1. HTC Indiana Pilot Community Training Session February 2008 HomeTown Competitiveness

2. 2 Strategic Partnership Heartland Center for Leadership Development

3. 3 HomeTown Competitiveness Framework for Effective and Sustainable Rural Community and Economic Development

4. 4 HomeTown Competitiveness HomeTown Competitiveness Overview How all the pieces fit together for community and economic growth.

5. 5 HomeTown Competitiveness is Focused on Critical Issues  Generational Wealth Transfer  Historical Youth Out-Migration Trends  Loss of Farms and Small Businesses  Erosion of Leadership Capacity

6. 6 HomeTown Competitiveness Philosophy Locally controlled Build upon community assets Do not replace local capacity; all HTC activities must add value Build community capacity through empowering local leadership Convene and build partnerships Belief in power of “Hometown”

7. 7 HTC Helps Communities Spiral Up Philanthropy for ongoing funds for leadership, youth, and entrepreneurship Cultural capital increases with pride and hope as young people return Youth engagement, leadership and entrepreneurship development and capturing wealth transfer creates new social, cultural and financial capital. Social, political and financial capital to support HTC and early assessment Cultural capital begins to change—We can do it! Bridging social capital brings outside expertise together with internal wisdom SPIRALING UP Phase 1 Phase 2 Phase 3 Sustainability

8. 8 A National Model 2004 Innovative Program Award from the International Community Development Society 2005 HTC Awarded $2 Million Entrepreneurship Development Systems Grant from the W.K. Kellogg Foundation (one of six selected from 180+ proposals) 17 HTC Academies completed in 8 states (787 participants) HTC providing training/technical assistance in 14 other states

9. 9 Putting All the Pieces Together… Leadership Entrepreneurship Charitable Assets Youth HomeTown Competitiveness

10. 10 Entrepreneurship Leadership Entrepreneurship Charitable Assets Youth HomeTown Competitiveness

11. 11 Entrepreneurship Expected Outcomes Strategy in place for increasing local entrepreneurial business development Increased entrepreneurial activity within the community in private and public sectors New jobs and wealth being created within the community More current businesses retained and growing

12. 12 Entrepreneurship Elements of the Strategy Identify and assess entrepreneurial talent within the community and region. Lead the development of the community’s strategy for increasing local entrepreneurial business development.

13. 13 Entrepreneurship How does it support the HTC framework? Business development creates jobs and new wealth in the community Assists in retaining existing businesses Sustains population with manageable growth Creates career opportunities for youth Entrepreneurs can provide leadership and new ideas for the community’s development

14. 14 Case Study – Valley County Nebraska Entrepreneurship

15. 15 Case Study – Valley County Valley County Chronology… 1999 – No Game Plan or Program 2000 – Economic Development Board - Staffing Proposed 2001 – Tax Support Passed 2002 – Joined HTC - Focused Development Goals - Moved Towards Entrepreneurship 2004 – Hired a Business Coach

16. 16 Case Study – Valley County Bottom Line Results… 73 New Businesses 10 Expansions, 21 Transitions 332 New Full-Time Jobs $90 Million New Investment Retail Sales Up 20% vs. 18% Statewide Per Capita Income Up 22% vs. 9% Population Gain 3% (first in 70 years)

17. 17 Charitable Assets Leadership Entrepreneurship Charitable Assets Youth HomeTown Competitiveness

18. 18 Charitable Assets Expected Outcomes Community-based endowed assets Greater knowledge about charitable giving tools and resources Grants awarded to specific activities that will improve economic prospects for individuals and/or technical assistance and business coaching to entrepreneurs and small businesses Grants awarded to specific activities that will improve the likelihood that young people stay or return to their hometown

19. 19 Charitable Assets Elements of Strategy Build charitable endowments which are: –A new source of capital for reinvestment –Sustainable (payout available every year) –Built locally –Controlled locally Begin and sustain the discussion among stakeholders

20. 20 Charitable Assets How does it support the HTC framework? HTC creates a better case statement to potential donors Endowments provide a “Margin of Excellence” for your community Community philanthropy and community endowment building revive the tradition of local investment and creates a habit of giving.

