Article originally published in the Arkansas Municipal League Association- December 2022 edition.

LeadAR: Strengthing Arkansas communities since 1984 

By guest writer, Dr. Julie Robinson

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

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

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

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

LeadAR is for Arkansans from rural and urban parts of our state who want to assume greater leadership responsibilities to better understand complex cultural, social, and economic issues impacting us today and in the future. The results are legion: Participants improve their ability to interact and work with others; deepen 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 opportunity to connect to people and resources that can help them make a difference. “LeadAR for me was not a beginning nor was it a destination,” said Rep. David Hillman, who represents District 13 in the Arkansas House of Representatives and is a LeadAR Class 1 alumnus. “It was, however, an experience that opened a whole new world of possibilities.”

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

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

Tuition for participating in LeadAR is $3,500. Costs for tuition remain affordable through the support of the Arkansas Association of LeadAR Alumni, alumni contributions, and our Eagle Sponsors: Electric Cooperatives of Arkansas, Farm Credit, and Arkansas Farm Bureau. All program information and the application can be found at www.uaex.uada.edu/leadar.

Article originally published in the Arkansas Municipal League Association- October 2022 edition.

Preparing a workforce for the future: ACT Work Ready Communities 

By Shelby Fiegel

Arkansas may boast an impressively low unemployment rate, but nearly 80,000 jobs remain unfilled in the Natural State. Despite workforce challenges and other ripple effects 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 prepare our workforce to meet current and future demands.

How do we ensure that economic growth continues in our state? That’s where programs like the ACT 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 employers concrete proof of an individual’s skills and potential training needs to match them with appropriate employment opportunities.

Currently, Arkansas counties have a 45-percent participation rate in the program (with 34 of 75 counties having achieved certified work-ready status) and 975 Arkansas-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 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’s 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.

“We know that economic development and education are closely associated. That’s why the Sheridan School District is proud to have played a role in helping Grant County achieve status as an ACT Work Ready Community,” said Dr. Karla Neathery, superintendent of the Sheridan School District. “The skills our students are learning in Work Ready and JAG (Jobs for America’s 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’s mission to empower our students to become lifelong learners who are responsible, contributing citizens.”

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.

“The Kick Start Sheridan initiative was started to help prepare our community for the future,” said Brad McGinley, who serves as the Grant County extension agent staff chair with the University of Arkansas System Division of Agriculture. “Achieving ACT WRC status 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 economic development in our county forward.”

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

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

Article originally published in the Arkansas Municipal League Association- August 2022 edition.

Balancing big dreams with hard work: Lessons from Greenbrier 

By Greta Hacker

The city of Greenbrier in many ways exemplifies both the joys and troubles of small-town living in Arkansas. 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’s population has grown. 

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. 

Greenbrier’s 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 Arkansas Center for Community and Economic Development. Through the FIT, Greenbrier leaders received a broad assessment of the city’s 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. 

Greenbrier city officials went right to work on implementing these recommendations in the following years. Greenbrier Events Center Director Shellie O’Quinn noted that throughout the community development process, Greenbrier succeeded because they tempered idealism with realism. “One thing I love about our current leadership is that they seize opportunities when they arise,” she said. “They 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.”

These big dreams include several large improvement projects, including 55-acre Matthews Park, a new fire station, a new city building that houses Greenbrier’s 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. 

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. “Greenbrier does not have a traditional downtown with a lively entertainment Public input helped guide city leaders when choosing the park’s amenities. Greenbrier doesn’t 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.” 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. 

Gaining community buy-in was a key ingredient in Greenbrier’s success throughout the process of developing Matthews Park. “It was important to us to ask the people what they would want in a park,” said Greenbrier Mayor Sammy Joe Hartwick. “We visited groups including senior citizens and school groups to get their feedback, and we included Greenbrier citizens on our city park board.” 

O’Quinn also emphasized the importance of partnerships in Greenbrier’s achievements. “The city of Greenbrier works very closely with the Greenbrier Chamber of Commerce and the Greenbrier School District,” she said. “Most 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.” 

One of Greenbrier’s current projects includes improving its streets and sidewalks. Mayor Hartwick noted that the city was proud to partner with the Arkansas 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. 

