Asking The Right Community Development Questions

October 28, 2010

From the end of World War II well into the 1980s, leaders in my area of the rural South emphasized better roads, cheap labor and a non-union work environment in an attempt to draw businesses from the Northeast and the Upper Midwest. You know the rest of the story.

There was some success in attracting jobs. But the jobs that were brought in from the Northeast and the Upper Midwest later left for other countries. In town after town, there are empty industrial facilities that once housed textile mills, shirt factories, shoe factories and the like.

If you’re a leader in your community, these are the questions you should be asking yourself:

Has your community properly shifted its economic and community development focus to reflect the reality of the knowledge-based economy?

Rather than just seeking more jobs, are you working smartly to attract higher-wage jobs?

Will your community have the quality of workforce needed to truly compete in the global economy of the 21st century?

One thing we know for a fact is that the workforce training programs of the past are no longer adequate to meet the needs of a 21st century economy. We cannot continue training our young people for jobs that likely won’t be there once their training is complete. 

Since 1970, the number of service-related jobs in our country has increased almost 300 percent while the number of manufacturing jobs has declined. Our population is aging. That means there will be job shortages in key areas of the 21st century economy. But we’re not training people to fill those jobs.

Yes, rural Americans are a resilient lot. They’ve overcome countless obstacles through the decades. But the small communities of this country will never achieve their full potential if they aren’t training people properly.

Having a quality workforce, of course, is about more than just education and training.

We must also address the poor health of our people and the other social obstacles they’re forced to overcome on a daily basis.

Far too many people in rural America have missed out on past economic expansions. The U.S. economic expansion of the 1990s, for instance, was the largest expansion in world history, but hundreds of thousands of rural Americans didn’t reap the benefits.

These communities must find systematic ways to improve their public schools while at the same time improving health care. 

Without doing those two things, they will never turn the tide and be able to take advantage of the next economic expansion.

It won’t be easy. It won’t happen quickly. It can, however, take place over time with the right leaders in the right places, coupled with a sincere willingness to change. We all know that those in positions of power in rural America are sometimes slow to embrace change.

We also must vow that everyone in the community — not just a few — should have the opportunity to become self-sufficient. Once people achieve self-sufficiency, they begin to invest in their families and pass on wealth to their children.

  • As a result, those children are smarter and healthier than they otherwise would have been.
  • More people own their homes.
  • Opportunities for advancement increase.

And your community finds itself in a positive rather than a negative economic cycle.

— Rex Nelson

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Defining Community Development

September 20, 2010

It should go without saying that you’ll clearly define what community development means for your community before embarking on a strategic plan. But you would be surprised at how many communities start down this path without a clear outline in place.

When I worked at the Delta Regional Authority, we were directed by Congress to update the strategic plan for the 252 counties and parishes we served in parts of eight states. It was a broad, ambitious effort.

In order to give ourselves focus, we defined the areas we felt were key to any true strategic plan. Here are a few of them (all are things you should consider in your community):

1. Health Care:

Work with employers, government agencies and additional partners to develop innovative programs designed to reduce the number of people suffering from chronic conditions such as diabetes, obesity and heart disease.

♦ Have community health events, faith-based programs and other activities designed to educate residents about the importance of workforce health.

 Have a clear plan to bring quality physicians to your community.

♦ Work with major regional employers to establish worksite clinics and wellness programs.

2. Information Technology:

 Support efforts to provide all hospitals, clinics and other primary-care providers with the best possible broadband Internet access so they can advance the use of telemedicine.

♦ Work to ensure that all residents have access to broadband Internet while also ensuring they have the training and knowledge needed to operate in the Internet environment.

♦ Support the use of distance education capabilities in schools and the training of personnel to manage these operations.

♦ Enhance workforce development by providing more adults with access to computer literacy training.

♦ Work with local governments and nonprofit organizations to develop and maintain websites that provide up-to-date information and services.

3. Workforce Development:

♦ Work with community colleges and public school districts to better align vocational education and professional certification programs with industry cluster development efforts.

♦ Support efforts to link community colleges with regional economic development efforts.

♦ Support employer-based training and education programs that equip people to work in technical and professional occupations.

4. Transportation:

Advance infrastructure efforts that respect local cultural and economic interests while preserving the area’s natural resources.

♦ Support the development of intermodal transportation networks that allow for the movement of goods via containers using water, air and land transportation modes.

5. Leadership training:

 Continue training new leaders through an annual leadership program in your community.

♦ Encourage graduates of your leadership program to participate in alumni networks and events.

♦ Support local initiatives launched by leadership program graduates.

Are these among the areas addressed in your strategic plan? If not, do you really believe you have a holistic approach to community development?

— Rex Nelson

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