NEW FUNDAMENTALS IN LOCAL ECONOMIC DEVELOPMENT PLANNING: CULTURALLY ADAPTIVE COMMUNITIES The Arts, Cultural Tourism, Ethnic Entrepreneurs, Cultural Adaptation via Education

Georgia Institute of Technology City and Regional Planning Program Planning Local Economic Development, 2006 Saskia Benjamin Jeri Cerere Miguel Granier Li Tang Nancey Green Leigh, PhD, Professor Joy Wilkins, CEcD, Co-Advisor Lincoln Bates, Editor Copyright 2006 Georgia Institute of Technology

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Contents Overview..................................................................................................................3

The Changing Face of America (demographic and economic shifts)......................3

Cultural Adaptation via the Arts in an Urban Context ............................................7 Pilsen Community, Chicago, Illinois .............................................................. 8 The Village of Arts and Humanities, Philadelphia, Pennsylvania*................ 8 Mountain View, Alaska ................................................................................ 11

Why The Arts as a Culturally Adaptive Economic Development Tool ....13 Cultural Adaptation via Entrepreneurship in a Rural Context...................14

The Hmong, Barrow County, Georgia.......................................................... 15 Van Buren, Michigan.................................................................................... 17 Blue Ridge Mountains, North Carolina ........................................................ 18

Concluding Thoughts.................................................................................19

Case Study: The Village of Arts and Humanities —The Culturally Adaptive Community as a New Fundamental in Local Economic Development.................21

Overview: The Village of Arts and Humanities, Philadelphia, PA ...........21 Conditions Leading to the Practice ............................................................22 Leadership/Organization............................................................................24 Funding/Additional Support ......................................................................25 Programming..............................................................................................26 Methodology..............................................................................................27 Outcomes/Results ......................................................................................29 Lessons Learned.........................................................................................30 Conclusion .................................................................................................31

Chronology ................................................................................................... 31

Case Study: Van Buren County, Michigan: The Culturally Adaptive Community as a New Fundamental in Local Economic Development .....................................32

The Rise of a Hispanic Entrepreneurial Community in Rural Michigan...32 Community Profile.....................................................................................32 Growing Diversity .....................................................................................33 Community Conflicts and Social Barriers .................................................33 Migrant and Seasonal Farmworkers ..........................................................34 Farm Owners and Entrepreneurs ...............................................................34 Community Action.....................................................................................35 Cultural Assets and Community Benefit ...................................................37 Importance to Other Rural Communities...................................................37 The Future..................................................................................................38

References..............................................................................................................39

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Overview Cultural adaptation is a term that elicits numerous, nuanced definitions. For the purpose of this report, cultural adaptation has been defined in terms of race and ethnicity as well as arts and culture. So culturally adaptive communities are ones that have either embraced their changing population to capitalize on cultural assets, or are communities that have utilized the arts and culture as an economic development tool. These scenarios are not mutually exclusive. Ultimately, the goal of a culturally adaptive community is the betterment of the community and its inhabitants.

This report introduces the concept of the culturally adaptive community, provides the rationale for this fundamental concept in economic development, and introduces the reader to a variety of communities and locales utilizing this new tool

Urban and rural examples of culturally adaptive communities are profiled in this report. All of the examples are under 50,000 in population. Some communities have had to redefine themselves after receiving an influx of immigrants. Other communities have experienced economic decline to such a degree that they have had to redefine their economies. In all examples, the communities have found success by identifying what makes them unique and by building upon this distinctiveness. All of the communities are at different stages in their economic recovery, some began revitalization efforts in the late 1980s and early 1990s; others have only recently begun the process. All of the examples offer principles, methodologies, and strategies that have proven successful and are worth exploring by communities experiencing similar economic challenges. One word of caution - no program, no matter how successful, can or necessarily should be directly replicated. Each community must identify what makes it unique, what its specific challenges and needs are, and what resources it has available.

The Changing Face of America (demographic and economic shifts) Over the past 30 years, inner-city neighborhoods have suffered economic decline resulting in high unemployment rates, high crime, deterioration of both housing and commercial stock, and the attendant loss of dollars. The reasons for such decline are complex, but can be traced back to a systematic disinvestment over time. Suburbanization fueled the economic decline, and inner-city neighborhoods

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quickly became isolated islands of despair.1 Rural and small-town economies also experienced decline. Although it has occurred more recently, it has been more devastating in some respects. Many rural areas have been hit hard by the slowdown in the manufacturing and agricultural industries.2

Poverty has also been on the increase over the past 20 years. Particularly affected by poverty and its accompanying ills are nonwhites living in non-metro areas (see figure 1 below), although both African-Americans and Hispanics living in metro areas are also disproportionately affected. Rural poverty rates have historically been higher than urban rates since rates were officially measured starting in the 1960s. Although the gap between metro and non-metro poverty narrowed somewhat during the 1990s, non-metro was still 2.6 percent higher. Rural regions also contain a large majority of the “persistently poor” counties, defined as those in which 20 percent or more of the population has been poor over the last 30 years.3 The social ills that typically accompany poverty include, but are not limited to, higher levels of crime and incarceration, high unemployment rates, high pregnancy rates and health-related issues, high dropout rates and low educational attainment, lack of job-related skills, and increasing marginalization by society further exacerbated in the case of immigrants by an inability to speak the English language.4

Figure 1

Source: http://www.ers.usda.gov/Emphases/Rural/gallery/Poverty_By_RaceEthnic.asp

1 Blakely, E.J. and T.K. Bradshaw, Planning Local Economic Development: Theory and Practice. (2002). Thousand Oaks, CA: Sage Publications, Inc., 3rd edition. pp. 11-12. 2 Blakely and Bradshaw. pp. 13-14. 3 “Crafting a Competitive Future. Capitalizing on Rural America: A Policy Forum.” (2004). By SRI International’s Center for Science, Technology, and Economic Development for the Federal Home Loan Bank of Des Moines. pp. 37-38. 4 Blakely and Bradshaw. pp. 21-22.

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Figure 2 illustrates the non-metro population shifts for two 5-year periods—1990-1995 and 1995-2000. The map shows that the central part of the country experienced population declines in both periods. Interestingly, 1,469 counties experienced population increases in both periods. One can see from Figure 3 that many of these non-metro areas were receiving an influx of Hispanic immigrants. Hispanics on the whole are the most urbanized of ethnic groups - some 90 percent lived in metropolitan areas in 2000. However, non-metro areas recently have begun to see a sizable growth in their Hispanic populations.5 Increases are also evident in Asian populations, although not to the degree found in Hispanic populations.

Figure 2

5 SRI International Report. p 35.

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Figure 3

Figure 4

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According to Fitzgerald and Leigh, economic development has three basic goals. The first is that economic development should increase the standard of living. Second, economic development should reduce inequality. Third, it should promote sustainable resource use and production.6 However, these goals become exponentially more difficult to achieve in extreme situations such as the very poor urban neighborhood or the culturally diverse rural community. Because the rural face of America has changed dramatically in recent years, rural regions must both redefine themselves and retool their economies. While improving the economies of rural regions is certainly neither impossible nor improbable, it does require new ways of thinking about solutions.7

When cultures come into contact with one another, there is the potential for learning or conflict. Often, immigrants must cope with the racism of their host community or else suffer from invisibility. Economic developers are often unprepared to address the needs of the culturally diverse community or to help its residents through the cultural transition period. In a healthy, culturally diverse community, there is a consciousness among community leaders of the changing demographics and a willingness to both accommodate the change and reinterpret the self-image.8

Cultural Adaptation via the Arts in an Urban Context This paper looks at two urban areas on the neighborhood scale that faced tremendous economic challenges. Both had been cut off from the resources of their larger cities either through years of neglect and the erosion of infrastructure or through an influx of immigrants unaware of resources available to them. Urban settings may experience similar stresses such as population out-migration, aging infrastructure, job loss and high unemployment, low job skills, low educational attainment, vacant and deteriorating houses, vacant land, illegal dumping, lack of affordable housing, high crime rates and drug activities, at-risk youth, and poor health. Although many of the liabilities are the same, assets, whether cultural or otherwise, vary dramatically. It is incumbent upon each community to assess its strengths, weaknesses, and needs to formulate a cultural economic development strategy that best fits those needs and the available resources.

6 Fitzgerald, J. and N. Green Leigh, Economic Revitalization: Cases and Strategies for City and Suburb. (2002). Thousand Oaks, CA: Sage Publications, Inc. pp. 28-31. 7 SRI International Report, p. 3. 8 Castania, K. “Cultural Diversity in Rural Communities.” (1992). Innovations in Community and Rural Development, Cornell Community and Rural Development Institute. p. 1.

