Monday, February 26, 2018

Incouraging Progress: Long-term thinking creates positive change for workers, businesses, and community

A decade ago, Incourage launched a comprehensive effort to change our community’s approach to workforce development. With support from leaders in manufacturing and business, we planned, staffed, and facilitated an innovative new program called Workforce Central. As one of the first rural sites recognized by the National Fund for Workforce Solutions, we were able to leverage national investment and learn best practices from similar communities across the nation.

Workforce Central generated impressive results for South Wood County: 2,000 workers and students received employment-related training; 35 manufacturing businesses benefited through improved operations and investments in workers; 7 new degrees and certificates were created, many in partnership with Mid-State Technical College; and 75 public, private, and non-profit organizations participated. This initiative also sparked several new working groups and coalitions, including the Business Education Alliance and Regional Economic Growth Initiative (REGI), both of which are going strong today. To accomplish these shared successes and maximize impact, our partner organizations learned to adapt and work together in different ways. 

In order to uphold our core mission – “to meet the changing needs of the community” – Incourage also had to adapt and adjust its role in this program over time. As other organizations became more willing and able to direct new approaches to workforce development, Incourage gradually transitioned from a primary leader of this effort to a supporting partner. In the long run, we believe that “teaching others to drive and sharing the road” is preferable to keeping our organization “in the driver’s seat.” To that end, it was always our plan to build robust community capacity around workforce development, so that this important goal could flourish beyond Workforce Central, with or without Incourage.

Although Workforce Central has drawn to a close, it remains a powerful testament to our collective ability to work together. Individuals and organizations from many different sectors put aside self-interest to achieve more as a community — proving that sustained, cooperative focus on a common goal can yield measurable results. The program also fostered important relationships and trust, from which we can all now benefit. Today, many local organizations are newly engaged in workforce and job training issues, and similar efforts have sprung up throughout the region.

As for Incourage, the end of Workforce Central does not signal the end of our commitment to workforce as a key lever for economic transition. On the contrary, we are eager to capitalize on our community’s momentum around workforce, and we will remain an active local investor in, and champion for, this issue. At the same time, we have an organizational mandate to meet the changing needs of the community. This means Incourage must regularly reevaluate our programs and priorities to assess where our leadership is most relevant and valuable. While such decisions can be difficult and inevitably affect real people, they are essential to ensuring that Incourage remains a responsive, innovative, and community-led organization.

At this important moment for Incourage and our community, we are refocusing our attention on three core priorities, which we see as vital to ensuring long-term positive change for our economy and quality of life:

  1. Shared responsibility for community and each other. For Incourage, this means nurturing a sense of community ownership, pride, and ability to work together. We believe that engaged and empowered residents can expand individuals’ capacity to lead, increase collective participation in community decision-making, and strengthen civic infrastructure – all essential ingredients in sustainable economic growth. Drawing on the Community Survey and several of Incourage’s successful leadership training programs (which have included high school students, local organizations, and business executives), Incourage will help residents shape discourse into action – inspiring greater community awareness, resourcefulness, and collaboration in our journey from “They can” to “I can” to “We can.”
  2. Create demonstration spaces that catalyze economic transition. Incourage is determined to realize residents’ vision for the Tribune Building – a public space where local innovation, creativity, networking, business development, and new approaches to work can thrive. When we finish the renovation and open the building’s new doors, the Tribune Building will be an unprecedented resource for this community – one that is vital to our region’s long-term economic vitality. It represents community-led decision-making, support for entrepreneurs and small businesses, commitment to job quality and training, and a dynamic future for young people and families.
  3. Align financial resources for maximum results. Incourage is committed to using our financial assets to accelerate this community’s economic transition. We have embraced impact investing as a way of fully aligning our current organizational resources with our values and goals. To increase Incourage’s direct impact on the ground in Central Wisconsin, we are providing loans to local businesses and nonprofits that align with our development goals. To amplify our community’s voice in distant industrial boardrooms, we have purchased shares of all publicly-traded firms that employ workers in our region, including Wal-Mart, Domtar, Verso and more. In the coming year, Incourage will expand our involvement in “shareholder advocacy” – for example, endorsing Wal-Mart’s proposed increases in hourly wages and investments in workforce training, or challenging private equity firms’ cost-cutting efforts and decisions that threaten workers and families.
Over the last decade, Incourage has learned quite a bit about workforce strategies. Most importantly, we’ve learned this is complex work that requires both short-term interventions and long-term plans for sustainable change. It requires a “big picture” understanding of the interdependence of workers, businesses, and communities. And it requires a much deeper understanding of the needs of both employers and employees. What is a “Good Job”? What is a “Good Company”? And how do we, as a community, make decisions in the coming years (collectively and transparently) that will grow good jobs, strengthen businesses, and engage more of our residents in creating a prosperous future?

