SRDC Good Ideas

Compendium

Compiled and edited by

Vivian Velasco, National Partnership Office

(with assistance from Conley Chaney, NPO)

Number range CHAPTER

**About this Compendium**

The National Partnership Office is pleased to share with you this
collection of "Good Ideas." We have recently collected these examples
from SRDC practitioners in the field, and we expect that these tools and
techniques---tried and developed by our peers---may prove helpful to
many Councils. Most of these "Good Ideas" were presented at the NRDP
Professional Development Conference, held June 1-3, 2003.

The "Good Ideas" presented here describe a wide of range of useful
practices that have helped State Councils move forward with their work.
Remember that the Councils have carried out their work in an environment
of scarce, uncertain, and often diminishing resources.

The "Good Ideas" in this compendium cover a large field: from policy
efforts to community outreach and assessment; from council operations
and governance to public relations and communications; from fund-raising
to how to manage a gubernatorial transition. Taken together, they
underline several truths: that the work of the Council is complex and
difficult; that a Council must first become a viable organization before
it can effectively undertake its responsibilities as called for in the
2002 Farm Security and Rural Investment Act; and that, finally, to be
fruitful, the work of the Council must be supported over the long term.

**Table of Contents**

**Alaska Rural Development Council**

Code Red Project: Partnership Builds Safety Net for Rural
Communities..................\... 5

**Colorado Rural Development Council**

Developing Partnership
Strength..................................................................\...
6

**Connecticut Rural Development Council**

Council Website
Modification.....................................................................\...
7

**Florida State Rural Development Council**

Mutual Benefits of Creative
Thinking...............................................................8

**Georgia Rural Development Council**

Celebrating Rural Georgia!
\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...9

**Idaho Rural Partnership**

Community Review: Assessing & Increasing Community Vitality and
Wealth............\... 10

**Illinois Rural Partners**

Council Building 101: Ideas for Strengthening Your
Council................................... 12

**Iowa Rural Development Council**

Improving & Marketing SRDC Web
Resources................................................\... 13

**Kansas Rural Development Council**

Listening
Tours.........................................................................................
14

**Maine Rural Development Council**

Voices of Rural Communities: MeRDC\'s Rural Policy
Forums..............................\... 15

**Rural Maryland Council**

Working with a State Legislative Rural
Caucus................................................... 16

**Massachusetts Rural Development Council**

Sliding In To Make a
Difference..................................................................\...
18

**Rural Partners of Michigan**

By-Laws to Provide Real
Direction...............................................................\...
19

**Minnesota Rural Partners, Inc.**

Rural Resource Round-Up
Series.........................................................\...\...\...\.....
21

**Mississippi Rural Development Council**

Community Development
Team.....................................................................
22

**Nebraska Rural Development Council**

Youth Entrepreneur Partnership
(YEP)............................................................. 23

**New Hampshire Rural Development Council**

Offer to Help the Public Sector---It Pays!
.........................................................25

**New Mexico Rural Development Response Council**

Seeking Outside Funding for
Sustainability........................................................
26

**New York State Rural Development Council**

New York State Water and Sewer Infrastructure Co-funding
Initiative.....................\.... 27

**North Carolina Rural Development Council**

Legislative
Alerts....................................................................................\...
28

**North Dakota Rural Development Council**

Building a Positive Working Relationship with Tribal
Governments........................\... 29

**Oklahoma Rural Development Council**

Removing Barriers and Building
Resources........................................................ 30

**Oregon Rural Development Council**

Networking and Advocacy: Rural Oregon Day,
2003..........................................\... 31

**Pennsylvania Rural Development Council**

Video-conferencing to Close
Distances.............................................................
32

**Rhode Island Rural Development Council**

Issue-based Matrix of Resource
Organizations.................................................... 33

**South Carolina Rural Development Council**

Hispanic Minority Home Ownership
Initiative.................................................... 34

**Texas Rural Partners, Inc.**

Community-Based Assessment, Recommendations, and
Follow-up........................... 36

**Utah Rural Development Council**

Native American Small Business Development Initiative
2003................................. 37

**Vermont Council on Rural Development**

Building a Policy
Council.............................................................................
39

**Washington Rural Development Council**

Community and Resource
Assessment..............................................................
40

**Wisconsin Rural Partners, Inc.**

Council
Communications...........................................................................\...
41

**Wyoming Rural Development Council**

Marketing and Publicity for the
Council.........................................................\... 42

**Additional Good Ideas**

Maine and
Illinois......................................................................................43

+-----------------------------------+-----------------------------------+
| Alaska Rural Development Council  | Alaska Rural Development Council  |
|                                   |                                   |
|                                   | 3211 Providence Dr. Admin. \# 279 |
|                                   |                                   |
|                                   | Anchorage, Alaska 99508           |
|                                   |                                   |
|                                   | 907-786-4661                      |
+-----------------------------------+-----------------------------------+

**Code Red Project:**

***Partnership builds safety net for Rural Communities***

Two years ago, Alaska Village Initiatives (AVI) broached a solution for
rural fire protection that was pioneered to protect human life and
property from fire. AVI had identified over 100 rural communities with
inadequate, improper or non-existent fire protection. Alaskan
communities experienced fire deaths over 300% of the national average
and of these 64% occurred in rural Alaska. Fire damage in 1998 alone was
over \$69 million dollars. The traditional fire truck solution had many
disadvantages. The trucks which typically cost in excess of \$250,000
become stuck or trapped in boggy tundra roads or deep snow. Chemical
extinguishers are prone to freezing solid.

The AVI solution developed in conjunction with Senator Ted Stevens help
is called the "Fire Station in a\
Box". This equipment is a compressed air driven chemical water mix that
is contained in a 30 gallon tanker. This 30 gallon mix expands to the
equivalent of a 600 gallon water tanker and can be transported in all
rural conditions with the use of small all terrain vehicles or snow
machines which are readily available in Alaskan bush communities. The
carts can be outfitted on skies for winter and use golf cart tires for
summer use. The reason it is called a fire station in a box is because
the equipment in sent to the village in and 8 x 10 x 20 shipping
container, painted red, insulated and set up for electrical service. The
box identifies and contains the fire equipment in ready to go state.
Each village is required to provide a site readily available to village
firefighters and provide electrical power service to keep the unit warm
in the coldest weather. The total cost of each unit delivered is
approximately \$70,000 which includes a 3 ½ day training package for 10
volunteer fireman from the community.

The Alaska Rural Development Council non-profit, Alaska Rural Partners
Inc. (ARPI) facilitated the financing portion of this project for the
first 42 communities through a \$2.2 million dollar grant from USDA
community facilities funds. This grant required at least 25% matching
funds from non-federal sources. AVI and ARPI obtained \$390,000 matching
funds from the Alaska legislature and a \$318,000 grant from the
Rasmuson foundation. The benefiting villages also provide about 10% of
the funds necessary to move the project forward.

**For more information contact Chuck Akers, Executive Director, at (907)
786-4660 or <ancja@uaa.alaska.edu>.**

**Colorado Rural Development Council**

**Title:** Developing Partnership Strength

**Problem Being Addressed:**

> The Colorado Rural Development Council has developed a strong
> relationship with local individuals that represent, private
> businesses, non-profits and local governments from regionally diverse
> areas of the state. The Council has struggled with having the same
> relationship with the federal and state agencies serving rural
> Colorado.

**The Idea:**

> The Council changed its governance structure to maintain its local
> representation while increasing involvement and commitment from state
> and federal partners. The Board of Directors now includes four
> representatives from federal agencies, four from state agencies, one
> tribal and four local representatives. Board members from state and
> federal agencies, now given the opportunity to govern, include
> decision makers from those agencies. From the State Director of USDA
> Rural Development to the Office of the Secretary of Health and Human
> Services at the federal level to four state agencies including the
> Executive Director of Cooperative Extension and Governor's cabinet
> level Executive Directors from the Department of Local Affairs,
> Governor's Office of Economic Development and the Department of Public
> Health and Environment, the commitment of funding and resources
> available to the partnership has multiplied.
>
> In order to maintain the existing strength of local citizens, the
> Board of Directors formed as Advisory Council of eight members elected
> from the council membership to represent geographically diverse areas
> as well as the partnership groups of private businesses, non-profits
> and local governments. These advisory board members are charged with
> the responsibilities to:

-   Marketing the Council.

-   Providing resources and assistance in attracting and maintaining
    membership.

-   Identifying and mobilizing of financial and volunteer support
    services for benefit of the Council.

-   Helping gather data and pertinent information on rural Colorado.

-   Sharing pertinent information about their region and/or partnership
    classification which relates to rural development.

-   Such other duties or tasks of an advisory or support nature as may
    be requested by the Board of Directors.

**For more information contact Joe Kiely at (719) 775-2346 or
<Jkiely@townoflimon.com>**

> **Connecticut Rural Development Council**
>
> ![](media/image1.png){width="1.5in" height="1.1in"} C/o Southeastern
> CT Council of Governments
>
> 5 Connecticut Avenue
>
> Norwich, CT 06360
>
> Phone: (860) 889-2324 [www.ruralct.org](http://www.ruralct.org/)

#### Council Website Modification

The Council produces a "Rural Resources Directory" every two years, as a
printed booklet containing some 200 listings of agency and organization
contact information. Prior distribution of the book has focused on small
town chief elected officials, all Council member organizations, CT's
members of Congress and state legislators representing rural areas and
small towns.

With the current updated version we have not only posted it on the
Council website in readable form (Adobe Acrobat), but added an on line
searchable feature, described below:

> This directory is intended to help users reach agencies and
> organizations impacting rural Connecticut. Search any of these ways:\
> **Categories** (Default): Search by table of contents, alphabetically.
> Select major headings (all caps) to see entire chapter results.\
> **Keywords**: Search by a complete list of keywords\
> **Location**: Search for entries based on the mailing address of the
> agency or organization\
> **Member Towns**: Useful to find regional organizations such as
> regional planning agencies, by town.

Placing the *Directory* on the website expands the audience, saves on
printing costs, and the database can be updated easily when contact
information changes. Adding the search capability saves the user time.

