海角社区

Article originally published in the 海角社区 Municipal League Association-听January听2023 edition.

The Virtuous Cycle of Adaptive Reuse听

By Greta Hacker

At the local level, it鈥檚 exciting to see a new project break ground. Some of the most well-known economic development success stories in the state are projects that created something where nothing was before: a new hotel, a new restaurant, or a new factory.

But over time, these exciting new buildings become old and can eventually become vacant when their original use is no longer relevant for the community鈥檚 needs. Recently, the Lincoln Land Institute called vacancies in the United States an 鈥渆pidemic鈥� and 海角社区 is not immune to this disease. Instead of viewing these buildings as eyesores, we should view them as opportunities to be catalysts for renewal, growth and community revitalization.

Adaptive reuse, the process of revitalizing an existing building for a purpose other than what it was originally designed for, is an answer to this problem. 海角社区 has seen many incredible adaptive reuse projects in larger cities, including the Momentary in Bentonville (a former cheese factory turned into contemporary art space) and the Bakery District in Fort Smith (a former baked goods facility turned into a retail, coworking, restaurant and community space).

According to Ryan Biles, Lonoke 2022 Executive Committee member and owner of Kudzu Collective (), an architectural firm that specializes in adaptive reuse, these types of projects have been gaining momentum in the United States. Recent data from the American Institute of Architectural Billing Index found that renovation and adaptive reuse projects now outpace new construction and comprise over 50 percent of the value of construction dollars spent.

Although adaptive reuse projects have clear economic benefits, Biles suggests that they can have far deeper positive impacts on a community. 鈥淭he value of [adaptive reuse] to a community is certainly quantifiable, in terms of healthy lease rates and property, sales and A&P tax revenues,鈥� he says. 鈥淏ut it is also a qualitative value, one where citizen perception shifts from 鈥榳e could never鈥� to 鈥榣ook what we did!鈥� That contagious positivity鈥� or 鈥渄efiant optimism鈥� as we call it in Lonoke鈥攎akes a huge impact on the mindset of a small town or neighborhood.鈥�

Adaptive reuse projects happen in communities of all sizes, and some of the examples mentioned occurred in large and more affluent cities. However, the inspiring effects of renewal can be particularly helpful for underresourced and rural areas. One organization is working in some of the most rural communities in the state to turn forgotten places into affordable and eco-conscious housing while taking a community-centric approach.

The Dels Corp () was founded in 2018 by Mark Bertel in Mountain Home with the goal of providing sustainable, multi-family housing throughout 海角社区 and the Midwest. It all started with a property called The Dels, which was once known as Town & Country Motor Inn, one of Mountain Home鈥檚 original motels. With a great location just a few blocks from downtown, there was a lot of potential to breathe new life into this property and provide value to the citizens of Mountain Home. The Dels offers affordable, all-inclusive studio apartments with a strong community-based feel.

Since The Dels Corp鈥檚 original success in Mountain Home, Bertel and his team have renovated 11 properties in north central 海角社区 and southern Missouri and have launched two restaurants. Although each property has unique features and its own unique story, each of them share a community-centered focus.

鈥淏efore we even think about purchasing a property for renovation, we make sure that we develop close partnerships with multiple stakeholders in that community,鈥� says Hannah Thaxton, operations manager at The Dels Corp. 鈥淚t is very important to us to build a presence in a city and to make sure that our project is something that the community needs and wants.鈥澨齋ome of the ways The Dels Corp reports involving themselves in communities prior to beginning an adaptive reuse project include joining local chambers of commerce, partnering with local schools and sponsoring events such as 5Ks and festivals.

Thaxton shares this piece of advice for leaders thinking about adaptive reuse in their own communities: 鈥淒on鈥檛 be scared of the big run-down projects, because they are usually the ones that bring the most joy. People are often thankful when something old is made new, beautiful and useful.鈥�

Biles echoes that suggestion. 鈥淚 encourage folks to think about the worst or most embarrassing building in their community and be willing to ask 鈥榳hat if?鈥� Most of us have driven through a dusty downtown or walked by an old, dark building and said, 鈥業 sure wish somebody would do something about that鈥︹�� or 鈥榃hy doesn鈥檛 somebody clean that place up.鈥� I simply remind people that you can be that somebody!”