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. 

“Our 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,” O’Quinn said. “Having the buy-in of our community will be essential to realizing the ultimate ‘big dream’ of shaping a future Greenbrier that is even bigger and better than any of us individually could ever imagine.”

Article originally published in the Arkansas Municipal League Association- July 2022 edition.

Hello from Magnolia! 

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. 

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 Arkansas’ Center for Community and Economic Development (CCED), Thrive Inc. and Entergy Arkansas to create a new community brand and logo. 

Magnolia’s Economic Development Executive Director Ellie Baker recognized that “those 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.” 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. 

Creating the brand 

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.’s director of development. When creating a community brand, the first step is “to know what you believe about yourself before you can tell that story to others.” 

In Magnolia’s 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 “every community have at its heart people who are proud to be from there,” 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 “emotional essence” 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’s 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. “This project brought pride and buy-in from our youth, and anytime you can do that with a city project it is a success,” he said. 

Getting the brand out there 

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, “wherever there is an empty spot to fill.”

Every community can learn from Magnolia’s branding process. Some key tips include: 

• 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. 
• Gather as many perspectives as you can so that everyone has a voice in the process. 
• Create a consensus on what should be included with the brand and take pride in it! 
• Don’t 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, Arkansas, 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, “Hello from Magnolia!”

Article originally published in the Arkansas Municipal League Association- June 2022 edition.

Heal on wheels: Mobile health clinics reach Arkansas’ underserved 
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 Arkansas, almost 250,000 people do not have health insurance. With rising costs and public health crises becoming more common, Arkansans are delaying care to save money. Luckily, some organizations have decided that it doesn’t have to be this way—and they’re coming to a town near you!

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

“The Arkansas Minority Health Commission’s Mobile Health Unit serves as a vessel to promote health and prevent diseases and conditions that are most prevalent among minority populations,” said AMHC’s Mobile Health Unit coordinator, Cindy Arreola. “Our team travels the state of Arkansas, meeting people where they are and providing free services to bridge the gap for those who do not have easy access to preventative health care.”

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

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

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

The AMHC Mobile Health Unit and the NYITCOM Delta Care-A-Van join an estimated 2,000 mobile health clinics in the United States that are bringing real change to our communities,
and at lower costs than traditional healthcare services. Mobile Health Map, a collaborative mobile clinic resource (www.mobilehealthmap.org) reports that, on average, the cost of a visit to a mobile clinic is about $155, but the savings are estimated to be about $1,800 when compared to traditional medical services. Data shows that mobile clinics are saving patients and communities a lot of money: For every dollar invested in a mobile clinic, $12 is saved, a 12-to-1 return-on investment. Sixty percent of patients served by mobile clinics are uninsured, so these savings have a real impact 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 Natural State without bankrupting Arkansans. For more information, please visit www.arminorityhealth.com and www.nyit.edu/arkansas/delta_care_a_van.

Article originally published in the Arkansas Municipal League Association- May 2022 edition.

Broad sales tax initiative a success for Cabot
By Shelby Fiegel

To create thriving communities with sustainable infrastructure while effectively managing growth, municipal leaders must focus on fiscal management and identify funding sources that best fit their communities’ needs. While there are multiple tools available to fund community and economic development efforts, one of the most common remains the local sales tax initiative. Creating a sales tax devoted to economic development can be a big ask of our citizens, especially if our leaders do not have a plan in place to utilize that funding.

In a local sales tax election in August of 2021, Cabot citizens overwhelmingly approved an initiative to maintain the city’s current sales tax rate and issue $72 million in bonds for community and economic development projects. Voters approved 10 separate ballot initiatives that included restructuring current bonds and funding infrastructure, public safety and efficiency improvements.

How did Cabot accomplish this win? City leadership focused on the following community and economic
development aspects.

Fiscal responsibility

When Cabot leaders began discussing the current and future needs of their city, their first concern was to be good stewards of public funds. They determined that they could meet these needs without a tax increase. Instead, they could extend the existing 1-percent sales and use tax. The city contracted Stephens Inc. to develop a plan to restructure the bonds. Stephens presented multiple options to city leadership, who then determined which were most necessary for the city to maintain what it had and what it needed to positively position itself for the future.

