Building a Brighter Future for Rural Illinois:Goals for Stronger Communities
Rural Partners members in collaboration with otherresidents across rural Illinois
Building a Brighter Future for Rural Illinois: Goals for Stronger Communities
Published by Rural Partners, 3085 Stevenson Drive, Suite 302, Springfield, IL 62703
August, 1998
In July 1996, a small group of public and private allies of Rural Partners undertook the task of drafting a documentthat would: reflect the most inherent needs and desires for effective rural development in the State of Illinois; providean inclusive platform for further discussion, input, and collaboration; and ultimately set a direction by which ruraldevelopment agencies, policy makers, and local citizens may work more effectively together to channel scarceresources and avoid duplication of efforts.
Development of this information has resulted from input from a variety of rural constituents. Representatives ofpublic and private sector agencies have continued to work closely with Rural Partners to ensure rural Illinois’concerns and aspirations for community and economic development are accurately reflected. More than 500comments were recorded and incorporated into the planning process following a series of eight regionally sponsoredpublic meetings that were held throughout Illinois in the spring and early summer of 1997. In September, 1997, RuralPartners sponsored a statewide Benchmarking Conference to examine principals of benchmarking and performancemonitoring for state and local development. In March, 1998, a written survey of attendees at the 9th Annual RuralCommunity & Economic Development Conference was distributed in an effort to identify high priority goals from alist of more than 50 potential initiatives that had been proposed through the planning process. The survey returnednearly 100 responses — a necessary basis from which the Rural Partners planning team has been able to extract“Goals for Stronger Communities.”
Special thanks to the initial collaborating agencies: USDA Rural Development; Illinois Institute for Rural Affairs;Governor’s Rural Affairs Council; IL Department of Commerce & Community Affairs; IL Department of Agriculture;IL Department of Public Health; IL Rural Water Association; University of Illinois at Urbana-Champaign; andSouthern Illinois University at Carbondale.
This publication was compiled and edited by the Illinois Institute for Rural Affairs.
August 1998
What is the future of rural Illinois?
Predicting the future is never easy. The future of our rural areas depends in large part on localconditions and trends. We do know that achieving complex goals often requires detailed strategies thatmay take months–or even years–to put into place. It seems clear that quick fixes usually don’t work.
If you talk to rural leaders, many will tell you that successful community and economic developmentefforts require true collaboration–a holistic approach that takes into account a variety of viewpoints andinvolves all parts of the community. Such collaboration usually results in the development of a community"vision" that challenges the status quo and elevates every member of the community.
The purpose of this publication is to highlight goals that will help rural residents pursue higherstandards of living and better, more efficient communities, while still preserving the character of ruralIllinois. It is part of an effort by Rural Partners–the state’s private/public rural developmentpartnership–to develop a strategic plan for rural development in our state. However, these goals are onlya starting point. As you will see, much work needs to be done in order to move from "where we are" to"where we want to be." We need to develop action plans and "fill in the gaps" so that we can move fromthese goals to the specific activities necessary to carry them out. Not every goal will apply to everycommunity, but working together, they will improve all rural areas of our state.
We need–and are looking forward to–your input. Please contact Paul Galligos at 3085 StevensonDr., Suite 302, Springfield, IL 62703, or fax (217) 585-8233 with your ideas and recommendations for thefuture and to find the names of Rural Partners members in your area. More importantly, please be activein your own community to shape these goals to fit your local situation and put them into place.