# Submitted by

Linda Parquette, Program Coordinator

CT Rural Development Council

C/0 Southeastern CT Council of Governments

5 Connecticut Ave.

Norwich, CT 06360

Phone: 860-889-2324

Fax: 860-889-1222

Email: <lparquette.seccog@snet.net>

**Florida State Rural Development Council**

**Mutual Benefits of Creative Thinking**

The Florida State Rural Development Council (FSRDC) has historically
worked in a resourceful manner, always looking for innovative and
collaborative ways to address the unique needs of rural Florida
communities and the organizations which serve them.

One great need continually expressed by rural community governments and
organizations was the need for office related goods such as office
desks, filing cabinets, chairs, tables, bookcases, fax machines,
copiers, computers and computer-related technology. Aware of these
needs, and familiar with the reality that these entities have little or
no funds with which to purchase new items, FSRDC recognized an
opportunity to bring a win-win situation to the table.

Florida state government agencies regularly inventory and move older and
no-longer needed furniture, equipment and computer related items into
surplus. This surplus is then made available to other state agencies and
to non-profit organizations working for Florida citizens. Surplus items
that do not get distributed through these means are taken to a landfill
and destroyed.

Seeing potential for mutual benefit, FSRDC approached the various state
agencies with a proposal to allow the Council, which had a good
knowledge of where the need for these items existed, to use its network
of partners and associates to help facilitate the distribution of the
surplus into the hands of small rural governments, jurisdictions, and
non-profits statewide.

To begin the partnership, FSRDC provided a project overview and goals to
state agency heads. With their approval, the Council held several
meetings with key staff in respective agencies to work within guidelines
and regulations. Response from both state agencies and small rural
groups and governments was overwhelming.

FSRDC organized, in partnership with state agencies, several
"extravaganzas" where multiple state agency surplus warehouses opened
their doors to groups from rural Florida who represented literacy
programs, after-school programs, city and county governments, health
care and rape crisis centers, volunteer fire departments, non-profit
organizations, resource & conservation offices, community art centers
and animal control offices (to mention a few). These groups were able to
secure surplus furniture and equipment for their respective offices free
of charge enabling them to keep dollars in the programs that are making
a difference in their home communities. FSRDC has helped to save
hundreds of pieces of usable furniture and equipment from going into the
landfills and put usable items back into the hands of agencies and
jurisdictions which need them.

Since its inception over one-hundred groups serving rural Florida
communities and its citizens have participated in FSRDC Government
Surplus Initiative.

This is a great example of a simple "good idea".

We saw a need, we saw an opportunity and we applied common sense
approach - it worked in Florida and we hope its effect will be
long-lasting.

For more information contact: Catherine Hanks, Deputy Director at
850/875-7196 <catherinehanks@nettally.com>

Georgia Rural Development Council

Celebrating Rural Georgia

# 

# RALLY RURAL GEORGIA!

In recognition of the fact that rural Georgia does not have an event
that brings people together to discuss important issues and share ideas,
Celebrating Rural Georgia was created.  Celebrating Rural Georgia is a
comprehensive rural development conference where participants learn
firsthand how rural communities are optimizing their potential and
working to enhance the rural way of life. The Third Biennial 2002
Conference was held August 26-28, 2002, at the DuBose Porter Center in
Dublin, GA, and was the most successful event yet, attracting well over
700 participants, doubling past attendance, and creating momentum for
positive change. The theme for the 2002 Conference was "Rally Rural
Georgia" with an emphasis on rallying participants to return to their
rural communities to foster positive community and economic development.
Workshops offered at the conference included Maintaining Rural
Character; Leadership; Rural Entrepreneurship; Regional Collaboration;
Rural Workforce Housing; Agri-based Economic Development; Public-Private
Partnerships; and Tourism.

Like everything else the Georgia Rural Development Council undertakes,
Celebrating Rural Georgia is a partnership supported by organizations
across rural Georgia.  Over 45 public and private entities participate
in the planning and implementation of the biennial events. Among the
organizations represented on the steering committee are the Georgia
Department of Community Affairs, Georgia Municipal Association,
Association County Commissioners of Georgia, Georgia Department of
Industry, Trade, & Tourism, Georgia Power Company, Georgia Electric
Membership Corporation, Georgia Economic Developers Association, Georgia
Institute of Technology, University of Georgia, USDA Rural Development,
Family Connection, and a host of many others interested in positive
change in rural Georgia.

Plans are now underway for the 2004 Celebrating Rural Georgia event. To
learn more about Celebrating Rural Georgia, please visit the conference
website at
[www.celebratingruralgeorgia.org](http://www.celebratingruralgeorgia.org/),
or contact the staff of the Georgia Rural Development Council at (706)
583-2736.

**[Idaho Rural Partnership]{.smallcaps}**

**Community Review: Assessing & Increasing Community Vitality and
Wealth**

Offered in Partnership by the

*Association of Idaho Cities, Idaho Rural Partnership,*

*Idaho Department of Commerce, U.S. Department of Housing & Urban
Development, University of Idaho Extension Office, and Idaho Housing &
Finance Association*

Community is a process, a condition, and a state of being in which
people are working for their own futures and the future of their town.
**The purpose of a community review is to assess and increase the
vitality and wealth of a community.**

**Community vitality** means not only jobs and income but also
resiliency and the capacity to respond to both negative and positive
change.

**Community wealth** refers to the assets of the community, including
all types of infrastructure, crime rates, climate, scenery,
environmental quality, individual skills and community spirit.

The community review process is based on the notion that visitors to a
community can offer a fresh perspective and make observations by
listening to community members and touring the community from an outside
perspective. Participating in a community review allows a community to
see itself through the eyes of an objective observer. The success of a
community review requires a significant degree of commitment and
participation on the part of the community.

**How does the Community Review work?**

-   A visiting team of diverse community leaders tours and observes a
    community based on a wide range of indicators and a few focus areas
    identified by the community.

-   The visiting team listens to community leaders and citizens and
    fosters an open dialogue about the community's future.

-   The visiting team uses its experience with community development to
    offer suggestions and strategies to increase the community's health,
    wealth, and vitality through an interactive meeting and a subsequent
    report citing specific referrals.

-   The visiting team continues to follow up with the community.

**Who conducts the Community Review?**

A visiting team of 12-15 people are selected based on their skills and
the focus areas identified by the community. Generally this may include
a few mayors, city council members, or city officials from other Idaho
communities. Organizations likely to be on the team include: Association
of Idaho Cities, Idaho Rural Partnership, Idaho Department of Commerce
(Gem Community, regional specialists, or community development
professionals), Local economic development district representatives
(Ida-Ore, PAC, SICOG, CEDA, etc.), Local Resource Conservation &
Development teams, Local Job Service management, Local USDA Rural
Development management, Utility or Bank representatives, & volunteer
consultants. Other organizations might include: U.S. Department of
Housing & Urban Development, U.S. Economic Development Administration,
U.S. Environmental Protection Agency, U.S. Bureau of Land Management,
U.S. Forest Service, Idaho Department of Agriculture, Idaho Department
of Parks and Recreation, Idaho Commission on the Arts, Idaho Historical
Society, Idaho Division of Environmental Quality, & University staff.
Additionally, representatives of the Governor's Office, Legislature, or
Congressional delegation may participate in the process.

**FOCUS AREAS**

The visiting team will be divided into **three** small groups for parts
of the Community Review, in order to better examine the whole community.
Each group will have a particular area of focus, although observations
and feedback will likely extend beyond this area of emphasis to
incorporate larger themes. Focus areas might include some combination of
the following: Local Economy, Infrastructure, Housing, Community Design
& Identity, Land Use Planning, Education, Transportation, Communication,
Health Care, Natural Resources, Arts, Historic, and Recreation
Resources, Seniors & Youth, and Civic Life & Community Involvement.

After having a chance to talk internally, the visiting team meets with
community leaders and citizens and gives an oral presentation of
observations and options. Within approximately one month, a written
report is sent to the community with detailed observations and expanding
upon possible action items and resources. The community responds by
describing how the community review was beneficial, detailing what
action it plans to take, and offers improvement suggestions to the
community review process. In follow-up meetings between community
leaders and members of the visiting team, additional action strategies
and ideas are brainstormed and developed. The following schedule
outlines the two-day Community Review process.

**DAY 1**

9:00 a.m. Welcome, Introductions, & Community Overview

10:00 a.m. Community Tours for focus teams

3:30 p.m. Roundtable discussions with Community Leaders

5:30 p.m. Community Social Networking Dinner

Throughout Day Community Input Sessions & Interviews

**DAY 2**

8:00 a.m. Visiting Team work session to develop themes & preliminary
resources

12:00 Noon Facilitated Town Meeting & lunch with community leaders and
citizens

2:00 p.m. Community Review Ends

**For more information contact: Trent Clark at (208) 547-4300 ext. 1348
or <Trent.1.clark@monsanto.com>**

**Rural Partners (Illinois)**

**Council Building 101: Ideas for Strengthening Your Council**

1\. Establish your SRDC as a point of contact for rural residents,
agencies, organizations, etc. as they seek rural resources. Be the place
where people can call and get, either the information they need, or the
contact they need for the information. Be the "Go To" organization.

2\. Establish you membership as a network of rural resources. Call your
membership directory the Networking Directory and let members know that
they may be contacted by other members about their programs,
initiatives, resources, etc. Part of being a member is sharing with
other members.

3\. Walk the talk! Be an organization that does what it says it is going
to do. Don\'t commit what you can\'t deliver. Rural residents and
organizations don\'t easily trust outsiders, so developing trust and
reliability is necessary. Let people begin to know you in both a
professional and, if possible, more relaxed atmosphere. At the bottom
line, rural leadership is very personal. You can\'t lead unless others
are willing to follow.

4\. Service organizations, such as rural health organizations, often
have difficulty bringing other community members to their table. For
statewide planning initiatives, be the organization that can represent
those constituencies that don\'t ordinarily come to the table. An
example of this is bringing business representative to the health
planning table. For statewide purposes Rural Partners often brings the
business perspective to the public health, flex hospital, and rural
health planning initiatives. Furthermore we often play the role of a
neutral forum through which various constituencies can meet and work
together, or plan, or through which initiatives can move forward.

5\. Charge dues for membership! Dues are a wonderful way for members to
commit to an organization and its initiatives. There is something about
the decision to pay dues that annually renews the personal or
organizational commitment to an SRDC. Dues also provide a source of
non-government income to the SRDC. It is also an unofficial evaluation
tool for the SRDC. When times get tough are you the organization dropped
from the membership list?

