Small Town and Rural Economic Development: A Case Studies Approach

By Peter V. Schaeffer; Scott Loveridge | Go to book overview

CHAPTER 4
The Case of the Community Collaborative, Inc.
Rachel B. TompkinsThe Community Collaborative, Inc., grew out of the work of many individuals and organizations in West Virginia that were frustrated by four common occurrences:
short-term community projects that were not part of an overall community development plan;
strategic planning processes that left community groups with a vision, a plan, but no additional help to implement the ideas;
lack of coordination among community and economic development groups which reduced the cumulative impact of everyone's work; and
the emphasis of state and local development groups on industrial recruitment and infrastructure building to the exclusion of other development work.

CONTEXT

In West Virginia in the early 1990s, several groups began to encourage local community planning and improvement activities. The Claude Worthington Benedum Foundation launched a new program to build grass-roots leadership. This program offered community-based organizations small grants to complete projects that grew out of planning done by teams during a structured training. After the grant-making and the completion of the projects, local leaders were on their own.

The Brushy Fork Institute of Berea College in Kentucky began a community leadership program in 1988 serving the mountain counties of

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