A New Home for the Heartland Center
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SPRING 2006 A publication of the Heartland Center for Leadership Development 2 A New Home Center the Heartland for 3 Need Help Meeting? Town Hall with a 6 Introducing Our Board of Directors Illustration by Turtle Heart 2 SPRING 2006 VISIONS from the Heartland After nearly 20 years in the same office space, the Heartland Center has moved to a new location in Lincoln, Nebraska. In 1986, shortly after the Center was founded, Milan Wall and Vicki Luther found space in an historic office building in downtown Lincoln. Staff changes have been seen over the years, along with a steady stream of graduate school interns, many of whom eventually found full time positions with the Center. However, several years ago, the Heartland Center board encouraged “Sharing space with the Nebraska the Co-Directors to seek out and develop new partnerships with Community Foundation and the other rural-focused nonprofit organizations and the result was Center for Rural Entrepreneurship an increased connection with two groups in particular. According just made good sense since we’re to Milan Wall, “Sharing space with the Nebraska Community doing more and more work with VISIONS from the Heartland these two excellent organizations.” is published three times a year by the Foundation and the Center for Rural Entrepreneurship just made Milan Wall Heartland Center for good sense since we’re doing more and more work with these two Leadership Development excellent organizations.” These 650 J Street, Suite 305-C two organizations are, of course, Lincoln, Nebraska 685088 the Center’s partners in the Phone (402) 474-7667 development of the HomeTown 1-800-927-1115 Competitiveness initiative. The shared space is part of a http://www.heartlandcenter.info third floor arrangement in the Mill Email: firstname.lastname@example.org Towne Building, a former factory refitted into office space. Office Manager Betty Ourecky, who The Heartland Center is handled much of the logistics an independent nonprofit and planning-to-move phase as organization developing local well, admits that it was a big job. leadership that responds to “Moving gave us a chance to set the challenges of the future. some priorities and make deci- sions about telecommunications and other office details.” Betty Board of Directors adds, “We all worked together to Cornelia Butler Flora Carol Gould make the big move a success.” James Calvin Jessica Kolterman Another major change in the Larry Dlugosh Katherine Madsen Center’s office arrangement is Charles Fluharty Valerie Shangreaux the new location for Co-Director Gordon Goodwin Craig Schroeder Vicki Luther, who along with Jose Zapata her husband, recently moved to Kerrville, Texas. Vicki is maintain- Co-Directors ing an office in this central Texas Milan Wall and Vicki Luther, Ph.D. location and enjoys both a winter Editor with no snow and the challenges Vicki Luther, Ph.D. of telecommuting! She can still be contacted through the Center’s Graphic Design main telephone number. Rayna Collins VISIONS from the Heartland SPRING 2006 3 In an effort to help communities reach their goals through collaboration and consensus building, the Case study: Doniphan, Nebraska Heartland Center staff has developed a new package In Doniphan, Nebraska, a group of community leaders asked Heartland Center staff to conduct a Town Hall meeting to help identify key economic development opportunities. of services to support local “Town Hall” meetings. All First, the group wanted to generate ideas and then organize work teams to take action. community get-togethers are often a part of a larger Through the process, several key themes were identified as the most important. These planning or goal setting program or a regular feature included development of a community center and golf course, and school improvement. of a renewed community improvement effort. Now you The community center had been in the pre-planning phase for over two years but interest can secure assistance from Heartland Center staff in a had waned and no action had been taken. As a result of the Town Hall event, new interest variety of ways. “We really want to offer a continuum was sparked because of the higher level of involvement and community engagement the Heartland Center was able to foster among the participants. People who didn’t know a lot of help,” say Kurt Mantonya. “A community can consult about the community center idea became interested and a new work team of 25 was cre- with us through a conference call to plan an agenda, ated with a leadership core of seven. These folks are determined now to move forward. develop some promotional ideas to increase attendance Doniphan’s Town Hall story is typical in the results: renewed activity and interest because or even use our staff as on-site facilitators.” of greater citizen involvement. Samples of Heartland Center Help ■ telephone or email consultation on design and promotion of a Town Hall ■ sample press releases and materials that offer ideas for advertising your Town Hall ■ support in the form of agendas, handouts and worksheets to use on site ■ coaching for your local leaders before your Town Hall event ■ on site facilitation and evaluation by Heartland Center staff ■ review of results and consultation on next steps The Center’s most successful Town Hall meetings are designed around the Appreciative Inquiry process. Appreciative Inquiry is an approach to organizational and community change based on the study of communities when they function at their best. The typical agenda includes some reflection on when and why the community was at a high point and what lessons might be learned for future efforts. The Heartland Center’s approach helps communities identify promising opportunities for community collaboration, stakeholder involvement, and decision-making for community For more information about Town Hall meeting help in your community, contact and economic development. Kurt Mantonya at the Heartland Center for Leadership Development (402) 474-7667. Town Hall Meeting Sample Agenda Location: Facility large enough to accommodate 50-75 persons with tables, and flip charts 5:30 p.m. Light meal 7:00 p.m. Dream. Small groups complete a 8:30 p.m. Report Back 6:00 p.m. Welcome, Introductions, Agenda worksheet on Dreaming the Future and reflect on 8:45 p.m. Deliver. Participants will be asked Review. the preferred future of the community in 20 years. to volunteer to join Task Forces related to 6:15 p.m. Discover. Participants will be organ- 7:30 p.m. Report Back the priority goals. The Task Forces meet ized in small groups to work through a handout 7:45 p.m. Break briefly to agree on a time and date to meet on Discovering Past Achievements to document and establish responsibilities and timelines. 8:00 p.m. Design. Small groups synthesize and share past successes in the community. priority goals that stem from the preferred future 9:15 p.m. Report Back 6:45 p.m. Report Back articulated above. 9:30 p.m. Wrap Up and Closing 4 SPRING 2006 VISIONS from the Heartland Economic Development, especially the identification and support Utah, Nebraska, Kansas, Iowa and Missouri. With the help of entrepreneurs, is a challenge in any setting but in Indian of an advisory committee, Center staff identified tribal projects and programs that were then investigated by Country, the challenges and the impacts of success seem phone and by site visits. Heartland Center interviewers to be greater than anywhere else. With support from the included Milan Wall, Kurt Mantonya, Valerie Shangreaux United Tribes Technical College and the Department of and Mema-shua Cayou. Case studies were developed based on the site visits in 2005. “We knew that the best Commerce-EDA Denver region, Heartland Center staff recently teachers were the folks in the field who were facing implemented a project on this very subject. challenges and having some success. We wanted to listen to what they had to share,” says Milan Wall, Co-Director. Illustration by Turtle Heart When asked to create a curriculum for tribal planners that would By April of 2006, a curriculum had been developed that increase their understanding and skills in economic development, focused on the lessons learned from successful economic the Center’s staff decided first to seek out the most promising development strategies and the advice gained in the site practices and examples of success among the tribes in the UTTC visits and interviews. A workshop was then held at region that includes the Dakotas, Montana, Wyoming, Colorado, theUTTC Center in Bismarck and attended by tribal planners and representatives from within the Denver region of the “We knew that the best teachers were the folks in the Economic Development Administration. Evaluations were very positive and reflected the strong interest and engage- field who were facing challenges and having some success. ment in the many group discussions of what works and We wanted to listen to what they had to share.” why. Further refinement of the workshop design and materials is planned to create a version that will be offered Milan Wall, Co-Director. to tribal council members. For more information on the project, contact Milan Wall at the Heartland Center. From a Case Study: Entrepreneurial Growth on the Turtle Mountain Reservation____ The Turtle Mountain Reservation in north central North Dakota is growing entrepreneurs. This community has to! What makes earning a living so difficult is an unemployment rate of 72%, few employment opportunities, and one of the most isolated and smallest reservations in the United States. Fortunately, there are a lot of enterprising and supportive people that make Turtle Mountain an incubator for entrepreneur- ship, with more than 400 Illustration by Turtle Heart entrepreneurs out of a