6\. Differentiate between the roles and responsibilities of the board,
members, and ED. Establish the ED as the facilitator of initiatives and
the administrator of the SRDC. Establish the board as the guides for the
organization to carry out the wishes of the members. Establish the
members including the board as the stimulator of ideas and direction for
the organization. Finally, get a member champion for every initiative
your SRDC takes on. This should not be the ED. The ED should help the
Champion to pull members and resources around the initiative. The ED and
staff should not staff committees and task forces. The ED should also
follow-up to see if the initiative is on track and encourage activity.
The ED should not take over as the Champion.

If you follow these guidelines, the number of initiatives you can take
on as an SRDC is only limited by the imagination and effort put forth by
the Champion and committee or task force members. This process enhances
the number of members with a sense of ownership for the initiative
results and in the SRDC.

CAUTION! You have to be willing to let go of responsibility for this to
work. You also have to be willing to let some initiatives fail. The
pressure to succeed needs to come from the members and not from the ED.
You must have faith that the reputation of the SRDC is strong enough to
withstand any given initiative falling. So, start slowly and build your
program as you strengthen your SRDC.

**For more information contact Paul Galligos at: (217) 585-9242 or
<galligos@ruralpartners.org>**

**Iowa Rural Development Council**

**Improving & Marketing SRDC Web Resources**

The Iowa Rural Development Council website is designed and hosted by the
Iowa Department of Economic Development, which also houses information
for programs such as the Community Development Block Grant program, and
all the business and community financial incentive programs funded with
state revenues. The Council recently learned it had more hits to its
page than all but one page on the Department\'s site, which fueled a
redesign and update of the site. Once the upgrade was completed, we
launched the new site at a legislative reception at the State Capitol
and printed postcards for distribution to community leaders and elected
officials to help them locate our partners and their resources.

The upgrade included a new web address - iowarural.org. We
re-categorized all our organizations and their program information so
people looking for information about child care, agriculture, business
incentives, community assistance, homeland security, health, etc. could
click on those topics and, from there, they are one click from the
organizations that are part of the Council who provide those resources.

The postcard we developed features the Council logo and iowarural.org in
large print. The heading on the card says \"Click. You\'re there.\" and
in a half tone screen under that the word \"Assistance\" along with
bullet points - \"financial\", \"technical\" \"information\" \"NOW\".

The card has proven to be a great leave behind piece and delivers a
clear message that the Council is about helping communities find
resources. Simply stated, it provides community leaders a resource and
leads them to our partners and to the NRDP. We demonstrated the site and
distributed the cards to the 70 (out of 150) legislators who attended
our legislative breakfast. We asked them to make them available to their
constituents when they are asked about resources to address various
issues of concern. We\'ve also provided a supply of the cards to our
Congressional offices and asked that they also share the site and card
with constituents. We also distributed the cards at our booth and
demonstrated the website at the State\'s largest economic development
conference in May where 650 community developers attended.

**For more information contact Beth Danowsky: 515-242-4875 or
<beth.danowsky@state.ia.us>**

**Kansas Rural Development Council**

**[Listening Tours]{.underline}**

The Kansas Rural Development Council has conducted Listening Tours
throughout the state since the inception of the Council. These tours are
designed to accomplish three broad goals:

-   Offer all members a chance to see all areas in the state.

-   Offer communities a chance to showcase their successes.

-   Provide a forum for both communities and Council members to work
    together to solve problems.

All of the tours are conducted with the same format and all communities
are given the same charge. By using the same approximate format, KRDC is
in a better position to gage a community's level of competitiveness.
While we use the same format, we do try to be flexible enough to comply
with their wishes. After all, we are their guests and our communities
spend considerable time and effort in hosting us. Our time frame is
always the same---we start after lunch on one day and finish by lunch
the next. Specifically, we ask of a host community is to do the
following:

-   Set up tours of locally-grown or unique businesses within the
    community or immediate vicinity \-\-- usually 2 - 4 stops depending
    on distance and complexity of industry stops.

-   Evening dinner with town's people complements of the Kansas Rural
    Development Council \-\-- the mix of community representatives
    usually consist of elected and appointed officials, panel speakers
    for the next day, business representatives, ED and Chamber of
    Commerce representatives, agriculture leaders, education
    representatives and social service representatives.

-   A panel of local leaders spends approximately two and one-half hours
    with Council members showcasing projects in the community and
    enumerating challenges facing the community. The panel is given
    general guidelines to follow so that we can have a degree of
    homogeneity in discussions. The guidelines are:

    -   Discuss uniqueness and creativity in problem solution.

    -   Address the impact of multiple governmental regulations on your
        business or organization.

    -   Advantages/disadvantages of doing business in rural Kansas.

    -   The impact of remoteness on your daily life.

-   Give the hosting community and KRDC members a chance to discuss
    needs and possible resource matching both formally and informally.

To date, KRDC has visited over twenty-five different communities.

**For more information contact Steve Bittel at (785)-271-2770 or
<ksrdc@krsdc.org>**

**Maine Rural Development Council**

***Voices of Rural Communities:***

***MeRDC\'s Rural Policy Forums***

In October and December 2002, MeRDC sponsored two rural policy forums:
one regional and other statewide. Their purpose was to give voices to
the issues and needs confronting the state\'s small rural communities,
and seek requisite policy approaches for remedies. The timing of the
event coincided with campaign season in 2002, as Maine was to have both
a new Governor and Legislature in 2003.

The regional policy forum was attended by local residents, civic leaders
and town officials of central and western Maine, as well as legislators,
political candidates, and representatives of government and service
agencies,. The subsequent statewide forum was designed to engage the
participation of state level resource and service providers in this
bottom-up public policy process. They were also joined by
representatives of community based organizations and citizens from
across the state.

Local citizens and officials were invited to tell stories of their
experiences living and working in rural Maine. Resource and service
providers, joined by legislators, were asked to listen to these stories
and consider how they can work together to support the building of
vibrant rural communities. They were asked, for example, to identify
what kinds of strategic rural policies are needed, and how to mobilize
and coordinate programs and services effectively to support community
building efforts.

Service providers also shared their stories of exemplary programming and
innovations on the local level. These included a local small business
incubator, a rural education-to-work program and a tribal housing
project.

Emerging from the both the regional and statewide events were
significant policy themes that were documented in a policy declaration
and disseminated to the incoming Governor\'s Transition Team. These
themes include (1) the importance of place-based policies within a
regional framework; (2) the need to strengthen civic capacity in small
rural places and promote asset-based approaches to rural community
development; and (3) the requirement for strategic coordination of state
policies and programs to target rural areas in distress.

**For more information contact:**

Patricia Kontur

Assistant Director

Maine Rural Development Council

University of Maine Cooperative Extension

5717 Corbett Hall

Orono, Maine 04469- 5717

Tel: 207-581-3193; Fax: 207-581-3212

Visit our web site @
[[http://mrdc.umext.maine.edu/]{.underline}](http://mrdc.umext.maine.edu/)

**Rural Maryland Council**

**(formerly the FORVM for Rural Maryland)**

# "Working with a State Legislative Rural Caucus"

Given the fact that so many public policy decisions that impact rural
communities are made by state legislatures, it should come as no
surprise that the outcome of problem-addressing activities undertaken
SRDC boards and working committees would necessarily take them to the
steps of the nation's state houses to seek implementation of appropriate
changes in policy. In addition, the greater part of the population in a
majority of states are located in urban areas which often puts the
interests of rural communities at something of a policy-making
disadvantage. (The similar federal experience has also illustrated the
inherent disadvantages rural communities tend to have in wielding
policy-making influence.) To address the problem of insufficient
numbers, legislators representing some or all of the rural areas of a
given state will often band together to act in a collective effort to
push a public policy change in a more favorable direction. These "rural
caucuses" are in some cases very well organized with distinct leadership
structures, or in other cases loose affiliations of rural county
delegations that come together occasionally to collaborate on important
issues of rural concern. Moreover, because urban and suburban
legislators outnumber their rural counterparts in most states, rural
legislators typically have to work together on a bi-partisan basis if
they are to achieve successful outcomes for rural communities.

In Maryland, the SRDC has worked collaboratively with its state
legislative rural caucus since it's founding in the mid-1990's. (In
Maryland, about 25% of the state's population is found in 18 rural
counties located outside of the Baltimore/Washington corridor.)
Maryland's legislative rural caucus consists of about 50 legislators
drawn from four regional delegations. It meets on a monthly basis during
the 90-day legislative session. In addition, six members of the Maryland
General Assembly (three Senators and three Delegates) serve as members
of the SRDC governing board, and other members of the rural caucus
attend the council's Annual Rural Summit each year. Moreover, during the
annual legislative session, the SRDC chair and executive director are
always invited to testify at hearings held by the caucus on the key
issues of concern to rural communities. Additionally, in a typical year,
the SRDC leadership meets with the leadership of the rural caucus to
discuss one or two legislative initiatives that have resulted from
collaborative policy development work undertaken by the council's
working committees. Since 1998, nearly all of these initiatives have
been enacted. These initiatives have included the following:

1.  The establishment of a grant fund for rural development and
    agricultural education that has provided \$1.1 million to rural
    nonprofit organizations during the last three years.

2.  The establishment of a micro-enterprise development council with
    annual funding operational funding \$100,000, and additional funds
    for organizational capacity building.

3.  A change in state housing policy that permits state and federal
    housing and community development funds to be spent on projects
    located in rural areas outside of cities and towns.

4.  The establishment of a \$1 million fund to provide special
    wastewater infrastructure studies for small communities that are
    experiencing inflow and infiltration difficulties with older
    sewerage collection facilities.

5.  The establishment of three new rural regional planning and
    development councils (serving 9 counties) with new annual state
    funding of approximately \$500,000.

6.  The establishment of a state task force to study the financing needs
    related to value-added agricultural, forestry and fisheries
    processing activities in Maryland.

7.  The establishment of a state task force to study rural broadband
    communications access.

8.  A tripling of the state financial support for the state's three
    rural regional libraries.

9.  A tripling of the state financial support for the SRDC.

10. An inclusion for primary care rural health needs in the state's
    program to spend Master Tobacco Settlement funds.