Article originally published in the 海角社区 Municipal League Association-听December听2022 edition.

LeadAR: Strengthing 海角社区 communities since 1984听

By guest writer, Dr. Julie Robinson

For nearly 40 years, Arkansans from all walks of听life have participated in the two-year LeadAR听program to sharpen their skills, expand their听worldview and put their hopes into action to
aid their communities. LeadAR can be traced to a听1980 fact-finding trip by two University of 海角社区听Division of Agriculture Cooperative Extension Service听agents, J.B. Williams鈥攕tate leader, community development鈥攁nd Thomas Vaughns, horticulture specialist听for the University of 海角社区 Pine Bluff. Along with听representatives from 41 other states, they learned about听a leadership training program听initiated by the W.K. Kellogg听Foundation. Impressed by what听they heard, the two submitted听a proposal, and the Foundation听provided the original funding听that would establish LeadAR.听The program took root and听Class 1 began its journey in听March 1984.

LeadAR graduates are听everywhere serving their听communities in every conceivable way. They are educators,听farmers, advocates, bankers,听state legislators, lawyers,听mayors, as well as quorum court, city council and school听board members. Their influence spans industry, education,听government, nonprofits, and听small businesses. In almost 40听years of training, the program
has developed a tremendous legacy with more than 500 alumni who will influence the state鈥檚 future for decades to come.

To address the gaps between rural and urban communities within the state, LeadAR recruits talented听and passionate people eager to usher in positive change.听Designed to broaden Arkansans鈥� understanding of听critical issues and opportunities facing our state,听LeadAR strengthens participants鈥� knowledge, skills, and听network by empowering them to impact communities
and advocate for long-term economic development.

The LeadAR model employs an interdisciplinary听approach to leadership development by championing the听intersection of theory, practice, and application. While听exploring the major issues facing 海角社区 communities听is key to achieving lasting change, LeadAR recognizes听this is not enough. Experts in subject matter, leadership听theory, communication techniques, experiential learning, and critical thinking are involved in LeadAR training.听This knowledge equips participants with the tools
necessary to catalyze change using strategies that are听equitable, empowering, and sustainable.

LeadAR is for Arkansans from rural and urban听parts of our state who want to assume greater leadership听responsibilities to better understand complex cultural,听social, and economic issues impacting us today and in听the future. The results are legion: Participants improve听their ability to interact and work with others; deepen听their understanding of social, economic, and political
systems; and develop critical thinking and decision-making skills to become better citizens and leaders. One of the greatest values of the LeadAR experience is the听opportunity to connect to people and resources that can听help them make a difference. 鈥淟eadAR for me was not听a beginning nor was it a destination,鈥� said Rep. David听Hillman, who represents District 13 in the 海角社区听House of Representatives and is a LeadAR Class 1听alumnus. 鈥淚t was, however, an experience that opened a听whole new world of possibilities.鈥�

LeadAR is an intensive 18-month, hands-on听program. Class members participate in seven multi-day听seminars around the state that include tours, guest听speakers, and interactive activities.听 Video-conference听sessions are hosted during alternating months when听the class does not meet in person. Part of what makes听LeadAR unique from other leadership development听programs are the National Study Tour, International听Study Tour and Leadership Service Project completion.听Class members participate in the National Study Tour听in the first year of the program, where they travel to听Washington, D.C., to learn about issues and policymaking from a national perspective. At the end of the听LeadAR program, participants travel outside the United
States for the International Study Tour to learn how international issues and policy impact 海角社区 and听the U.S. Finally, participants are required to complete听a Leadership Service Project over the course of the听18-month program. The Leadership Service Project听makes a positive difference in each community involved听while providing an opportunity for participants to apply
their newly acquired skills and newly made connections.

