Community-Led Approaches to Increase Broadband Adoption
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Blandin Foundation MIRC presentation for Connect MN summit Broadband Summit with Bernadine Joselyn Janice Gale – Leech Lake Band of Ojibwe Fatima Said – Project FINE Sam Drong – PCs for People
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Community-Led Approaches to Increase Broadband Adoption
- 1. Community-Led Approaches to Increasing Broadband Adoption: Success Stories from Minnesota Main Streets
- 2. Fatima Said Project FINE Winona, Minnesota
- 3. Alice Moren PCs for People / Kootasca Grand Rapids, MN
- 5. Janice Gale Leech Lake Temporary Employment Program Cass Lake, Minnesota
Notas del editor
- Using your network as an economic development tool is a Motherhood and Apple Pie Story about how it is possible to do well by doing good. Community vitality is the public purpose at the heart of the work of building networks. Partnering with communities to create markets for broadband-enabled services is good for your business – but it’s also good for the communities you serve.
- The Core Team started working with the outputs from the initial convenings and started building relationships. I think the group went through some of the normal forming / norming / storming and performing. I think it was Mary Kosak who first heard of Strive in Cincinnati by way of a piece about Collective Impact that came out in the Stanford Innovation Review – I’ll talk more about this in a bit. Their data was showing impressive results so in the summer of 2011 we took 19 people to Cincinnati to learn for ourselves what they were doing.Cincinnati & Strive have the benefit of large corporations to support their work. The Itasca Area does not have those resources to tap in to. Therefore, you will see one of our key learning is to adapt, not adopt the Strive model. Our biggest learning is that we have within our community the collective will to get something done and to us that means more than the Fortune 500 companies.Everyone we met with in Cincinnati talked about their roadmap - we came back energized and the group set about creating its own guiding document – which they named the Pathway to Student Success and finalized last fall.
- The Core Team started working with the outputs from the initial convenings and started building relationships. I think the group went through some of the normal forming / norming / storming and performing. I think it was Mary Kosak who first heard of Strive in Cincinnati by way of a piece about Collective Impact that came out in the Stanford Innovation Review – I’ll talk more about this in a bit. Their data was showing impressive results so in the summer of 2011 we took 19 people to Cincinnati to learn for ourselves what they were doing.Cincinnati & Strive have the benefit of large corporations to support their work. The Itasca Area does not have those resources to tap in to. Therefore, you will see one of our key learning is to adapt, not adopt the Strive model. Our biggest learning is that we have within our community the collective will to get something done and to us that means more than the Fortune 500 companies.Everyone we met with in Cincinnati talked about their roadmap - we came back energized and the group set about creating its own guiding document – which they named the Pathway to Student Success and finalized last fall.
- The Core Team started working with the outputs from the initial convenings and started building relationships. I think the group went through some of the normal forming / norming / storming and performing. I think it was Mary Kosak who first heard of Strive in Cincinnati by way of a piece about Collective Impact that came out in the Stanford Innovation Review – I’ll talk more about this in a bit. Their data was showing impressive results so in the summer of 2011 we took 19 people to Cincinnati to learn for ourselves what they were doing.Cincinnati & Strive have the benefit of large corporations to support their work. The Itasca Area does not have those resources to tap in to. Therefore, you will see one of our key learning is to adapt, not adopt the Strive model. Our biggest learning is that we have within our community the collective will to get something done and to us that means more than the Fortune 500 companies.Everyone we met with in Cincinnati talked about their roadmap - we came back energized and the group set about creating its own guiding document – which they named the Pathway to Student Success and finalized last fall.
- The Core Team started working with the outputs from the initial convenings and started building relationships. I think the group went through some of the normal forming / norming / storming and performing. I think it was Mary Kosak who first heard of Strive in Cincinnati by way of a piece about Collective Impact that came out in the Stanford Innovation Review – I’ll talk more about this in a bit. Their data was showing impressive results so in the summer of 2011 we took 19 people to Cincinnati to learn for ourselves what they were doing.Cincinnati & Strive have the benefit of large corporations to support their work. The Itasca Area does not have those resources to tap in to. Therefore, you will see one of our key learning is to adapt, not adopt the Strive model. Our biggest learning is that we have within our community the collective will to get something done and to us that means more than the Fortune 500 companies.Everyone we met with in Cincinnati talked about their roadmap - we came back energized and the group set about creating its own guiding document – which they named the Pathway to Student Success and finalized last fall.