## Tips for SRDC Engagement with State Legislatures

A.  **SRDC Reputation:** The SRDCs, broadly speaking, are charged with
    helping to improve the quality in Rural America through effective
    public policy development and coordination. The 2002 Farm Bill makes
    it very clear that SRDCs must act on a nonpartisan basis that is
    nondiscriminatory in how it conducts its affairs. SRDCs must be seen
    by the public (and by lawmakers) as being neutral and inclusive
    entities where all rural stakeholders are welcome. Be nonpartisan in
    your approach and don't given the impression of partisan favoritism
    if you can avoid it. And share credit for your policy successes
    widely and liberally.

B.  **Getting Started:** If your council's leadership or staff has no
    experience in the state policy-making environment, get people
    involved in your council's activities who do. Representatives from
    state municipal leagues, county government associations, farm
    bureaus, and rural health associations are all great sources for
    knowledge and insight that SRDCs need. State agency representatives
    also can provide insight into how governors and state cabinet
    secretaries interact with the legislature. \[Note: Government
    affairs specialists from private industry groups can helpful too
    (e.g., electric and telephone utilities), just be aware that these
    individuals are hired to represent a narrow special interest, so be
    cautious not to promote unwanted public confusion between the narrow
    special interest and the broader community interest (refer to D.
    below for more).\]

C.  **Legislator Invitations:** Be sure to include state legislators in
    SRDC activities on a regular basis. Put them on SRDC mailing lists.
    Introduce legislators at public events hosted by the council. Invite
    them to serve on council boards and working committees, but know
    that they are busy people so expect occasional absences from
    meetings if they agree to serve.

D.  **SRDC Credibility:** When presenting an initiative to rural
    legislators for consideration it must be thoroughly studied and
    thought out, and the problem and proposed policy solution must be
    clearly explained in writing. The proposed legislation must also be
    "reasonable" and "within the realm of the achievable" (i.e., no
    tilting at windmills). In addition, the proposed legislation must be
    the product of a collaborative process where a broad consensus on
    the proposed course of action has emerged. Moreover, no significant
    rural interest should be opposed to enactment of the proposed
    initiative. The SRDC cannot be seen as favoring one rural
    stakeholder at the expense of another. Remember, your council is in
    the game for the long haul; so maintaining your SRDC's credibility
    must be a priority.

E.  **Not All Legislators are Created Equal:** Be aware of the formal
    and informal legislative processes in your state capital. Understand
    how the committee system and state budgeting process work. Try to
    get a sense of how your prospective legislative champions "fit in"
    to the bigger legislative scene (do they wield power as a committee
    chair or ranking member, do they get along well with their
    colleagues, etc.) Recognize that not all legislators have the same
    level of influence, so be cautious about whom you ask to champion
    your bills (if you have some latitude here). Work with the rural
    caucus leadership in your state if possible.

F.  **Avoid Local Issues and Don't Duplicate the Efforts of Others:**
    Unless there is a broader public policy objective to be achieved, it
    is generally advisable not to get involved in issues of purely local
    concern. It also doesn't make sense for a council, with its limited
    resources, to try to duplicate the efforts of other rural
    stakeholders. Doing this tends to lead to resentment.

G.  **Lobbying:** A few states have adopted strict lobbyist registration
    laws that potentially might affect SRDCs that are structured as
    private nonprofit organizations (and in particular the council's
    paid staff). Check with your state's ethics office if you think
    there might be an issue. SRDCs that are established under the
    umbrella of a state government should have few problems once all
    SRDCs become independent entities. Finally, councils should avoid
    hiring outside or contract lobbyists. The volunteer effort, if done
    well, should be to achieve the desired policy outcomes.

**For more information contact Steve McHenry at:** (507) 644-8250 or
<smchenry@mdbusiness.state.md.us>

**Massachusetts Rural Development Council**

***Sliding in to make a difference***

In Massachusetts, a state heavily laden with governmental and not for
profit entities, it is often difficult to \"create\" a project that is
not already being undertaken by some group somewhere in the state. While
the MRDC has been successful in project leadership and issue
identification, it has been equally successful when its\' member partner
groups or Director \"slide in\" to add value.

The MRDC Board of Directors, at the annual retreat, identify a number
(3-5) of priority areas which are critical to the wellbeing of small and
rural communities within the Commonwealth. The Council will then
determine what (if any ) agency or organization is currently engaged in
trying to assist alleviating the problem or impediment. Contact will be
made and a meeting(s) will occur with members of the BOD or ED with the
identified group. The MRDC will highlight how it can enhance the program
and seek inclusion in steering toward resolution of the problem or bring
the depth of the MRDC network to the table. The result is generally an
invitation to be seated on board of directors or leadership committee of
the identified group.

Some examples of successful collaborations include the Better Access
Through Organized Networks (BATON) program of virtual co-location of
human service agencies within Western MA and the state\'s MASSCARES
Program ( see NRDP success stories ), The MRDC\'s leadership role in the
3 annual state wide anti-poverty conferences, the success of the
Huntington Food Pantry program ( began in 1996 and is continuing to
expand its\' program outreach and support), the RDC\'s continuing effort
to find a method to create a meaningful RURAL/URBAN dialogue in
Massachusetts, and its recent partnership with USDA RD to bring state,
federal and not for profit agency funding stream and technical
assistance programs to rural communities by co-hosting regional seminars
and providing the necessary follow-up to monitor how many of the small
towns utilize the programs available.

**For more information, contact Tom Guerino or the MRDC leadership at
(413) 545-4404.**

**Rural Partners of Michigan**

> **By-Laws to Provide Real Direction**
>
> Here in Michigan after we evolved into a 501-c-3 organization we
> developed a set of operational principles/procedures that we
> incorporated into our By-Laws. These principles give direction as to
> how we will identify potential projects and who (the council member
> with the passion for a particular project) on the Council will take
> responsibility for pursuit of the project if selected to be part of
> the work plan. I think this allows our council members to focus their
> energies towards areas of interest. Below is the language as taken
> from our By-Laws:

[**ARTICLE II. MISSION AND OBJECTIVES**]{.underline}

**1. [Mission]{.underline}**

Rural Partners of Michigan (The Partnership) is a non-regulatory
partnership providing

leadership for the empowerment of all citizens in Michigan. The
Partnership facilitates

resources and efforts to address issues facing rural communities in
order to promote

and enhance a better quality of life. The Partnership's mission is to
develop

collaborative alliances to advocate for and enhance Michigan's human,
economic, and

natural resources.

**2. [Ojectives]{.underline}**

The Rural Partners of Michigan shall provide leadership in making
strategic use of

resources to achieve short-term and long-term rural goals. The
Partnership shall serve

as a focal point for identifying opportunities as well as
interdepartmental issues that

> are barriers to implementing a long-term rural strategy, resolving
> those within its capability and highlighting other issues. Specific
> objectives include:

a.  The Partnership shall respond to and help identify and highlight
    rural needs and

> issues by building collaborative partnerships and facilitating the
> coordination of
>
> resources available to address them.

b.  The Partnership, in cooperation with the for-profit and the
    non-profit sectors, local

> government, tribal government, state, and federal agencies, and
> individual citizens,
>
> shall identify and help facilitate the implementation of strategies to
> achieve long-term rural development which enhances communities' human
> economic, and natural resources.

c.  The Partnership shall help strengthen the capacity of individuals,
    agencies,

> organizations, and communities to more effectively address rural
> issues and
>
> to implement innovative and effective solutions.

d.  The Partnership shall serve as a forum for promoting better
    relation, networking,

> and active collaboration among the for-profit and non-profit sectors,
> local government, tribal government, state and federal agencies, and
> other interested
>
> organizations and individuals.

e.  The Partnership shall help facilitate leadership, education,
    information, and technical assistance to individuals, agencies,
    organizations, and communities that are interested in implementing
    policy initiatives and successful strategies to address

> rural issues.

3.  **[Operating Principles]{.underline}**

    a.  The success of the Partnership depends on the leadership,
        commitment and ownership provided by the individual Partnership
        members.

> b\. The Partnership members are responsible for accomplishing the
> objectives
>
> of the organization.
>
> c\. The work of the Partnership will be dependent on the degree of
> active
>
> Collaboration between Partnership members.

d.  Issues, potential projects and requestsx for assistance must be
    brought to the Partnership-by-Partnership members or must be
    requested by outside entities.

> e\. The Governing Board or the Executive Committee must approve all
> issues, potential projects and request for assistance. Prior to
> approval, a committee made up of Partnership members must be
> identified to provided leadership. If there are no Partnership members
> interested in making a committement, taking responsibility or
> providing leadership to oversee the potential project, the project
> shall not become a project of the Partnership.
>
> f\. The project committee is responsible for implementing project,
> finding
>
> Appropriate project resources and acquiring staffing assistance,
> either
>
> Through the Partnership member organization or by contracting for
> outside services or project expertise needed.

**For more information contact Tom Guthrie at: (517) 432-0712 or
<miffs@msu.edu>**

**Minnesota Rural Partners**

**Rural Resource Round-Up Series**

The Minnesota Rural Partners has organized a series of \"Rural Resource
Round-Ups\" this spring and summer to showcase our Virtual
Entrepreneurial Network (VEN), Community Entrepreneurial Champion
Playbook, BizPathways.org online resource, Rural Policy Forum, and
Community Exchange, a statewide book club. These intimate community
meetings (15 held across the state for 25 - 30 people each - about 2
hours long) provide time and space for local and regional resource
providers and community leaders to share their stories and their tools
and services as a demonstration of how it takes community support to
encourage and strengthen entrepreneurship. We have held four of these
meetings so far and have had very positive responses, particularly in as
to how they provide a ray of hope in what has become a pretty dismal
spring with state and local budgets cuts. They are also a way for us to
help market our annual Rural Summit, (August). We obtained some funding
for these meetings from a partner foundation and cobbled together the
rest from our VEN project dollars.

[[www.minnesotaruralpartners.org]{.underline}](../www.minnesotaruralpartners.org)

**Mississippi Rural Development Council**

**Community Development Team**

The Mississippi Rural Development Council (MRDC) joined hands with USDA
Rural Development (RD) to provide county-wide meetings that helped to
make county leaders and citizens aware of the vast resources available
through RD. In 2001, RD began a practice of holding day-long meetings in
each county as an outreach effort. The meetings, which have come to be
known as "Community Development Team" (CDT) meetings typically include
three parts:

1.  An informational session where basic information regarding RD
    programs and services is presented by various RD staff representing
    each program area.