total population of 16,500. Lyman Bercier is one of the people that helps to grow entrepreneurs. He is the Chief Executive Officer of the Renewal Community (a HUD program) and has been involved in entrepreneur development for 35 years, four of those with the Renewal Community. Lyman is a true champion for economic develop- ment and has recently been appointed an Economic Development Trade Ambassador for the State of North Dakota. The tribe is the only Native American community to receive the Renewal Community designation and one of only 40 Renewal Communities nationwide. UTTC President David Gipp addresses workshop participants. VISIONS from the Heartland SPRING 2006 5 This designation, along with the Small Business Development Corporation (SBDC), provides avenues that will lead to more sustainability. There has been a lot going on for some time that is not sustainable as seen in the almost 25 Characteristics of empty Uniband building (a data entry company that employed up to 1,000) and Successful Reservation Economies Turtle Mountain Manufacturing, a welding and fabrication company that also looks like a shell of its former self. Uniband lost its 8-A status and, with that 1. Balance between traditional wisdom and new approaches. gone, the tribe is looking for other avenues to generate income. 2. Proactive council that works in tandem with economic The Renewal Community has developed six entrepreneurs recently that include development professionals. a traveling welder, traveling mechanic, crafter, lawn care and snow removal, 3. Separation of politics and business. and a farrier. Sustainability is something that Bercier helps to foster as well. 4. Continuity in tribal government. The entrepreneur involved in snow removal wanted to expand beyond this seasonal activity into lawn care and pesticide treatment. So he helped line up 5. Commitment to economic self sufficiency. the financing and educational framework so this entrepreneur could develop a 6. Multiple revenue streams created through diversified year-round business. economic strategies. Phyllis Jollie also agrees that individual entrepreneurship is the key to the 7. Keen awareness of internal assets combined with smart use future success of Turtle Mountain. “There is a group of business people and of external resources. partnerships working with the BIA and the tribe,” she says. “I don’t know if 8. Tribal commitment to supporting entrepreneurial efforts and you see a lot of that on reservations (that is) Indian people who own and encouraging entrepreneurial spirit. operate retail business. I think that’s the future.” Jollie should know, as she reflects back 35 years ago when she and her husband started Jollies Fairway 9. Evidence of an investment culture. (a supermarket in Belcourt) with 13 employees. 10. Adoption and/or creation of a uniform commercial code. 11. In-place structure guaranteeing an autonomous judiciary. 12. Positioned to take advantage of incentive programs such as 8A, 638. 13. Use of failures and successes to build collective knowledge about managing enterprises. 14. Evidence of a strategic focus in both economic and community development. 15. Willingness to collaborate within the tribe and with other entities. 16. Proactive stance with respect to both internal and external opportunities. 17. Emphasis on the value of spending dollars locally. 18. Recognition of the importance of sovereignty. 19. Recognition of the importance of cultural relevance. 20. Attention to multiple capitals that include social and cultural Participants share a small group activity. networks, human capital, financial capital and infrastructure. 21. Strategy to develop tribal financial institutions and/or build successful partnerships with external financial institutions. 22. Importance of having “champions” for community and eco- nomic development. 23. Evidence that the tribe is discarding “the BIA mentality.” 24. Support for child care, K-16 and lifelong education. 25. Importance of strong, locally-based institutions (health and wellness, social services, education, etc.). This list is in the development stage and is by no means exhaustive. It is being developed by the Heartland Center’s project, Sustaining Success in Tribal Economic Development, in cooperation with United Tribes Technical College and with support of the Denver Region Office, EDA. For further information or reproduction permission, contact the Heartland Center for Leadership Development at Mary Emery of the North Central Regional Center for Rural Development 402-474-7667 or www.heartlandcenter.info. leads a discussion. 