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Pilsen Community, Chicago, Illinois

Pilsen, a neighborhood located in the Lower West Side of Chicago, is one of the largest Mexican-American communities in the United States. Since the 18th century, Pilsen has served as a port of entry for many immigrant groups coming to Chicago. It first was inhabited by Czech immigrants, who were eventually replaced by Germans, followed by immigrants from the north. Starting in the 1950s, Pilsen became increasingly Mexican. In addition to the dominant population of Hispanics at 89 percent, the community is 1.8 percent White, 8.1 percent Black, and 0.5 percent Asian. While serving as one of Chicago’s ports of entry for immigrants, Pilsen has struggled to retain and attract affluent groups but has suffered the continuing loss of firms and jobs, housing deterioration, and gang-related violence.

Faced with these challenges, the Pilsen community started a Revitalization Pilsen Plan in 1997. During this process, the Pilsen community focused on its cultural assets, capitalizing on its rich cultural heritage via organizational networking to develop cultural tourism and cultivate small businesses. These efforts have boosted the economic development of Pilsen while preserving and developing cultural heritage.

The residents of Pilsen have since witnessed job growth, a rising number of small-business shops, an influx of new and returning residents, improved quality of life, and safer neighborhoods. However, one specter looms over Pilsen – the issue of gentrification. Some of Pilsen’s advocacy groups have formed to urge Pilsen to take effective actions to curtail this problem.

The Village of Arts and Humanities, Philadelphia, Pennsylvania*

In 1950, Philadelphia hit a population peak of 2.3 million as thousands of workers arrived drawn by the city’s manufacturing-based economy. By the 2000 U.S. Census, Philadelphia’s population was 1.5 million, a 34 percent decline. North Philadelphia bore the brunt of this population decline and accompanying urban ills. The decade between 1970 and 1980 saw a 33 percent drop in population in North Philadelphia from roughly 7,300 to 4,900. By 1990, the population had fallen to 3,815, representing a total loss of 48 percent in 20 years. Eighty percent of those remaining lived in low-to-moderate income households. The median household income in 1990 was just under $10,000, and more than 56 percent of

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the population living below the poverty level. The unemployment rate stood at 32 percent.9

The Village of Arts and Humanities is a 260-block area in North Philadelphia that reflects similar demographics of the larger city – 94 percent of the population is African-American with 43.4 percent of homes having a single female head of household. The Village representing the core blocks is a microcosm of the surrounding conditions. The Village was once composed of 105 town houses; by 1990 all but 10 had been abandoned, some for long as 25 years. Fifty-nine units were condemned and torn down, leaving only 56 houses surrounded by gaping vacant lots. By 1995, only 10 row houses were maintained by residents or landlords; 36 had no electricity, heat, or water. Socioeconomic problems included a lack of affordable housing, high unemployment, low skills, inferior educational opportunities, drugs and other criminal activity, and health issues primarily related to poor nutrition.10

The Village started in 1986 as a single public arts project in an abandoned lot. Neither the artist nor the person who hired her intended for the project to become The Village, a private, nonprofit, community-based organization dedicated to neighborhood revitalization through the arts. What began as a summer project to engage neighborhood children in building a park for their community grew into a major provider of arts-inspired programs in education, land transformation, construction, and economic development. While the outward manifestation of the work done by The Village is reflected in the colorful mosaics and murals that decorate parks, alleys, and buildings, but the more meaningful development has been nine social programs that have grown out of the initiative. Each program was devised to address a multitude of community needs. The program areas are:

• Education through the Arts – provides after school, weekend, and summer programs for children ages 6 to 18.

• Land Transformation and Environmental Programs – includes park building on abandoned land, environmental education, and The Village Tree Farm.

• The Village Theater – community-theater for all ages that gives voice, through performance and original pieces, to the experiences of the residents.

• Village Hands on Health – combines health education and promotion with art.

9 The Rudy Bruner Award. (2001). “The Village of Arts and Humanities, Philadelphia, Pennsylvania.” Gold Medal Winner. Available online at http://www.brunerfoundation.org/rba/booksonline/2001/1-Village-of-the-Arts.pdf. p. 6. 10 The Rudy Bruner Award. p. 7.

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• Festivals, Events, and Exhibitions – enables the community to celebrate its accomplishments with each other and the greater public.

• Village Crafts – a small business enterprise that provides training and employment to teens and adults through selling original North Philadelphia Folk Art.

• Construction/Renovation – projects to return abandoned properties to community use.

• Outreach Activities – projects both with community groups and out in the community.

• The Village Press – publishes books, newsletters, curricula, and program manuals about The Village.11

The Village relies on the expertise of individuals and organizations in various disciplines to make this project successful. The Village works with the Philadelphia Housing Authority and the Philadelphia Redevelopment Authority on affordable housing construction projects. Architects, landscape architects, and designers work on housing and community park projects. City and state officials support the project, as do the Pennsylvania Council on the Arts and many other institutions, community groups, and organizations. The Village receives most of its funding in the form of grants followed by program revenue, other government funding, and private contributions.12

Each of the nine program areas is considered successful in its initiatives and outreach activities. Among the positive outcomes:

• The reclamation of more than 250 vacant lots transformed into 24 community gardens

• The rehabilitation and construction of multiple affordable housing units • An influx of new and returning residents • Job skills training and employment opportunities for both youth and adults • A reintroduced civic and cultural pride

The work of The Village is an ongoing process of self-evaluation and new initiatives. Remaining issues involve long-term funding, additional employment opportunities and new businesses, and replicability.13 The Village has made great strides in making its programming and structure portable. The founder and former executive director of The Village of Arts and Humanities has started a new nonprofit organization that takes variations of The Village into communities in Africa.

11 The Rudy Bruner Award. pp. 18-21 12 The Rudy Bruner Award. p. 25. 13 The Rudy Bruner Award. pp. 32-33.

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This focus on community and the attention given to increasing the standard of living have had a tremendous effect on civic pride. But there is also a cultural element. The founder is an Asian artist who reintroduced African heritage and customs into the community. Many of the parks, including the first built, bear Swahili names, and community festivals include adaptations of traditional African rites of passage and harvest ceremonies. So here is a community that embraced the arts as an economic development tool and by extension rediscovered its culture.

Mountain View, Alaska

An interesting revitalization project is occurring in a neighborhood in Anchorage, Alaska, called Mountain View and is scheduled for completion in 2008. Differing from the previous two examples, Mountain View, through its Mountain View in Motion project, is bringing together public and private partners with the goal of creating an arts and cultural district. The strategy is to create facilities that will entice arts and cultural organizations to relocate to the district. During the late 1990s neighborhood representatives began holding community visioning sessions from which came their mission statement that called for a celebration of diversity. The community wished to transform its languishing commercial district into a “showcase of an ethnically diverse community.”14 Mountain View is one of Alaska’s most diverse neighborhoods, with 45 nationalities represented in the elementary schools. Seventeen percent of the neighborhood’s population is Native Alaskan or American Indian, 12 percent is black, 11 percent Asian, and 10 percent Hispanic.15

The arts and cultural plan is equally diverse. The master plan identifies future locations for the Anchorage Opera and the Alaska Dance Theatre, a sculpture garden park, a community park, and a town square. It also plans for the Alaska Museum of Natural History, a Hispanic cultural center, a community center, and Clark Middle School/Proposed Art School-within-a-School. Also in the works are a couple of mixed-use developments that house office space for arts and cultural organizations on the ground floors and room on the second floors for artists to live and work. All of these initiatives are planned in combination with various projects that will immediately affect on quality-of-life problems that have plagued the declining neighborhood—high crime, -high unemployment, high poverty, and low homeownership rates. These projects include pedestrian amenities that address traffic calming, wider sidewalks, and open and green spaces. In addition, improved streetscapes will unify the look of the district, and 14 “Mountain View Neighborhood Revitalization Strategy: Part of the 2003-2007 Consolidated Plan.” (2005) p. 2. 15 Anchorage Neighborhood Housing Services. (2003). “Arts & Cultural District in Mountain View: A Neighborhood Revitalization Project,” p. 3.