2.  A county tour arranged by county leaders. These tours allow the
    county representatives to highlight positive aspects of their
    community as well the opportunity to point out problems being
    experienced.

3.  An interactive session where county residents and RD staff develop a
    priority list of potential projects and ways RD resources could
    address them.

Attendees at the CDT meetings normally include county and municipal
leaders, economic development professionals, local business leaders,
members of the local banking community, and grassroots citizens.

MRDC became a partner in these CDT meetings by helping to coordinate
them, by providing some funding for lunches at these day-long events,
and by participating in the interactive sessions where county issues
were addressed.

To date, CDT meetings have been held in 35 counties. Plans are to
continue to hold the sessions until they have been conducted in all 82
Mississippi counties.

**For more information contact: Wirt Peterson at (601) 446-6044 or
<wirt@netdoor.com>**

# 

# Nebraska Rural Development Commission

Youth Entrepreneur Partnership (YEP)

## Background:

Much of rural Nebraska continues to struggle with population decline due
in large part to significant youth out-migration. Primary factors
contributing to the loss of young people are the perception that quality
jobs are limited locally, and that the local community and the rural
economy are in decline. A related contributing factor is that
well-intentioned adults also concerned about the future and wanting what
is best for youth often reinforce the perception that the best
opportunities lay outside their community and rural Nebraska.

In the summer of 1992, a group of leaders in Southwest Nebraska began
meeting with the Rural Development Commission to develop a strategy that
would break this pattern of negativity and corresponding out-migration
by helping youth and adults begin to think and act differently regarding
their future and the role youth can play in creating a more robust
economy and stronger rural communities. Through many hours of planning
and research, the committee agreed the best way to support youth and
community economic development in the region is to provide young people
the tools necessary for them to create their own employment
opportunities and wealth while also improving their community and
building their self esteem through community service.

The program is an intensive four-year commitment to youth that provides
entrepreneurship training, micro-lending, job shadowing, business
planning, business opportunities, technical assistance, generational
business transfer, and community service. Perhaps most importantly, the
program engages adults as positive role models and mentors for youth.

Ultimately this program may be implemented in school curriculum.
However, the committee decided to kickoff the program immediately
through a series of after-school workshops sponsored by the community
college and broadcast remotely via the distance education network that
links the region's high schools together with the college.

## The Program:

Year 1: Entrepreneurship Training Classes, NexLevel: Get the Buzz on
Biz, January -- June

Year 2: Advanced Business Training, Research and Planning

Year 3: Internship Program

Year 4: Business Start-Up or Transition Planning

Adult Mentors Role during the Four-Year Program:

1.  Listen to the young person's ideas and needs, and encourage them.

2.  Reinforce the value of young people to the community

3.  Emphasize small town values & benefits (safety, family/community,
    nature, opportunity)

4.  Connect young people with community leaders and business owners

YEP is based on a four-year high school course of study. Ideally
students will enter the program as a freshman and continue through
graduation. A new class will begin each year. Representatives of the
sponsoring organizations and elected students serve on the Advisory
Board to oversee the program. Third and fourth year students will serve
on a loan committee for the revolving loan fund.

During the course of their entrepreneurial training, the students
explore career options. Adult mentors connect students with local
business owners wanting to retire, and support and encourage youth in
new business ventures and community service. Through a small business
transfer program, assistance is provided to transition business
ownership to the next generation so the young person can build equity in
the business, learn from the current owner, and implement their own
ideas to enhance the business and increase its vitality.

The community service portion of the program strengthens the young
person's sense of place and belonging. By identifying and implementing a
community project, the students will realize the satisfaction of helping
others and building pride in their community and themselves.

## Administration:

Vicky Leibbrandt, Executive Director, The Nelson Institute, is serving
as Program Manager for the year one business training. McCook Community
College is providing the facility and instructor for the course, as well
as college credit with free tuition to the students.

Sponsoring organizations, local businesses and grants provide funding
for YEP. Southwest Nebraska RC&D, serving eight counties in Southwest
Nebraska, is administering the funds until such time as the organization
gains independent operating status. Plans are in place to apply for
grant funds and solicit local long-term contributions to sustain the
program on a long-term basis.

Students and mentors are asked to pay a minimal registration fee to
cover the cost of books and meals. This small investment also increases
participant commitment to the program.

The Nebraska Rural Development Commission is providing technical
assistance to the committee and youth presenters via the Nebraska Youth
Development Network and Youth Ambassador program. The Commission is also
evaluating YEP and working with other regions of the state to implement
similar initiatives to support youth and community economic development
statewide.

**For more information contact JoAnn Mueller at (402) 323-7330**

# "Ask not what your country

can do for you, ask what

you can do for your country"

-John F. Kennedy

**New Hampshire Rural Development Council**

## Offer to Help the Public Sector: It Pays

With the recent surge in federal and state budget cuts, many of our
state agencies are experiencing severe cut backs in staff, resources and
programs. Often it has been these programs that have supported the work
of State Rural Development Councils through in-kind support, overhead,
cost-sharing and even salaries. But, with the impact of these cuts,
State Rural Development Councils are receiving less and less of this
support.

For its first seven years of existence, the NHRDC operated under the
umbrella of the NH Office of State Planning; in doing so, the Council
received in-kind overhead, rent and administrative services. Budget cuts
in 1999 forced the Office to terminate its support of the Council, and
the NHRDC reorganized as a 501(c)(3) nonprofit organization. Since then,
the Council has primarily pursued corporate, foundation and federal
grants for the balance of support needed to undertake its annual plan of
work every year, as it appeared that our state agencies were not a
likely source of either funding or in-kind service.

This year, probably the worst year in recent state budget history, the
Council decided to take a different tack with state agencies, in the
hopes that we could create some cost-share program partnerships. Council
members and staff met with state officials individually to pose the
question: "Given the recent major reduction in state budgets across the
board, what can we do to help you to fulfill your agency mission?" A
little concerned that this would lead to proposals the Council couldn't
afford to consider, we were surprised by the results. The Council is
currently discussing advisory, contractual and programmatic roles with 4
state agencies which, combined, will bring in financial support, work
plan support, and increased status for the organization.

This effort also led to a rekindling of state level support and
recognition for the Council and an atmosphere of collaboration,
particularly important considering the challenging shifts in federal
requirements and support currently faced by state agencies and state
rural development councils.

**For more information contact Nancy DuBosque Berliner at (603) 229-0261
or at <nhrdc@mcttelecom.com>**

**New Mexico Rural Development Response Council**

**Good Idea: Seeking Outside Funding for Sustainability**

Due to the uncertainty of NRDP funding, the New Mexico Rural Development
Response Council has dedicated much of its efforts to seeking outside
funding in order to sustain the organization. This year the NMRDRC was
very successful at obtaining non-NRDP funds. The NMRDRC initially
obtained a \$1 million "Rural Readiness" grant from the Department of
Commerce. This was a major grant that focused on enhancing community and
economic development efforts in rural communities in New Mexico. This
grant also helped the Council secure a \$250,000 appropriation from the
state legislature.

We were successful in obtaining the \$250,000 state appropriation by
making the case that if the state did not help provide the required
matching funds for the grant, New Mexico would lose the \$1 million
Rural Readiness grant. Members in our Council worked hard to build a
strong relationship with a senior state legislator who supported the
Council and its work. The senior legislator helped us convince other
legislators that a \$150,000 appropriation would be a very small
investment to keep the \$1 million dollars in the state. By the end of
the process, there was so much support that an extra \$100,000 was added
in as an amendment, which brought the total to \$250,000.

What is important to remember when seeking state funding is to build
relationships with state legislators. Someone in your Council must
follow the legislation, which is very time consuming (but hopefully pays
off in the end). And finally, it has been my experience that if you have
a concrete program (in our Council's case, the Rural Readiness project),
your efforts to raise money will be more successful. As a result of our
outside funding efforts, our Council has funding to support operations
for the next 3 years.

**For more information contact Holly Woelber at <nmrdc@sandia.net>**

New York State Rural Development Council

New York State Water and Sewer Infrastructure Co-funding Initiative

# The New York State Water and Sewer Infrastructure Co-funding Initiative was created to help New York State communities find sources of government funding for their water and sewer projects. The New York State Rural Development Council, working with its partner agencies, helped to facilitate the establishment of the Initiative. The Co-funding Initiative is comprised of the following government agencies: The Department of State; Department of Health; Environmental Facilities Corporation; Governor's Office for Small Cities, Department of Environmental Conservation; and the United States Department of Agriculture Rural Development.

Communities have several sources of government funding available to them
and some projects may be eligible for funding from multiple sources.
Searching for the appropriate program and navigating the application
process can be a daunting task. The Co-funding Initiative streamlines
the process and helps those communities find monies for their water
and/or sewer needs. Through a combination of on-line information and
funding analysis together with collaborative project technical
assistance, the Co-funding Initiative has been helping rural communities
throughout New York leverage the most for their sewer and water
infrastructure projects.

Six government agencies comprise the Co-funding Initiative, each
operating separately with an independent decision-making function for
determining the projects each agency funds. By coordinating the initial
application process and technical assistance provision, the Co-funding
Initiative both simplifies the process for the applicants and enhances
customer satisfaction. This coordination process not only ensures that
the applicants have the maximum opportunity to receive funding from the
most appropriate source(s), it ensures that the Government Agencies are
using their funds as effectively as possible.

These agencies have recently signed an MOU to formalize this
coordination of water and sewer financing activities for the purpose of
improving service to communities seeking project financing.

**For more information contact:**

Gayle S. Edwards

Executive Director

New York Rural Development Council

(518)474-1967

**North Carolina Rural Development Council**

**Legislative Alerts**

# Goal

One of the major objectives of the North Carolina Rural Development
Council (NCRDC) is to ensure that rural communities across the state of
North Carolina have a representative voice in the policy making process.
One of the key components of state level policy making is the
legislative process. At the end of the 2001 session of the General
Assembly, our council began to discuss ways that we might better
represent rural North Carolina at the legislature, and various ways to
make legislators and staff more aware of our role as advocates. Although
we had always closely monitored rural legislation and provided research
and analyses as directed, the 2001 session alerted us that a more
pro-active approach was needed. We concluded that by establishing a more
direct line of communication with key legislators and lead committee
staff that NCRDC could more effectively push key rural issues higher on
the legislative agenda, and also increase awareness of our role and
relationships with rural communities.

