by Terry L. Besser
Assistant Professor and Extension Sociologist
Iowa State University
Take a drive on Highway 92. About 10 miles east of Sigourney, turn north and go another mile to the town of Harper. Harper was never a big town, but it was a place where several hundred people, mostly farmers, did their banking, bought groceries and birthday cards, got their hair cut, sent their kids to school, gathered for weekley dances, skating parties and outdoor movies in the summer, and went to church on Sunday.
Now the only one of those things that you can do in Harper is go to church on Sunday, although occasionally there are wedding dances at the K.C. Hall. The town is dying. Gretter's Elevator dominates the small main street of mostly empty buildings. A hardware and feed store is the only remaining retail business. The school closed several years ago and the church in town, St. Elizabeth's, shares its priest with two other parishes.
This is a familiar scene in rural Iowa. Once busy, vital towns are beginning to resemble ghost towns. In some, all that remains are houses whose owners stubbornly stay even though they have to go elsewhere to buy gas, a meal or a gallon of milk. Many other towns aren't as bad off as the Harpers of Iowa, but long-time residents recognize the signs of decline.
External forces have helped to cause the changes occurring in Iowa's towns. Changes in agriculture probably head the list of causes. Land that at the turn of the century supported four families, had two on it after World War II, and is now down to one or fewer. Other factors played a part too, such as improved road systems and the closing of coal mines and local manufacturing plants. Surprisingly though, some rural communities facing these same forces, look unscathed, maybe even improved for the experience.
The Heartland Center for Leadership Development in Lincoln, Neb., believes that part of the reason for the difference in the way small towns have fared has to do with internal features that local people can control. They call these the "20 Clues to Rural Community Survival."
Rural towns are not all the same. They differ in surrounding farming practices and land values, geography, history, and so on. Thus, some towns face greater challenges than others. Still, the Heartland Center maintains, all towns can improve their situation by paying attention to these clues. As you look over the list of clues, note which ones already apply to your town, which ones could be improved, and which are totally missing. We'll look at some of these clues in more detail later in this series as we examine how communities can improve their chance for survival.
The Heartland Center's 20 Clues to Survival:
* Evidence of community pride. When I talk to people in Nashua, almost everyone mentions the dam on the Cedar River which the town rebuilt about five years ago. Clearly, the townspeople are proud that they pulled together, raised a large amount of money, renovated the dam and then fixed up adjoining parks and boat ramps. They now celebrate the achievement with a yearly "Water over the Dam Days."
* Emphasis on quality in business and community life.
* Active economic development program.
* Willingness to invest in the future. This is demonstrated by voluntary contributions of time and money and the approval of bond issues and tax levies for schools, utilities, streets, town centers, recreation facilities, etc.
* Participatory approach to community decision making. Do people feel that they have input into community decisions? Do local officials regularly inform the public about upcoming decisions and events and encourage public discussion and involvement?
* Cooperative Community Spirit. People and organizations believe that "we're all in this together." Cooperation is expressed through attitudes like: "If I help you now, you'll help me later. Better yet, I know if I help you now, I'll benefit in the long run. If we disagree on something, we can still be friends. I can give in to you on this thing that you really want, knowing that in the future you'll do the same for me."
* Realistic appraisal of future opportunities. Not every town will be able to attract an Ipsco or a new prison, and even for those that do land a "plum," their problems are not solved, just different.
* Awareness of competitive positioning.
* Deliberate transition of power to a younger generation of leaders. Communities can't wait for the transition to happen magically. Young people, and newcomers, must be encouraged to participate and given the experience and training necessary to help them. Also the more people who are involved in leadership, the less a burden it is on any one person or group. The more open local government and organizations appear to be, the more energy and ideas that will be generated.
* Acceptance of women in leadership roles. And not just in "behind the scenes" and minor parts without power or recognition.
* Strong belief in and support of education. Iowa is known for its strong public school systems, but we must not take good schools for granted. Even though the majority of citizens in rural communities no longer have children in school, they recognize that the whole community benefits from well educated young people.
* Problem solving approach to providing health care. Communities must approach this problem from the view of providing health care for citizens, not simply how to attract a doctor.
* Strong multi-generational family orientation.
* Strong presence of traditional institutions that are integral to community life. Traditional institutions such as churches, school and civic organizations (PTOs, Kiwanis, Rotarians, Lions), and youth groups (girl and scouts, 4-H) play an essential role in the community.
* Knowledge of the physical environment.
* Attention to sound and well-managed infrastructure. Included here are parks, swimming pools, streets, sewer systems, electric and water utilities, civic buildings, etc.
* Careful use of fiscal resources. With lots of money, it would be much easier for towns to have Great parks, schools, utilities, etc. However, almost all local governments are experiencing a scarcity instead of an abundance of resources. The trick is, then, to make hard choices, run government efficiently, and find ways to provide essential maintenance and upgrades even in times of shortage. Easier said than done.
* Sophisticated use of information resources.
* Willingness to seek help from the outside.
* Conviction that, in the long run, you have to do it yourself. Communities can get help from the outside. However, responsibility for survival and enhanced quality of life rest ultimately with the people who live in the community.
Contacts:
Terry L. Besser, ISU
Extension Sociology, (515) 294-6508
Del Marks, ISU Extension
Communication Systems, (515) 294-9807
