Looking Back; Looking Forward

What’s measured gets done.  That is one of the first things taught in Management 101.  We know it to be true in our private lives, and we know it to be true in our organizations. The process of measurement helps us focus our resources.

One of the reasons we’ve added this column to our Annual Report is to hold the HRDC accountable for its work.  Over the last couple years we’ve identified our future direction, and we’ve stated some bold goals.  If you had an opportunity to read our previous annual reports, you’re probably wondering how we’re doing. Well, this section of the report will give you an assessment as well as talk about what we see in our future.

But first, I’ll give those of you not familiar with our organization a brief overview. Jim Benson, former President of BSU, calls this an “elevator speech” -- that short answer to a stranger when you’re riding from the 1st to the 10th floor.

Who are we? My elevator speech goes something like this: The only reason we exist is to help create successful communities.  We do this by working with local customers on initiatives they are willing to lead to create that success. The most important thing we provide to our customers is leadership (we call it community stewardship) and what we call “civic entrepreneurship” – the ability to bring creative and innovative solutions to our Region’s most complicated problems and exciting opportunities. We work in areas that take advantage of our core competencies. What are these? See the rest of this report!

How are we doing? Good question. Last year we talked about two bold goals:

• Increase production and occupancy of affordable housing units to 20 annually within the next 3 years.
• Within 3 years be the organization of choice in Minnesota and beyond for community stewardship promotion, development, consultation and implementation.

Here is what’s happening:

• Production of affordable housing has taken some strong steps forward.  Housing was built this past year in and around Akeley, Bemidji, and Clearbrook, and additional houses in Blackduck and Mahnomen have either been sold, or are being marketed.  The total production of housing is now approaching fifteen units per year.  A variety of models are being used to develop affordable housing, including working with High Schools, State inmates, and contractors.  New models are currently being developed in order to reach a lower income market niche.  Those models include implementation of a Mutual Self-Help Program and development of supportive housing for homeless individuals and families. 
• The Center for Community Stewardship is also making good progress. The Center has completed its educational training materials, and a marketing plan is complete and is in the first stages of implementation. Community Stewardship activity has increased within the Region (Blackduck is added to existing stewardship initiatives in Bemidji, Park Rapids and the Mahnomen-White Earth area), and new initiatives are being undertaken in East Grand Forks and Morris.

We feel very good about where we’re at, but we also know we’ve got a long way to go.  We’re mindful of the adage, “You’re most in trouble when you think you’re doing pretty well.” We’re doing pretty well, but we’re not going to cruise.

In last year’s report we also started to talk about the need to think, and act, as one Region. Blackduck, Bemidji, Bagley, Mahnomen, Park Rapids and the rest of the communities in the Headwaters Region have historically seen each other as competitors, but in more recent years we have been exploring the need for a relationship that emphasizes collaboration and partnership.  We are starting to understand how our futures are linked, and how we need to compete as one regional community. 

Although it is very premature to say that we have this “One Region” thing figured out, we are getting increasingly comfortable believing in the one region concept. We’ve conducted a couple strategic planning sessions where Bemidji organizations have overtly talked about their responsibility to the Regional community, the Bemidji Leads! Stewards have shown some remarkable leadership promoting strategies that consciously serve a Regional customer base, and our Commission has had some frank discussions about the need for defining local niches in a larger regional framework, and then defining a way to take advantage of each other’s strengths and aspirations.  The next step is a big one, but I think our Region is ready.

What’s Next?  The next steps for fully realizing our goals and to make our One Region concept concrete are going to take a little bit of risk and a whole lot of discipline. We’ve got to accomplish two objectives:

• Build Capacity.  That is a fancy way of saying that we need to find more staff resources. The previous section reviewed our progress to date and illustrates how ambitious our activities are. We’re not going to be able to get to the next level, much less sustain that level, without more staff resources. Is that a new staff position? Contracts with partners? Both? We have not figured that out, but it needs to happen by the middle of 2007.

• Take Action on the One Region Concept. We think this issue is ripe for more concrete action. Thinking as one Region is one thing; acting as one Region is a whole new level. A regional legislative agenda? Broadcasting regional competencies to support small community aspirations? How interesting to think about; how daunting to pull off!

*       *       *       *       *       *       *       *       *

Now you know where we’ve been, and where we’re going. What’s measured gets done. Stay tuned to our progress.