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civic spaces, such as a proposed outdoor amphitheater, will contribute to the overall civic pride of the neighborhood.16

Mountain View Demographic Profile17:

Income:

• 20% of the households earn less than $15,000/year compared to 8% citywide

• 25% of population lives below the poverty level, compared with 12% nationally and 7% in Anchorage

Employment:

• 10% unemployment rate in 2002, compared with 5% citywide and 6% nationally

• 30% unemployment among Native American and Asian populations

Transportation and Housing:

• 10% of Mountain View residents take the bus to work, five times the citywide average

• 78% of housing stock in Mountain View is multi-family, compared with 37% in Anchorage and 26% nationally

The project was based on a similar redevelopment effort undertaken successfully by the Anchorage Neighborhood Housing Services (AHNS) a decade earlier. Four years after the start of Spenard in Motion, ANHS used the startup funds of $2.34 million from the State of Alaska and Neighborhood Reinvestment to leverage $9.45 million in private investment and $49.47 million in public investment. More than 200 jobs resulted from the cultural district initiative. The Mountain View in Motion project plans for similar success in its effort to be “an environment rich in innovation and cultural diversity.” The cultural district is intended as a draw for tourists and an asset for residents.18

The idea to focus on creating an arts and culture district resulted directly from studies showing that the small population of Mountain View would be unable to support increased commercial activity. The cultural district then is a “hook” to 16 ANHS, pp. 5-6. 17 Demographic profile taken from the Anchorage Neighborhood Housing Services. (2003). “Arts & Cultural District in Mountain View: A Neighborhood Revitalization Project,” p. 3. 18 ANHS, p. 19.

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attract additional visitors to the area.19 It should be noted that the Mountain View Neighborhood Revitalization Strategy derives from nearly a decade of planning encouraged in part by the comprehensive plan for Anchorage, Anchorage 2020. Thus, this initiative has buy-in not only on the community level but also on the city level, and because the community is knowledgeable about the available resources, it has leveraged such funding resources as community development block grants and empowerment zones. The community is also concerned with issues related to gentrification and has set as a goal the retention of affordable housing in Mountain View. It plans to accomplish this through establishment of a Mountain View Community Land Trust.20 Mountain View is characterized by an active community council with strong leadership that has worked to become involved in initiatives throughout Alaska.

Why the Arts as a Culturally Adaptive Economic Development Tool

Cities should be cautious about thinking of the arts as a “magic substitute” for lost industries and economic decline.21 Embracing a cultural development plan should, to a certain degree, happen organically, which is not to say that it occurs spontaneously without planning. Rather, it is important for the locale to understand how its residents experience it; what is its identity, its history, its sense of place.

In 2000, Americans for the Arts, a national arts advocacy organization, conducted an economic impact study to measure both the impact of spending by nonprofit arts organizations and the economic impact of event-related spending by their customers.22 The nonprofit arts industry generates $134 billion in economic activity. That spending supports 4.9 million full-time jobs. It also generates $24.4 billion in federal, state, and local government revenues annually, an 8-to-1 return on the $3 billion those same governments spend collectively supporting the arts.23

Cultural tourism, as employed in the Pilsen community, is a concept that economic developers are viewing as a viable economic tool. Research indicates that a growing number of tourists rank arts, heritage, and/or other cultural

19 “Mountain View Neighborhood Revitalization Strategy: Part of the 2003-2007 Consolidated Plan.” (2005) p. 2. 20 Mountain View NRS, p. A-6. 21 Hall, Sir Peter. (2000) “Creative Cities and Economic Development,” Urban Studies, volume 37, number 4, p. 640. 22 Americans for the Arts. (2002). “Arts & Economic Prosperity: The Economic Impact of Nonprofit Arts Organizations and Their Audiences.” Washington, D.C. 23 Americans for the Arts, p. 2.

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activities as one of their top five reasons to travel.24 Research by The Travel Industry Association of America and Partners in Tourism indicates that 65 percent of travelers add on a cultural event while on a trip of 50 miles or more, and as many as 32 percent of those extend their trip because of that event. This adds up to more dollars spent in a location.

There is no straight forward strategy for success when it comes to implementing cultural redevelopment. It can be a top-down approach instigated by local government, or it might happen in a more spontaneous and organic bottom-up approach, or, occur as a result of community efforts to battle decline or as a result of some catalyst function, organization, or individual.25

The cultural industry appeals to community economic development strategists because of its positive economic results. Although the cultural entity itself may not generate a profit, it often leverages profit-making investments. In addition, cultural activities have the potential to spawn other quality-of-life improvements, such as the bringing together of people and organizations across cultures, geography, and socioeconomic status, united by a common goal. Often these are groups that would not otherwise work together. While the economic impact of cultural activities itself may be marginal, the monies generated through the multiplier effect, as well as larger revitalization initiatives, can have resounding benefit to the state, city, or community.26

Cultural Adaptation via Entrepreneurship in a Rural Context

In many parts of the Southern and Midwestern United States, minority population growth is explosive. The communities outlined below have had minority growth rates of up to 150 percent over a 10-year period. These same communities have also seen dwindling manufacturing and agricultural employment over that same period. The South is the most poverty-stricken part of the United States, especially in areas with large minority populations.27 Low educational attainment plays a big role in rural poverty. Only 50 percent of rural Hispanic men and 59 percent of women have completed high school, and rural African-Americans fare only marginally better.28 Poor housing conditions is another area that 24 CanagaRetna, Sujit M. (2005). “From Blues to Benton to Bluegrass: The Economic Impact of the Arts in the South.” For Southern Legislative Conference. Available online at http://www.slcatlanta.org/Publications/EconDev/Economic_Impact_of_the_Arts.pdf. 25 Lavanga, Mariangela. (2005). “Cultural Clusters and Sustainable Urban Development.” International Conference for Integrating Urban Knowledge and Practice. Gothenburg, Sweden, p. 6. 26 Strom, Elizabeth. (1999). “Let’s Put on a Show! Performing Arts and Urban Revitalization in Newark, New Jersey.” Journal of Urban Affairs, volume 21, number 4, pp. 431-432. 27 Index c-2 28 Index c-4

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disproportionately affects rural minorities. Thirty-five percent of rural Hispanics and 37 percent of rural African-Americans are considered “housing poor” while overcrowding is a particularly large issue for rural Hispanics. Rural minorities also suffer a higher prevalence of working poor, with the low wages of available jobs not paying enough to bring a family out of poverty.

Despite the lack of community support, high housing poverty, poor English skills, and underemployment, minority populations have managed to build businesses and communities throughout rural America. They are becoming an essential part of the rural fabric, adding children to declining schools, businesses to decaying main streets, and arts to dying towns. A few examples of how communities are changing with the growing demographic are outlined below.

The Hmong, Barrow County, Georgia

For a community to fully engage its population and glean maximum contributions to the local economy, it must recognize and cater to its members’ educational and other socioeconomic needs. Hones and Cha emphasize the role that educational achievement plays by stating that education allows the individual from a minority community to acquire “a public identity as an American, and to fully participate in the social and political arenas of …dominant culture.”29

A culturally adaptive community recognizes the importance of addressing socioeconomic issues to the health of the local economy. Advancing the socioeconomic well-being of the individual goes a long way in directly influencing economic growth and development within locales. It is common knowledge, and perhaps often taken for granted, that for a society to better itself now and for future generations, it is highly beneficial for its residents to have a practical education. Not only does education ensure that the individuals themselves are better equipped to find or create opportunities that improve their quality of life, but it is also essential for the economic well-being of the larger community.

The role of education as a tool in creating and maintaining economic viability and sustainability in communities is well-recognized. Early childhood education is particularly important because it targets individuals during their formative years and potentially influences learning choices over a lifetime. In the preteens and teens, teaching and reinforcing decision-making skills becomes crucial. It is during this stage that people are most likely to make choices that directly relate to a career and potentially life changing social issues such as teen pregnancy and drug and alcohol abuse. Higher education creates opportunity for individuals to be

29Hones and Cha 1999, p. 27

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more specialized as members of the workforce and imparts an edge that can put them ahead of the competition.

Barrow County is the sixth fastest-growing county in Georgia. According to the 2000 U.S. Census, total population was 46,144, marking a 55.3 percent increase since 1990. The local economy was once based on agriculture and textile mills, but this is no longer the case. The county, located along the Highway 316 corridor, lies between the Atlanta metropolitan area and the city of Athens. Caught in the midst of expansion from both cities, Barrow has had to reassess its economic development goals to keep up with the rapid growth.

The late 1990s saw an influx of diverse cultures into Barrow County. The Hmong, a community of political refugees from Southeast Asia, are among the populations that have seen a large percentage growth in the community. In the 2000 census, the county’s population in the “Other Asian” category, which includes the Hmong, was 641. The total Asian population, including the Hmong, increased to 1,039 in 2000 from 228 in 1990.