# Action

In an effort to become more directly involved in the legislative process
we proposed submitting monthly rural legislative alerts to the Chairs
and lead staff of each committee in the legislature. In addition, we
asked that lead staffers from key committees such as Agriculture,
Education, and Natural and Economic Resources participate in our
bi-weekly conference call on rural legislative issues. The legislative
alerts would be a general assessment of rural issues, analyses of
pending legislative items and most importantly, identification of needed
additions to the rural legislative agenda. The legislators would benefit
from the alerts by receiving more timely information on rural
communities. The Council would benefit from the alerts by increasing the
awareness of our relationship with rural communities, and our ability to
provide accurate assessment of rural needs.

# Outcome

During the 2002 and the current 2003 legislative session, NCRDC has
become a major source of reference on rural issues. While two years ago,
we were asked to appear before legislative committees on three different
occasions, we have been asked on seven occasions to this point of the
current session. In 2002, we made 12 presentations to legislative
committees. In addition we believe that our legislative alerts and
closer relationship with key staffers created a better understanding of
what NCRDC provides, and the value that we add to the State's rural
dialogue. Last year NCRDC was asked to be the lead staff agency for the
rural committee of the State's Economic Development Board. The Board's
task was to develop North Carolina's five-year strategic plan and our
task, was to research and develop the plan's rural component. We
consider this a major accomplishment in North Carolina where we have
several significant and established rural entities. We believe that the
increased awareness of NCRDC and our initiatives at the legislative
level played a major role in our selection as lead rural staff for the
Economic Development Board.

**For more information contact Kenneth Flowers at (919) 733-4979 or
<kflowers@nccommerce.com>.**

**North Dakota Rural Development Council**

***Building a Positive Working Relationship with Tribal Governments***

As a matter of practice, the NDRDC has implemented as a tool the
recognition of the elected status of Tribal governments and their
leadership. Once a reservation community makes a formal or informal
request for NDRDC to provide information or service, NDRDC will make
initial contact---most often a courtesy site visit---with the Tribal and
community leadership to ascertain the degree of interest. If interested,
a mutually acceptable working date is established, and together we
outline a tentative agenda including topics pertinent to the tribe's
needs which is refined well ahead of time. Letters to this effect are
then sent and follow-up calls are made to all who plan to attend.

At the event itself, the Chairperson or Councilperson will open the
meeting, welcome the visitors, and state what is hoped to be
accomplished. This is followed by a traditional prayer. Then
introductions are made and the proceedings started. There is always a
meal offered.

At off-reservation meetings, Tribal officials in attendance are always
acknowledged, underscoring the importance of their office and
attendance. The Tribal Offices are on our mailing list and they all (5)
receive public and specific information with everyone else. I believe
that this practice has helped foster a very positive and healthy
relationship between the North Dakota Rural Development Council and
tribal governments in the state.

**For more information contact Cornelius Grant at (701) 328-5313 or
<cgrant@state.nd.us>**

## Oklahoma Rural Development Council

# 

# *Removing Barriers and Building Resources*

Creation, expansion and retention of small businesses have been a part
of economic development discussion for far longer than most of us have
been involved in the process. The reality is that for much too long
these issues have been more topics for discussion than real programs
developed and carried out.

If we truly want to see measurable activities take place in small rural
communities then we must turn these buzz words into reality. Rural
Development Councils, with their unique structure, are the perfect
vehicle to involve private business organizations in the rural
development process.

A look at any metro area telephone book will demonstrate the scope of
resources that are available from the private business community. What
is more important is that there are many entrepreneurs in metro areas,
who, if given the opportunity to grow their markets would jump at the
opportunity to share their skills, knowledge, and their resources with
those in rural communities.

Not unlike other councils, Oklahoma has experienced a dramatic decrease
in funding and a decrease in both board and member involvement. A real
effort to recruit private "FOR PROFIT" members from the small business
community may be the tool that we need, to not only revitalize the
council, but to also deliver more support to the rural communities. It
may also be a willing source for funding in which long decision windows
and stiff competition simply will not be an issue.

Clearly, many of the needs of rural communities ultimately come from
commercial enterprises. Grocery stores, health clinics, communication
equipment, technology products and general business services are just a
few of the things that often are not available in rural communities.
There are a wide variety of business financing services that are
available in larger communities, but are often unheard of in smaller
communities. Purchase/leaseback programs and factoring are just two such
programs. Thus, involving private sector entities, regardless of where
they are located, could prove to be an invaluable resource.

An example of how it can work is that when, due to cuts in travel
budgets, some of our federal and state partners were unable to provide
speakers for a series of "Rural Development Summits" our council was
able to recruit private industry speakers who brought "current real
world" information to our audience. The speakers were, also asked to
underwrite some of the costs and all agreed to do so without hesitation.

This is a simple way to promote economic development. The owners of
smaller businesses will either see benefit and join in, or, they will
not see benefit and will exclude themselves. Since their financial
involvement can be justified as marketing or advertising expenses, there
is no concern about tax deductibility or a lack of 501c3 status on the
part of the recipient of their money. Finally, not only will this
concept benefit the rural developers and rural businesses, but it will
also allow additional money to remain inside the state.

## For more information contact: Dick Rubin, Co-Chair (918) 496-8228

**Oregon Rural Development Council**

***Networking and Advocacy***

[Rural Oregon Day, 2003]{.underline}

Building the rural constituency in Oregon is becoming a significant goal
for state leaders. Through primarily in kind efforts, Oregon Rural
Development Council (ORDC) organized an event which brought rural folks
from across the state to advocate for their issues at the State Capitol
in Salem on February 12^th^, 2003 -- Rural Oregon Day. 150 participants
shared information at resource tables, heard from agencies and funding
organizations about the importance of rural programs, and saw Governor
Ted Kulongoski and Legislators on the Capitol steps promote a statewide
perspective including rural values. Resource providers made connections
and discussed projects. Organizers helped set up over 50 appointments
with Legislators on site that day, which provided a sound voice for
rural issues in Salem. The day after the event, the Resource Assistance
for Rural Environments (RARE) program from the University of Oregon
hosted the annual Making Connections networking meeting in Salem, which
highlighted rural community development activities and resources
throughout Oregon. The Rural Oregon Day planning committee included ORDC
Executive Committee members from the Resource Assistance for Rural
Environments (RARE) program, and the Rural Community Assistance
Corporation (RCAC), an affiliate of the national Rural Community
Assistance Program (RCAP, Inc.). ORDC facilitated planning meetings with
USDA Rural Development, Oregon Consortium and Workforce Alliance, Oregon
Center for Rural Policy, Research, and Services, and Rural Development
Initiatives (RDI) for one year.

Oregon Rural Development Council (ORDC) Contact:\
\
Chris Marko

Executive Committee - Public Affairs and Education

Rural Community Assistance Corporation

1020 S.W. Taylor St. Suite 380

Portland, OR.

97205

Phone: (503) 228-1780

FAX (503) 228-7402

Email <cmarko@rcac.org>

**Pennsylvania Rural Development Council**

**Video-conferencing to Close Distances**

In the spring of 1997, the Pennsylvania Rural Development Council (PRDC)
evaluated the needs of rural Pennsylvania and concluded that one of the
greatest service shortfalls was modern, efficient communications.

Historically private enterprise is reluctant to provide citizen services
to rural people because of the low or negative return on investment. A
case in point is the late delivery of electrification to rural areas.

Geographically, Pennsylvania lies in the Mid-Atlantic region composed of
a vast sweep of the Appalachians bounded on the Northwest by the Eastern
front of the Great Plains and on the Southeast by coastal areas.
Scattered over this landscape is the third largest rural population in
the nation with several islands of intense development. The very
mountains that give the state its grand vistas, inhibit travel and
development. It is a nine-hour drive from Erie in the Northwest to
Philadelphia in the Southeast.

The future of this great state lies in its ability to communicate
globally. It is right and just that rural people have equal digital
opportunities. To that end the Pennsylvania Rural Development Council,
realizing it is unreasonable to ask our partners to dedicate two days of
travel for a three-hour meeting, developed a video conferencing network
for our quarterly meetings. By enabling attendance at the meetings, the
Council hoped to create greater awareness of the issues facing rural
communities and the resources available to help improve quality of life.

PRDC originated a videoconferencing project that would enable community
leaders from every geographic region of Pennsylvania to participate in
the Council's meetings without having to travel to the state capitol.
Beginning with three fully interactive sites and with the assistance of
our many partners, the network has grown to 18 locations including
Washington, DC with over 400 participants. Each site is no more than a
two-hour drive for anyone.

One of the strengths of PRDC is the interaction and involvement of over
7,000 partners and individuals. PRDC relies upon its strong partnerships
to make the videoconferencing series possible. Partners help to provide
facilities, video equipment, site coordinators, and frequently catering.
The Council chooses speakers, makes arrangements for coordination of all
the sites for the video bridge, publicizes the meetings, issues
invitations, and provides packets of materials to enhance the
discussion. Our partners include high schools, universities, industry,
business, local, state and federal government and the private and
non-profit sectors.

This net provides an opportunity for rural people to ask questions
directly to top elected officials, Cabinet Secretaries and department
heads. It delivers information, exchanges ideas, provides solutions to
problems and knits the rural people into a viable political force with a
voice that private enterprise and elected officials listen to.

This is a good idea that can only get better. Come to Pennsylvania or
visit by videoconference. See it work and take this idea home with you.

**Partners:** Federal: USDA/RD, HUD, HHS, VA, Economic Development
Association, SBA. State: PA DoT, Community and Economic Development,
Conservation and Natural Resources, Agriculture, Education, Labor and
Industry, Health, Environmental Protection. Local: County Commissioners,
Township Supervisors, and State Systems of Higher Education, Boroughs,
and Planning Commissions. Non-Profit: Office of Rural Health, Penn State
Agricultural Sciences, Partners for Distance Learning. Profit:
Telecommunication organizations, businesses. Education: Intermediate
Units and Colleges.