Sincerely,
Rural Partners MembersAnd Board of Directors
iv
CONTENTS
Preface . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . i
Foreword . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
IntroductionMission, Vision, Assumptions . . . . . . . . . . . . . . . . . 3
Guiding Principles of Strong Rural Development . . . . . . . . . . . . . . . . . 4
Chapter 1: Leadership Development . . . . . . . . . . . . . . . 5
Chapter 2: Economic Vitality . . . . . . . . . . . . . . . . . . . . 7
Chapter 3: Quality of Life . . . . . . . . . . . . . . . . . . . . . 10
Conclusions / What’s Next . . . . . . . . . . . . . . . . . . . . 16
Key Definitions, Acronyms and Abbreviations for Rural Development in Illinois . . . . . . . . . . . . . . 17
Current Trends and Conditions . . . . . . . . . . . . . . . . . 19
About Rural Partners . . . . . . . . . . . . . . . . . . . . . . . . 23
WinnebagoStephenson
RichlandLawrence
Wabash
LakeMcHenryJo Daviess
Alexander
Cook
Rock Island
Henderson
Ford
Calhoun
Putnam
Adams
Macoupin
Madison
Monroe
Randolph
St. Clair
Pike
Greene
Jersey
ScottMorgan
Washington
Perry
Jackson
Union
Sangamon
Bond
Clinton
Montgomery
Christian
Henry
McDonough
Schuyler
Brown
Hancock
Cass
Fulton
Mercer
KnoxWarren
Marshall
Tazewell
Mason
Menard
Peoria
Logan
Woodford
Stark
Whiteside
Carroll
Lee
Bureau
Ogle
Moultrie
Clay
Hamilton
Johnson
Pulaski
Franklin
Williamson
Massac
Pope
Saline
Shelby
Jefferson
Fayette
Marion
Wayne
Effingham
Edwards
White
Hardin
Gallatin
Jasper
Coles
Cumberland
Crawford
Clark
Livingston
De Witt
Macon
McLean
Piatt
La Salle
DeKalb
Boone
Iroquois
Douglas
Champaign
Edgar
Vermilion
Grundy
Kendall
Kane
Will
Kankakee
DuPageSTATE OF ILLINOIS
RURAL COUNTIES
Adams CountyAlexander CountyBond CountyBrown CountyBureau CountyCalhoun CountyCarroll CountyCass CountyChristian CountyClark CountyClay CountyColes CountyCrawford CountyCumberland CountyDe Witt CountyDouglas CountyEdgar CountyEdwards CountyEffingham CountyFayette CountyFord CountyFranklin CountyFulton CountyGallatin CountyGreene CountyHamilton CountyHancock CountyHardin CountyHenderson CountyIroquois CountyJackson CountyJasper CountyJefferson CountyJo Daviess CountyJohnson CountyKnox CountyLa Salle CountyLawrence CountyLee CountyLivingston County
LoganCountyMcDonough County
MacoupinCountyMarionCountyMarshallCountyMasonCountyMassacCountyMercerCountyMontgomery CountyMorganCountyMoultrieCountyPerry CountyPiatt CountyPike CountyPope CountyPulaski CountyPutnam CountyRandolph CountyRichland CountySaline CountySchuyler CountyScott CountyShelby CountyStark CountyStephenson CountyUnion CountyVermilion CountyWabash County
Warren CountyWashington CountyWayne CountyWhite CountyWhiteside CountyWilliamson County
METROPOLITANCOUNTIES
Boone CountyChampaign CountyClinton CountyCook CountyDe Kalb CountyDu Page County
Grundy CountyHenry CountyJersey CountyKane CountyKankakee CountyKendall CountyLake CountyMcHenry County
McLean CountyMacon CountyMadison CountyMenard CountyMonroe County
1
Ogle CountyPeoria CountyRock Island CountySt. Clair CountySangamon CountyTazewell CountyWill CountyWinnebago CountyWoodford County
FOREWORD
The 1990s brought a new era to many ruralIllinois counties. After losing significant numbers ofresidents in the 1980s, many counties haveexperienced population gains since 1990, in somecases substantial increases. In the 1970s, manyrural counties that had experienced populationdeclines for decades grew in population and, overall,nonmetro areas increased more rapidly than urbanareas. Because the growth was short term anddeclines resumed in the 1980s, some dismissed theexperiences in the 1970s as an aberration. Thequestion now is whether the 1970s or the 1980swere the unusual period.