As is often the case with rapid increases in population, the impact of growth is usually felt first in areas such as housing and education. In terms of language retention alone, Hmong children enrolled in English as a Second Language (ESL) programs lose a significant amount of their English language skills acquired during the school year over the summer when they communicated primarily in their native tongue.

In response to the educational needs of Barrow’s Hmong children, a group of teachers from Auburn Elementary School spearheaded a program that addressed the learning retention issue. During the summer of 2002 with a grant acquired from the Community Foundation for Greater Atlanta via the local Boys and Girls Club, they started an interactive learning program to help prevent loss of language skills over the summer. Initially geared toward Hmong children, the program has now expanded to include other ESL learners.

Although the program has seen relative success, there remain a number of areas where intervention by experts would be highly beneficial and help facilitate these, and stimulate other, productive community efforts. Educators provide social services and act as resources to families due to their constant interaction with the community, but they are limited in what they can provide. There is also an immense need for a centralized economic development process that links community needs to resources and provides expertise to small-scale innovative ventures such as these.

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Van Buren, Michigan

Van Buren County is a largely agricultural community in rural southwest Michigan. Like many agriculture-based rural locales in the United States, Van Buren has struggled to maintain its population and sustain its economy.30 In fact, the community would be shrinking in total population if not for an unusually high immigration of Hispanic farmworkers and entrepreneurs.31 The Hispanic population in Van Buren County has increased by 150 percent over the last decade with most of the growth occurring in the eight most rural townships.

VAN BUREN COUNTY, MICHIGAN 2005 Population % Hispanic

County 7,6263 7% Total Hispanic 5,636Bangor Township 2,121 13% Covert Township 3,141 15% Columbia Township 2,714 8% Geneva Township 3,975 8% Hamilton Township 1,797 21% Hartford Township 3,159 16% Keeler Township 2,601 23% Lawrence Township 3,341 13% Totals 22,849 14% Total Hispanic 3,308 Source: www.wikipedia.org

Although many of the newcomers are migrant workers who have to search for winter employment every year, several entrepreneurs has also immigrated to the area.32 These entrepreneurs have been investing in small businesses serving the growing Hispanic market and purchasing small blueberry farms. Currently, more than two dozen Hispanic-owned businesses, including restaurants, grocery stores and an auto repair shop, exist there.33 There are also more than 30 Hispanic-owned blueberry farms.34

Despite the economic benefit stemming from the growing population and new businesses, the local community has done very little to embrace or assist the

30 NGA, 2003 p. 1 31 Aponte, 1994, p.3; Garcia, 2005, p.6 32 Garcia, 2005 p. 8 33 Personal interview with Gerry Aranda, 2005 34 Garcia, 2005

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growing population.35 Issues commonly faced by Hispanic entrepreneurs in Van Buren County are access to financial resources and a lack of business knowledge. Despite available federal and state resources, successful entrepreneurs have had to rely on social networks and urban jobs to fund their ventures. The community needs a one-stop center that provides bilingual advice and assistance covering the most prevalent difficulties such as unemployment applications, housing, farm and business loan applications, tax assistance, child care, and educational opportunities.36

Blue Ridge Mountains, North Carolina

HandMade in America, a nonprofit organization based in the Blue Ridge Mountains of rural western North Carolina, brings together 22 counties and some 4,000 artisans under a regional marketing plan that brands the region as a cultural destination for handmade arts and crafts. The group works to “implement environmentally sustainable economic solutions that emphasize the craft industry, enhance opportunities in the marketplace, and develop entrepreneurial strategies for the region's crafts artisans.”37 The organization is not involved in teaching craft skills nor does it make or sell objects; however, it does serve as a support system for the region’s artisans and craft industry.

HandMade in America was started by a group of community leaders who were searching for ways to boost the region’s flagging manufacturing economy. Like so many rural areas, western North Carolina had been hit hard by the exodus of manufacturing and the slowdown in the agricultural industry.38 Group members considered their own cultural assets and recognized an already-established industry of craftspeople working in shops, galleries, and studios along small-town main streets and scenic byways of western North Carolina. HandMade’s 20-year goals focus on (1) creating a sustainable economic development strategy, (2) providing both business and financial support for members of the crafts industry, (3) promoting the industry through public relations initiatives and educational opportunities, and (4) preserving the rural quality of life.39

HandMade follows six guiding principles, including inclusiveness for craftspeople of all skills and a regional approach in which all towns in the region come to the table equally for resources. Members of the board of directors also

35 Personal interview with Refugio Rochin, 2005 36 Personal interview with Gerry Aranda, 2005 37 HandMade in America. Available online at http://www.handmadeinamerica.org/ 38 For information on rural/small town economic decline see, Blakely, E.J. and T.K. Bradshaw, Planning Local Economic Development: Theory and Practice. (2002). Thousand Oaks, CA: Sage Publications, Inc., 3rd edition, pp. 13-14. 39 HandMade in America. Available online at http://www.handmadeinamerica.org/

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reflect the region. In addition, all works are done in partnership between craftspeople and the organizations/institutions which assist in funding. No businesses or consultants from outside the region are employed by HandMade so the expertise and money stay within the region. Projects are community-based and must be self-sustaining, meaning they must contribute financially.40

In 1995, HandMade in America worked with researchers at Appalachian State University on a survey to measure the economic impact of crafts in the 22-county region. The survey indicated that the crafts industry contributed $122 million annually to the region’s economy, four times the revenue generated by tobacco, North Carolina’s number-one cash crop. In addition, the survey also revealed some of the challenges and needs of the craft industry, namely access to capital, marketing, small-business expertise, and education services.41

HandMade in America structured its programming to address these challenges and needs. Community development initiatives are handled by the HandMade Institute for Creative Economies, which forges partnerships to create training programs, loan funds, and exhibitions of craft works among other outreach projects. The Small Town Renewal Program provides opportunities for communities to collaborate on mentoring, technical assistance, and resource identification. The Arts in Education Program works with schools and teachers to create lesson plans that use crafts as a means of teaching math, language, and the sciences. The purpose is two-fold – to enrich the education of students and to create an understanding and appreciation of crafts in the next generation. The HandMade Institute organizes conferences, training and instructional programming, and consultation services building on its 10 years of experience and calling upon the services of more than 100 consultants in the areas of agricultural tourism, public relations and marketing, cultural heritage tourism, small-town revitalization, and creative economic development practices. Finally, as part of a marketing initiative, the HandMade in America Web site hosts a crafts registry that has a directory of artists, galleries, craft resources, and craft events in western North Carolina.42

Concluding Thoughts

Multicultural communities in the United States are as diverse as the people who populate them. In some cases the communities have embraced their diversity and in others they virtually ignore it. Yet, they all face similar issues, such as affordable housing, access to financial resources, educational opportunities, and poverty – the most common.. 40 HandMade in America. Available online at http://www.handmadeinamerica.org/ 41 HandMade in America. Available online at http://www.handmadeinamerica.org/ 42 HandMade in America. Available online at http://www.handmadeinamerica.org/

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By 2050, the nation’s White majority will have narrowed to 50.1 percent of the population, with the African-American population increasing to 14 percent, Hispanics jumping to 24 percent, and Asians increasing by 8 percent43. Much of the growth will be in rural communities where experience and resources are severely lacking. As the populations grow, it will be important for economic developers, legislators, nonprofit organizations, and even local communities to identify emerging issues and problems and seek innovative solutions. Communities that know their cultural assets and learn to capitalize on them, will prosper, tapping new, growing markets and enriching life with cultural diversity.

43 US Census Bureau press release March 18, 2004 “Census Bureau Projects Tripling of Hispanic and Asian Population in 50 Years” (http://www.census.gov/Press-Release/www/releases/archives/population/001720.html)

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Case Study: The Village of Arts and Humanities —The Culturally Adaptive Community as a New Fundamental in Local Economic Development

Source: http://www.pps.org/gps/one?public_place_id=567#

Saskia Benjamin

Overview: The Village of Arts and Humanities, Philadelphia, PA

In its heyday, the city of Philadelphia had a thriving manufacturing-based economy and a population of roughly 2.3 million. Fifty years later, the 2000 US Census indicated a population of 1.5 million, a 34 percent drop. North Philadelphia bore the brunt of this population decline and its accompanying urban ills. The decade between 1970 and 1980 saw a 33 percent decline in population in North Philadelphia from roughly 7,300 to 4,900. By 1990, the population had declined to 3,815 representing a total loss of 48 percent in 20 years. Eighty percent of those remaining lived in low-to-moderate income households. The median household income in 1990 was just under $10,000, and more than 56 percent of the population was lived below the poverty level. The unemployment rate hovered at 32 percent.44

44 The Rudy Bruner Award. (2001). “The Village of Arts and Humanities, Philadelphia, Pennsylvania.” Gold Medal Winner. Available online at http://www.brunerfoundation.org/rba/booksonline/2001/1-Village-of-the-Arts.pdf. p. 6.

