THE DYNAMIC 90s
During my 28 years of public service as an alderman, and then a mayor, and now as a member of the county board, I have experienced many of the changes that have occurred in the field of municipal government, particularly as it has been impacted by urban growth and economic development. Varied and stressful as these changes have been, none can compare with those which are underway at this time. It is essential for all of us in municipal service to recognize the need to plan and prepare for sensible growth, and the challenges of new forms of real estate development. I am not writing to describe terrible, pending catastrophe. I am, I hope, describing the OPPORTUNITY, of successful planned and sensible development from the perspective of both the community and developer.

When it comes to solving today's growth-related problems, we will not be able to rely on old solutions, or what yesterday was contemporary wisdom. The municipal and development worlds have changed, in the USA, and even more in the State of Illinois. In order to reach new solutions, we should use our collective wisdom and experience as a historical base to understand the problems of today.

The economics of development are totally different now than they were even a few years ago. In the past, many planning and development costs were paid with grants from the State or the Federal Government. Even without that direct assistance, we were not being pressed to pay these, or other services that historically were covered under Federal or State general revenue sharing. But those "cash cows" have gone dry, and we must stand closer to the ire of the wrath of the electorate when we spend their money.

Today, real estate developers are also faced with severe difficulty in obtaining financing. In scrambling to find ways to finance their developments, they may propose unconventional methods, including some forms of public/private partnership or municipal subsidy. BE CAREFUL. Our zeal to create new jobs and tax base must be balanced by healthy skepticism. Remember the Trojan Horse.

In order to properly meet the developer on a level playing field, you must be able to call upon a multi-disciplined development team at least equal in talent to those professionals the developer will bring to the table. You will need a community development philosophy, against which you can measure the efficacy of a proposed development. In order to formulate this philosophy you will need professionals able to assess the situation, articulate the problems, and suggest solutions.

TWO VIEWS OF THE SAME PROBLEM -- MANAGEMENT OF GROWTH
The opportunity of how to plan for successful growth can be looked at from two perspectives. The first, from the vantage point of a community finding itself in the path of fast-paced urban sprawl. In this case, growth is experienced because of industrial, commercial and/or residential expansion of the metropolitan area.

Urban areas are spreading farther and farther away from the borders of the "City Centre," as both service and manufacturing businesses relocate to smaller communities. Advances in communication technology and transportation make outlying communities, once thought of as "out-of-the-way" locations, much more accessible, and therefore desirable. Suddenly, your community, or areas close by, are very attractive to businesses looking to relocate or expand. This situation can occur simply by having a major employer relocate within 50 to 100 miles of your community. For proof of this, look at the new Sears development in Hoffman

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Estates, and the impact it will have on communities as far away as DeKalb, Sycamore, Harvard, Marengo or Belvidere, Illinois. Municipalities faced with unanticipated sudden impact of strong development pressures brought about by urban sprawl require the immediate services of a "trauma" team, analogous to experienced specialists in an emergency hospital room.

When the "bear" is right outside your door, you need immediate help, and no one individual is capable of delivering all the expertise that is necessary. You must have available multi-disciplined talents and abilities to be able to rapidly design and implement growth management plans or negotiate with developers.

A successful growth management plan may also be developed from the second perspective of those cities and villages in downstate areas not in the path of forced expansion due to urban sprawl, but instead wishing to expand by attracting industry or other development to their community. This desire to attract new industry and jobs to their communities is laudable, but only if it is done with proper planning to ensure that the effect upon the community will be beneficial. You must be sure that the costs of enticing the industry are commensurate with the benefits derived.

You must be sure that your economic development authority (and particularly a paid director), are in fact, picking and choosing the opportunities based on the needs and goals of the community and not on whether or not he or she "looks good" in the near-term. Similarly, "pretty pictures" prepared by planners for urban development are of no use if the economics will not support the completed project.

Whether forced by reason of urban sprawl, or sought out by the community itself, careful analysis of the present situation, a clear understanding of future goals, and good long-range vision are needed when making decisions regarding community growth. In order to be consistent in making these decisions, a mu-

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nicipal development philosophy, including a clear definition of long-term planning goals and economic objectives, is absolutely essential. The philosophy you choose should be the basis from which you create and implement various tools which can help you achieve certain objectives, i.e., a comprehensive plan, proper zoning ordinances, subdivision regulations, impact fees, etc. This requires the input of not only planners and attorneys, but of professionals with extensive experience and training in the fields of development and politics. The best plans and greatest developments in the world are meaningless if they are not able to be politically articulated, explained and "sold" to the public.

"THE COMBAT INFANTRY OF DEMOCRACY" NEEDS MODERN ARMS
Elected officials of the community are the only players in this process who must constantly face the electorate. You are in effect the "combat infantry of democracy;" you face the fire of citizens on an average of two to three times a month at open meetings of councils or boards and committees. You have the most direct responsibility to serve your electorate. This responsibility cannot be temporarily abdicated. Therefore, you, more than any other elected officials, have a need for reliable information that considers all facets of municipal development: for sound financial, social, legal and political advice; and an atmosphere conducive to proper and responsible decision-making, based on a well formulated municipal development philosophy. •

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