Two distinct groups of counties appear tocharacterize the 1990s. On one hand are thosewith population increases and relative economicprosperity. On the other are counties—usually inmore remote agricultural areas—with highunemployment and population declines. Eachcounty group faces different policy issues. Smallcommunities in growing counties have housingshortages and infrastructure deficiencies. Decliningcounties must aggressively attract, retain, andexpand existing industry to generate betteremployment opportunities. State policies mustrecognize both county types and assist local leadersworking to improve the future of their communities.
This document addresses a wide variety ofneeds throughout rural Illinois. Several keydefinitions are provided on subsequent pages to
bring readers and contributors together on selectterminology. However, a definition for “ruralcommunity” is conspicuously omitted, because theintent of this rural development plan is to addressvarious communities of interest, rather than toassume that “one definition fits all.”
A initial planning group organized by RuralPartners started this effort to provide a forum forfuture discussion, input, and decision making. Ashort list of trends and conditions generated by thisgroup included the following items (for moreinformation, contact the Illinois Institute for RuralAffairs at 800-526-9943).
Average Earnings Per Job, 1986-1995
$10,000
$12,000
$14,000
$16,000
$18,000
$20,000
$22,000
$24,000
$26,000
19
86
19
87
19
88
19
89
19
90
19
91
19
92
19
93
19
94
19
95
Source: Bureau of Economic Analysis.
(Adjusted for Inflation)
$8,656
$23,089
$7,107
$15,982
$23,031
$14,375
Metro
Nonmetro
Unemployment Rate, 1980-1998*
0.0
2.0
4.0
6.0
8.0
10.0
12.0
14.0
16.0
1980
1982
1984
1986
1988
1990
1992
1994
1996
1998
*
Nonmetro
Metro
*As of May 1998. Source: Illinois Department of Employment Security.
Percent
3
Per Capita Income, 1986-1995
$8,000
$10,000
$12,000
$14,000
$16,000
$18,000
$20,000
19
86
19
87
19
88
19
89
19
90
19
91
19
92
19
93
19
94
19
95
Source: Bureau of Economic Analysis.
(Adjusted for Inflation)
$6,053
$16,866
$4,299
$12,567
$18,540
$12,488
Metro
Nonmetro
INTRODUCTION
Throughout the strategic planning process, to date,several reoccurring themes have arisen. The RuralPartners planning team offers the following mission,vision, assumptions and guiding principles as a basicfoundation to achieve long range goals for ruralcommunity and economic development.
MISSION“The partners in this statewide strategic planseek to strengthen and to supportlocal, regional, state, and federal effortsto elevate the quality of life and economic capacity inrural Illinois through a coordinated useof public and private resources atlocal, state, and federal levels.”
VISION“All rural communities in Illinoishave developed the leadership andeconomic vitality to maintaina high quality of life forall of their citizens.”
ASSUMPTIONS1. Effective approaches for rural development are
based on local ownership and collaborative effortsbetween and among communities. Grassrootsownership and multi communitycooperation/collaboration are essential for ruraldevelopment in Illinois.
2. A coordinated and comprehensive ruraldevelopment approach will be most effective. Coordinated and specialized assistance by publicand private agencies is needed to avoidduplication of services and to help leaders andpolicy-makers in rural Illinois make decisions thatare consistent with local needs, goals, and values.
3. Rural development activities encourage the use ofan integrated approach. Integrated decisionmaking involving disparate groups andconstituencies is essential for designing a holisticapproach for development of the communitybefore development in the community can occur.
4. Rural Illinois has a diverse base of social andeconomic support. Rural is not necessarily
synonymous with agriculture.
5. The private sector plays a leading role in ruraldevelopment. Government should not subsidizepeople and communities to do what the privatesector is willing to do better.
6. Solutions cannot come from state and federalgovernment alone. State government shouldsupport local efforts to find solutions—localinitiative, involving all levels, is essential.
7. With continued research analysis, effective policydevelopment and advocacy, rural areas can reachfull potential. Based on a solid understanding ofrural issues, statewide services provideinfrastructure needed for local policies to succeedand result in long-term, sustainableimprovements.
