The Case of the Community Collaborative, Inc.
|•||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.|
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