Strengthen ND
Report date
May 2020
What has been most instrumental to your progress?
Developing and strengthening partnerships in the local foods sector to support strategy development at TRIC has been very important for making progress. In our efforts to be as radically inclusive as possible of all potential organizations and individuals working in the space, we have been able to build a web of service providers, stakeholders, and other interested parties that can provide long-term sustainability and support to TRIC. To date, we have meaningfully engaged the ND Association of Regional Electric Cooperatives, Rural Grocers Task Force, ND Local Foods Development Alliance, Coalition for a Hunger Free ND, NDSU Extension Service & Community Vitality, Dakota College at Bottineau, FARRMS, Farmers Market & Growers Association, and the ND Department of Agriculture. Through the work that we have done to work broadly with the Tuttle area to understand the needs of local farmers and ranchers, we have been able to build a strong relationship with several staff at the Department of Agriculture, including the Agriculture Commissioner. In fact, the Commissioner made a few trips out to TRIC and is interested in seeing what types of opportunities may come available.
Over the last two years of the grant period, one activity that was undertaken that significantly pushed forward TRIC was the opportunity to host and participate in a workshop from the National Endowment for the Arts (NE) and their Citizens' Institute on Rural Design (CIRD) program. Tuttle was the first community in North Dakota to host a CIRD workshop, and it was a fantastic mechanism to engage nontraditional stakeholders who may not pay much attention to small communities. Through the CIRD workshop, we had the ability to access national resource team members skilled in building consensus, facilitating community buy-in, and developing sustainable organizations. Further, this activity allowed TRIC to connect with the arts and culture facet of local foods, as well as being elevated by the Department of Commerce as a replicable model that other communities can follow. By connecting more with arts and culture around local foods, TRIC has built a strong relationship with the North Dakota Council on the Arts with whom we had planned an entire spring line-up of events (now put on hold due to the pandemic) that featured a local artist concert, cooking classes, art classes, and placemaking.
As we were nearing the end of the grant period, TRIC pulled together a variety of stakeholders that have been engaged in the process over the two year period to conduct a final, summative planning session based on the forward momentum created through the Community Innovation grant and the activities we had completed because of it. This planning session, which featured stakeholders from arts and culture, agriculture innovation and education, business and technology, higher education, and regional community members resulted in the development of an economic development plan based on the foundation of TRIC and the Community Innovation grant activities and learnings. The planning session was incredibly valuable for several reasons: 1) reviewing the successes to date and associated pitfalls; 2) identifying weaknesses and strengths of TRIC organizationally; and 3) charting a new course not just for TRIC but for the community of Tuttle. It is through this plan that TRIC is continuing to shape its work and engagement within the community and stakeholders.
Key lessons learned
With the work we chose to conduct over the last 24 months, we have run into roadblocks around community engagement and what successful community engagement is 'perceived' to be. We knew going into this project that the community's demographics were changing. As of the last election, Tuttle was comprised of 58 residents, with 3 being under the age of 40. To say this is a unique population would be an understatement. To generate additional community buy-in, we began to look at a regional approach to engage citizens of other outlying areas and communities, which worked incredibly well. It worked so well, in fact, that we have a higher representation of individuals involved with this project that are from the immediate surrounding area and communities rather than actually from Tuttle itself. While we wouldn't qualify this as a failure, it is definitely an aspect that we should have been more thoughtful of from the start. Further, learning how to communicate complex project management roles and processes to individuals not actively engaged in organizational change or management was another lesson that we learned that helped us to generate greater levels of buy-in.
A lesson that became increasingly apparent throughout the duration of the project, as well as when the project received awards or recognition, was how difficult it can be to overcome the perceived 'rural stigma' both in the community of Tuttle and across the state.
Within Tuttle, a stigma existed around the notion or feeling that 'nothing is every going to change' or 'why do we even bother?'. Many of the residents living int he community have seen it slowly decline over many years. They have seen their children leave and their peers leave. They don't feel as though any intervention undertaken will make a meaningful impact on the area.
Outside of Tuttle, we have to overcome the perception that communities like Tuttle are a lost cause or that they aren't worth investing in. The idea around 'return on investment' has been utilized numerous times to undermine such a significant investment in time and resources in a community so small. This has been a painstaking education process with individuals involved to explain and re-explain why EVERYONE living in ND deserves a high quality of life - even if they aren't generating a significant level of taxable value for the state.
Within Tuttle, a stigma existed around the notion or feeling that 'nothing is every going to change' or 'why do we even bother?'. Many of the residents living int he community have seen it slowly decline over many years. They have seen their children leave and their peers leave. They don't feel as though any intervention undertaken will make a meaningful impact on the area.
