of government, parents, area groups, and the appropriate
use of tax dollars. After Governor Thompson awarded the dollars locally, each Resource & Referral agency
determined its own use of the money. CCPR&R used local statistics and met with area organizations to
determine where the greatest child care needs existed, and to consider local concerns. The information
gathered was written in the “Wisconsin Works” (W-2) Child Care Capacity Building Grant applications to
encourage the development of additional service for children, emphasizing infant care, shift care, and special
needs. The application were sent to regulated child care centers in our service delivery area. Materials were
written, read, and approved by CCPR&R and the Office of Child Care. State and county regulators verified
the providers’ compliance with State of Wisconsin child care rules.
Children are the future. 90 more infant slots were developed in Eau Claire County with grant dollars after the
initial recognition. Parents will leave welfare, develop job skills, and become productive Wisconsin citizens.
No parent of a young child will become fully productive at the job site until they are confident that their child
is well cared for. Quality child care - good and affordable - is not a luxury for welfare mothers and working
parents. Quality child care is essential brain food for the next generation! Recent studies show that, during
the first three years of human life, the brain is wired. Never again will the brain be able to master new skills
so readily, or be capable of rebounding from setbacks with such ease. It is essential that attention is paid to
the developmental environment during these years. Rural Wisconsin will benefit from good child care
choices made in 1998 - for the lifetime of those children.
Other communities can educate and inform the community about the need for quality child care. Local
Resource & Referral agencies exist to provide information about child care; to educate about what to look for
in child care settings; and to implement public funding in shortage areas. Communities can support and
educate parents; child care providers; and area businesses in the endeavor to create quality and affordable
child care choices. This support is integral to the future of productive rural citizens, and quality of rural life.
54
Family Preservation & Support Services
Walworth County Model Communities
Community Development - Health - Children & Families
In 1994, Walworth County Human Services received a Family Preservation
& Support Services grant from the State. Through a strategic planning
process involving 31 community representatives, the concept of a “model
community” was established. The team wanted to find a community that
would assume leadership in the support and development of strong
families and develop outreach to families, assist them in developing a
community plan that addresses a self-evaluation process, and the identifi-
cation, addition, or possible customization of internal/external support
and resources, and create an active interest in implementing a similar
process in other Walworth County communities.
In 1996, the communities of Sharon and Darien were selected to be our first “model communities.” Each
identified, developed, and implemented a number of programs that have helped strengthen families. Each
community has a structure an process in place to help plan for ways to strengthen families. Each community
continues to identify its strengths and weaknesses, and are finding different ways to use them. They are
finding ways to pool human and financial resources. Agencies outside the community are analyzing and
adjusting their own service delivery systems to support the communities’ effort to strengthen families.
Communication has increased.
To ensure community participation and ownership, grant funds are monitored and distributed by the Family
Resource Coalition of Walworth County, Inc. A committee of representatives from various agencies pro-
vides direction for the overall project. A broad-based collection of 31 community representatives developed
an initial plan for Walworth County. Model communities each have steering committees of representatives
from business, law enforcement, school, churches, courts, citizens, and social service agencies, among others.
Each entity represented continues to determine what part it will take in helping to strengthen and support
families.
There is an increase of services for families. Communities and agencies share the responsibility for support-
ing and strengthening families in Walworth County. There is better use of resources and less duplication of
services. Each community has a planning process and structure in place. Communities have begun to learn
to shift their paradigms from looking at needs, to identifying and creatively using their assets, recognizing that
each person has a talent to contribute in a meaningful way.
Each community can use the planning process that these two communities have gone through. It was part
of the application agreement that the communities selected would mentor future model communities. As of
1997, two additional communities are part of our project. They have been able to learn from the experiences
of the original communities in their planning. This project is really about doing business differently, and
looking at ways we can better work together to provide services to families. It is also about allowing commu-
nities to solve their own problems, and looking at resources in a more creative way.
55
Price County Department of Human Services JOBS Program
Children & Families - Community Development - Economic Development - Natural Resources
Today’s competitive employment pool and shrinking budgets has adversely affected the ability of government
organizations to complete projects within allotted budgets. At the same time, there is a growing number of
individuals who lack the skills necessary to make them valuable in the job market. A partnership developed
between the USDA Forest Service and Price County Human Resources to incorporate a community service
crew to address these needs. Focus is aimed at production, career development, and rural development. The
use of community service crews is a viable option that addresses the needs of everyone involved. With a
Forest Service grant of $5,000 to Price County, both agencies participated in the program development and
implementation.