Guiding Principles of StrongRural Development
1. Local Solutions: With public and privateleadership, community-based planning, andcapacity-building, successful ruraldevelopment will occur from a social, physical,and financial perspective.
2. Informational Resources: Leadership capacityand effective community-decision making areenhanced through the use of timely andaccurate information resources; affordableaccess to information technology is essential.
3. Recognized Measures of Success: Continuousimprovement in the condition of ruralcommunities must be monitored usingappropriate measures of success, particularlyin evaluating public sector involvement.
4. Problem-Solving Networks: It is essential thatcollaborative environments be created thatfoster cooperative efforts between rural leadersand public and private resources.
5. Stronger Foundations for Growth: Six basicfoundations for growth must be strengthened toimprove the competitive positioning of ruralcommunities: a skilled and adaptive workforce;access to capital for business growth andexpansion; necessary basic and advancedinfrastructure; access to technology andbusiness modernization resources; pro-competitive policies affecting the rural businessclimate; and the social, cultural and physicalamenities necessary for a high quality of life.
6. Greater Business Growth Opportunities: Thecompetitive positioning of rural businesseswill be improved by strengthening ties toforeign and domestic markets.
7. Options for Rural Residents: Residents ofrural communities must be enabled to plansuccessful futures through access to theopportunities and resources needed to makeearly choices for advancement.
CHAPTER 1LEADERSHIP DEVELOPMENT
INTRODUCTION
Rural Illinois faces many challenges but also hasmany opportunities to take advantage of futureopportunities. Populations in metro areas are ofteninterested in living in small communities where housingcosts are lower and the lifestyle is more pleasant. At thesame time, however, these residents expect high qualitypublic services and recreational opportunities compatiblewith their former lifestyle.
Creating a strong positive future for many ruralcommunities requires effective planning and decision-making by a broad cross-section of the community. Community development involves building social capitaland demands strong leadership from residents andelected officials.
Effective programs in which local and stateagencies cooperate to build a well-informed localleadership base will pay rich dividends for ruralcommunities and they make decisions that literally willaffect the community for generations to come.
Local leaders possess the knowledge,GOAL # 1:skills, and abilities to make effective decisions about thefuture of their communities and are engaged in the ruraldevelopment process.
Objectivesa) Leaders accept responsibility for the community’s
future well-being and are positive in approach.b) Rural leaders understand trends and
opportunities.c) Rural citizens are better informed and actively
involved in selecting local leaders. d) Newly-elected local officials are oriented to and
educated for public service.
Benchmark(s)a) Increase in number of state and local practitioners
earning CED and other designations.b) Number of communities completing a strategic
visioning process increases at least 10 percentannually.
c) Total number of cities involved in CDAP, lending,and related development programs increases
annually.
Rural youth are widely included inGOAL #2:community and economic development efforts providingthem with opportunities to develop leadership skills.
Objectivesa) Youth are directly engaged in local visioning and
action planning activities.b) Junior and senior high school age students
assume responsibility for leading efforts toachieve a portion of the community’s developmentplan.
Benchmark(s)a) The number of youth involved in community
visioning programs increases each year.b) Rural youth actively participate in School-to-Work
and entrepreneurship education programs.
Community leadership developmentGOAL #3:efforts in the public and private sectors are closelycoordinated.
Objectivesa) Public awareness of projects successfully
completed with local, state, federal, and private-sector participation exists and the public activelysupports these efforts.
b) State agencies participate in local communitydevelopment planning programs (e.g., MAPPING,Main Street, CCI) emphasizing successful results.
Benchmark(s)a) The number of public-private partnerships
supporting local projects increases each year.b) The volume of applications for subsidized
housing and business loans increases more thaninflation annually.
Rural leaders have access to effectiveGOAL #4:leadership training and capacity-building programs.
Objectivesa) Community development leadership training is
available for all state and federal employees.b) Faculty and students of regional and/or state
institutions of higher education actively engage inlocal leadership training.
c) Local officers and volunteers involved with theadministration of community and economicdevelopment corporations, school districts, etc.,can access educational opportunities to learn newfinancial management and revenue-buildingstrategies.