Applications for LeadAR Class 20 are now open.听Applicants are required to apply online no later than听February 24, 2023. All applicants will be required to听participate in an interview. Applicants will be notified of听Class 20 selection status by March 31, 2023.

Tuition for participating in LeadAR is $3,500. Costs听for tuition remain affordable through the support of the听海角社区 Association of LeadAR Alumni, alumni contributions, and our Eagle Sponsors: Electric Cooperatives of听海角社区, Farm Credit, and 海角社区 Farm Bureau.听All program information and the application can be found at .

Article originally published in the 海角社区 Municipal League Association- October听2022 edition.

Preparing a workforce for the future: ACT Work Ready Communities听

By Shelby Fiegel

海角社区 may boast an impressively low听unemployment rate, but nearly 80,000 jobs听remain unfilled in the Natural State. Despite听workforce challenges and other ripple effects听caused by COVID-19, employers still require a qualified and educated workforce to fill those positions. This puts pressure on our communities and education systems to create workforce pipelines and support systems that听prepare our workforce to meet current and future demands.

How do we ensure that economic growth continues听in our state? That鈥檚 where programs like the ACT听Work Ready Communities (WRC) step in. The WRC initiative empowers states, regions and counties with data, processes and tools that drive economic growth by identifying skills gaps and quantifying the skill level of their workforce. Individuals that participate in the program leverage the ACT WorkKeys National Career Readiness Certificate (NCRC) to measure and certify work skills needed for success in jobs across industries and occupations. The overall goal is to show prospective听employers concrete proof of an individual鈥檚 skills and potential training needs to match them with appropriate employment opportunities.

Currently, 海角社区 counties have a 45-percent participation rate in the program (with 34 of 75 counties having achieved certified work-ready status) and 975 海角社区-based employers recognize the ACT WorkKeys NCRC in support of WRC goals. The most recent county to receive the WRC designation was Grant County, where a diverse group of community leaders partnered to receive the certified work-ready designation.

To begin the certification process, Grant County听leaders attended the ACT Work Ready Communities Boot Camp, an executive leadership training program focused on creating and implementing tailored efforts to improve the county鈥檚 work readiness. Leaders met with local employers, policymakers, educators and economic developers to establish goals and build a sustainable WRC model to fit unique community needs.

鈥淲e know that economic development and education are closely associated. That鈥檚 why the Sheridan School District is proud to have played a role in helping Grant County achieve status as an ACT Work Ready Community,鈥� said Dr. Karla Neathery, superintendent of the Sheridan School District. 鈥淭he skills our students are learning in Work Ready and JAG (Jobs for America鈥檚 Graduates) classes, as well as internships and other courses, help prepare them to be outstanding contributors to a workforce. When these students demonstrate those skills on the NCRC assessments, they receive credentials to indicate their work-readiness to potential employers. We believe designation as an ACT Work Ready Community aligns perfectly with our school鈥檚 mission to empower our students to become lifelong learners who are responsible, contributing citizens.鈥�

To garner communitywide support and align the WRC process with long-term community goals, leaders representing Kick Start Sheridan, a citizen-led effort focused on outlining and implementing community and economic development strategies, were involved.

鈥淭he Kick Start Sheridan initiative was started to help prepare our community for the future,鈥� said Brad McGinley, who serves as the Grant County extension agent staff chair with the University of 海角社区 System Division of Agriculture. 鈥淎chieving ACT WRC status听was one of our initial goals identified in our countywide strategic action plan. Having a skilled workforce that matches the needs of employers is key to driving听economic development in our county forward.鈥�

Leaders throughout Grant County understand the听necessity of developing a high-quality workforce and the听positive impact it has on local employers. Grant County听Judge Randy Pruitt said, 鈥淚t鈥檚 exciting to participate in听a program that matches an individual鈥檚 skill set to job opportunities in Grant County. It will aid economic development not only in our county but the surrounding region as well.鈥�

For more information on ACT Work Ready听Communities, go to .
Follow Kick Start Sheridan on Facebook at听www.facebook.com/KickStartSheridan to keep up to听date on community and economic development efforts听in Grant County.