In the summer of 1996, a mixed group of adults and minors worked for 12 weeks in the Chequamegon/
Nicolet National Forest. The crew rotated between projects in the Park Falls and Medford Ranger Districts.
The worked performed consisted of restoration of campgrounds, trails, stream bank improvements, and
others. These sites had deteriorated over a number of years, due to lack of funding and personnel for their
upkeep.
The group consisted of adults transitioning from public assistance to the
workforce, and at-risk juveniles who had community service obligations.
Team formation dynamics were especially important to the success or failure
of the initiative, especially with the particular physical and emotional chal-
lenges the participants faced. To the credit of the project planning team, the
adults and juveniles in the program bonded together almost immediately.
Being exposed to a variety of working conditions in a supervised environ-
ment allowed the participating individuals to develop group skills, and help
build self-esteem.
Although the program is not considered “employment,” but rather a job
training program, and does not pay wages, program managers found that
paying a per diem rate for adult participants enhanced their experience. The
per diem rate of $28 helped participants to offset their expenses and added
value to their work. By the end of 1997, $100,000 worth of restorative work had been accomplished from
the seeds of the initial $5,000 grant. The Forest Service’s experience in this partnership has resulted in their
replication of this project in other Wisconsin counties, as well as in several other states.
56
Neu Erth Worm Farm
Reedsburg
Agriculture - Community Development - Education
The Neu Erth Worm Farm was established 5 years ago in rural Reedsburg, Wisconsin, by two artists from
Chicago, Jay Salinas and Donna Neuwirth. Jay, with a Masters in Fine Arts, taught art to inner city children
in Chicago. Donna has a degree in Theater and the performing arts and owned a business in Chicago. They
both have an interest in farming. Combining their interests in art and agriculture, Jay and Donna have created
a unique community-supported farm with 55 subscriber families and a rural art education center for local
residents, families and children from the inner city and their teachers.
The farm conforms to organic standards, although they have not yet been certified as an organic farm.
Subscriber families pay a set amount before the season begins, and agree to share in the risks as well as the
benefits of having fresh produce grown without synthetic fertilizers and pesticides. Another feature of New
Erth Worm Farm is that some subscriber families spend a weekend at the farm helping with the farm chores.
Spending time at the farm, the children learn about the rigors, enjoyment and satisfaction of cultivating the
food they take home and eat. Jay spends time with the families discussing sustainable agricultural practices,
respect for the earth and the viability of the family farm. These are lessons that urban children are not taught
in school, and perhaps what they learn at the farm will give them a new perspective on the food that they
consume.
In the summer, New Erth also hosts children from inner city Chicago. Many of these children have never
been in the country or exposed to the farm culture. Jay introduces them to lessons to be learned about the
environment and ecology and how the land itself is a self-contained artistic organism. They learn to cultivate
and to create using the rural settings found at the farm. The Marwen Foundation has sponsored some of the
children. They also have teachers coming to the farm to learn first hand about the environment and ecology.
Two festivals are held each year at the farm featuring local artists, as well as artists and friends from other
communities. During the year, they also hold workshops, seminars, discussions, performances, and exhibi-
tions for local and subscriber families. Their purpose in doing this is to create a culture shed which, much like
a water shed or a food shed, emphasizes the self-sufficiency and uniqueness of a regional culture. It differs
from the culture that emanates from Madison, Chicago or Milwaukee, and is a blend of rural artists, local
folklore, local tradition and history that comprises this unique part of the state of Wisconsin.
In the future, Jay and Donna would like to double their farm base with 40 local families and 40 urban fami-
lies. They also intend to expand their urban children program and to have more international cultural ex-
changes. The efforts of Neu Erth Worm Farm deserves recognition for its special contribution to the
agricultural, educational and development of rural Wisconsin.
57
Aldo Leopold Foundation
Baraboo
Education - Historic Preservation - Natural Resources
The Aldo Leopold Foundation was established in 1949 to continue the work and teachings of Aldo Leopold,
and to protect the family farm along the Wisconsin River. The foundation is actively involved in education,
ecological restoration and scientific research and management on the Aldo Leopold Memorial Reserve, 10
miles northeast of Baraboo, Wisconsin, the area he wrote about in his book “Sand County Almanac.”
The foundation is a family effort - the Board of Directors are Mr. Leopold’s sons and daughters - created for
the purpose of continuing his pioneering work in environmental education, and restoration and management
of our woodlands and prairies.