Outside of Tuttle, we have to overcome the perception that communities like Tuttle are a lost cause or that they aren't worth investing in. The idea around 'return on investment' has been utilized numerous times to undermine such a significant investment in time and resources in a community so small. This has been a painstaking education process with individuals involved to explain and re-explain why EVERYONE living in ND deserves a high quality of life - even if they aren't generating a significant level of taxable value for the state.
Perhaps the most heartwarming lesson that we learned as a result of the work outlined in the CI grant is the power of telling a story. One of the reasons why TRIC has been so successful and has almost been a magnet for individuals and organizations passionate about rural community development is because we have positioned TRIC as a story that many in North Dakota can relate to. We have been thoughtful about breaking down the steps taken to achieve the work and progress at TRIC into bite-size pieces that we talk with other communities about. All of TRIC's leadership have been very open about the process - from how we engaged with the community, what tools were utilized, who partnered with us, and how we accessed funding. TRIC has truly become a rural success story across North Dakota because we have been so open about the challenges and opportunities we have encountered. This transparency has opened up new partnership opportunities with individuals in other communities seeking to undertake similar work and agencies/organizations that haven't otherwise been engaged in rural development. It is because we have framed the story and it resonates across ND.
Reflections on the community innovation process
All three elements of the community innovation process have been critical to the success of the project throughout the grant term.
Inclusive: By being inclusive with respect to other communities, our project has gained significant levels of buy-in from surrounding counties, while also building their capacity to enact similar change in their communities in the future. Their support has been crucial as we hope to turn the tide of residents actually residing in Tuttle.
Collaborative: By working with so many organizations, the results of our work are more likely to be sustained with their buy-in, added perspectives, and access to additional resources.
Resourceful: We have been able to leverage the activities of the CI grant to access resources that would have been out of our reach from JLG Architects (free building assessment); NEA's CIRD program; National Civilian Conservation Corps (NCCC); Agricultural Products Utilization Committee (APUC) investment in the development of the pasta business; and Rural Rehab's investment in capital improvements. Because of being resourceful, we have been able to magnify the impacts oft he Bush Foundation's initial investment.
Inclusive: By being inclusive with respect to other communities, our project has gained significant levels of buy-in from surrounding counties, while also building their capacity to enact similar change in their communities in the future. Their support has been crucial as we hope to turn the tide of residents actually residing in Tuttle.
Collaborative: By working with so many organizations, the results of our work are more likely to be sustained with their buy-in, added perspectives, and access to additional resources.
Resourceful: We have been able to leverage the activities of the CI grant to access resources that would have been out of our reach from JLG Architects (free building assessment); NEA's CIRD program; National Civilian Conservation Corps (NCCC); Agricultural Products Utilization Committee (APUC) investment in the development of the pasta business; and Rural Rehab's investment in capital improvements. Because of being resourceful, we have been able to magnify the impacts oft he Bush Foundation's initial investment.
Progress toward an innovation
Through the activities allowed under the grant, the leaders of TRIC and the community have been able to undertake a myriad of community input processes since January 2018, including seven community cafes; countless meetings with partner agencies, stakeholders, and residents; and several online input surveys. We prioritized developing a community-driven process, and we estimate that over 300 individuals have been engaged designing the future programming and features of TRIC, which is more than five times the community's actual population. We feel as though we have made great progress toward a breakthrough; however, the breakthrough originally imagined (developing a local foods framework) has been shifted.
The combination of a very wet, early fall/winter and the political landscape affecting ag exports has created a severely depressed ag economy (and COVID-19 is not helping); an economy that has created substantially increased farm auctions, critical mental health issues for farmers, and the departure of more potential young farmers from the area. TRIC had engaged three small producers in leading its programming; however, all have now sold their farms and moved due to the economy.
The combination of a very wet, early fall/winter and the political landscape affecting ag exports has created a severely depressed ag economy (and COVID-19 is not helping); an economy that has created substantially increased farm auctions, critical mental health issues for farmers, and the departure of more potential young farmers from the area. TRIC had engaged three small producers in leading its programming; however, all have now sold their farms and moved due to the economy.
What it will take to reach an innovation?