Article originally published in the 海角社区 Municipal League Association- August听2022 edition.

Balancing big dreams with hard work: Lessons from Greenbrier听

By Greta Hacker

The city of Greenbrier in many ways exemplifies both the joys and troubles of small-town living in 海角社区. It has a top-rated school system and its citizens form a close-knit, family friendly community. However, like many rural communities, it has struggled over the years with its transportation infrastructure and a lack of a downtown area. These challenges have only become more apparent as Greenbrier鈥檚 population has grown.听

Over the last five years, Greenbrier has demonstrated that it is up to the task of capitalizing on its assets and areas for improvement. The city has made great strides in economic and community development, and recent wins have made big impacts. Its recent progress serves as a good example of how any city can take steps to improve the quality of life in their communities.听

Greenbrier鈥檚 recent community development efforts began when they implemented recommendations from a First Impressions Tour (FIT) conducted in 2017 in partnership with the University of Central 海角社区 Center for Community and Economic Development. Through the FIT, Greenbrier leaders received a broad assessment of the city鈥檚 strengths and weaknesses. Some of the suggestions for improvement that emerged from this report included the development of sidewalks, improving recreation facilities, increasing wayfinding signage and engaging in beautification efforts.听

Greenbrier city officials went right to work on implementing these recommendations in the following years. Greenbrier Events Center Director Shellie O鈥橯uinn noted that throughout the community development process, Greenbrier succeeded because they tempered idealism with realism. 鈥淥ne thing I love about our current leadership is that they seize opportunities when they arise,鈥� she said. 鈥淭hey dream big but back it up with realistic expectations. The amazing facilities that we enjoy in our community today are a direct result of hard work and dedication to those big dreams.鈥�

These big dreams include several large improvement projects, including 55-acre Matthews Park, a new fire station, a new city building that houses Greenbrier鈥檚 parks and recreation department and chamber of commerce, and a 4,000 square-foot events center. In 2018 residents passed a sales tax increase that funded the construction of the city park and fire station. The projects wrapped in 2020 and 2021, respectively.听

The creation of Matthews Park addressed an important need in the community by functioning as a central gathering place, said Greenbrier Chamber of Commerce President Ashton Pruitt. 鈥淕reenbrier does not have a traditional downtown with a lively entertainment Public input helped guide city leaders when choosing the park鈥檚 amenities. Greenbrier doesn鈥檛 have a traditional city center, and Matthews Park, completed in 2020, helps make up for that by giving residents a place to gather. Photos courtesy city of Greenbrier August 2022 35 district. Matthews Park allowed us to have a special central location for recreation, celebrations and events. It really brought the community together.鈥� The park has served as the location for several large community events, including an art festival and Glisten in Greenbrier, a month-long holiday celebration featuring a tree-lighting ceremony, skating rink and light display.听

Gaining community buy-in was a key ingredient in Greenbrier鈥檚 success throughout the process of developing Matthews Park. 鈥淚t was important to us to ask the people what they would want in a park,鈥� said Greenbrier Mayor Sammy Joe Hartwick. 鈥淲e visited groups including senior citizens and school groups to get their feedback, and we included Greenbrier citizens on our city park board.鈥澨�

O鈥橯uinn also emphasized the importance of partnerships in Greenbrier鈥檚 achievements. 鈥淭he city of Greenbrier works very closely with the Greenbrier Chamber of Commerce and the Greenbrier School District,鈥� she said. 鈥淢ost of the progress in the community can be attributed to the collaboration between these amazing institutions. They share many resources that help ease the growing pains of our community.鈥澨�

One of Greenbrier鈥檚 current projects includes improving its streets and sidewalks. Mayor Hartwick noted that the city was proud to partner with the 海角社区 Department of Transportation in widening its intersections and installing turning lanes and turning arrows in high-traffic areas. Hartwick also highlighted a sidewalk project connecting Highway 65 to Greenbrier High School.听

Finally, Greenbrier is taking steps to plan for future growth by conducting a community survey. City officials will eventually use this citizen input to guide the development of a citywide strategic plan.听

鈥淥ur citizens have been given a great opportunity to share their dreams and participate in the process of creating a unified vision as well as working to make it come to fruition,鈥� O鈥橯uinn said. 鈥淗aving the buy-in of our community will be essential to realizing the ultimate 鈥榖ig dream鈥� of shaping a future Greenbrier that is even bigger and better than any of us individually could ever imagine.鈥�

Article originally published in the 海角社区 Municipal League Association- July 2022 edition.