Benchmark(s)a) DCCA, IIRA, CES and other state and federal
groups coordinate to provide an integrated set oftraining programs for local public officials andpractitioners.
b) The number of rural counties and cities thatparticipate in local leadership programs, such asprovided by CES, increases annually.
Systematic efforts assess the capacity ofGOAL #5:governments and citizen groups to undertake communityand economic development projects.
Objectivesa) Leadership styles and models are flexible and
effectively understand the local dynamics of ruralcommunity development.
b) State and federal-level agency representativesconduct regular evaluations to raise publicconfidence and assure accountability.
Benchmark(s)a) Local officials and community development
groups are surveyed annually to determine theirpotential and needs for development programs.
b) Sessions are held at the annual IIRA/RuralPartners conference on issues identified in thesurvey.
Community and economic developmentGOAL #6:efforts include a method(s) for sustaining an effectiveleadership component.
Objectivesa) Methods for recruiting, retaining, and rewarding
local leaders are a fundamental part of thecommunity and economic development process.
b) Effective communication between local leadersand resource agencies (e.g., via Internetconnections) increase exchanges of more timelyinformation in rural areas.
Benchmark(s)a) A review of succession programs in other states is
completed by IIRA and Rural Partners.b) Based on a review of options, recommendations
are made to the General Assembly regarding abusiness succession program in Illinois.
CHAPTER 2ECONOMIC VITALITY
INTRODUCTION
Most rural communities were adverselyaffected by the national recession in the 1980s andonly recently have some been able to rebuild theeconomic base. In some cases, local officials haveaccepted a bleak future for their cities; in other cases,public officials and local leaders have taken stock ofcommunity assets, have designed an economicdevelopment approach, and have found a niche forthe future.
Rebuilding a local economy requires socialcapital, physical capital and financial capital. Thesocial capital was described previously. Localleaders and state agencies can work together tocreate a positive business climate including a stronginfrastructure allowing businesses to access markets. Equally important is that local businesses can accessfinancial capital to start or expand operations.
In the next decade, technology may be thesingle most important driving force for economicvitality. While technology can overcome thedisadvantages of distance, it also is more expensiveto provide in rural areas because of low populationdensity. Nevertheless, rural areas must becompetitive with metro areas in technologicaladvancements if they are to attract businesses andemployment.
A skilled and adaptive workforceGOAL #1:possessing a balanced set of basic skills,professional or managerial skills; and entrepreneurialtalents.
Objectivesa) Local workers are equipped with strong basic
skills (i.e., reading, writing, math,communication, ethics and critical thinking);basic technological literacy; and access tocontinuing adult education.
b) The local workforce possess specific technicalor administrative skills including specializedtechnical knowledge, higher-order problemsolving and communication skills, the ability towork in teams and adapt to rapid change.
c) The local workforce includes professional or
managerial skills including advanced technicalknowledge, global orientation, strategicperspective and the ability to encourageinnovation among others.
d) People in rural communities are encouraged toapply their professional skills toward newentrepreneurial ventures.
Benchmark(s)a) Illinois’ ranking in number of participants and
expenditures for work force training increasesannually.
b) The placement rate of welfare recipients inpermanent jobs increases in rural areas at leastat the national average.
Rural areas have a basic and advancedGOAL #2:infrastructure including public services,transportation facilities, and communicationtechnology to support local production and export -related activities.
Objectivesa) Statewide assessments of basic infrastructure
facilities are available to rural developmentagencies and they have full and unrestrictedaccess to current information about local,state, and federal funding alternatives.
b) The community comprehensive capitalimprovement plans are integrated with long-range action agendas and are based on citizeninput.
c) Local leaders are aware of and trained for thelatest developments in basic technologies andprovide effective delivery of services usingthat technology (e.g., use of Internet access).
d) Affordable access to telecommunicationstechnologies is available in rural areas.