21. 21 Rural Community Fundraising What’s been successful?  Events  Annual Campaigns  Capital Campaigns What’s been lacking?  Endowments  Endowments for economic development

23. Strategic Grant-Making Now that you have an endowment, what difference is that going to make in the future of your hometown? These new assets must be invested in ways to build a better future for your hometown!

24. Examples of Strategic Grants Non-Traditional Scholarships High-quality Affordable Day Care Microenterprise Loan Program Build Leadership with a Purpose Retaining and Recruiting Volunteers Value-added Curriculum for K-12 School

25. 25 Endowment Building in Holt County O’Neill Community Foundation (pop. 3,733) $50,000 challenge grant to build unrestricted endowment 50+ $1,000 Founding Members for HTC endowment $2,000,000+ expectancy for endowment to support area-wide HTC activities Grant Making to support entrepreneurship training, county-wide leadership class, non- traditional scholarships and HTC coordinator

26. 26 HTC as a Case Statement HTC helps Communities to:  Start and Grow Small Businesses  Provide Better Employment Opportunities  Build a Larger Middle Class  Provide a Better Reason for Young People to Live and Work in their Hometown HTC is a Better Case to Prospective Donors

27. 27 Youth Leadership Entrepreneurship Charitable Assets Youth HomeTown Competitiveness

28. 28 Youth Expected Outcomes Increased number of young people working towards returning to their hometown Entrepreneurship curriculum and community- based learning available to more youths Stronger school-community partnerships in place to support shared education and community economic development goals Greater youth involvement in community service and leadership

29. 29 Youth Elements of the strategy Supports youths and adults working together to create greater opportunities for young people to stay or return Helps young people create their own business and career opportunities Assists youths participating in entrepreneurship training to engage with the community and implement business plans

30. 30 Youth How do they enhance the HTC framework? Pool of young entrepreneurial talent for creating new businesses and transitioning ownership from retiring business owners Fresh ideas, energy and leadership Youth attraction can create significant wealth retention and new wealth creation over a lifetime

31. 31 Knox County Youth Engagement Case Study

32. 32 Thinking Outside the Box  Core group of students with adult advisors  Visited each school to explain goals  Requested nominations for up to 5 students  Ninety 9 th to11 th graders attended rally  Keynotes and interactive sessions  57 students signed up for specific activities  Core group of students greatly expanded  Adults engaging youth in positive ways

33. 33 Message: There are no limits!

34. 34 Welcome Back Home Exercise

35. 35 Thinking Outside the Box Event Youth Chamber of Commerce Inventors Club Community Foundation Leadership Quest Business Project Group Project Individual Project Community Focused 11 th Grade Summer E-ship Program Nebraska Business Development Center Community College Campuses Host Communities Invitation to Get Involved!

36. 36 Leadership Leadership Entrepreneurship Charitable Assets Youth HomeTown Competitiveness

37. 37 Leadership Expected Outcomes Increased diversity in community leadership Enhanced leadership knowledge and skills More volunteer engagement in community projects and activities More people willing to run for public office

38. 38 Leadership Elements of the Strategy Strengthen the capacity of residents to improve and sustain their community Provide the focus on the basic knowledge, skills and attitudes that are necessary for community leadership.

39. 39 Leadership How does it support the HTC framework? Expands the pool of volunteers and emerging leaders to work on HTC task forces and projects. Assists current and new leaders in developing their leadership skills. Encourages community members to participate in community planning and projects.

40. 40 Case Study Stuart-Atkinson, NE Strengthening Local Leadership

41. 41 Background Stuart — Population 680 Atkinson — Population 1244 Eight Miles Apart

42. 42 Trends Include Willingness to Take Some Risks to Change Options and Opportunities

43. 43 HomeTown Leadership Institute Started in 2004 to Diversify and Refresh Leadership Pool

44. 44 Participants — 27 Ages — 16 to 60

45. 45 Program Nine 1-Day Seminars September - May

46. 46 As a Result… 60% Will Increase Volunteer Hours 59% Expect to Run for Public Office 100% Will Increase Donations 100% Report Increased Confidence about Attracting New Residents

47. 47 Biggest Outcome: Trust Among People of Different Communities — “We Can Work Together”

48. 48 Future Plans: Build in the Four HTC Pillars More Directly

49. 49 Expectations Include: More People Moving Back !