Hello from Magnolia!听

How Magnolia is using their new brand to keep them top-of-mind

By Michael Hudson

As you travel throughout the Natural State this summer, take in the personality and identity of the cities and towns you pass through. Each community in our state is unique and has diverse assets that contribute to making it a great place to live, work and play. When considering how to best display everything our communities have to offer, one of the greatest tools we can utilize is the development of a community brand. Identifying and marketing a community brand sends a cohesive message on behalf of your community, engages visitors and generates community pride. Community brands also establish a positive first impression for potential new businesses, residents and tourists in the digital world.听

Magnolia city leaders saw the need to create a community brand to promote the city to external audiences and develop a sense of identity internally. The city partnered with the University of Central 海角社区鈥� Center for Community and Economic Development (CCED), Thrive Inc. and Entergy 海角社区 to create a new community brand and logo.听

Magnolia鈥檚 Economic Development Executive Director Ellie Baker recognized that 鈥渢hose who wanted to connect a business or item to Magnolia would have to use any one of the thousands of [magnolia] blossom images from the internet. There was no consistency of an image being used across the board to purposefully identify Magnolia.鈥� With the new logo and branding, Magnolia portrays a sense of unity and belonging within the community using cohesive branding materials, which are free and available for anyone to use.听

Creating the brand听

It is impossible for any city or town to be able to market itself to the world as a place to come work, live and play without knowing who they are first, said Ryan Biles, Thrive Inc.鈥檚 director of development. When creating a community brand, the first step is 鈥渢o know what you believe about yourself before you can tell that story to others.鈥澨�

In Magnolia鈥檚 case, community stakeholders met with Thrive to develop an idea of who Magnolia is. To undertake a major project like rebranding your town, it is imperative that 鈥渆very community have at its heart people who are proud to be from there,鈥� Biles said. The stakeholders then formed a design team that met with Thrive, CCED and Entergy every two weeks via Zoom to ensure that the project did not lose its momentum. During those meetings, Thrive conducted workshops that extracted the 鈥渆motional essence鈥� of what each participant brings to the table. By understanding how the stakeholders feel about their community, Thrive was better able to distill what made Magnolia unique and important through the eyes of its own citizens.

Once the brand was developed, Magnolia and Thrive strategically involved high school students in the unveiling of the new brand. The students painted a mural in the city鈥檚 Square Park that displays key elements of the brand. This process also gave the students real-world experience as artists. Mayor Parnell Vann was ecstatic that Magnolia youth were so involved in the creation of the brand. 鈥淭his project brought pride and buy-in from our youth, and anytime you can do that with a city project it is a success,鈥� he said.听

Getting the brand out there听

Magnolia is incorporating the new brand into city departments and encourages citizens to use the new branding for free. Businesses are also encouraged to use the new branding and can contact city hall for the marketing materials. The city will continue to implement its new branding with wayfinding signage, future projects and a new movable mural to be displayed, according to Baker, 鈥渨herever there is an empty spot to fill.鈥�

Every community can learn from Magnolia鈥檚 branding process. Some key tips include:听

• Before your community begins to design and develop a new branding initiative, study your town to understand who you are and what your story is.听
• Gather as many perspectives as you can so that everyone has a voice in the process.听
• Create a consensus on what should be included with the brand and take pride in it!听
• Don鈥檛 be afraid to ask outside organizations or companies to help with this endeavor.