The 1400-acre Reserve represents a collaborative effort among six private landowners who have signed an
agreement to manage the Reserve as a single entity. The Reserve contains a diverse array of plant communi-
ties that include floodplain forest, prairie, wetlands, upland woodlands, and agricultural lands. Approximately
10 miles of trails intersect these diverse ecosystems and are available to educators. Although the foundation
has no formal education program itself, special educational programs and workshops are held at the Reserve
throughout the spring and fall in collaboration with the Leopold Education Project of St. Paul, Minnesota.
Collaborations with other educational groups are possible as well. The foundation also provides speakers for
school classrooms and events.
The foundation provides tours of the Leopold Reserve and the historic “Shack” of Aldo Leopold to diverse
groups throughout the year. Guided tours of the original farm and Shack offer a natural and historical
perspective to visitors. Middle and high school students, as well as college and adult groups, are given tours
by reservation.
The foundation also offers an internship program for college-level students during the summer and fall.
Interns assist the staff ecologist with ecological restoration of prairie and oak savanna on land within the
Reserve. The interns have strong backgrounds in field sciences.
The foundation provides many opportunities for people from diverse backgrounds interested in the ecology
of this area to meet, discuss, and learn from each other.
58
Contact Information for Wisconsin's Top Rural Development Initiatives - 1998
(shown in order of judges' ranking)
1 6
CROPP Cooperative Sauk County Institute of Leadership (S.C.I.L.)
(Coulee Region Organic Produce Pool) Contact: Liz Nevers
Contact: George Siemon W. Square Administration Building, 550 Broadway
507 W. Main St., P.O. Box 159 Baraboo WI 53913
LaFarge WI 54639 (608)356-3252
(608)625-2602 (608)355-3550 FAX
(608)625-2600 FAX enevers@facstaff.wisc.edu
gls@mwt.net
7
2 Adams County
Share the Harvest Contact: George Kaldenberg or John Hay
Contact: Jim McCaulley P.O. Box 278
Iowa County Land Conservation Dept. Friendship WI 53934
138 S. Iowa Street (608)339-4200
Dodgeville WI 53533 (608)339-4514 FAX
(608)935-2663
(608)935-9713 FAX 7
“Healthy Families” - Walworth County
3 Contact: Shelby Maier
Horicon Marsh Area Coalition (HMAC) W3929 County Rd. NN
Contact: Dave Neuendorf Elkhorn WI 53121-4362
UW Extension, 127 E. Oak Street (414)741-3186
Juneau WI 53039 (414)741-3189 FAX
(920)386-3790 shelby.maier@ces.uwex.edu
(920)386-3928 FAX
david.neuendorf@ces.uwex.edu 9
Grandview Folk Art Site
4 Contact: Robert Negronida
NET SOUTHWEST: Pecatonica Educational Charitable Foundation, Inc.
Rural Information Power 1760 Sandy Rock Rd.
Contact: Paul Rux Hollandale WI 53544
Quality-Plus Systems, Inc. (608)967-2140
108 Main Circle
Dodgeville WI 53533-1141 10
(608)935-3826 Wood County Single Pass
(608)935-3826 FAX Sand Filter Demonstration Project
prux@badger.alumni.wisc.edu Contact: Duane Greuel
400 Market St., P.O. Box 8095
5 Wisconsin Rapids WI 54491-8095
Scenic Bluffs Community Health Center (715)421-8466
Contact: Bob Jecklin (715)421-8808 FAX
611 Broadway, P.O. Box 39
Cashton WI 54619
(608)654-5100
(608)654-5120 FAX
sbchc1@centuryinter.net
59
11 14
Western Dairyland EOC Northwoods HealthNet: A NAHEC Project
Business Development Program Contact: Suzanne Matthew, Ph.D.
Contact: Renee Walz 719 N. Third Ave.
