2026 CDS Annual Conference

If you are engaged in (or interested in) applied research or are working with local and/or regional organizations in guiding their economic development efforts, this is the workshop for you. A team from the Purdue Center for Regional Development (PCRD) has worked hand-in-hand with the U.S. Economic Development Administration to develop/update the economic clusters for all areas of the United States. However, PCRD has added two new critical data products – skills & knowledge clusters – data resources that can better position communities/regions to be participants in the 21st century economy.

This session is geared towards networking opportunities among our CDS members.CDS believes it is essential to highlight the diversity that exists within the membership and cater to the unique needs of international members. The International Connections Session is a unique networking opportunity designed to promote knowledge sharing and collaboration between US-based and International members.

Various topics of interest will be highlighted, among which will include the re-establishment of the CDS International Chapter, a subcommittee of the Membership Committee dedicated to:

• Fostering exchange between local and international members.
• Furthering the development of CDS as a globally minded organization.
• Ensuring that community development is approached from a globally learned perspective by all CDS members in their respective communities.
  
  

CDS will be seeking to determine the interest of members that would like to participate in the International Chapter, creating opportunities for practitioners and researchers alike to meet virtually and assist one another with ongoing projects and challenges beyond the conference.

This presentation explores how rural communities proactively build cross-sector partnerships—government entities, businesses, education, and civic groups—to achieve shared goals before federal funding opportunities arise. Using a broadband planning initiative in Shannon and Carter counties as a case study, we highlight a structured process combining community engagement, data-driven research, and technical guidance. Stakeholder teams collaborated with ISPs and public officials to create actionable strategies, secure support, and initiate infrastructure upgrades. The project demonstrates that proactive planning approaches and cross-sector collaboration positions communities to act decisively, ensuring readiness for investment and achievable digital accessibility.

The Blandin Community Learning Network fostered leadership and network development in eight small, rural communities. Offering structured activities for leaders to increase their capacity to learn together, both internally and across communities, and to take action toward stronger communities. This 12+ month program is an example of how using an asset-based approach centered around the Community Capitals Framework and aligned with many of the CDS Principles of Good Practice, can build the capacity of rural leaders to leverage existing strengths for community change and capacity building. 


We invite you to hear our story about the Blandin Community Learning Network, a program designed to invite community leaders to come together to learn, dream, and take action. The program is a unique model intended to foster leadership and network development both within and across communities using an asset-based approach. 


Structured in three interconnected phases, the program used the Community Capitals Framework (CCF) as its core foundation. Launched in October 2024, the first phase of the program focused on participants identifying their existing community assets and engaging in conversations that challenged thinking about what’s possible. 


Over the next five months, leaders from eight communities took part in online learning group sessions (Phase 2) focused on cultural, human, political and social capitals where they continued to explore assets in their communities and build connections with people within and across their communities. This led to the Phase 3 of the program which incorporated Strategic DoingTM where everyone explored ways to use assets to ‘spiral up’ areas in communities where they could navigate change together.


We’ll share how we scaffolded the program using the CDS Principles of Good Practice to motivate and challenge people, and invited reflective practice. We’ll illustrate how participants developed a transformation mindset by leveraging existing strengths and resources. Finally, we’ll provide insights into maximizing community driven practice by facilitating learning within communities to support ongoing growth and action for a collective future. 

Globally, civil society alliances have been fundamental in challenging the status quo, pushing for social transformation, and holding power structures accountable. For example, the literature demonstrates that in Latin America and Eastern Europe, broad-based civil society coalitions played a pivotal role in democratization and policy reform. Similarly, the history of South Africa demonstrates that civil society alliances have been central in enhancing development and fostering social change from below. Pre-1994, civil society alliances such as the United Democratic Front (UDF), among others, were central in the demise of the apartheid system. Post-1994, civil society alliances have emerged as a cornerstone in the democratic era by strengthening democratic processes, enhancing good governance, and fostering accountability. One of such civil society alliances is the #ZumaMustFall (#ZMF), which was a nationwide protest movement mobilized across social classes and sectors to demand accountability and the resignation of former President Jacob Zuma over corruption and governance failures. Therefore, the paper adopts content analysis to analyze opportunities and challenges for civil society alliances/coalitions in enhancing community development using the #ZMF as a case study. The paper uses collective action theory as a theoretical lens to interpret the findings from literature. The preliminary findings highlight that the civil society alliance has the potential for unified citizen action to influence governance, demand accountability, and foster participatory democracy. However, it also revealed internal fragmentation, unequal representation, and limited continuity beyond the protest moment, which constrained its long-term developmental impact. Therefore, it recommends that future civil society alliances strengthen internal coordination mechanisms, build inclusive leadership structures, and establish long-term community development agendas that extend beyond protest action. 

