Statement of Issue:
Capital is used to create or enhance value. It is invested to provide additional value through returns to the investor. Community capitals takes five forms: human, social, environmental, constructed physical, and financial. Many Iowa communities face a deficit in one or more of these capitals. According to needs identified through Iowa’s county Extension education directors and reports from stakeholders in Iowa communities, priority capital development categories include social and human capital (citizen involvement and leadership), financial capital (economic development especially with regard to employment), and attraction and retention of residents, especially young people. The overall quality of life in the local community includes all the capitals and places emphasis upon environmental and cultural amenities, the quality of local jobs, and physical infrastructure (schools, roads, utilities, and technology). By building community capital communities become more place competitive and are more desirable locations for individuals and families to live and work.

Performance Goals:
Iowa communities will have the capacity to identify and develop their social, human, environmental, physical, and financial capital, utilize them to articulate a vision for their future, and take positive steps to implement community improvements. Specific goals relating to the development of each capital are:

Social capital: A higher percentage of residents will become involved in a) community civic networks; b) enhanced citizen participation in community events, organizations and projects; and c) greater representation of citizens of diverse backgrounds involved in the community.

Human capital: Community leadership skills will be enhanced through participation in leadership workshops and institutes; greater attention toward child care and increased quality and availability of care sites will occur; adult education opportunities for lifelong learning will be increased; and collaboration among local and regional providers and agencies on public health issues will be expanded.

Environmental capital: Community environmental assets will be identified and maximized in planning decisions.

Physical capital Financial capital: Retention and local investment of community wealth will be expanded with a goal of upgrading as well as expanding employment.  

Output Indicators:
A.  An inventory of local resources organized by community capitals will be completed in 100 communities throughout the state.  B. In each of those communities, Extension staff will assist the community to

1) increase the percentage of citizens involved in community projects,
2) increase the diversity (in gender, socio-economic class, age, length of residence, and ethnic, religious and racial background) of local organizational memberships, citizens involved in community projects and leadership roles,
3) increase collaboration among local agencies as well as external agencies to promote regional development perspectives and efforts, and
4) increase investment the local financial resources.

C. We will develop and conduct inservice training workshops for Extension staff and partnership agency staffs about community capitals, opportunity recognition, and the resource inventory approach to community development. D. We will collaborate with external partners regarding building community capital. Outcome Indicators:
In each of the 100 communities indicated above, there will be an integrated strategic vision and plan to develop all five capitals (local resources) and at least one tangible product, event, or change identified and implemented as a result.Key Program Components:
Resource inventory tools: The Community Profiles component of the Building Communities for Tomorrow program (BCT), Iowa Profiles, Census Services, land use inventories, asset mapping, economic in-put output models, retail analysis, landscape design, housing needs assessments, CD-DIAL, Take Charge, and specially designed leadership programming for the urban enterprise community in Des Moines. Human and social capital building programs: Developing Dynamic Leaders, a modified BCT community development program, study circles. Financial capital: Retail Trade Analysis, Business Retention and Expansion, Take Charge, Quality Jobs. Analysis of and building physical and environmental capital: Landscape design, rural action, visual approaches to community betterment.

Internal and external linkages:
External Governor's Strategic Plan (Iowa 2010), USDA- Rural Development, Iowa State Association of Counties, RC&D, Small Business Development Centers, Iowa Rural Development Council, United Ways, Iowa Departments of Economic Development, Transportation, Agriculture and Land Stewardship, Natural Resources, Education, and Health. Internal: County Extension Education Directors, other units of ISU Extension and the "seamless" university.

Target audiences:
Local elected officials, current and emerging community leaders in voluntary roles, concerned citizens, Extension and rural development staff; emphasis on reaching diverse groups.

Project duration:
5 years.

Plan for resource development:
We will continue to collaborate with the state of Iowa departments to offer joint programming, develop funded programs on the subjects of this plan, both competitive grants and contract-for-service. Additionally, we will explore internal monetary resources as contractors to develop and conduct training in such areas as community health, transportation, conservation, neighborhood improvement, and economic programs. USDA-Rural Development, the Iowa Energy Council, the Leopold Center for Sustainable Agriculture, the Wallace Foundation, Iowa State Association of Counties, and Iowa League of Cities, among others, share components of our mission and provide financial resources for specific programs, research and training. We will develop additional collaborative projects with them for staff training and work with communities. Grants initiated from ISU will invite partnerships in delivery from other organizations where appropriate and will be inclusive of both campus- and field-based staff.

Program Planning and Reporting Instructions
Plan of Work Index
Evaluation Instruments

Last update: July 22, 2005