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In 1986, Lily Yeh, an Asian artist working in the Philadelphia area, received a $2,500 grant from the Pennsylvania Council on the Arts to create a public park in an abandoned lot in a North Philadelphia neighborhood off Germantown Avenue. What started as a summer art project to engage neighborhood youth became The Village of Arts and Humanities a nonprofit, community-based organization dedicated to neighborhood revitalization through the arts. Over a 20-year period, The Village has served more than 10 thousand low-income, mostly African-American children and their families, impacting several neighborhoods in a 260-square-block area of North Philadelphia.45

The Village of Arts and Humanities is an example of a grassroots community effort at economic revitalization instigated by an individual who recognized the needs of a community and utilized the power of art to bridge cultures, socioeconomic conditions, and neighborhood boundaries. The result was a community-powered economic development program that has proven itself to be successful.

Conditions Leading to the Practice

In the 1980s, a North Philadelphia neighborhood off of Germantown Avenue was on the verge of extinction. The heart of the community, which later became known as The Village, was once composed of 105 two-story row houses; by 1990, all but 10 had been abandoned, some as long as 25 years ago. Fifty-nine units were condemned and torn down, leaving scattered vacant lots that became havens for drug activity and illegal dumping. By 1995, only 10 row houses had been maintained continuously by residents or landlords; 36 had no electricity, heat, or water.46

Abandonment, depopulation, and discouraging demographics helped to foster the promulgation of accompanying urban ills such as: high crime rates, drugs and drug trafficking, at-risk youth, high levels of incarceration, low skill levels and inferior educational opportunities, health problems, and feelings of despair, low self-esteem, and self-worth. In 1986, Lily Yeh, an Asian artist working in the Philadelphia area teamed up with Arthur Hall, an African-American owner of a dance studio in North Philadelphia. Hall wanted an art project to spruce up the vacant lot next to his dance studio. Hall and Yeh received a $2,500 grant from the Pennsylvania Council on the Arts to create an art park. Yeh came to the project with a vision to connect her art to social issues in a meaningful way.

Coming into the community as both an outsider and a Chinese woman, Yeh’s efforts were initially met with suspicion. One individual, Joseph (JoJo) Williams 45 Rudy Bruner Award. p. 8. 46 Rudy Bruner Award. p. 7.

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offered to help and soon became the park’s biggest protector and advocate. Soon community children were involved in the project as well as James “Big Man” Maxton, who earned the nickname “Big Man” both for his 7-foot, 8-inch, 300-pound frame and for his involvement in drug dealing. Ile Ife Park proved to be the beginning of what would become a 20-year involvement of Yeh with the community that in 1989 officially became The Village of Arts and Humanities. Yeh had found a way of using the power of art to connect people and transform environments, and in the process transform a community.47

Because Lily Yeh was an outsider to the community, her position enabled her to see resources even in the most serious of deficits. She noted that, “Because of the extreme poverty and abandonment in the neighborhood, we were blessed with many vacant lots…By transforming deficits into resources, we deepen our understanding of ourselves.”48 The Village was able to obtain abandoned property from the city of Philadelphia at no cost, and now controls most of a 10-square-block area known as The Village Neighborhood.49

The following summer of 1987, Yeh returned to Ile Ife Park with an additional $4,000 from the Pennsylvania Council on the Arts. With each return, Yeh was greeted with a new group of neighborhood resident supporters who wished to become involved with the changes they were beginning to see in their neighborhood. In 1990, The Village undertook its first renovation effort, transforming an old building into The Village Arts and Education Center. This allowed Yeh to begin offering after-school, weekend, and summer art classes to neighborhood youth. Each new initiative undertaken by The Village was instigated by the perception of a need or needs. For example, in working with the neighborhood children, Yeh discovered that many were hungry and the food they consumed was of poor quality. In response, Yeh began The Village Community Vegetable Garden that not only engaged residents in growing their own food but also taught them about soil and horticulture, and a program was developed to teach nutrition and cooking.50

The Village has grown steadily since its $2,500 debut in 1986. The organization now has a budget of over $1.3 million, a full-time staff of 16, a dozen part-time employees, and hundreds of volunteers. The Village has transformed more than 150 vacant lots into 24 parks, gardens, and green spaces.51 Six buildings have

47 Rudy Bruner Award. p. 8. 48 Rudy Bruner Award. p. 9. 49 Funders’ Network for Smart Growth and Livable Communities. (2003). “The Arts and Smart Growth: The Role of Arts in Placemaking.” Seattle, WA. p. 6. 50 Rudy Bruner Award. p. 17. 51 “Going Towards the Light: Philadelphia’s Village of Arts and Humanities.” The Wallace Foundation. Available online at

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been renovated into usable spaces for programming activities and general office uses. The Village also includes seven restored row houses and is working with the Philadelphia Office of Housing and Community Development to construct new houses in the neighborhood.52

Leadership/Organization

The Village grew from the singular vision of Lily Yeh, but from the beginning, she has needed, wanted, and embraced the assistance of the community. For her, The Village has always been a participatory process, whether by paid staff or volunteer efforts. Yeh believes that, “leadership is an art and that art, in turn, is a form of leadership.” She calls her style “inclusive, participatory, and collaborative.”53 By including members of the community in the process of repair and revitalization, the community has bought into the process with their own ideas, sweat, and pride.

As the budget grew and The Village launched more programs and building initiatives, the organization also had to grow. Currently, the organization has a full-time staff of 16 members including executive staff and program managers. The executive staff is comprised of Yeh as co-founder and executive director, along with supporting directors for development, operations, and management. Program managers oversee each of the nine program areas and are assisted by part-time staff. Staff come both from inside and outside the community.54

In addition to its staff, The Village has a board of directors that historically was composed of community members and a handful of outsiders. However, in recent years, the board has been strategically working to bring on board skills and talents that are not found within the inner circle. It is not unusual for grassroots boards to experience this transition from community supporters to board members that can bring greater skills, more money, more resources, and more expertise. Such a change is usually instigated by an impending growth spurt, and such was the case with The Village. 55

The Village also relies on the expertise and support of various individuals and organizations to implement its program areas. The Village works with the

http://www.wallacefoundation.org/WF/KnowledgeCenter/KnowledgeTopics/ArtsParticipationVillageofArtsandHumanities.htm. 52 Rudy Bruner Award. p. 9. 53 Leadership for a Changing World: Leadership Talks Archive. (2004). “Lily Yeh, Village of Arts & Humanities.” Available online at http://leadershipforchange.org/talks/archive.php3?ForumID=22 54 Rudy Bruner Award. p. 5. 55 Rudy Bruner Award. p. 23.

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Philadelphia Housing and Redevelopment Authorities on affordable-housing construction projects. Architects, landscape architects, and designers work on housing and community park projects. Support even comes from unexpected places. The Philadelphia Eagles Youth Partnership Program, the philanthropy wing of the Philadelphia Eagles football team, approached The Village about a collaborating on a playground for the children of North Philadelphia. Even after completion of the project, the partnership continues.

