(CPI Continued from Page 1)
The Community Progress Initiative ( www.progressinitiative.com ) aims to create self-reliant, innovative communities with prosperous local economies. The case study of local empowerment to stimulate a dependent, paper mill town transformation into a vibrant community, Community Progress Initiative in Central Wisconsin area (population 40,000+) USA examines two tracks of programming implemented to build the community's capacity and economy in rapid time frame due to crisis of major job layoffs.
1. Building a strong and positive community
2. Creating a business friendly culture
People chose to live, work and invest in vibrant communities where fresh ideas are appreciated, diversity is celebrated and unique activities are abundant.
The community building programs offered through this initiative engage the community to “make it happen.” In this increasingly competitive and mobile world, communities with a business friendly culture attract successful businesses. These innovative programs – to create a business friendly culture – encourage the expansion of existing businesses, provide technical assistance to start-up businesses, link to investment capital, and proactively build a diverse and dynamic business base for the community.
Through Industry Cluster Networks, a maximum level of engagement in the business sector of the community fosters new ideas, momentum and enthusiasm to reach new heights and stimulate a positive culture for business growth from within. The foundation of success is grounded in comprehensive community leadership development and establishing a strong community vision for all of the community to rally around.
The Heart of Wisconsin Community Incubator and Community Foundation of South Wood County, with the guidance of David Beurle of Innovative Leadership Australia and the team leader responsible for the 2002 CDS Innovative Project-Progress Rural Western Australia, designed and developed the Community Progress Initiative in October 2003 as the implementation tool to fulfill on their strategic planning efforts, and those of the region. The Initiative launched in April 2004 with the following projected outcomes:
Community Progress Initiative—projected outcomes for 2004-2006 |
- Number of leadership program graduates prepared to strengthen the greater community: 300
- Number of area entrepreneurs, business owners, and residents of central Wisconsin who inspire community spirit and pride, and collaborate to create a vibrant economy through community building: 1,500+ annually
- Number of Community Progress Teams formed and led by local citizens to advance community vision, leadership, collaboration, and action: 7
- Number of new community funds established with matching opportunities and overseen by local citizens: 7
- Number of area entrepreneurs and business owners to be assisted with establishing and developing thriving business concerns: 900
- Number of jobs to be created and/or retained in central Wisconsin : 1,000
- Number of formal presentations made to and contacts with other communities in Wisconsin and across the country to share successful program strategies and benefits: 50-60 contacts reaching over 1,000 people.
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The problem. Southern Wood County, the Heart of Wisconsin area, has lost 3,500 jobs since the year 2000. In a rural area with total employment of approximately 12,000 people, this job loss represents a stunning 25% reduction in employment. Current rates of unemployment do not accurately reflect this dramatic decrease, as so many residents and their families have left to seek opportunities elsewhere. According to the U.S. Census Bureau, most towns, villages, and cities in southern Wood County saw local populations drop between 2000 and 2003. Property values have declined; “For Sale” signs proliferate in residential neighborhoods; retail stores have closed and stand empty.
What happened? Consolidated Papers, Inc., the major employer in the area for decades, was sold to Stora Enso Oyj in February 2000. Major job reductions quickly followed, including the elimination of well-paid positions at all levels. Stora Enso North America, as part of its “Profit Enhancement Program,” also plans to cut more than 600 additional jobs in Wisconsin by mid 2005, including 350 in Wisconsin Rapids and Biron. These staff reductions, as well as mass layoffs by other local employers, have damaged communities in the area, affecting not only the economy, but also the need for health and human services. Morale plummeted. Many long established families left the area. Not just the economy has been damaged—personal attitudes and belief in the future have also suffered, a particularly insidious loss that is hard to measure and even more difficult to remedy.
The solution: Broad based community leadership, personal responsibility, dedicated teamwork among all residents, entrepreneurial opportunities, and business growth. Increasing the number of new businesses and new jobs in the Heart of Wisconsin area by promoting and supporting each individual resident's long-term investment in our shared community is vital to the economic well-being of the people who live in the region. Central Wisconsin residents from all walks of life, entrepreneurs, business owners, and community leaders are collaborating to create a new culture and imaginative approaches to solving economic and community problems, building morale, and generating opportunities for leadership and business innovation. The name of this three year project—now in the second year—is the Community Progress Initiative. (Continued)
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