Even though there are other communities with the name of Magnolia in the United States, the new Magnolia, 海角社区, logo is truly one of a kind and cannot be found anywhere else. So, the next time you visit Magnolia, be prepared to be welcomed with a smile, and snap a photo with the new mural to say, 鈥淗ello from Magnolia!鈥�

Article originally published in the 海角社区 Municipal League Association- .

Heal on wheels: Mobile health clinics reach 海角社区’ underserved听
By Dalton Thompson

Health care costs are the leading cause of bankruptcies in the United States. Rural communities, where access to care can be limited, are feeling the brunt of a crisis of access and affordability. In 海角社区, almost 250,000听people do not have health insurance. With rising costs and public health crises becoming more common,听Arkansans are delaying care to save money. Luckily,听some organizations have decided that it doesn鈥檛 have to听be this way鈥攁nd they鈥檙e coming to a town near you!

The 海角社区 Minority Health Commission听(AMHC) launched their Mobile Health Unit in 2019.听Their mission is to provide underserved and minority听communities with no-cost preventive health-care services like screenings for blood pressure, cholesterol, A1C听and HIV. The AMHC strives to provide equitable access听to health care for communities who have been historically underserved, but anyone can utilize its services. In听addition to screenings, the Mobile Health Unit provides听patients with health education, makes referrals to local听care providers and partners with foodbanks statewide to听offer even more support to the communities they serve.

鈥淭he 海角社区 Minority Health Commission鈥檚听Mobile Health Unit serves as a vessel to promote health听and prevent diseases and conditions that are most听prevalent among minority populations,鈥� said AMHC鈥檚听Mobile Health Unit coordinator, Cindy Arreola. 鈥淥ur听team travels the state of 海角社区, meeting people where听they are and providing free services to bridge the gap听for those who do not have easy access to preventative听health care.鈥�

In addition to AMHC鈥檚 Mobile Health Unit,听Arkansans in the eastern region of the state have access听to the Delta Care-A-Van, a service of the New York听Institute of Technology College of Osteopathic Medicine听(NYITCOM) at 海角社区 State University in Jonesboro.听The Care-A-Van program strives to make a difference听in underserved communities in the Mississippi Delta.

Like AMHC鈥檚 Mobile Health Unit,听NYITCOM鈥檚 Delta Care-A-Van听specializes in preventive care听screenings, health education,听referrals to local care providers or听other social services, and听 health听education programs. Since 2018,听the Care-A-Van has been working听to address a shortage of physicians听in the Delta region.

According to Delta Population Health Institute Executive听Director Dr. Brookshield Laurent,听NYITCOM鈥檚 program has teamed听up with medical and nursing听school programs to connect听students and residents to the communities who need their healing听hands. 鈥淭he Delta Care-A-Van听serves to provide preventative care听and mental health screenings in听rural communities in the Delta听in partnership with health care听systems,鈥� she said. 鈥淚t offers interprofessional educational opportunities with health professional听students to increase the health care听workforce in rural communities. The Delta Care-A-Van also serves听as an entry point to provide capacity building through cross-sector听collaborations to address social听determinants of听 health.鈥�

The AMHC Mobile Health听Unit and the NYITCOM Delta听Care-A-Van join an estimated 2,000 mobile health clinics in the听United States that are bringing听real change to our communities,
and at lower costs than traditional听healthcare services. Mobile Health听Map, a collaborative mobile听clinic resource (www.mobilehealthmap.org) reports听that, on average, the cost of a visit to a mobile clinic is听about $155, but the savings are estimated to be about听$1,800 when compared to traditional medical services.听Data shows that mobile clinics are saving patients and听communities a lot of money: For every dollar invested听in a mobile clinic, $12 is saved, a 12-to-1 return-on investment. Sixty percent of patients served by mobile听clinics are uninsured, so these savings have a real impact听in our local communities.

Clinics like the AMHC Mobile Health Unit and the NYITCOM Delta Care-A-Van are great examples of how we can create healthier communities across the听Natural State without bankrupting Arkansans. For more information, please visit www.arminorityhealth.com听and www.nyit.edu/arkansas/delta_care_a_van.