P.O. Box 45, Independence, WI Wausau WI 54401
Independence WI 54747-0045 (715)675-7899
(715)985-2391 (715)675-3441 FAX
(715)985-3239 FAX smatthew@dwave.net
rwalz@win.bright.net
17
12 Dodge-Jefferson Healthier
Land Use Plan, Town of Woodboro Communities Partnership
Oneida County Contact: Ruth Lindegarde
Contact: Darryl Landeau N4807 Low Road
North Central Wisconsin Regional Plan Cmsn Reeseville WI 53579
407 Grant Street (920)927-3385
Wausau WI 54403 (920)262-4343 FAX
(715)261-6565 djhcp@globaldialog.com
(715)261-6566 FAX
ncwrpc@aol.com 18
Fond du Lac Area
13 Agricultural Ambassador Program
Embarrass River ATV Park Contact: Kristin Harner
Contact: Brian Derus 207 N. Main Street
P.O. Box 3 Fond du Lac, WI 54935-3460
Tigerton, WI 54486 (902)921-9500
(715)535-2110 (902)921-9559 FAX
(715)535-2666 FAX info@fdlac.com
14 19
The Almena Idea “Start Right”
Contact: William Bay Marathon County Health Department
Impact Seven, Inc. Contact: Julie Willems Van Dijk
651 Garfield Street 1200 Lakeview Drive
Almena, WI 54805 Wausau WI 54403
(715)357-3334 (715)848-9060
(715)357-6233 FAX (715)848-7160 FAX
impact@chibardun.net jawvd@mail.co.marathon.wi.us
14 19
Emergency Housing Assistance Fund Wisconsin Rural Leadership Program
Contact: Ron Schnyder Contact: Jo Ann Stormer
Marathon County 432 N. Lake St., Rm. 501
911 Jackson St., Rm. 104 Madison WI 53706-1498
Wausau WI 54403 (608)263-5024
(715)842-0681 (608)262-8404 FAX
(715)845-5101 FAX stormer@admin.uwex.edu
60
21 25
Richland Chamber/ Iron County Heritage Festival
Main Street Partnership Contact: Connie Loden
Contact: Sue Leyda P.O. Box 97
P.O. Box 128 Hurley WI 54534
Richland Center, WI 53581 (715)561-2922
(608)647-8418 (715)561-3103 FAX
(608)647-5449 FAX ironctydev@gogebic.cc.mi.us
22 25
Village of Woodville Spec Building Project Turner Historical Museum/
Contact: Cheryl Slind Palmyra Historical Society
102 S. Main Street Contact: John Stack
Woodville, WI 54028 P.O. Box 380
(715)698-2355 Palmyra WI 53156
(715)698-2697 FAX (414)495-4495
(414)495-8775 FAX
22
Building a Community Center for the 29
Town of Iron River Forest County Economic Development
Contact: John LaGesse Analysis & Strategy
Rt. 2, P.O. Box 32A Contact: Mike Kroenke
Iron River, WI 54847 Forest County Extension Office
(715)372-8560 200 E Madison Street
Crandon WI 54520
22 (715)478-2212
Village of Endeavor (715)478-2015 FAX
Contact: Bill Berry
CAP Services 29
5499 Hwy 10 East Economic Development Preparedness
Stevens Point WI 54481 Workshop Series
(715)345-5200 Contact: Mary Cole-Laub
(715)345-5206 FAX Alliant Utilities
capserv@coredcs.com 222 W. Washington Ave.
Madison WI 53703
25 (608)252-3281
Crawford Abuse Resistance Effort (608)252-3479 FAX
Youth Leadership Conference marycolelaub@alliant-energy.com
Contact: Rick Peterson
CARE Council, 200 E. Blackhawk Ave. 31
Prairie du Chien WI 53821 Community Health Improvement Partnership
(608)326-2463 (CHIPs)
(608)326-2464 Contact: Sandy Favor
pdccap@mhtc.net 201 Melby Street
Westby WI 54667
25 (608)634-7362
From Land to Learning (608)634-3134
Contact: Jerry Sinkula capes@frontiernet.net
E3296 Cty Trunk G
Kewaunee WI 54216
(920)388-4580
(920)388-0423 FAX
61
32 38
Wisconsin Association of Fairs Trempealeau County Tourism Council
Contact: Jane Grabarski Contact: Julie Olson
985 County Road A N32621 Larkin Valley Rd
Grand Marsh WI 53936-9509 Blair WI 54616
(608)584-5327 (608)989-2915
(608)584-4796 FAX
39
33 Friends of the Community - Amigos de la Comunidad
Eagle River Area —”Vision 2020" Contact: Bentley Lein
Contact: Mary Berner Monroe County Extension Office
P.O. Box 309 P.O. Box 309
Eagle River WI 54521 Sparta WI 54656
(715)479-4451 (608)269-8722
(715)479-6511 FAX (608)269-8767 FAX
mjberner@newnorth.net bentley.lein@ces.uwex.edu
34 40
Springstead Historic District Wisconsin Women’s Business Initiative Corporation
Contact: Daniel Stanley Contact: Wendy Werkmeister
HC2 P.O. Box 439 Business Office, 2821 N. 4th St.