The Archway Partnership, a Public Service and Outreach unit at the University of Georgia (UGA), has established an innovative and thriving partnership with UGA’s Terry College of Business Institute for Leadership Advancement (ILA) through years of collaboration. During the ILA course, students are paired with community partners across Georgia to address critical community projects, several focused on significant change. These partnerships are facilitated through Archway, which serves as the conduit between real-world challenges and students in the ILA program. Through these interactions, students learn to navigate working with clients, learn about Georgia communities, apply classroom content in real-world settings, and clients gain a fresh perspective on ways to change and adapt.

The Connected Resilient Communities (CRC) program, a part of University of Georgia’s Archway Partnership, partners with local leaders, students, and faculty to address community-identified priorities through asset-based, collaborative design. CRC projects, ranging from heritage preservation and environmental planning to early literacy, health assessment, and downtown revitalization, apply participatory approaches to generate implementation-ready solutions. Working across rural, micropolitan, and small-city contexts, CRC strengthens local capacity, nurtures cross-sector partnerships, and buildstowards long-term community resilience. This presentation highlights CRC’s model and showcases project examples demonstrating how communities create innovative, place-based pathways toward thriving futures. 

[program name] is an emergent program developed from [organization] to bridge university resources and research to community identified priorities. To achieve this, [program name] draws on the research based Collective Impact methodology to bridge institutional and community partners around shared goals, metrics, and strategics. In [town, state], [program] Scholars are working hand-in-hand with local partners to support community needs and goals. Through this program, graduate students in [program] grow as leaders, communicators, and collaborators in community engagement plans. The focus of [program] is to center student experiential learning to develop and sustain impactful community-centered partnerships across [state].

This panel brings together panelists from a local nonprofit recovery organization, state and local governments, higher education institutions, businesses, and community organizations to support recovery for those with substance abuse disorder. These partnerships and programs seek to support individuals in recovery while also building and strengthening ties to community and support networks.


Panel Presentations:
DFCS Family Support 
Discussion of work with Georgia Department of Family and Children Services to support families in recovery that interact with the system.
Peer Support for Incarcerated Individuals
Discussion of Peer Support services in the local jail for those seeking help for recovery.
Center for Addiction Recovery
Discussion of partnership with Georgia Southern University’s Center for Addiction Recovery which provides support for students in recovery as well as research and training on issues related to addiction and recovery.

Housing instability presents critical challenges across all communities. In three Georgia counties, the University of Georgia Archway Partnership’s Issue Work Group model is addressing these needs through collaboration with community partners and resources from UGA. Leveraging student engagement, faculty mentorship, and data-driven decision-making, three community issue work groups have developed initiatives, conducted research, and mapped assets. This session highlights strategies for higher education-community collaboration, experiential learning, and building sustainable solutions to local housing challenges.

Communities across the nation are struggling with rising rates of homelessness, driven by growing inequality and skyrocketing housing costs. In response, many community coalitions are emerging to address these problems. However, integrating diverse public perspectives, including people with lived and living experience, has not been integrated into many of the planning processes. This paper presents findings from a pilot program using a “citizen’s assembly” to inform a community-plan to address homelessness. Results from pre- and post- surveys demonstrate that citizens assembly are collaborative and worthwhile, fair and balanced, and encourage participants to gained new perspectives. Qualitative data from participants demonstrates a impactful experience for participants and community partners.

This dynamic partnership navigates change to revitalize Mount Holly Springs (MHS), PA, through intergenerational and cross-sector collaboration in asset-based community and economic development. This partnership includes elected officials, businesses, nonprofits, community-based organizations, college students, faith communities, and residents.   After understanding MHS’ strengths, weaknesses, opportunities, and threats, college students offer “food for thought,” including catalytic investments in education/workforce training, infrastructure, cultural energy, business mentoring, sustainable growth, environmental preservation, and transformation of a school into a commUNITY center, complete with grant application language. With permission, I could also facilitate a discussion of conference participants' examples of Community Development 

This project examines an emerging cross-sector collaboration formed in response to a major economic shock in a single-industry community, following the announcement of approximately 1,000 layoffs at the region’s largest employer. The initiative brings together post-secondary institutions, small business and entrepreneurship centres, municipal agencies, non-profit development organizations, and labour-affiliated retraining partners to reduce silos within the entrepreneurial and workforce development ecosystem. The presentation explores early lessons from coordinating across historically fragmented funding and service landscapes, with a focus on limiting duplication, strengthening complementary roles, and responding collectively to a moment of profound community transition. 

