The Mayor’s Leadership Role in Economic Development
Making something or just let anything happen!
In the “big picture” of community economic development, a Mayor can make things happen! The Mayor is ultimately responsible for the community’s economic development strategy. The Mayor as the chief elected officer of the community, must combine public and private interests to complete projects that result in better community - in other words, to implement the community’s economic development strategy.
A community economic development strategy is essentially developed in two ways, - strategically or haphazardly. Too often in small communities, Mayors, staff and other elected officials are too busy reacting to citizen problems and complaints to consider the serious importance of a formal written community economic development strategy. .
This article describes how Mayors find themselves trapped into a reactionary haphazard community economic development strategy. The authors advocate that it is the responsibility of the Mayor working with other elected officials and staff to defend against these haphazard traps and provide necessary leadership to facilitate a strategically focused community economic development strategy.
COMMON ECONOMIC DEVELOPMENT STRATEGY TRAPS
#1 - WHY PLAN, WHEN YOU CAN REACT?
The old adage “why plan, when you can react” especially applies to local government economic development. Today, most Mayors feel overwhelmed with the day-to-day government services that need to be provided with limited and decreasing revenues. Almost every Mayor has at one time or another lamented the difficulty of getting things done. In addition to working full times jobs themselves, they must now face increased citizen demand for services and uncertain revenues. In times like this it is hard to focus community leadership towards future planning when there are so many daily problems to solve. How can long-term creative ideas for the future seriously be considered when government administration is totally involved in meeting daily service needs?
The result is reaction to any ( if there is any) economic development in a haphazard, uncoordinated fashion.
# 2 - ANY ROAD WILL DO WHEN YOU DON’T KNOW WHERE YOU ARE GOING.
The “squeaky wheel fix” is another common trap. This typically occurs when citizens complain loudly. The government then takes action to correct the problem with little, if any, forethought of how it “fits” into the larger scheme of economic development for the community.
The result is often disconnected projects having no relationships. They do not set the framework for future economic development projects.
#3 - GIVE ME DEVELOPMENT - ANY DEVELOPMENT THAT INCREASES TAX BASE!
If your community is a “hot growth spot”, the desperation for new tax base may not be as great as older comminutes or communities affected by recent job losses. However, in many communities any development is welcome even if might jeopardize a desired long-term position of the community.
Again, the result is often development not related to any plan for the future.
#4 - SIT BACK AND JUST LET IT HAPPEN!
Another strategy may be simply to wait until developers come forward with projects. You then react to their proposals.
Like above, the result is often development not related to any plan for the future
WINNING FRIENDS WHILE BUILDING YOUR STRATEGY
To avoid the above traps, you want to influence the long-term economic future of your community. The Mayor must be pro active and facilitate the preparation of a community economic development strategy. This strategy will illustrate the long range vision of the community and identify specific projects necessary to achieve this vision.
The Mayor must initiate the community economic development strategy planning process. An exercise must be completed that identifies specific projects that are necessary to the economic goals of the community. The community must prioritize the projects and determine their cost. The community then builds the priority projects that are financially prudent. The community does this over a number of years. The priority may be modified because the community faces a major change, but for the most part the community continues its long term vision and funds the next priority and not today’s hot topic.
The overall community economic development strategy must be built on the consensus of elected officials, private business interests and the majority of citizens. Mayoral leadership fosters a process that develops a community-wide consensus about projects resulting in implementation of an economic vision.
STEPS IN PREPARING THE ECONOMIC DEVELOPMENT STRATEGY
#1 - DEFINE THE COMMUNITY ECONOMIC DEVELOPMENT VISION OR GOAL
Our experience is that residents and business owners within any community have many ideas about economic and community development improvements needed for the community. The Mayor and community leadership need to hear these ideas at the very beginning of the process.
There are a number of ways to solicit these ideas. The most popular process is to hold a community meeting, send out a mail return questionnaire, and/or solicit ideas through a survey undertaken by a professional firm or listed on your web page.
The community meetings works only when it is directed. Our experience is that it is beneficial have a disinterested third party facilitator experienced in community goal setting techniques conduct the meeting. Another technique is to have a community open house with a number of concepts aired for citizens to see and react to at specific stations.
Based on this input the Mayor leads the other elected officials in forming a vision for the overall future for the community. The community then communicates this vision both graphically and in writing. An implementation strategy accompanies this vision which contains creative proposals to improve the community and the process to implement the proposals.
#2 - IDENTIFYING AND PRIORITIZING PROJECTS
The community economic development strategy will include a listing of projects that could enhance the community. We are always faced with the question of how to develop specific projects?
Projects that the community must implement are sometimes not the priority of the community, but some regulating body. For instance, improvements may be required by the State before communities can address extensions and enlargements of the municipal water and sewer system. Others are identified by staff, consultants, business leaders, citizens, other elected officials or bodies and developers that would like to invest in the community.
You can simply sit down with theses individuals and identify needed and required projects. Similar processes are needed here as with the development of the overall strategy.
Ultimately the Mayor and elected officials must develop priorities. They must then work with staff to make the plan feasible. They then develop an the implementation schedule of the community economic development plan. The Mayor will serve as the facilitator for its implementation. The Mayor will meet and interact with or direct staff to undertake this role with developers, grant agencies, development approval bodies, other elected officials and the citizens of the community.
Mayors can make things happen. A Mayor can lead the community economic development strategy that will seek to implement specific actions and projects or react to initiative brought about by others.
It takes vision, leadership, and courage to step out front and lead community economic development. History has proven that Mayoral leadership, energizing the political and economic leadership of a community, has success in achieving the community’s desired economic development vision.
About the Authors
Craig Harlan Hullinger, AICP, is the President of Planning Development Services. He has served as the Will County Director of Land Use and Planning where he supervised planning, zoning, engineering, and building functions. He is currently working with the Villages of Richton Park, Tinley Park, Minooka, Mokena, Munster, IN, and as an expert witness. Craig has a BA Degree in Public Administration and a Master’s Degree in Environmental Planning. He can be contacted at 708/ 532- 8991 or E-mail Craig@Hullinger.com
Beth Ruyle is an Executive Vice President and Director with Ehlers and Associates. She recently served as the Director of the South Suburban Mayors and Managers Association. For over twenty years she lead thirty -eight municipalities in this Council of Governments in the development of plans and programs. At Ehlers and Associates she is undertaking a myriad of projects in fiscal strategic planning, economic development and redevelopment, and public finance. Beth has her Master Degree in Public Administration from the University of Georgia. Contact Ruyle at 630/355-6100 or at E-mail firstname.lastname@example.org.
Chuck Eckenstahler, AICP, is the owner of Public Consulting Team, a Benton Harbor, Michigan planning consulting firm engaged by the Villages of Beecher, Sauk Village and Homewood to serve as their consulting planner. He holds two Masters’ Degrees, one from Governors State University and the other form the University of Notre Dame. He is an active writer, having more than 100 articles published on various economic development, land use planning and real estate development topics. He can be contacted at 219-879-1012, or E-mail at email@example.com.
For more information on Craig or Chuck visit our web page at http://www.Craig.Hullinger.com
For more information on Ehlers and Beth visit her web page at www.ehlers-inc.com.