6 SPRING 2006 VISIONS from the Heartland Like any not-for profit organization, the Heartland Center is required to At a recent board annual retreat, decisions were made to renew the maintain a board of directors that develops policy and provides oversight to membership of the board and recruit new individuals that would broaden all programs. The Center has been very fortunate in the dedication of our the perspectives and insights already in place. Retiring members included board members over the 20 years since the Heartland Center was founded. Peter Bleed and State Senator Elaine Stuhr, both of Nebraska. These In fact, several board members have served for most of the history of individuals not only helped the Center over the years but took an active the organization. role in recruiting the new members who would serve in their places. Here are the current members of the Heartland Center for Leadership Development board of directors. Jessica Kolterman Jessica serves as a Legislative Aide for Senator Elaine Cornelia Butler Flora Stuhr (District #24) in the Nebraska Unicameral Legislature. Neal is a very well known sociologist and director of the A native of Seward, Jessica is active in the Seward North Central Regional Center for Rural Development at Area Chamber of Commerce. She is a graduate of William Ames, Iowa. She oversees the services provided to exten- Jewell College in Liberty, MO, and recently completed sion educators in 11 states and does a considerable her Masters at the University of Nebraska-Lincoln in amount of community development work in Latin America. Mass Communications. Katherine Madsen James Calvin Katie is a native of Stuart, Nebraska where she excelled in Residing in Maryland, James is the director of the sports and community activities in high school. She was Leadership Development Program at Johns Hopkins part of the committee for the town’s participation in the University in Washington, D.C. He is a long time associate Nebraska Community Improvement Program and has been of the Center and has participated in a number of urban very active in Stuart’s HomeTown Competitiveness program projects with Center staff and also served as a program as well. She is currently a student at the University of evaluator for the Center in the past. Nebraska in Lincoln. Larry Dlugosh Valerie Shangreaux As Chair of the Education Administration program at Born and raised on the Pine Ridge reservation, Valerie University of Nebraska-Lincoln, Larry maintains contact now lives in Stillwater, Oklahoma where she directs the with rural schools throughout the Great Plains. He has Alliance for Minority Participation in Science, Technology, served on the Heartland Center Board since the Center’s Engineering and Mathematics. She recently completed her founding and is a special help with organizational planning. doctorate and used the Heartland Center’s 20 Clues to Larry also serves as the current treasurer. Rural Community Survival as part of her research. Charles Fluharty Craig Schroeder A Nebraska native, Craig is a senior associate with the Chuck is the director of the Rural Policy Research Center for Rural Entrepreneurship. In addition to serving as Institute, a collaborative of faculty from several the current board president, Craig has the distinction of universities. He lives in Columbia, Missouri and being the very first intern ever placed with the Heartland brings a unique perspective and experience in the Center. His special interests include youth involvement development of rural policy and legislation. strategies for community improvement. Gordon Goodwin Newly named as the director of the Northwest Jose Zapata Area Foundation’s Ventures Community program, Jose is the Executive Director of Central Nebraska Gordon resides in Minnesota but has served on the Community Services in Loup City, Nebraska. He is a former board from both Texas and California. Gordon has city councilman in Kearney, and has been involved with for also helped with various Heartland Center training social service organizations for many years. He lives in programs in the past. Grand Island, Nebraska. Carol Gould Carol is a 5th generation native of Kansas and currently is the Public Relations Director of the City of Junction City, Kansas. Previously she served as the Director of the Kansas Center for Rural Initiatives at Kansas State University for 18 years. She lives in Manhattan, Kansas. VISIONS from the Heartland FALL 2005/WINTER 2006 7 Resources for Small Town Success Publications of the Heartland Center for Leadership Development Publication Order Form Send to: Please Note # of copies Amt. Postage and handling are included Heartland Center for in the price of the publication for Leadership Development __ Better Schools through Public Engagement . . . . . . . $20.00______ orders within the U.S. and Canada. 