Funding/Additional Support

Just as Lily Yeh approached each new project or program organically and non-linearly, she has approached funding in a similar fashion. All funding organizations must ultimately relate to the mission of The Village. However, within those criteria, Yeh has continued to think outside the box and to work with various organizations and foundations to explain to them how their needs correspond to The Village’s projects. She seeks funding from a variety of sources and sectors and often combines different types of grants for one project. Yeh never limited herself exclusively to arts funders, but has succeeded in bringing seemingly disparate funders to the table.56

Yeh has a principle of funding she calls the “frogging methodology.” Prone to metaphors to help relay her vision, Yeh’s frogging methodology refers to the species of frog that stays underground for years in times of drought only to emerge when it rains. Such is the case with funding particular projects. Sometimes funders are only interested in a particular type of program, be it in education, theater production, land transformation, youth leadership training, or other area. When this happens, there may not be enough funding for a project that is not meeting those criteria at that time. Such projects are put on hold to wait for the right funding opportunity.57

The Village has seen a steady increase in operating and capital expenses over the past decade, and these needs have been met with diverse funding sources. Foundation grants constitute the largest single group of donors. Loyal donors include the Knight and Wallace-Reader’s Digest Funds, the William Penn Foundation, the First Union Bank, the Independence Foundation, Pew Charitable Trusts, and Rockefeller PACT. The Pennsylvania Council on the Arts has been the longest continuous supporter of The Village and has been granting increasing

56 Moskin, B. and J. Jackson. (2004). “Warrior Angel: The Work of Lily Yeh.” p. 16. 57 Leadership for a Changing World: Leadership Talks Archive. (2004). “Lily Yeh, Village of Arts & Humanities.” Available online at http://leadershipforchange.org/talks/archive.php3?ForumID=22

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amounts every year. The National Endowment for the Arts has also contributed for several years.58

Housing initiatives have received funding from the State Office of Housing and Community Development through the Philadelphia Redevelopment Authority. Additional grants have come from local banks and foundations. The Redevelopment Authority offers “soft” second mortgages lasting 10 years that will be forgiven at a rate of 10 percent per year as long as low-income individuals occupy the units.59 The remainder of the funding comes from program revenue and private contributions.

Programming

Perhaps the most visible signs of change are the murals and mosaics that decorate the parks, alleys, and buildings in The Village, but the heart of the revitalization efforts lies in the social programming that has grown out of these building projects. Each program developed because of an identified need or needs in the community. Programs are organized into nine areas, are overseen by a program manager, and operate according to a clearly defined mandate. All programs must adhere to two guiding principles. The first is that all projects must be rooted in the community. The second is that everything The Village does must deliver the mission—doing justice to the people they serve.60

The nine program areas are61:

Education through the Arts – provides after-school, weekend, and summer programs for community youth. Programs are age-specific and include art making, homework assistance, cooking, and drama classes. The Village also takes art to local public schools and housing projects.

Land Transformation and Environmental Programs – includes park building and The Village Tree Farm, a 2-acre reclaimed brownfield site where The Village grows trees and plants. The Tree Farm teaches environmental education to youth working there, provides trees for the community greening outreach program, and is intended to be a profit center for The Village. The Grassroots Transformation Task Force does lot and garden clean-up, and The Outreach Greening Program works outside the community to plant vacant lots throughout North Philadelphia. 58 Rudy Bruner Award. p. 25. 59 Rudy Bruner Award. p. 25. 60 Leadership for a Changing World: Leadership Talks Archive. (2004). “Lily Yeh, Village of Arts & Humanities.” Available online at http://leadershipforchange.org/talks/archive.php3?ForumID=22 61 Information on the programs come from, Rudy Bruner Award. pp. 18-21.

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• The Village Theater – produces both well-known and original plays as a means of self-expression for community members of all ages, encouraging the healing of wounds brought on by personal circumstances. The Village Theater has toured nationally.

• Village Hands on Health – works on nutrition education, health care, pregnancy prevention, and includes a Narcotics Anonymous program.

• Festivals, Events, and Exhibitions – adaptations of traditional African festivals such as a harvest celebration and rites of passage ceremonies bring the community together with residents of the greater North Philadelphia area.

• Village Crafts – incorporates several programs for youth in pottery, silk-screening, painting, and drawing. The goal is to sell the works and teach youth about small-business entrepreneurship while providing employment opportunities to the community.

• Construction/Renovation – is the transformation of abandoned properties for community uses.

• Outreach Activities – include projects that occur outside of The Village community, such as projects with prison inmates and cleaning and greening projects. Cleaning and greening projects are another potential source of income through bidding on contracts with the city for lot maintenance.

• The Village Press – publishes books, newsletters, and curricula about the program and its methods.

Methodology

Because Lily Yeh was an artist, not a planner, by trade, she worked very differently than a traditional planner would. There was no feasibility study or formal written work plan. The process was iterative so that plans could be adjusted as needed and the projects never strayed from the needs of the community.62 Being trained as an artist, Yeh was comfortable with improvisation, invention, and spontaneous action. She understood making something out of nothing. Because she was not a planner, she was unafraid to ask experts for advice and guidance. The methodology at work in The Village is “an innovative, resilient, and flexible model of community building.”63

Yeh’s projects essentially followed a 10-step process, although rarely were the 10 steps followed sequentially as projects mingled and interweaved. In the early years, her work was less rooted in methodology and was more instinctive. As the

62 Lanfer, A.G. and M. Taylor. “Immigrant Engagement in Public Open Space: Strategies for New Boston.” Barr Foundation online at www.barrfoundation.org. 63 Moskin, B. and J. Jackson. (2004). “Warrior Angel: The Work of Lily Yeh.” p.1.

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organization and Yeh both matured, projects began to follow set paths from inception to implementation. Yeh’s methodology will be outlined in brief below:64

• Be constantly aware, look for opportunities, and address the mission – here is the time to be in a state of readiness to act upon impulses, ideas, opportunities, and needs.

• Focus attention and creative thinking when a situation, an issue, or a need appears – this is the time to find positive opportunity and resources in seemingly undesirable situations.

• Envision the end result, knowing that the process will affect the outcome – this is the time to determine if the idea/project is worth pursuing.

• Analyze existing resources and investigate imaginative use of all assets and deficits – this is an opportunity for brainstorming, determining if the project strays from the mission, and if funding opportunities are available.

• Share the vision to provide a sense of direction and invite participation, creative ideas, and problem-solving – at this point there is a sense of who the players are but there is a need to brainstorm how to involve them. This is the point at which to “sell the vision.”

• Define and discuss program specifics and create an open and participatory process – intent, parameters, and participants have been decided at this point, now is the time to focus on the program itself. Here is an opportunity to look for ways in which programs overlap and could share resources. The community is also invited to provide input at this time through a participatory process. Reachable goals are set, community involvement is planned, and a quickly and easily attainable first step is identified to build momentum.

• Observe as the structure emerges, continually coordinating staff, partners, and funders – at this point the program is somewhat fluid. Here is the opportunity to re-examine and adjust the project to fit within available resources.

• Provide necessary skill building – the new project may require skills for which the staff is unprepared, so this is the time to seek advice and training. Here also is the time to train those in the community who will be directly involved in the project. Yeh makes sure to design programs in which the participants cannot fail.

• Refine and direct program and related activities – this is the time in which to revisit and evaluate all previous steps. Review and evaluation is key to the success of ongoing projects, as well.

64 For a more detailed description of Yeh’s methodology, see Moskin, B. and J. Jackson. (2004). “Warrior Angel: The Work of Lily Yeh.” pp. 12-24.

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• Document program activities and conduct evaluation – documentation serves to ensure accountability, demonstrates to funders that their requirements have been met, validates the art created in the project, and provides a sense of accomplishment. Documentation is also an important step toward replicability.

Yeh’s methodology has developed based on the special circumstances that define working in a disenfranchised community. It is important to be able to embrace ambiguity. The methodology must be allowed to bend. It is imperative to create projects in which the participants from the community cannot fail. It is equally important to create projects that cannot fail. Sustainability is important in communities in which there has been a history of failed initiatives or where conditions offer little hope for success. Accountability is key for sustainability. Finally, fundraising must be approached each time with a fresh perspective to call upon historical sources as well as approach new possibilities.65

Outcomes/Results

Art has been the medium through which Lily Yeh has brought social and economic justice to The Village. In Yeh’s words, “I experienced the power of art in connecting people and transforming environments…”66 Transforming spaces is the tangible manifestation of transforming lives, but there are also quantifiable outcomes in addition to those that are qualitative. By reclaiming vacant land from absentee owners and drug dealers, the inhabitants of The Village began to reclaim their sense of community ownership and pride. The hostility that once filled the air has given way to calmness. People are working together for the community.

Then there are more tangible signs of change – transformed lots, community parks, gardens, and buildings. The Village has seen its teens go to vocational schools and to colleges, thereby transforming their families. Children participating in the Education through the Arts programs in 2000 showed a 57 percent improvement in their report cards for the year. 67Adults have taken part in training programs, such as construction work, which leads to paying jobs either within the community or outside. Numerous affordable housing units have been constructed. There has been an influx of new and returning residents to the area, signaling a change in the perception of the neighborhood. In fact, The Village has

65 Moskin, B. and J. Jackson. (2004). “Warrior Angel: The Work of Lily Yeh.” pp. 28-38. 66 Leadership for a Changing World: Leadership Talks Archive. (2004). “Lily Yeh, Village of Arts & Humanities.” Available online at http://leadershipforchange.org/talks/archive.php3?ForumID=22 67 The Coming Up Taller Awards. (2000). “Education Through the Arts: The Village of Arts and Humanities.” Available online at http://www.cominguptaller.org/awards-2000/program2.html

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seen an increase in the number of visitors to the community, further breaking down the sense of isolation and increasing the feeling of pride.

