Cobscook Community Learning Center

1. Cobscook Community Learning Center A model of visionary grassroots education “First you must learn to love life. Then, you can make the world over.”- Grundtvig, founder of the Scandinavian folk schools

2. Springboard Question: “How can CCLC market itself to most effectively convey the value of its work and differentiate itself from other organizations?”

3. The Mission The mission of the CCLC is to sustain an educational setting within which people can cultivate understanding and enrich life through experiences in the natural surroundings, with our cultures and traditions, and through access to the arts. “A growing group of educators … believe that community learning centers offer the seeds of a new vision for education in this country. In this endeavor CCLC stands in the forefront.” - Vicky Eiben, PhD. From her 2008 dissertation: Success and Sustainability of Visionary Grassroots Education Initiatives in Rural Areas.

4. Economic Landscape • Washington County: a rural region in transition • Third poorest county in the US • 57% live within LMI standards • 18% live below the poverty level • $14,119:  Avg. per capita income • $25,869:  Avg. household income • CCLC commitment within that context • 70% of participants live within LMI standards • Programs designed for all ages • Participants come from Passamaquoddy and Euro-American populations • CCLC committed to access for everyone regardless of their ability to pay

5. What is the CCLC? • The CCLC is a contemporary local expression of a community folk school. It creates and supports access to: • Lifelong learning • Arts • Environmental education • Social and political engagement • Community events • Community dialogue • Enrichment education

7. History 1999 – CCLC founders come together and establish a vision 2001 – First programming offered 2003 – First staff hired, capital campaign for first building begins 2005 – First building completed, Board of Directors forms, programming and enrollment increase by over 100% 2007 – Second and third buildings completed, programs and enrollment continue to grow 2008 – Staff, programming, and campus grow tremendously

8. Finances 2008 Income and Expense Profile Total Budget: $378,000

9. “The CCLC is a gift to our area and our county. The atmosphere of the center, the staff, and the grounds is a place where everyone can feel welcome, loved, and respected.” • -Georgiana Kendall, Women, Work and Community • “Man, I love it here. If I could learn in a place like this all the time, I’d be an A student. I’m serious. It stinks to fail.” • -Nick Merchant, 16-year old CCLC student • “The CCLC is the first place I have been where I feel truly welcomed into a learning process. Our young people need this place. I want more of this.” • - David Soctomah, CCLC student • “People are excited about this new fixture in our community. This on-going educational, spiritual, health, mind and body experience is now part of my window to the world.” - Sheila Huckins, Community Volunteer • “The CCLC provides an on-going, deeply caring, democratic community that is committed to developing local leadership so the people have continuing support and evolving opportunities to stretch themselves.” • -Mary Field Belenky, Author of Women’s Ways of Knowing

10. A Vision of Success A successful marketing effort would result in: • people diversifying ways they use the center and participating more deeply. • a powerful diversity of mixed media that effectively reflect our program and organizational strengths. • all CCLC staff, board, etc, becoming fluent in communicating the importance and value of the center. • the creation of relationships with corporations and other business entities who will better understand our work. • CCLC supporters entering into sustained relationship with the center and the center becoming a secure, stable fixture in the community.

11. Past Efforts Past initiatives include: • Many modes of direct outreach, including: newsletters, radio, brochures, personal contacts, email, press releases, posters, word of mouth, some newspaper ads, and informational tables • Speaking at public events • Serving as a research site for doctoral student • Promotion through Association of World Education

12. Resources & Challenges • Strengths: • CCLC fulfills a regional need • compelling story – local grassroots initiative • strong organizational culture and values • full-time comm/dev office • creative approach • vibrant and committed staff and board • staff is technologically proficient • a beautiful, scenic campus • momentum from a decade of growth • Challenges: • vast geographic area/sparse pop. • limited marketing budget • balancing needs of the moment against longer-term thinking • learning to use systems effectively • using our contacts to their highest potential • keeping marketing approaches fresh • need for more effective management strategies • need for more technology and even greater proficiency • time, time, time • adaptability

13. Springboard Question: “How can CCLC market itself to most effectively convey the value of its work and differentiate itself from other organizations?”