Econ Dev Civ Eng


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John's economic development presentation from the national meeting in Maine.

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  • Talking dog story Looking at the same extraordinary phenomenon and seeing two different things
  • Sufi Muslims – whirling dervishes John McKnight This is a story from the Sufi Muslim tradition. If you know Sufi stories, then you know that they traditionally begin with the moral - so that people know immediately what the point is. The story is then told in order to unfold, and to comment on, the moral. The moral in this story is: You will only learn what you already know. Here is the story: The elders in a village had failed time after time to resolve a difficult problem, and so they invited a very wise person from another village to come and help them solve their problem. And, in time, she came. And when the people gathered to hear her wisdom, the wise woman asked them: "Do you know what I'm going to tell you?" And the villagers shouted: "No! We don't know. We wouldn't be here if we knew." So the wise woman replied: "You will only learn what you already know. And if you don't know what I'm going to tell you, I'm leaving." She left. The village was in an uproar. Months passed, and the problems didn't go away. The elders debated and planned, and finally they decided to issue a second invitation to the wise woman. And the wise woman returned, and once again she asked her question: "Do you know what I am going to tell you?" And this time they'd been thoroughly organized, and the villagers shouted in unison: "Yes!" They knew a trick question when they heard one. So the wise woman looked out at them and she said: "Well, if you already know, then I have nothing left to tell you" - and she left. And, once again, the village was in an uproar, and the discussions got more heated, and the meetings got longer. Convinced the woman had something important to teach them, the villagers decided to ask her back for a third visit. This time they were terrifically organized, and she came, and once again she asked her question: "Do you know what I'm going to tell you?" And this time, in unison, half of the villagers shouted, "Yes!" And half of the villagers shouted, "No!" So the wise woman looked out and she said: "Now, will all of those who know what I'm going to tell you tell everybody who doesn't know- that way we'll all know." And she left ... and never came back again. That night a wise leader of the village had a dream, which she reported to the gathered villagers the next morning. She said: "Last night a voice appeared to me in my dream and told me the meaning of the message from the wise woman." She said: "The wise woman has been trying to teach us that any really important knowledge is already here in our village - in our culture, in our traditions, and, most importantly, in our relationships with each other." She said: "We already know. The only thing we lack is the confidence to believe that we know.”
  • Soup kitchen story Reflection – “I only hope that when my daughter is in college that she can have the same experience” Who does hunger in your community? Logically, who should be? How do we engage in campus/community partnerships that begin to get beyond maintenance and actually transform the community at its core? It is rare to find great inspiration in a TV commercial for a financial services or insurance company, but a recent Met Life ad focused on talking about financial planning not as establishing a “safety net” but rather as creating a “launching pad”. That is how we should think about campus-community partnerships. SO MANY of our opportunities for civic engagement fit in the “safety net” category rather than the launching pad category.
  • Pam - Wisconsin Bertrand Russell “The ABC of Relativity” Economic conditions are the train – most of our work is walking between the cars
  • You will only learn what you already know. You already know how civic engagement is intimately and inescapably related to community and economic development. Note “Support Systems”
  • Big projects Comprehensive community initiatives (Ken Reardon) Small projects Partnering with small businesses Alex Tech, MN State Community & Technical College, Wadena “ crazy days” Ebay
  • Guesses? Characteristics of successful sustainable development initiatives Sustainable community development is one of the biggest issues on campuses today Administrators Student organizing Tomorrow’s jobs
  • Intersections of Venn diagrams are the outcomes – the motivation for doing the work What things can we do in the intersections? If you are committed to the other circles, you are already committed to economic development.
  • The Morris turbine generates enough power for half of the school's annual electrical use. The University has also constructed a biomass gasification demonstration and research facility. This plant will provide up to 80 percent of the campus heating and cooling needs using local corn stover. How does this institutional commitment contribute to local economic development?
  • What jobs will exist in 3-5 years that don’t have names today? How many people’s Dads were Webmasters? Who will determine what these jobs are? Students!
  • General traits of successful entrepreneurs 400-500 endowed positions in entrepreneurship at US HEIs The problem is that they are all in business schools We need entrepreneurial thinkers in education, social work, medicine . . .
  • People frequently confuse Quality of Life and Standard of Living Individuals and communities define Q.o.L Entrepreneurship in rural communities is about wanting to work where you want to live because of Q.o. L. indicators S.o.L is a measure of consumption The confusion is best reconciled when people have jobs they are passionate about.
  • 1971 - eight years later 1979 Sony Walkman invented (CD 1984) The only way we’re going to be part of innovation is to encourage imagination and the development of types of enterprises that do not currently exist.
  • Honey Bee Network - student scouts from Indian universities The student scouts are given a clear mandate - "Go from village to village and look for the oddballs, eccentrics, the people who do something different and don't follow set patterns, the ones with curiosity, who have come up with homegrown solutions for various problems. More than 75,000 innovations identified for marketization since 2000
  • As far as nurturing a culture of entrepreneurship - HEIs are almost by design, the antithesis of entrepreneurial (note slide) Simply building a skill set (communication, presentation, budgeting) isn’t necessarily transferable to entrepreneurship. You can utilize fully conventional interpersonal skills in a bureaucratic occupations and organizations.
  • Maybe the civic engagement higher education folks need to start talking to the higher education entrepreneurship folks. Campus Compact needs to talk to these people.
  • Social enterprise 4 th Sector – the “for benefit” organization Social entrepreneurs are people who take risks on behalf of the people their organization serves, whereas traditional entrepreneurs take risk on their own behalf. Social entrepreneurs are constantly looking for new ways to serve their constituents and to add value. They are willing to take reasonable risks, and understand that all resource allocations are really stewardship investments. They weigh the social and financial return of each investment. They always keep their mission and vision first, but know that without money, there is no mission or vision output. And finally, like all businesses, they must operate on the basis of sound business principles and techniques. Discuss each This is the most promising alternative to the shrinking foundation and government support for social change work.
  • The National Campus Compact office should be in conversation right now with these organizations to discuss how we might leverage our collective assets to improve quality of life throughout the world.
  • Guesses? These are the Community Development Society's Principles of Good Practice are essential to sound community development “ You will only learn what you already know”
  • Two of RMI's "Principles of Economic Renewal" - Michael Kinsley 1. Plug the Leaks (import substitution) Buy locally -- let $ recycle through economy Energy & Water Efficiency -- 20% of gross income goes toward energy -- 80% of those dollars leave area Affordable housing Access to health care 2. Support Existing Businesses Flexible manufacturing networks (small businesses collaborate on big contracts) Business mentoring Add value to local exports (raw timber or milled wood) 3. Encourage New Local Businesses Improve access to capital (micro-enterprise loans, revolving loan funds” Entrepreneurship training Alternative crops & species -- (poplars, garlic, goats)
  • “ Worthless plastic objects” ILSR – New Rules Project – fighting big box control of local economies
  • Ken Meter, Crossroads Resource Center - Finding Food in Farm Country - Food security Working with higher ed.’s vendors Sodexho Bon Appitite Local food challenge White Earth Tribal College -250 miles of Mahnomen, MN
  • Community investing Living your values – locally-owned, “outstanding” CRA rating Hamline – Earl Schwartz MCC meeting Macalester College RFP Karin Trail Johnson Danny Schwartzmann Sandy Robson – SCLI social responsibility committee
  • Tell brief Mercado story. East Lake Street - Minneapolis 42 businesses and a community meeting room
  • Econ Dev Civ Eng