Shortly before Yeh retired from The Village to pursue social justice work in Africa, she instigated a project called Shared Prosperity. The purpose was to bridge the historically divided communities of North Philadelphia, and bring them together under a single shared vision and a common goal – improving the lives of all North Philadelphians. The program brings together neighborhood residents, business owners, and community groups with city officials, representatives of government agencies, university groups (Temple University is nearby), health organizations, and other professionals to develop a comprehensive plan for the neighborhoods of North Philadelphia.68 The Village of Arts and Humanities is not intended to be a village unto itself, but to reintegrate its residents into the larger city and hopefully encourage others to respond to the call to action.

The Village of Arts and Humanities has been recognized for its accomplishments locally, on both the state and national level, and even internationally. The Village has been featured in more than 110 newspaper and magazine articles; and on public radio and in two documentaries. It was also the 2001 Gold Medal winner of The Rudy Bruner Award for Urban Excellence. The Village also received the 2000 Coming Up Taller Award for its work with children. In addition, The Village has received numerous local awards, and members of the staff have also been recognized for their efforts.69

Lessons Learned

Do all these awards indicate an organization without lessons to be learned and improvements to be made? Certainly not. For a long time, The Village was guided by the visionary leadership of one individual, Lily Yeh. Since her departure in 2001, The Village has kept going but the accolades have stopped. The Web site is “under construction,” and no one in the office returned phone calls or e-mails. Any change in leadership, even those most carefully orchestrated as was this one, will take time to recover. It is unclear if The Village has fully recovered yet. Long-term funding is always an issue, and in 2001 The Village was on the cusp of launching an $11 million capital campaign; the result of which is unknown at the time of this case study. There is a continued need for affordable housing units, and with each home repair and new resident comes the threat of gentrification, although The Village did create a land trust to try to maintain the affordability of the units it rehabbed. There appears to be a need for the creation of small 68 Moskin, B. and J. Jackson. (2004). “Warrior Angel: The Work of Lily Yeh.” p. 2. 69 “The Village of Arts and Humanities: Praise for the Village.” Available online at http://www.villagearts.org/praise.html

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businesses and other entrepreneurial endeavors outside of The Village as an employer. Finally, The Village has not yet perfected its replicability. While many of its features, especially the methodological approach, are replicable, it remains to be seen how much of the success of The Village is tied to its unique features and inhabitants.

Conclusion

The Village of the Arts and Humanities is an inspired example of a grassroots initiative instigated by a single person with a singular vision who managed to rally a community back from the edge of extinction. The feat was accomplished by using the arts, a tool of transformation and connection, as the medium through which all its programming was based. The mission is recognizing the inherent value in the individual and the power one individual has to effect change. It is about doing what others thought could not be done and seeing opportunity where others thought there was none.

Chronology

Source: Rudy Bruner Award (2001) available online at http://www.brunerfoundation.org/rba/booksonline/2001/1-Village-of-the-Arts.pdf

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Case Study: Van Buren County, Michigan: The Culturally Adaptive Community as a New Fundamental in Local Economic Development Miguel Granier

The Rise of a Hispanic Entrepreneurial Community in Rural Michigan

Thousands of migrant farmworkers had been traveling to Michigan since the turn of the century, but it wasn’t until the 1940s that they started working the blueberry fields in the southwest corner of the state.70 Today, Van Buren County, a small agricultural community in Southwest Michigan, grows more blueberries than any other county in the state.

Hispanic migrant farmers had been working the fields since the early days, but didn’t begin buying farms in Van Buren County until the 1980s. Despite a general decline of agriculture (especially small farms), there are 32 Hispanic-owned blueberry farms in the county. The Hispanic population as a whole is booming, and more than two dozen Hispanic-owned small businesses have moved in as well. Even with the long history of Hispanic migrants in the area, these growth trends are new. Despite a shrinking labor market and an often unwelcoming community, more Hispanics are moving to the area each year. Unlike previous migrations, jobs are not the main reason they are settling down in Van Buren.

Community Profile

Van Buren County is a largely agricultural community in rural southwest Michigan. It leads Michigan in blueberry production and also produces sour cherries, apples, grapes, and plums, giving it the nickname The Fruit Basket of Michigan.71

In 2000, Van Buren County’s population was 76,263,72 and Hispanics made up 7.4 percent of that total, surpassing African-Americans for the first time as the largest minority group in the county. This shift was due to a 150 percent growth in the Hispanic population over the previous 10 years. Even so, the growth does not take into account the migrant workers who work and live in the area for up to nine months of the year. A rough estimate of that population can be made by looking at the number of workers hired by farmers in the area – about 8,500 each year. A

70 Rochin, 1989 p.2 71 Garcia, 2005 72 U.S. Census 2000

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majority of those hired are Hispanic migrant workers from Mexico and south Texas.73

Agricultural dependence and the Hispanic population in Van Buren are both concentrated into the eight most rural townships. The remaining 10 townships make up 70 percent of the population, but have very small Hispanic populations. For the remainder of this case study, the region discussed will be referred to as Van Buren County; however, the focus of the study is on the following eight townships.

Growing Diversity

A large part of the growth of the Hispanic population in Van Buren comes from settling-out, or the decision of migrant workers to make Van Buren their permanent year-round home.74 Over the years, migrant workers have opted to stay in the area and look for local, non-agricultural jobs during the off-season.

Recently, the migrant population has been joined by Hispanic families emigrating from Chicago.75 These new residents can be divided into two groups who are clearly capitalizing on local physical and social assets. The first of these groups is the new blueberry farmers. Van Buren County has 32 Hispanic families with working small farms, most growing blueberries. The majority of the farmers originated from Michoacan, Mexico, but moved to Van Buren from Chicago where they had been working service industry jobs and saving money.76

The second group is the entrepreneurs. This group also left Chicago, moving to Van Buren to meet the demands of the growing Hispanic population. Ethnic enclaves such as the Hispanic community in Van Buren provide a secure market for services catering to an underserved demographic.77 The entrepreneurs are opening needed ethnic food restaurants and bilingual businesses that serve the largely Spanish-speaking migrant population.

Community Conflicts and Social Barriers

Like most rural communities in America, Van Buren suffers from poverty, geographic isolation, infrastructure deficiencies, weak community support for business development, and the flight of skilled human capital.78 Despite their

73 Garcia, 2005 74 Aranda, personal interview, 2005 75 Garcia, 2005 p.8 76 Garcia, 2005, p 8 77 Aranda, personal interview, 2005. Garcia, 2005, p 7 78 NGA, 2003 p.1

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successes, Hispanics in Van Buren also have several challenging issues that are particular to ethnic minorities.

Migrant and Seasonal Farmworkers

A lack of English language skills, low levels of education, seasonal underemployment, inadequate housing, and racism are all issues faced by Hispanic farmworkers in Van Buren.79 Most migrants spend the growing season living in farmer-provided housing. Before required certification, this often meant cramped bunk beds in dilapidated wood frame housing, or overcrowded trailer homes off dirt farm roads. The state of Michigan began requiring certification for migrant housing, and many of the worst offenders have been forced to close their housing units. However, with declining profits, farmers are hesitant to replace condemned units and in the summer months overcrowding has become epidemic.80 The lack of subsidized shelter has also led to migrant workers having to seek more expensive market rate housing.

Farm Owners and Entrepreneurs

Additional challenges facing prospective blueberry farmers in Van Buren include finding suitable land, financing their purchase, financing infrastructure, and keeping farms operational. Desirable farms can be expensive. A five-acre farm (without a home) can range from $25,000 to $37,500. Operating costs are also substantial, ranging from $32,000 to $55,000 a year, depending on the existing land, the crop, and whether the acreage is hand- or machine-harvested.81 Infrastructure costs vary as well.

Despite the availability of federal assistance for purchasing or improving a farm, few minority farmers apply. Reports suggest that minority farmers don’t want to enter into business agreements with the government because they fear being subjected to excessive regulation, fines, and oversight. It is also possible that they worry about others seeing the subsidized loans as unjust welfare.