Even though much has been accomplished within Tuttle as a result of the establishment of TRIC, it is becoming increasingly more evident that a 'whole town' approach is needed for true sustainability of the community, TRIC, and the lessons learned through the CI grant. As was mentioned above, our overall path to our breakthrough has had to pivot a bit due to recent agricultural economy pressures. As such our path to our breakthrough, which is to develop a successful methodology for rural communities to repurpose vacant buildings to create new economic opportunity, is to incorporate art and entrepreneurship. Through the CIRD workshop and engagement with agriculture producers, we began to better understand how integral arts and culture and entrepreneurship are to a thriving local foods system and community. As a result, our path to the breakthrough has been modified to be more inclusive, collaborative, and resourceful by creating a community at the intersection of art, food, and entrepreneurship. This direction came through the final planning session that was held at TRIC, which created a regional economic development plan for Kidder County and TRIC.
What's next?
The next steps for TRIC include the following:
1. Re-imagining the community's internal infrastructure by assessing the feasibility of a nonprofit umbrella approach for all of Tuttle (City of Tuttle, Town Cafe, TRIC, Tuttle Community Store).
2. Building TRIC's internal capacity and long-term sustainability (as was previously mentioned, staff turnover occurred due to poor ag economy).
3. Developing TRIC and Tuttle into an idea worth spreading by developing and convening a peer learning network of communities with vacant school buildings.
4. Engaging in intentional creative placemaking to create a unique community identity for Tuttle.
5. Defining and growing greater Kidder County's entrepreneurial ecosystem.
6. Leveraging food and farming for economic growth and vulnerable populations support.
1. Re-imagining the community's internal infrastructure by assessing the feasibility of a nonprofit umbrella approach for all of Tuttle (City of Tuttle, Town Cafe, TRIC, Tuttle Community Store).
2. Building TRIC's internal capacity and long-term sustainability (as was previously mentioned, staff turnover occurred due to poor ag economy).
3. Developing TRIC and Tuttle into an idea worth spreading by developing and convening a peer learning network of communities with vacant school buildings.
4. Engaging in intentional creative placemaking to create a unique community identity for Tuttle.
5. Defining and growing greater Kidder County's entrepreneurial ecosystem.
6. Leveraging food and farming for economic growth and vulnerable populations support.
If you could do it all over again...
If we were to go back to the start of the grant period, I believe we would have given ourselves two pieces of advice: 1) anticipate and better manage the community's expectations and 2) engage regional residents from inception.
We found that many community members in Tuttle had a misunderstanding or inflated expectations around what could be done with Bush Foundation's $200,000 investment. Supporting them to know and understand that this was a community engagement initiative and an opportunity to test and implement different programming solutions was difficult to do. Many were curious as to why the $200,000 was invested into the building's capital needs or why they didn't see faster progress. Not managing their expectations was a misstep on our part.
As mentioned, the community of Tuttle is small and many are at or near retirement age. These demographics made it more challenging to engage residents to think long-term. If we would have engaged regional residents from inception, perhaps the entirety of the grant's activities could have been completed with more local energy and true, transparent local feedback. This was a missed opportunity.
We found that many community members in Tuttle had a misunderstanding or inflated expectations around what could be done with Bush Foundation's $200,000 investment. Supporting them to know and understand that this was a community engagement initiative and an opportunity to test and implement different programming solutions was difficult to do. Many were curious as to why the $200,000 was invested into the building's capital needs or why they didn't see faster progress. Not managing their expectations was a misstep on our part.
As mentioned, the community of Tuttle is small and many are at or near retirement age. These demographics made it more challenging to engage residents to think long-term. If we would have engaged regional residents from inception, perhaps the entirety of the grant's activities could have been completed with more local energy and true, transparent local feedback. This was a missed opportunity.
One last thought
Because of Bush Foundation's investment in the community of Tuttle and the leadership of TRIC, great things are on the horizon - not only for Kidder County - but also for small towns across North Dakota. With the work undertaken, TRIC has garnered a great deal of statewide attention beyond being a Main Street Excellence Award winner. TRIC has been featured on the Governor's podcast, presented at regional conferences, was a featured story at the 2019 Main Street Summit, and is utilized as an example through the CIRD program of small town collaboration. It is truly difficult to convey just how many small towns in ND and across the country have looked to TRIC and Tuttle as an example of what can be done in a small town. Without Bush Foundation's investment, we would not have been able to make as much progress as we have nearly as quickly.
The leadership of Tuttle is working hard to enact strategies and obtain resources to build on the good work that has already been done through the CI grant and to become fully sustainable. It has been a wonderful experience to work with the entire team at Bush Foundation, and we are grateful for the opportunity you have provided.
The leadership of Tuttle is working hard to enact strategies and obtain resources to build on the good work that has already been done through the CI grant and to become fully sustainable. It has been a wonderful experience to work with the entire team at Bush Foundation, and we are grateful for the opportunity you have provided.