Transparency

Instead of pitching the extension of the sales tax as a general fund for community and economic development efforts, the city identified 10 specific initiatives that could be funded through the extension: internet infrastructure, streets, drainage, early warning system, animal services, parks and recreation, public health facilities, and police and fire department improvements. Citizens were given the power to determine what would and would not be funded. The city also created a website that included detailed information about each initiative and a way to contact the city with questions.

Marketing

The city focused its marketing efforts on engaging with residents directly, taking a proactive approach when sharing information about the sales tax extension, said Cabot Director of Economic Development Alicia Wilmoth, who served as the main point of contact for the
extension. “We focused on delivering a consistent message, providing opportunities for one-on-one engagement and being as transparent as possible. We were in front of residents as often as possible, normally two to three times
per week over the course of six weeks leading up to the election.”

Marketing efforts included town hall presentations, presentations at civic and social organizations, development of a website dedicated to the bond extension, physical signage, creation of a brochure, and word of mouth. No PAC (political action committee) was formed
to support the extension. All marketing was done by city leaders and a passionate group of citizens who volunteered
their time.

Developing a united front

Cabot administration worked in tandem to support the sales tax extension. All department heads participated in community meetings, answered questions about the funding goals and delivered a consistent message to generate excitement. City leaders engaged with both nonprofits and businesses. They were also intentional about connecting with residents from every ward in the city.
Because the city followed this plan of action, Cabot has already begun to see positive outcomes from the passage of the extension. The city has:

• Completed several building and land acquisitions for upcoming projects.
• Allocated $20 million for broadband, which the city will own.
• Purchased an old Price Cutter building on Main Street that will house a variety of city services, meeting space and the community pantry. This project will also be a catalyst for downtown revitalization.
• Begun an expansion of its recreational facilities that will further develop Cabot as a sports tourism destination.
• Secured a location for new police and fire training facilities, which will support surrounding communities as well.

“Moving Cabot forward is our top priority,” Mayor Ken Kincade said. “Our administration, the city council and community leaders support our city and want Cabot to be a city that can support itself economically. This bond issue is really an infrastructure plan to make Cabot a top city in the state of Arkansas to live. Investing in ourselves makes private industry want to invest here because they know we are serious about economic development and have skin in the game.”

To learn more about the Cabot bond extension, contact Alicia Wilmoth at awilmoth@cabotar.gov or visit www.cabotbond.com.

Shelby Fiegel is the director of the University of
Central Arkansas Center for Community and
Economic Development. You can contact Shelby
at sfiegel@uca.edu or 501-450-5269.

My name is Dalton Thompson, and I am a current Senior at UCA studying Political Science and Public Administration. After graduating, I plan on attending law school and earning my Juris Doctor degree as well as a Masters of Public Administration so that I can become a Public Defender and be a resource of change for people in my community, wherever I land.

Currently, I serve as the first openly-gay President of the UCA Chapter of the Arkansas Young Democrats and as a State Committee Delegate for Faulkner County in the Democratic Party of Arkansas.

I’ve never felt a calling to a profession that wasn’t one of service. In the past, I’ve worked multiple service-oriented jobs and been a dedicated volunteer in my community.  Since 2014, I have spent my summer breaks at Camp Aldersgate in Little Rock, a camp dedicated to providing children with disabilities and chronic illnesses a summer camp experience they could not receive anywhere else! I’ve also worked in multiple healthcare facilities and seen firsthand the impact the coronavirus has had on communities in Arkansas; I worked as a Patient Transporter at St. Vincent’s in Little Rock, providing support for doctors and nursing staff, including COVID-19 units, in a time of serious uncertainty and fear. Today, I am a Pharmacy Technician in Conway and provide care for the sick and vulnerable in our community as we continue our fight against the coronavirus.

Few things matter more to me than my ultimate goal: giving back to the communities that have raised and shaped me. I proudly hail from the Windy City (Go Cubs, Go!), but remain just as proud of my family’s roots in Arkansas. I intend to use my education and professional skills to do all I can to support and strengthen my home and community in every way possible.

by Dalton Thompson