A presentation made by Dr. Norman Walzer on the community visioning process on Tuesday March 25, 2014 at Fisher Chapel on the Rockford University campus. A video of the presentation is available at the Transform Rockford website (http://transformrockford.org/community-engagement/)
2. Presentation Overview
• Background‐‐Megatrends
• Development Perspectives
• Common Factors in Community Change
• Experiences with Industrial Communities Initiative
• Possible Pitfalls to Avoid
• Discussion of Implementation Strategies
– Strategic Doing
– Breakthrough Solutions
– Maintaining the Momentum
– Changing the Conversation
7. Community Change Network (CCN)*
12 CC Programs in Midwest
Processes and Outcomes
• Identify Innovative Practices Used in Change Programs
• Compare Measures of Outputs/Practices Used in Various
Communities
• Find Commonalities Among Programs that Affected Successes
• Determine Transferability to Other Cities and Situations
• Help Design New Initiatives for Practitioners in Other Cities
• Encourage Research on Community Change issues by Emerging
Scholars
• Foster Future Collaborate Research Among Institutions
* This project was funded by the North Central Regional Center for Rural Development and administered by: Center for Governmental Studies at Northern Illinois University (Norman
Walzer), Michigan State (David Ivan), Purdue Center for Regional Development (Sam Cordes and Don Koverman, Iowa State University (Mary Emery), and the Heartland Center for
Leadership Development (Milan Wall).
10. Prepare Communities Adequately
• Educate Entire Community About Process
• Encourage Broad‐based Representation and Participation
• Build and/or Encourage Networks with Partnerships
• Stimulate Local Buy‐in and Ownership by Residents
• Build and/or Enhance Local Leadership Capacity
• Support Leaders, Especially First‐time Groups
• Provide Opportunities for Leadership Growth
• Create Anticipation and Expectation of Positive Results
12. Deliver the Program(s) Effectively
• Mobilize Community Assets and Develop Strong Networks/Partnerships
• Engage Participants to Set Goals and Expected Outcomes
• Recognize Importance of Indirect Outputs/Outcomes in the Process
• Encourage and Reward Risk‐Takers, especially New Leaders
• Offer Flexibility in Topics and Delivery Approaches
• Build Program Identity and Local Support
• Incorporate the Latest Communication Methods and Tools
• Be Bold with a Process that Participants “Enjoy”
• Adhere to the Program Mission and Structure
• Remove the Need for Participants to Ask “Permission to Act”
• Consider Using a Community Coach to Keep Program on Track
Mobilize Engage Recognize Encourage Adjust Communicate Bold Actions
16. Key ICI Findings
Resurgent and Transforming Cities
• Economic Development Finance
• Leverage and Target a Variety of Financing Tools
• Small Business Finance
• Large Capital Projects
• Neighborhood Development
• Private Resources and Philanthropic Investment
• Sustainable and Diverse Resources for Municipal Services
• Engaged and Visionary Leadership
• Well‐Developed and Active Leaders (Including Economic Development)
• Both private and public agencies
• Transparency and Stability
• Able to Gain a Consensus on Issues and Strategies
• Built Next Generation of Leaders