10 Ways Rural Communities Sabotage Themselves
This article was originally published in the Rural Economic Development Newsletter, and is shared here with permission.
(Source: Unsplash/Sveta Fedarava.)
1. Not having at least one person whose full-time job is to work daily in economic and community development.
Too many communities ask a county extension agent or like professional to pull double duty and oversee their community's development efforts. Economic and community development takes constant work, and your community needs at least one person heading up this effort. No development experience is required. This person only needs a passion for the community, a collaborative mindset, and a willingness to act.
2. Many towns think they need to commission a study to tell them the current state of affairs and what steps they need to take to improve.
This is unnecessary. Studies can provide valuable insight but are not a prerequisite to improving your community. And they are often a way for communities to feel like they are doing something without doing anything. Your community leaders and residents know at least one thing that needs improvement. Start there.
3. “This is who we are, and there is nothing we can do to change it.”
Too many towns see themselves as victims of globalization, technological innovation, and constant change. Their problem is that they haven't changed how they see themselves or what they've been doing for decades. A community is a living organism that adapts and grows or declines and dies. Choose the former, not the latter.
4. Too many towns want to put each community issue or problem into a box or silo.
They see each problem as the domain of a particular organization or person. Take, for example, workforce development. Many communities see this as the local community college's problem. The community college plays a vital role here, but can't do it independently. Workforce development is a community-wide issue. Someone needs to lead, but the quality of your workforce affects every person, business, and community organization. Community problems require more collaborative thought and less segmentation.
5. “Someone will save us.”
Nobody is coming to your rescue. Your community can and should take advantage of federal or state programs. But too many communities wait for the next grant or the state development office to bring them a project. Self-help is the only sustainable, long-term solution. Embrace partners, but understand that your community is your responsibility.
6. “We must do it alone to reap all the rewards.”
This is an outdated mindset and worldview. Nowadays, everyone is connected. Partner with people and organizations that share your perspective and are willing to work with you. Always look for win-win scenarios. You can't be successful by yourself.
7. “Economic and community development is complex and requires a comprehensive plan.”
A strategic plan is essential for success, but keep it simple. Choose one community issue and make it a pilot project of sorts. Set short-term goals that lead to your long-term vision. Avoid prolonged time horizons early in the process. You need tangible results early to establish momentum and get community support.
8. “It is too late to change our downward trajectory.”
This statement or mindset comes from laziness. The best time to have worked on improving your community was 20 years ago, and the next best time is today. Roll up your sleeves and get to work.
9. Stop looking for more leadership out of your current leaders.
Often, these people are doing all they can to help your community. Communities and their leaders must look to recruit and engage a larger, more diverse group of leaders. The more people you have pulling in the same direction, the better.
10. Too many communities think they need something they don't have to improve.
Attracting a new company would be great, but you don't need an influx of businesses or people to improve your community. Work with the people and companies you already have. Get them to buy into the idea that personal success will come from their willingness to work together to improve the community. If you can do this, you will attract others.
Andy Portera is president of Portera & Associates, an economic development consulting firm in Birmingham, Alabama. He works with rural communities throughout the Southeast U.S. to help them grow jobs. Andy also publishes a bi-weekly newsletter, Rural Economic Development Newsletter, on LinkedIn, discussing how to prepare rural communities for the future. He holds a bachelor’s degree in marketing and a juris doctorate from The University of Alabama.
Ann Zadeh is a Strong Towns member, former city councilwoman, and community design leader in Fort Worth, TX.