650 J Street, Suite 305-C Cost of publication to be paid in U.S. Lincoln, Nebraska 68508 __ Building Local Leadership . . . . . . . . . . . . . . . $20.00______ dollars. Phone: (402) 474-7667 (Prices subject to change 1-800-927-1115 __ Clues to Rural Community Survival . . . . . . . . . . . $15.00______ without notice.) FAX: (402) 474-7672 www.heartlandcenter.info __ Clues to Rural Community Survival WORKBOOK . . . . $ 7.00______ Name/Title ___________________________________________________________ __ Eight Challenges Facing Community Leaders . . . . . . $ 5.00______ Address _____________________________________________________________ __ Energizing Entrepreneurship . . . . . . . . . . . . . . . $ 23.00______ Organization _________________________________________________________ __ Five Strategies for Active Economic Development . . . $ 5.00______ City/State/ZIP _________________________________________________________ Phone ______________________________ Email ___________________________ __ Managing Collaboration in Small Towns and Neighborhoods $10.00______ __ Seven Secrets to Coping with Change in Small Towns . $ 5.00______ ■ Payment enclosed ■ Please charge to my credit card: __ Six Myths about the Future of Small Towns . . . . . . . $ 5.00______ ■ VISA ■ MasterCard ■ Discover ■ American Express __ Ten Ideas for Recruiting New Leaders . . . . . . . . . . $ 5.00______ Cardholder’s Name ____________________________________________________ __ The Entrepreneurial Community . . . . . . . . . . . . $35.00______ Card Number _________________________________________________________ __ Your Field Guide to Community Building . . . . . . . . $18.50______ Expiration Date _______________________________________________________ Signature ___________________________________________________________ TOTAL______ New Location for Helping Small Towns Succeed October 10-12, 2006 will see the annual program of Helping Small towns Succeed in a new location. The Lied Conference Center in Nebraska City, Nebraska will serve as the facility with excellent accommodations, meals and training amenities. The Conference Center is located in southeastern Nebraska and will provide transportation from airports in either Lincoln or Omaha. 2006 Curriculum Features ■ New information on leadership development ■ Diversity as an economic development opportunity ■ Appreciative inquiry as the newest tool for community planning ■ Six building blocks of community development and measurement A special evening program will offer insight on heritage tourism, using Nebraska City as a case study. On the historic Lewis and Clark trail, Nebraska City has been very successful in this area of economic development. For complete information about the upcoming program, visit the Heartland Center web site at www.heartlandcenter.info. You can also call the Center at 1-800-927-1115. Register on line for a 5% discount! Non-Profit Org. Change Service Requested U.S. Postage PA I D Lincoln, NE Permit No. 825 VISIONS from the Heartland is published three times a year by the Heartland Center for Leadership Development 650 J Street, Suite 305-C Lincoln, Nebraska 68508 Phone (402) 474-7667 1-800-927-1115 http://www.heartlandcenter.info Email: email@example.com 8 SPRING 2006 VISIONS from the Heartland Kurt Mantonya Program Associate There are many roles involved in a good Question: I’m a local economic development director in a town of Town Hall Meeting. There are greeters at about 6,000. I think it’s time we had a community forum or town hall the door, folks at a sign in and name tag of some sort and I’d really like some ideas on how to keep it positive table, maybe helpers/facilitators at each and practical. table group, a refreshment committee, clean up helpers and an official MC that opens and closes the meetings. That per- son should be the one who can lend some credibility to the event Milan Wall Vicki such as a well known volunteer or perhaps an elected official. Co-Director Luther You need to conduct a work Co-Director session that gives you ideas Reshell Ray How about asking Program Associate that you can use for volun- folks to sign up for teer work and follow-up, a task force before I like Town Hall meetings that include a long don’t you? Think about an they leave the break with refreshments or even some agenda that has the majority meeting? You can musical entertainment from the school or of time spent in discussion, at tables or in small use clip boards or easels and newsprint senior center. It’s worth the time from the groups, in which folks are asked to develop ideas by the exit door with a title such as: agenda to make it a social evening as well for community improvement. Maybe ask each Youth Projects, New Business Start Ups as a work session. Besides, more parents small group to create a list of the top 5 items we or Leadership Training and a marker for will come to the event if school kids are performing in some way. should work on in the next 3 years. The last part volunteers to sign up. This can work well You can also use that longer break time to consolidate lists from of your event should be gathering these lists and to identify a core group for any follow up table discussions and get ready to report a “master list” as a either displaying them or condensing them. efforts after the Town Hall Meeting. product of the discussion.