**For more information contact William Sturges at (717) 787-1954 or
<bsturges@state.pa.us>**

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The Rhode Island Rural Development Council

35 Belver Ave., Suite 117, North Kingstown, RI 02852

\(401\) 667-0071 Email: Director@ruralRI.com

**Issue-based Matrix of Resource Organizations**

Our goal is to bring together all interested parties to identify and
address problems and opportunities to strengthen the viability of rural
Rhode Island for the enjoyment of all our citizens now and to come.

The Council has focused its efforts on an ambitious program for FY 2003
and has begun work to build a partnership throughout the state. By the
end of 2002, we had identified over 580 organizations with a presence in
Rhode Island who had a rural aspect to their mission, and had reached
out to over 100 of these. We do not seek to duplicate or compete with
any of these organizations nor their programs, but to serve as a means
of building partnerships among parties interested in rural issues. The
following (green highlights) is a sample of the many deliverables
required by the RI Rural Development Council 2003 Work Plan. Listed
below the Activity are **some ideas in progress** or actions previously
initiated by the former Executive Director:

**Activity: Assemble an inventory of resource organizations dealing with
rural issues and create a vehicle to provide quick and easy issued-based
access to the public**

**Purpose: To increase accessibility by rural residents, businesses, &
municipalities to resources; to provide a data base by which to bring
together entities with similar issues to collaborate on activities and
programs; and to ultimately sponsor or facilitate a state wide gathering
of issue-based groups to explore cooperation and develop policy.**

**IDEA:**

**Get free work performed by College students for college credit.**
Received support from two students attending Rhode Island College in the
Geography department. The students developed a list by category of
associations in the State (furnished by RIRDC former Director) and
researched all websites, email addresses, contact names and addresses
for the association. Letter of thanks and satisfactory project
completion was sent to Geography Department Professor for credit to the
two students' grades.

**IDEA:** **Develop a website for networking on line about The RI RD
Council. Later, develop program offerings and meeting events.**
Currently working with a webmaster to develop the new website for Rhode
Island Rural Development Council. The two student interns whose work in
categorized data for each agency will be published info on the website
including their web addresses and capsule description of each
organization's mission. The Website (in progress) and multiple web
domain addresses have been purchased by RI Rural Development Council.

**IDEA:** Purchase publishing software for public relations event
newsletters and newspaper press releases. Have purchased MS Publisher to
begin documentation of events and communications. Considering quarterly
newsletter. Will email newsletter wherever possible to save on postage.
Dated information can be emailed quickly for scheduled events.

**South Carolina Rural Development Council (SCRDC)**

# Hispanic Minority Home Ownership Initiative

According to the Census Bureau, Hispanics have become South Carolina's
fastest growing minority. The Palmetto State is one of six Southern
states where the Hispanic population has more than tripled in the last
decade. The number of Hispanics and Latinos grew from 30,551 in 1990 to
95,076 in 2000, with the largest increase coming from Mexico. While they
made up 1 percent of South Carolina's population in 1990, they now
compose 2.4 percent, a figure most demographers say is conservative.

According to a report prepared by Management Advisory Services, a SC
consulting firm, Hispanics entering the Carolinas are coming for several
reasons, and fall into several different categories. There are three
distinct groups. The first is made up of people who are educated at some
professional level in their country of origin. They are migrating to the
U.S. for reasons related to political troubles, or simply in search of
an enhanced opportunity to prosper and develop their own potential.
Often they are under-employed, i.e. they accept low status and low
paying jobs, because their educational credentials are not accepted in
the US. Or, employers have a perception that a professional level of
education and experience in a Latin American country is not the same as
a comparable level in the U.S.

The second group of Hispanics is a group who seeks employment for a
pre-determined period of time, or for getting some schooling in the U.S.
and plan to return to their home country to live. They may not be
pursuing permanent resident status or citizenship in the U.S.

The third group consists of those Hispanics who have heard about
opportunities in the US to work in manual or semi-skilled labor jobs.
They may come across the US borders illegally or on tourist visas,
acquire fake identification, get jobs wherever they can, earn as much as
they can in a relatively short period of time, and then go back to their
country of origin.

Those Hispanics desiring to integrate themselves into other areas of US
society may find the assimilation to be a difficult process. The SC
Commission for Minority Affairs prepared a report to the Governor on the
Hispanic/Latino population in SC. The report identified barriers in the
service delivery system that hinder Hispanics/Latinos from obtaining
services and having their needs met. There were 5 main areas of concern
identified in the report: 1. Education; 2. Health; 3. Public Safety; 4.
Human Rights; Immigration, Transportation and Fraud. Regardless of the
topic the language barrier was a major issue. The second most important
issue was immigration status. The report revealed the lack of
standardized data collection as a major barrier to public policy
decision-making and research.

The second quarter 2002 census data showed that non-Hispanic Whites have
a 74.3% homeownership rate, while African Americans have a 48% rate,
Hispanics a 47.6% rate; and Asian Americans and other races a 53.7%
homeownership rate. In June 2002, the President announced the national
goal of increasing the number of minority homeowners nationally by at
least 5.5 million. In October 2002, USDA Secretary Veneman pledged a 10%
increase in minority home ownership and announced steps that the USDA is
taking to help achieve the President's 2010 goals.

The joint SC Rural Development Council/USDA Rural Development 2003
Annual Plan Minority Home Ownership section has a goal to "Increase
homeownership for most needy minority populations in South Carolina."

There are unique issues for homeownership in the SC Hispanic community
because of cultural, immigration, language and financial circumstances.
Data is available at federal, state and independent organizations but no
one agency has collected comprehensive data on the Hispanic community to
include housing needs.

In April 2003, the SCRDC conducted a meeting of fifteen federal, state
private and nonprofit organizations to collect data and to begin to
develop a strategy for increasing minority home ownership in the SC
Hispanic Community. Other federal agencies have pledged activities and
resources to implement the President's Initiative but do not have a
State of SC office and were not represented at the meeting, i.e. US
Treasury, Education and Immigration and Naturalization Service. A
meeting will be held in the near future to include other federal
agencies in the discussion. Additionally, research reports on Hispanic
housing issues from US border states, i.e. Texas, California, Arizona,
that experienced a large Hispanic immigration will be reviewed in
developing a SC strategy to address Hispanic minority home ownership.

**For more information contact Frank Garcia at: (803) 737-0449 or
<fgarcia@commerce.state.sc.us>**

**Texas Rural Partners, Inc.**

**Improving Community-Based Assessment, Recommendations, and Follow-up
Support to Rural Communities**

**Issue:** Rural communities frequently lack consensus and understanding
of their current situation with regard to development. If you don't know
where you are, it is very difficult to know where to go. Several reasons
contribute to this lack of consensus and understanding: insufficient
leadership; lack of funds for consultants; conflicts between city
government, Chamber of Commerce, Economic Development Council/Board;
lack of a unified vision; excessive politicization or personalization of
issues; vested interests dominating common interests; lack of
involvement of all segments of the community; and loss of sense of
community. When projects for progress are identified, the community is
frequently not aware of the resources that are available in the federal,
state, and private sectors. These resources are both internal and
external, and are not limited to financial support. Communities in
transition are especially in need of an assessment.

**Background:** Improving rural community-based assessment is a key
priority for the Texas Rural Partners, Inc. (TRP) and is the central
focus of its Resource Teams. Resource Team professionals with expertise
in various areas of community development listen to the voices of all
segments of the community, identify consensus on major issues and
themes, recommend starting points for development, and match internal
and external resources with community needs. This work is unbiased and
non-political, so hopefully transcends local politics and personalities.
The Resource Team's assessment provides a starting point for strategic
planning for development, empowers residents, provides a forum for
developing a shared vision of the future and transforming self-interests
to community interests. Ownership of development resides within the
community.

Communities may not be able to access timely or affordable assessments
needed for development. The cost for a consulting firm reportedly may
exceed \$25,000. TRP Resource Teams are provided at a nominal cost, but
the capability of the Council to support communities is limited by a
lack of funds for training and materials and by a lack of volunteers for
the teams. The wait for communities requesting Resource Teams is now
close to two years.

**Next steps:** Two steps are essential for rural community development:
enhancing the capability of the TRP and others to serve rural
communities and increasing the access to community assessment by rural
communities.

**Summary:** External, unbiased assessments are crucial to the
development of rural communities in all regions of Texas. Communities
require access to additional resources to support consultants and Rural
Resource Teams from the Texas Rural Partners. Inc. The TRP,Inc. would
benefit from additional resource support from state agencies with
interests in rural and community development in order to meet the
increasing requests for Resource Teams.

**Contact: Cheryl Hinckley, Executive Director The Texas Rural Partners,
Inc. (512) 323-6515 or email texasruralpartners@onr.com**

SUCCESS STORIES CAN BE FOUND ON THE TRP WEBSITE AT
[www.texasruralpartners.org](http://www.texasruralpartners.orgy/)

**Utah Rural Development Council**

***Native American Small Business Development Initiative 2003***

**Staffing**

-   Staff that interacts with tribal leaders and economic development
    professionals must have had least two successful ongoing tribal
    business experiences that can be referred to as a model and a
    current going concern. This will separate the initiative from
    another government jobs program and lead the potential tribal
    business that profit is necessary for business survival.

**Purpose**

> To assist and increase the potential for success for Native American
> entrepreneurs to:

-   Understand and utilize the SBA 8a and Hubzone programs

-   Start, operate and market their business to customers and federal
    agencies

-   Leverage existing funding through loans and grants to maximize
    capital and minimize the risk through though business best process
    models

-   Development business management and technical skills, Utilize
    outside resources and expertise when needed to assure success.

-   Maximize use of state government economic dollars for training and
    equipment.

-   Access other federal agencies programs to match up tribal assets ;
    USDA (REBOG, DOC (EDA grants) and many others

-   Delivery of one computer and various software leased from the SBA to
    participating tribal or Native American groups to be turned over to
    the group after business startup.

