§ 6.10. Economic Development Policies and Recommendations

Policies and recommendations build on goals and objectives by providing more focused responses to the issues that the city is concerned about. Policies and recommendations become the tools that the city can use to aid in making land use decisions.

Policies identify the way in which activities are conducted in order to fulfill the goals and objectives. Policies that direct action using the words "will" or "shall" are advised to be mandatory and regulatory aspects of the implementation of the comprehensive plan. In contrast, those policies that direct action using the word "should" are advisory and intended to serve as a guide.

Policies

1. Future development shall include a reasonable assessment of impacts to the city's tax base, public facilities, services and infrastructure.

2. Industrial park expansion or improvement shall be reviewed on a bi-annual basis.

3. An adequate supply of developable land or infill development areas shall be available, planned for and adequately regulated for commercial or industrial development within the city.

4. Highway corridor development shall be directed to designated planned commercial areas and address building signage, lighting, service and land use standards.

5. Ensure that there is an adequate supply of serviceable commercial and industrial land located close to adequate transportation services.

6. Encourage industries that provide educational and training programs and those that provide family- and high-wage employment. Maintain and expand public, private, and partnership programs that will provide skilled workers for higher paying jobs.

Recommendations

Recommendations are specific actions or projects that the city should be prepared to complete. The completion of these actions and projects is consistent with the city's policies, and therefore will help the city fulfill the comprehensive plan goals and objectives.

1. Continue to invest in needed industrial park infrastructure according to the TIF District plans.

2. Consider establishing a Main Street Program through the State Department of Commerce.

3. Apply for or support economic development grants as needed to support business retention and expansion.

7. Intergovernmental Cooperation.

In general terms, intergovernmental cooperation is any arrangement by which officials of two or more jurisdictions coordinate plans, policies, and programs to address and resolve issues of mutual interest. It can be as simple as communicating and sharing information, or it can involve entering into formal intergovernmental agreements and sharing resources such as equipment, buildings, staff, and revenue. It can even involve consolidating services, jurisdictions, or transferring territory.

Many issues cross jurisdictional boundaries, affecting more than one community. For example, air, water, and wildlife pass over the landscape regardless of boundaries so that one jurisdiction's activities with regard to air, water, and wildlife impacts other jurisdictions downwind or downstream.

Today, increased communication technologies and personal mobility mean that people, money, and resources also move across jurisdictions, as quickly and freely as air and water. Persons traveling along roadways use a network of transportation routes, moving between jurisdictions without even realizing it.

Frequently, the action of one governmental unit impacts others. Increasingly, we have come to the realization that many vital issues are regional in nature. Watersheds, economic conditions, commuter patterns, housing, media markets, and effects from growth and change are all issues that spill over municipal boundaries and impact the region as a whole. Communities are not islands. For example, the economic health of the City of Greenwood and the health of Clark County are interconnected. The fate of one mirrors the fate of the other.

Wisconsin has over 2,500 units of government and special purpose districts defined as follows:

• 72 counties

• 190 cities

• 395 villages

• 1,265 towns

• 426 school districts

• 16 technical college districts

• Sanitary districts, drainage districts, lake protection districts, metropolitan sewage districts, etc.

Wisconsin ranks 13 nationwide in total number of governmental units and third nationwide in governmental units per capita. With the City of Stanley now owning land in the Town of Thorp, Clark County is home to 46 local units of government. In addition, Clark County shares borders with six counties and 24 local units of government. Having so many governmental units allows for very local representation and means that Wisconsin and county residents have numerous opportunities to participate in local decision-making. However, the sheer number of governmental units with overlapping decision-making authority presents challenges. More governmental units can make communication, coordination, and effective action more difficult, creating a greater potential for conflict. Instead of communicating ideas within one jurisdiction, communication needs to move across multiple jurisdictions and involve multiple boards, commissions, committees, executives, administrators, and citizens. Goals between communities may differ and present challenges. More governmental units may also mean unwanted and wasteful duplication in the delivery of community services. Cooperation can help avoid this.

Intergovernmental Cooperation Benefits

There are many reasons intergovernmental cooperation makes sense. The following are some examples:

• Cost savings — Cooperation can save money by increasing efficiency and avoiding unnecessary duplication. Cooperation can enable some communities to provide their residents with services that would otherwise be too costly.

• Address regional issues — By communicating and coordinating their actions, and working with regional and state jurisdictions, local communities are able to address and resolve issues which are regional in nature.

• Early identification of issues — Cooperation enables jurisdictions to identify and resolve potential conflicts at an early stage, before affected interests have established rigid positions, before the political stakes have been raised, and before issues have become conflicts or crises.

• Reduced litigation — Communities that cooperate are able to resolve issues before they become mired in litigation. Reducing the possibility of costly litigation can save a community money, as well as the disappointment and frustration of unwanted outcomes.

• Consistency — Cooperation can lead to consistency of the goals, objectives, plans, policies, and actions of neighboring communities and other jurisdictions.

• Predictability — Jurisdictions that cooperate provide greater predictability to residents, developers, businesses, and others. Lack of predictability can result in lost time, money, and opportunity.

• Understanding — As jurisdictions communicate and collaborate on issues of mutual interest, they become more aware of one another's needs and priorities. They can better anticipate problems and work to avoid them.

• Trust — Cooperation can lead to positive experiences and results that build trust between jurisdictions.

• History of success — When jurisdictions cooperate successfully in one area, the success creates positive feelings and an expectation that other intergovernmental issues can be resolved as well.

• Service to citizens — The biggest beneficiaries of intergovernmental cooperation are citizens for whom government was created in the first place. They may not understand, or even care about, the intricacies of a particular intergovernmental issue, but all Wisconsin residents can appreciate their benefits, such as costs savings, provision of needed services, a healthy environment, and a strong economy.

This element provides information regarding existing plans or agreements between the community and other jurisdictions, agencies, or groups. In addition, this section identifies existing county plans, plans of neighboring jurisdictions, and intergovernmental statutes and programs.