    1. 6. The New Model: Community Building Old New <ul><li>Focus on deficits </li></ul><ul><li>Focus on assets </li></ul><ul><li>Problem response </li></ul><ul><li>Opportunity identification </li></ul><ul><li>Charity orientation </li></ul><ul><li>Investment orientation </li></ul><ul><li>Grants to agencies </li></ul><ul><li>Grants, loans, contracts, investment, leverage dollars </li></ul><ul><li>More services </li></ul><ul><li>Less services </li></ul><ul><li>High emphasis on agencies </li></ul><ul><li>Emphasis on associations, businesses, agencies </li></ul><ul><li>Focus on individual </li></ul><ul><li>Focus on community/neighborhood </li></ul><ul><li>Maintenance </li></ul><ul><li>Development </li></ul><ul><li>See people as “clients” </li></ul><ul><li>See people as “citizens” </li></ul><ul><li>“ Fix” people </li></ul><ul><li>Develop potential </li></ul><ul><li>Programs are the answer </li></ul><ul><li>People are the answer </li></ul>
    2. 7. <ul><li>They serve and invest in people </li></ul><ul><li>They invest in and respect places </li></ul><ul><li>They align with or create new market forces </li></ul><ul><li>They constructively address issues of race and class </li></ul><ul><li>They build regional alliances & multi-stakeholder coalitions </li></ul><ul><li>They are locally driven </li></ul>QUIZ: What is this describing?
    4. 11. QUIZ: Who is this this describing? <ul><li>Passion for what they do </li></ul><ul><li>Innovative </li></ul><ul><li>Team builders </li></ul><ul><li>Relentless problem solvers </li></ul><ul><li>Self-confidence </li></ul><ul><li>Change friendly </li></ul><ul><li>Set long-term goals </li></ul><ul><li>A knack for getting more accomplished with less </li></ul><ul><li>Take initiative and moderate risks </li></ul><ul><li>Learn from failure, and seek and use feedback </li></ul>
    5. 12. Entrepreneurship aligns your passions with your livelihood.
    6. 15. Entrepreneur vs. Administrator J. Gregory Dees, Duke University <ul><li>Entrepreneurs </li></ul><ul><li>Start with perception of an opportunity </li></ul><ul><li>Bias toward action </li></ul><ul><li>Make adjustment as they go </li></ul><ul><li>Build teams and informal networks </li></ul><ul><li>Exhibit “flexible perseverance” </li></ul><ul><li>Focus on results </li></ul><ul><li>Administrators </li></ul><ul><li>Start with resources in hand (budget) </li></ul><ul><li>Bias toward analysis </li></ul><ul><li>Resist deviations from plan </li></ul><ul><li>Work in hierarchies with clear authority </li></ul><ul><li>Value bureaucratic procedures </li></ul><ul><li>Focus on survival and organizational growth </li></ul>
    7. 19. QUIZ: What is this describing? <ul><li>Promote active and representative participation toward enabling all community members to meaningfully influence the decisions that affect their lives. </li></ul><ul><li>Engage community members in learning about and understanding community issues, and the economic, social, environmental, political, psychological, and other impacts associated with alternative courses of action. </li></ul><ul><li>Incorporate the diverse interests and cultures of the community in the community development process; and disengage from support of any effort that is likely to adversely affect the disadvantaged members of a community. </li></ul><ul><li>Work actively to enhance the leadership capacity of community members, leaders, and groups within the community. </li></ul><ul><li>Be open to using the full range of action strategies to work toward the long-term sustainability and well being of the community. </li></ul>
    8. 25. John Hamerlinck Senior Program Director Minnesota Campus Compact 2356 University Avenue West, Suite 280 St. Paul, MN 55114 [email_address] Phone: 651-603-5091 Web: Thank You.