**Target Recipients**

Native Americans, particularly focusing on those from disadvantaged
and/or underserved tribal areas

**Components**

1.  Needs assessment of Native American community for development of
    technical assessment phase:

    -   Review of tribal human resources, infrastructure , internet
        access

    -   Establishment of tribal economic point of contact

    -   Presentation of SBA initiative and tribal government resolution
        to participate

    -   Ranking of reservations or Indian communities using existing
        information (census, USDA, SBA etc.) for implementation priority

2.  Series of conferences and participation of existing Native American
    conferences.

    -   Overview of 8(a) and Hubzone program

    -   Actual design of Business plan

    -   Review of other tribal 8a companies and why they succeeded

    -   One on one role playing with SBO, SBLO, contracting officer and
        pricing analyst

    -   Back to front review of economic model around to contract
        scenarios

    -   At a later conference the actual start of the SBA 8(a)
        application

3.  Establishment of a secured website and toll free number for Native
    American participants to

> provide:

-   Business planning assistance

-   8(a) and Hubzone application help

-   Notification of future conferences and special meeting locations

-   Online confidential review of actual working business documents
    online by SBA staff

-   Access to current grants for Native American and tribal grants

-   Assistants to walk through the design of an established tribal
    business website on an existing template with cultural aspects

4.  Coordination of local SBDC, PTAC, State Economic Development,
    Regional GSA, Beltway Mentors and federal procurement marketing
    consultants to provide technical assistance to coach and train
    specific tribal and Native American marketing reps to hunt for
    contracts

5.  The SBA Native American initiative will provide on going support for
    and extended period of time

6.  Benchmarks for continued funding

    -   Tribal resolutions or Native American MOU to proceed with
        Initiative

    -   Attendance of conferences and Business plan scoring

    -   \# of 8(a) and Hubzone applications submitted for certification
        as a direct result of initiative

    -   Total Business created and funded

    -   \# of contracts awarded ( commercial and federal)

    -   \# of Native American jobs created in Indian Country

**For more information contact Scott Truman at: (435) 586-7852 or
<Truman@suu.edu>**

![](media/image3.png){width="0.9986111111111111in"
height="0.5368055555555555in"} **Vermont Council on Rural Development**

# "Good Idea: Building a Policy Council"

**Vermont's idea is a format that we use to unite leadership in policy
development and build momentum for statewide partnership to address
particular rural needs.**

1.  Based on rural needs assessments and recommendations from partners,
    legislators, or the state administration, the SRDC **identifies** a
    rural community priority area that requires concerted policy review
    and development.

2.  The SRDC **communicates** with statewide partners (federal, state,
    non-profit, private, and local) for input on defining this policy
    issue, setting boundaries and parameters, potential outcomes, and
    potential dead ends.

3.  The SRDC **defines** the parameters of the new Policy Council in a
    **Charge Document** that includes:

    a.  an [Introduction]{.underline} to the importance of the issue,

    b.  [Goals]{.underline} for the new policy council,

    c.  a rigid [Timeline]{.underline} (with established dates of
        completion of each facet of the Council's work---including
        reporting to Governor, State Legislature, federal partners, and
        others),

    d.  a description of how the SRDC will select nominees for
        [Membership]{.underline} in the new council,

    e.  and a clear definition of [the role of the SRDC]{.underline} as
        founder, producer, moderator, facilitator, manager of the
        process who certifies its non-partisanship and mutuality and
        sees it to completion.

4.  The SRDC **notifies** relevant leadership that the new policy effort
    is underway (especially the Governor, administration and leading
    partners by sector).

5.  The SRDC seeks nominations for leadership in the new Council and
    **cross evaluates** nominees to arrive at an Invitation List
    representing the vision, intelligence, organizational capacity,
    connectivity, and profile needed for success.

6.  The SRDC **manages** the process, selects the chair, mediates
    disagreements, establishes venues, facilitates public input, sets
    presentations, commissions and oversees research.

7.  The SRDC **produces** a Final Report of concrete policy
    recommendations for action for Governor, Legislature, federal,
    state, public, and private partners and interested parties.

8.  The SRDC **communicates and educates** toward implementation and
    real outcomes for rural communities.

9.  The SRDC **follows up and evaluates** results.

**For more information contact Paul Costello at: (802) 828-6022 or
<vcrd@sover.net>**

**Washington Rural Development Council**

**Community and Resource Assessment**

The Washington Rural Development Council has developed a strong grass
roots partnership with communities, economic development councils,
ports, chambers, etc. Our board moves their meetings around the state
and meet in different communities. When they meet in a community they
sponsor listening sessions an most recently they have been conducting
solutions forums. Through these listening events it has become clear
that funding projects in the smaller rural communities is a very real
issue. They lack the necessary resources to operate their town let alone
pay for a major infrastructure project.

Our board through their executive director has tried to address this
lack of resources, by putting the communities in touch with various
funding sources, both private and public. Through our Resource
Team/Community Assessment process we are doing a better job of
identifying resource needs.

One of the major problems is the reduction of grant programs because of
budget shortfalls, both private and public and even if they do have
grants available the match that is required prohibits some communities
for being able to participate.

The Washington Rural Development Council is exploring the idea of
setting up a statewide rural foundation that would be used as a granting
tool to help smaller communities meet match requirements, and would be
designed to help local economic/community development projects. The
foundation would have to establish giving areas that are beneficial to
smaller rural towns and make sure it is a statewide program. If this
foundation can be created and funded it could become an important tool
in helping many of these smaller communities get the leverage they need
to go forward.

**For more information contact Jim Lowery at (360) 943-5151 or
<washrdc@reachone.com>**

Wisconsin Rural Partners, Inc.

*Good Idea -- Council Communications*

Wisconsin Rural Partners, Inc., as a network of volunteers, needs good
communications mechanisms to keep our work plan flowing and our
operations running smoothly. The success of our programs and events
relies on each partner doing his or her share, and in the time frame
agreed. A communications mechanism we use to achieve this is called the
MONDAY-CHECK-UP.

In between Board meetings, and in addition to individual communications
to each other, the Board uses the MONDAY CHECK-UP to apprise each other
of upcoming Partnership meetings, events and activities. The memo can
include reports from task groups or board members; reminders of "to do"
lists; meeting dates; time and locations; requests from one board member
to the rest; information on rural issues; or proposals and ideas for
future partnership work.. Members contribute items to the newsletter by
sending their information or request to the WRP Executive Director.

The MONDAY CHECK-UP is compiled by the Executive Director and until
recently was faxed to all Board members most Mondays. Beginning in 2003,
the WRP Board has started using e-mail to distribute the MONDAY
CHECK-UP. WRP is making adjustments to the format and content of the
memo to accommodate the different capacities of electronic
communications (see sample MONDAY CHECK-UP on next page).

Feedback on this tool is very positive. Board members appreciate this
digest because as volunteers, their time is limited and needs to be used
efficiently. In a few moments every Monday, they can check details on
upcoming events, keep abreast of Council news, and jog their memories
for Council business they need to attend.

For more information contact Kelly Haverkampf at (608) 592-2550 or
[www.wirural.org](http://www.wirural.org/)

Wyoming Rural Development Council

GOOD IDEA:

*Marketing and Publicity for the Council*

**Problem**: Having only 1 employee of the Wyoming Rural Development
Council, the project that seems to slip through the crack most often, is
marketing and publicizing activities of the Council. Time does not allow
for the Executive Director to do newsletters, media releases or update
websites.

**Solution:** Partners! The *Wyoming Business Council* has volunteered
to write media releases for the Council. They write success stories;
releases to market workshops and conferences; media ads; public service
announcements and stories about council members. *USDA Rural
Development* has "lent" a web-master to the Council who frequently
updates the web site and adds cover page news items. The *Wyoming
Department of Agriculture* publishes a weekly "Tuesday Tidbits" that has
statewide coverage to state/federal/local government and the agriculture
community. The Department includes articles about the Council and its
activities.

**For more information contact:**

Wyoming Rural Development Council

Mary Randolph, Executive Director

2219 Carey Ave.

Cheyenne, WY 82002

307-777-6430

<mrando@state.wy.uw>

**Maine Rural Development Council**

Additional Good Idea

***Outreach through Community Listening Sessions and Service Provider
Forums Results in Significant Tribal Community and Economic Development
Initiatives***

In 1999, the Maine Rural Development Council (MeRDC) sponsored a
statewide public policy education conference on \"Building Partnerships
with the Wabanakis.\" The conference brought service providers and
tribal members together to address issues of concern among the Maine
tribes. This was followed in 2000 by a \"Culture Awareness Forum\" and a
series of \"Community Listening Sessions\" on tribal reservations. Two
tribal community and economic development initiatives resulted from
these efforts.

The first initiative is the Wabanaki Housing Circle led by the state
offices of USDA - Rural Development and U.S. Housing and Urban
Development. The Circle has the ongoing participation of 12 to 24
tribal, federal, state, and private sector partners. Most recently the
Bureau of Indian Affairs has joined the Circle.

The Housing Circle addresses housing and infrastructure issues in five
Maine tribal communities by providing financial assistance and a forum
for discussion about housing policy questions and economic development
issues among the tribes. The bimonthly meetings of the Circle feature a
variety of presentations including how to apply for housing loans, and
seminar on self-help housing program offered by the USDA-RD.

The other initiative is the founding of Maine\'s first tribal Community
Development Financing Institution (CDFI) \-- the Four Directions
Development Corporation. Its founding board members include Council
members and tribal leaders who participated in the earlier MeRDC tribal
outreach and public policy education efforts. The Four Directions
Executive Director now sits on the Maine Council Board as Vice Chair and
the Board continues to serve as a major conduit for social and economic
development assistance services to the state\'s five tribal communities.

**For more information contact Jan Kremin of USDA-RD at
<jan.kremin@me.usda.gov> and Susan Hammond of Four Directions
Development Corporation at shammond@fourdirectionsmaine.org.**

**Rural Partners (Illinois)**

Additional Good Idea

**Telecommunications Advancement and Broadband Deployment:**

Rural Communities should treat their interest in securing advanced
telecommunications services including the deployment of broadband the
same as they would attracting a major business to the community. They
should do assessments, market analysis for local interest, and a
comprehensive economic development plan to establish a market for
telecommunications providers. This is a competitive business and with
the proper preparation the community can be a viable market to attract
service providers. Another possibility is a private/public partnership
on the infrastructure investment.

**For more information contact Paul Galligos at: (217) 585-9242 or
<galligos@ruralpartners.org>**