Springstead, WI 54552 Milwaukee WI 53212
(715)583-9955 (414)263-5450
(414)263-5456 FAX
35 info@wwbic.com
Dairyland Power Cooperative
Contact: Terry Bailey 41
P.O. Box 817 Juneau County Economic Development Corporation
La Crosse WI 54602-0817 Contact: Bonnie Peterson
(608)787-1356 119 S. Adams St., Suite 3
(608)787-1221 FAX New Lisbon WI 53950
tdb@dairynet.com (608)562-5850
(608)562-5850 FAX
35 jcedc@mwt.net
Neighborhood Housing Services
of Richland County, Inc. 42
Contact: Terry Testolin North Central WI Development Corporation &
P.O. Box 631 Regional Loan Fund
Richland Center WI 53581-0631 Contact: Dennis Lawrence
(608)647-4949 407 Grant Street
(608)647-8792 FAX Wausau WI 54403
nhsrcwi@ix.netcom.com (715)261-6565
(715)261-6566 FAX
35 ncwrpc@aol.com
St. Croix Valley Regional Tourism Alliance
Contact: Mark Kinders 43
410 St. Third St., UW River Falls WWTC Rural Development Initiative
River Falls WI 54022 Contact: Gary Kirking
(715)425-3771 P.O. Box 908
(715)425-4486 FAX La Crosse WI 54601-0908
mark.a.kinders@uwrf.edu (608)785-9432
(608)785-9432 FAX
kirkingg@email.western.tec.wi.us
62
44 47
Production Agriculture Career Development Center Price County Department of Human Services
Contact: Kathy Schmitt JOBS Program
WDATCP P.O. Box 8911 Contact: Bonnie Burcaw
Madison WI 53708-8911 Price County
(608)224-5048 N10080 Dardis Lane
(608)224-5110 FAX Phillips, WI 54555
schmikm@wheel.datcp.state.wi.us (715)339-2158
(715)339-4018 FAX
44
Child Care Partnership Resource & Referral 48
Western Dairyland EOC Neu Erth Worm Farm
Contact: Dotty Lillo Contact: Donna Neuwirth
515 S. Barstow, Suite 114 E7904 Briar Bluff Road
Eau Claire WI 54701 Reedsburg, WI 53959
(715)831-1700 (608)524-8672
(715)831-1707 FAX wormfarm@jvlnet.com
ccpartner@anybody.com
49
46 Aldo Leopold Foundation
Family Preservation & Support Services Contact: Charlie Luthin
Walworth County-Model Communities 12919 Levee Road
Contact: Thelma Kuntz Baraboo, WI 53913
Walworth County Extension Office (608)355-0279
Hwy NN, P.O. Box 1006 leopold@baraboo.com
Elkhorn WI 53121
(414)741-3264
(414)741-3320
63
Wisconsin Rural Partners, Inc.
P.O. Box 257
Lodi, WI 53555
(608)592-2550
(608)592-2551 FAX
wirural@tds.net
Kelly Haverkampf, Executive Director
Board of Directors
President Bruce A. Kraus, M.D. Cornucopian Health Concepts, Columbus
Vice President Connie Loden Iron County Development Zone Council, Hurley
Secretary/Treasurer Hiroshi Kanno Town of Newport
Immediate Past President Wendy Hinrichs Sanders Great Lakes Forest Alliance, Hayward
Partner Caucus Representatives:
Tribal Robin Carufel Peter Christensen Health Center, Lac du Flambeau
State Kathy Schmitt Wisconsin Department of Agriculture, Trade & Consumer Protection, Madison
Non-Profit Mary Van Den Heuvel Wisconsin Child Care Improvement Project, Inc, Green Bay
For-Profit Claire Fowler Gemini Employee Leasing, Inc., Richfield
Local Miles Stanke City of Antigo
Federal Liaisons Bryce Luchterhand USDA Rural Development, Stevens Point
David Gibson USDA Rural Development, Stevens Point
At-Large Representatives:
Jim Pfalzgraf Thorp Area Development Corporation, Thorp
Jim Kohlenberg Wisconsin Association of School Boards, Lancaster
Renee Walz Western Dairyland Economic Opportunity Council, Independence
Dave Sprehn University of Wisconsin - Cooperative Extension, Madison
Ed Weber Wisconsin Association of Resource Conservation & Development Councils (retired), Altoona
Anne Katz Wisconsin Assembly of Local Arts Agencies, Madison
This publication was funded by Wisconsin Rural Partners, Inc. in cooperation with the United States Department of Agriculture
Rural Development Agency. Any opinions contained in the text are those of the author(s) and not necessarily of any Wisconsin
Rural Partners, Inc., sponsoring agency, organization, or individual.
Cover photo: Cana Island Lighthouse, Baileys Harbor, Wisconsin, by Tom Schwartz
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