Financing is a major issue for the new entrepreneurs as well. Like their farming counterparts, they rely very little on formal institutions for financing. Instead they use up savings, borrow from friends and family, or obtain loans from informal lenders, often at extraordinarily high interest rates. In many cases, technical

79 Garcia, 2005 p. 11 80 personal interview with Aranda, 2005 81 Garcia, 2005 p.10

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assistance is also needed. It is estimated that only one in six businesses is successful.82

Community Action

Despite the clear needs of the growing Hispanic population, there is very little being done on the local level to help. However, a vast majority of Hispanics in Van Buren are farmworkers and qualify for more involved state and federal farmworker programs.

There are several regional and federal programs being implemented in Van Buren County. One of the most established federal programs for farmworkers is the National Farmworker Jobs Program (NFJP)83. Created by section 167 of the Workforce Investment Act, it provides grants and technical assistance for programs that assist disadvantaged farmworkers. In Van Buren County, as in the entire state of Michigan and 10 other states (including Georgia), funds from the NFJP go to the Telamon Corporation. In return, Telamon provides job-training services to farmworkers throughout the state. Although the NFJP has been touted for its efficacy, in Michigan, the state Department of Labor’s Workforce Development Agency (WDA) has attempted to wrangle away the grant from Telamon Corp for a lack of efficacy.84 The WDA has complained that regional programs haven’t been as effective as in other areas.85 Nationwide, the NFJP only reaches about 1 percent of those eligible.

Telamon Corporation also runs the Migrant HeadStart program which provides day care and educational programs to children of migrant workers between the ages of two weeks and five years. Migrant Head-Start provides bilingual instruction, health and dental services and insurance, nutrition, and transportation for those who qualify. Nonetheless, their services are currently only available in 14 locations, and only assist about 950 families a year in the entire state86. The only center in Van Buren County is the Decatur Head Start Center87.

82 Aranda, personal Interview, 2005 83 The Bush Administration has attempted to terminate or severely cut funding to the program several times in the last few years. Most information suggests that it is very effective (though not necessarily in Michigan) but the government wants to role it into the Block Grant funding. see: http://www.doleta.gov/msfw/ for information on the NFJP program, or http://www.afop.org/advocacy/ for another perspective. 84 AFOP, 2004 p. 1-2 85 Aranda, personal interview, 2005 86see: http://www.telamon.org/InYourState/MI/hs.asp 87 This agency was “closed for the season” when I attempted to contact them in December, 2005

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All of the county schools can take advantage of the Migrant Student Records Exchange Initiative (MSREI)88, a national database of health and educational information on migrant children. Local schools and clinics use the database to obtain the educational attainment and health status of migrant children to avoid delaying education or medical treatment. The database is also used to a allocate funding to local schools for migrant programs.

At the state level, assistance programs are orchestrated through the Inter-Agency Migrant Service Committee. The agency’s self-described mission is to act “as the lead state agency to assess, develop, and cooperatively administer Michigan's services to migrants”89. Membership of the agency is made up of Michigan Department of Human Services, the Michigan Department of Education, the Michigan Department of Labor and Economic Growth, Michigan Department of Career Development, the Michigan Department of Community Health, Michigan Migrant Legal Assistance Project, Inc., Michigan Farm Bureau, Michigan State University Extension Service, and the Governor's Office. Each is charged with assisting implementation of the agency’s policies.

Michigan State University (MSU) is one of the Inter-Agency committee members that is highly effective in providing needed services to migrants and other underprivileged minorities. MSU’s Migrant Services provides The High School Equivalency Program (HEP) and The College Assistant Migrant Program (CAMP)90. HEP is a federal migrant education program designed to assist migrant and seasonal farmworkers obtain their GED. CAMP provides assistance to migrant workers and their children in their transition to university life. CAMP offers pre-orientation courses, tutoring and mentoring services, and assistance with financial aid applications.

Regional assistance for Hispanics and other disadvantaged people in Van Buren County comes from the Southwest Michigan Community Action Agency91. SMCAA provides a variety of services for residents of Van Buren and neighboring Cass and Berrien Counties. Services include Section 8 Housing, Migrant Services, Homeless Shelters, Food Pantries, Homeownership Assistance, and Supportive Housing (support for renting or locating a home). SMCAA is funded by federal block grants, and receives assistance from Migrant Services, a member of the Inter-Agency Migrant Service Committee. It is also affiliated with

88 see: http://www.ed.gov/admins/lead/account/recordstransfer.html#bg 89 from agency website http://www.michigan.gov/dhs/0,1607,7-124-5452_7124_7205-15639--,00.html 90 see: http://www.msucamp.msu.edu/ 91 http://www.smcaa.com/

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the statewide Michigan Community Action Agency Association92 and the national Community Action Partnership93.

Cultural Assets and Community Benefit

Hispanics not only make up a majority of farmworkers in the United States, but they are also the fastest-growing group involved in farming.94 Van Buren County is a good example of how this has occurred. Despite the available federal, state and local assistance programs, Van Buren farm owners and entrepreneurs are examples of “bootstraps” or self-reliant development. They have relied on urban wages, social networks, and home mortgages to purchase their farms and businesses. Their success is evident in the 32 existing Hispanic-owned farms and the two dozen Hispanic-owned businesses. OneVan Buren County resident and former migrant worker owns a 500-acre blueberry farm and packaging plant and employs 200 local people.95 The Vargas brothers were once illegal migrant workers; now they own a successful Mexican restaurant in Lawrence, and have recently opened another in nearby Kalamazoo. Around the county are dozens of other businesses, including the first Hispanic-owned auto shop and two large supermercados, or Mexican grocery stores (Aranda, personal interview, 2005). At a time when most rural regions are trying to stop the flight to urban areas, these Hispanic entrepreneurs are revitalizing Van Buren County, providing services and entertainment, and opening up new markets for future growth.

Importance to Other Rural Communities

Despite the growth of the Hispanic population in rural areas, there has been a general decline in the number of hired farmworkers around the nation. If current trends of farm consolidation and mechanization continue each year, fewer people will find work in the fields. Nationwide, non-metro employment declined by 140,000 in 2002 alone, and farming jobs have been in decline for decades.96

It is essential that the available resources reach Hispanics in rural areas.

The strengths of the social networks seen in Van Buren County have made Hispanics a viable, growing minority in rural areas around the country. However, it is not the most equitable, efficient, or duplicable process for moving Hispanics out of poverty and improving local economic development in rural areas. Rural

92 see: http://www.mcaaa.org/ 93 see: http://www.communityactionpartnership.com/default.asp 94 Garcia, 2005 p.2 95 Aranda, personal interview, 2005 96 NGA, 2003 p.2

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regions around the country are seeing similar demographic shifts and need to provide equitable and efficient programs for advancement and poverty alleviation.

The National Governor’s Association (NGA) has highlighted three rural economic development areas that need improvement: (1) clustering, (2) encouraging non-agricultural entrepreneurship, and (3) reinvigorating agriculture thru value-added product development. Clustering involves setting up networks of related businesses and often requires that linked business group together or cluster in a region. Example of value-added products can be as simple as packaging and branding berries instead of selling them as commodities. There are several best practices from around the country that are relevant to Van Buren and similar counties.97

For example, in Connecticut an agricultural-based cluster, including 4,000 farms and 50,000 workers, collectively generates $1 billion in annual sales. In Ohio, ACEnet created the Food Ventures Center where entrepreneurs can rent kitchen space to turn crops into processed, value-added goods. The Kansas Enterprise Facilitation Model trains community leaders to recognize local enterprises and connect and assist entrepreneurs. And in Nebraska, the EDGE program helps create custom-based training programs that focus on local needs and resources.

The Future

Van Buren has seen amazing growth in Hispanic entrepreneurial activity. However, there are many persistent issues concentrated in the Hispanic community, such as seasonal unemployment, poor housing conditions, and deficient English language skills. The current dependency on social networks and urban wage-earners for economic advancement will only work for a few members of an increasingly larger Hispanic population. A number of the innovative programs such as those discussed in this report could greatly assist in the advancement of Hispanics in Van Buren. For example, a blueberry farmer cooperative similar to the one in Connecticut would help Van Buren County farmers negotiate more lucrative contracts with vendors. A community kitchen and entrepreneurial assistance like ACEnet’s Food Venture Center could help create new jobs in one of the fastest-growing industries in America, food processing. Yet none of these is likely to occur without local support. The current system of bootstraps economic development and reliance on informal social networks has produced remarkable outcomes, but far too many people are left behind.

97 NGA, 2003 p. 8 - 12

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