Rather than competing for limited resources or duplicating services, this collaborative represents an effort to navigate change together by intentionally breaking down silos within the local entrepreneurial and workforce development ecosystem. Partners include a university and college, small business and entrepreneurship centres, municipal government agencies, community futures, and other non-profit development organizations, and labour-linked retraining initiatives. Each brings distinct mandates, funding constraints, and institutional cultures, requiring ongoing negotiation, trust-building, and clarity of purpose.

The presentation focuses on how cross-sector collaboration becomes both more difficult and more necessary during periods of economic disruption. It explores the conditions that enabled cooperation, the tensions that emerged, and the opportunities created by focusing on what is unique about each partner rather than attempting to do everything at once. Recognizing that this work is still unfolding, the session will intentionally invite feedback and shared learning from conference participants who have navigated similar transitions, positioning the presentation as a collective learning space rather than a finished case study.

This session details the Moving Waseca FORWARD project, a year-long rural workforce development initiative. The project brought together diverse stakeholders (education, business, government) using a cross-sector collaborative approach to address local workforce needs. Leveraging existing curriculum, the initiative formed task forces focused on agriculture and healthcare to improve career pathway awareness and communication. Presented by Extension educators and a key community partner, this session will share practical lessons on facilitating effective cross-sector partnerships and data-driven community development strategies in a small rural setting.

Key insights will include the value of creating a dedicated space for collaboration, strategies for balancing external data with local lived experiences, and lessons learned on empowering local leadership. Featuring community perspectives and initial results from our 6-month evaluation, this session offers practical, transferable strategies for forging effective cross-sector partnerships to navigate community change.

Communities are navigating an age of mobility, where traditional boundaries no longer reflect how people live, work, and play. This presentation will delve into how mobile data can help communities adapt and respond to shifting economic landscapes. Drawing on findings from Wadena County, Minnesota, this session will explore an innovative approach that breaks down traditional boundaries by utilizing mobile data to reveal new insights into community connections.
By engaging with community leaders, meaningful insights can be determined from mobile data to highlight connections between communities that highlight the impact of housing, job, and transportation corridors in rural counties. Key information from community partners allowed for additional customization and analysis, strengthening the application of the project findings. By demonstrating this collaborative approach, participants will gain valuable insights into the application of this modern tool to make informed and collaborative economic development decisions.

Building resilience in flood-prone communities requires trusted partnerships. Through a National Fish and Wildlife Foundation grant, Florida Extension collaborated with the Tampa Bay Regional Planning Council to strengthen engagement for the Tampa Bay Coastal Master Plan (CMP). Together, they trained 26 Extension agents and community members to lead listening sessions, piloted in seven counties with 74 residents. Insights were shaped into workshops for 66 local leaders and municipal staff, boosting their confidence and capacity to engage with under-resourced communities. Many participants joined a Community Engagement Committee, which meets quarterly to guide outreach and strategy. This partnership-driven approach ensures diverse voices inform the CMP and future resilience planning.

Wahkiakum County, Washington experiences flooding and erosion that harm property, the economy, and salmon habitat, causing community tension. In response, the Wahkiakum County Marine Resources Committee launched the Wahkiakum Common Ground Workshop Series to build trust and collaboration among local and regional leaders as a foundation for future multi-benefit watershed restoration. Four workshops in 2025 combined presentations, site visits, and small-group discussions using appreciative inquiry and asset-based community development approaches. Thirty-seven leaders participated. Evaluations showed that participation increased trust, connection, confidence to collaborate, and support for shared solutions that reduce flooding and erosion and benefit people, salmon, and the economy.

This case study examines how community leaders in a rural, climate-vulnerable community in North-eastern Nebraska mobilize local resources, social networks, and community involvement to prepare for, respond to, and recover from climate-related disasters. Through in-depth one-on-one interviews with community leaders and members, along with document analysis, the study explores how community leaders identify and leverage local assets and social networks in building resilience, the strategies they use to promote collaboration and shared decision-making during crises, and the challenges they face at each stage of building resilience against climate disasters.
The study aligns with the conference theme, “Community Currents: Navigating Changes Together,” as it demonstrates how a rural community collectively overcomes climate-related disruptions through shared participation and local problem-solving. It highlights how community leaders involve residents, groups, and existing social networks to prepare for, respond to, and recover from climate-related disasters, instead of relying on external experts to handle the situation. The study also fits with the track “Chart Cross-Sector Pathways” by examining how leaders utilize existing relationships to foster collaboration between formal institutions, both locally and externally, as well as with informal networks to coordinate disaster planning and response. The study’s findings offer practical insights into how leaders handle complex challenges to strengthen their communities’ resilience and could benefit other communities facing similar climate-related issues. It could also produce evidence to inform policies to improve the effectiveness and fairness of disaster resilience efforts in rural communities.