As we begin to consider these questions as a community, Incourage will host a special public forum on March 13 at the Performing Arts Center. This event will focus on the results of the 2017 Community Survey, in which nearly 4,000 of you shared your hopes, concerns, and priorities for our region. The new findings, along with public discussions at future events, will help inform and influence Incourage’s organizational strategy and resource investments going forward, and will be useful to many of you as well. We hope you’ll help us create actionable steps for how we can work together in the future to address survey findings. It will take all of us, working with sustained effort and common goals – as we did with Workforce Central – to build a thriving community and economy.

Please also stay tuned to our website in the coming months for opportunities to take action on Community Survey results, attend an Incourage Open House and more. We always welcome your thoughts, comments, and conversation.

Looking forward,

Tuesday, December 5, 2017

Better Together

In this season of renewal, I’m reflecting on our value of ‘shared stewardship’ and its importance in the midst of change and transition.

Shared stewardship implies we all have a responsibility to take care of each other and this community. Incourage believes our role in shared stewardship requires an approach that seeks balance between change and preservation – with an unwavering commitment to the common good.

With the passing of time, I see our community transitioning and beginning to shape a new identity: an identity that reflects an appreciation of community assets, a sense of possibility and engaged residents, businesses and organizations. An identity that respects the past and looks to the future.

Tribune represents both our past and our future. And, as I’ve said many times, Tribune is about more than the building. The development process itself demonstrates this. Our motivation wasn’t simply to renovate a building or improve downtown. We set out to support new capabilities that enable resident-centered and community driven decision-making; the type of decision-making that is essential to realize shared stewardship, inclusive economic growth and long-term sustainable change. 

Recognition of these capabilities in the form of increased civic engagement has been lauded recently by elected officials – including local, state and national – who’ve received residents’ advocacy efforts for Tribune support over the past year, in volumes they’d previously not experienced from our community. 

This civic engagement is just one example of how priorities identified by over 4,000 residents in our 2012 Community Survey, particularly ‘openness to new ideas and change,’ are being realized. 

Five years later, with the 2017 Community Survey currently underway, we’re witnessing an increased desire to be involved through the number of requests received for ‘community conversations’ – deeper discussions hosted by residents representing many facets of our community. This is another encouraging indicator of positive change and increased engagement. Results will be presented at a community forum on March 13, 2018 at the Performing Arts Center of Wisconsin Rapids.

Stewardship that balances meeting changing needs and preservation has been in Incourage’s DNA since inception. 

We adapt when necessary to best address the community’s changing needs – such as seeding new approaches in workforce development strategies, as we have this past decade. Today, those seeds are growing strong and evolving in multiple ways that build capabilities and increase capacity across the community. 

Incourage does this work while preserving our core values and beliefs. We believe that all human beings have value and should have equal opportunity; that positive change happens when people are engaged in decisions that affect their lives; and when they feel a sense of ownership and shared responsibility for their community. We believe we are better together. 

In looking forward to 2018, I feel we are turning the corner in terms of progress in one of the most important and ‘least measurable’ areas that will define our future success: belief in ourselves and this community. 

I hear residents, young and old, asking questions, exploring possibilities and working together in new ways. 

I hear an emerging belief that we know this place is worth investing in – so important, as shared stewardship falls flat when you do not value what you’re stewarding.

There is a growing sense of pride in our place. I listen for it, nurture it and hope you will, too.  

It is priceless.


Monday, June 19, 2017

Sharing Power

As we’ve said from the beginning – and I’ve said many times in this blog – the Tribune Building is about far more than a building. It is a testament to the resilience of a community. It is a new approach to community development. It is a physical representation of our belief in the wisdom of residents to determine and shape the community they desire. At its core, it is about people.

Incourage is honored to have the Tribune’s user-centered process featured in Stanford Social Innovation Review’s recently released cover story “Creating Breakout Innovation”. The research is about a new way of working – of collaborating for solutions – that consistently delivers better results. 
As the article shares “…even more important than the [Tribune] building was the transformation and sense of leadership built within the community through the design and decision-making process.”

Take a moment to read the article and learn more about the five practices of breakout innovation, as well as why incorporating an authentic user-centered approach is challenging work.  

For an on-the-ground perspective of whether engaging residents and sharing power matters, view the 2016 Tribune Participation Survey results.

Thanks for reading.