Benchmark(s)a) Illinois’ spending, in constant dollars, on
highways and telecommunications in ruralareas increases annually.
b) The percentage of rural phone lines that canreliably transmit data at medium speed is atleast at the national average.
c) Real per capita outlays for public facilities iscompetitive with national rates.
d) Access to telecommunications in rural areas isbecoming more affordable.
Rural entrepreneurs have access toGOAL #3:and knowledge of creative or innovative fundingstrategies. Examples include adequate access tocapital for business start-ups; expansion of youngcompanies; expansion of existing firms; exportopportunities; and modernization strategies for firmsseeking to finance new technology for products orprocesses, workforce improvements, or marketingefforts to maintain overall competitiveness.
Objectivesa) Public awareness of benefits realized from local
cooperatives (e.g., school programs, healthservices, Internet access and retail trade) leadsto more business formation.
b) Continuous entrepreneurial training isavailable to all rural business owners andaspiring entrepreneurs.
c) Organized/coordinated efforts to market ruralIllinois through the formation of a network ofstate marketing cooperatives are underway.
d) Greater support for Illinois companies seekingto enter the global marketplace.
Benchmark(s)a) Net number of new businesses filing tax
returns in the State of Illinois increases eachyear.
b) Net number of new corporate charters filed inIllinois increases each year.
c) Net number of new partnerships and/or soleproprietorships registering with county clerksincreases each year.
d) Percentage of total state exports accounted forby small firms (i.e., businesses employing 500or fewer people) increases annually.
Rural areas have adequate access toGOAL #4:technology and business modernization resourcessuch as current product and process technologies;applied research leading to new local (product orprocess) innovations; and basic research in multidisciplinary fields offering economic potential to becompetitive globally.
Objectivesa) Research and development activities leading to
new jobs utilizing renewable resources (e.g.,
soy, grain, wood) are a high priority for theState of Illinois.
b) Regional incentives for expanding businessactivity are tailored to needs of the variousregions (e.g., value-added agriculture , elder-friendly industries willing to employ seniorcitizens in other areas).
c) Research, training and service expertiseavailable in universities and communitycolleges is accessible and well communicated.
Benchmark(s)a) Percentage of industrial sites in DCCA listing
that are technology ready increases annually.b) Illinois’ ranking in private research funding per
capita increases faster than the nationalaverage.
c) The number of businesses and manufacturersusing university and community collegeresources increases annually.
Rural communities have adequateGOAL #5:resources to capture the economic and social benefitsof local tourism.
Objectivesa) Innovative incentives are available to rural
communities with inter-community projectsthat benefit to the public.
b) Rural communities are encouraged to expand,improve, and promote lesser known parks andrecreational facilities for use by the generalpublic (e.g., schools, abandoned railroads,church properties).
c) A monitoring process exists to keep track oftourism usage and its impact on the state andlocal economies. This information is availableto local offices.
Benchmark(s)a) Illinois' rank on expenditures for tourism
promotion in rural areas increases.b) The rural share of tourism traffic at least keeps
pace with the state average.c) Rural officials and community leaders actively
pursue funding for cultural and historicalattractions.
d) Expenditures to preserve and develop historiclandmarks for future generations increase inconstant dollars.
Illinois residents and policymakers areGOAL #6:better informed about community and economicdevelopment goals of rural areas.
Objectivesa) A statewide public information plan
systematically informs to the general publicand legislators about rural Illinois and itsneeds.
b) Every Illinois municipality has a site on theWorld Wide Web offering an up-to-dateprofile of current initiatives and goals forcommunity and economic development.
c) A state agency, such as the Governor’s RuralAffairs Council or the Illinois Institute forRural Affairs, has responsibility for monitoringIllinois’ progress toward achieving long rangegoals for rural development.
d) Inter-agency collaboration and trust raises thequality of life for all Illinois residents.
e) Illinois’ most successful (rural) programs andservices remain active through broaderpromotion and (coordinated) utilization at thelocal level — a program’s survival is based onpublic demand and not fiscal limitations.
Benchmark(s)a) The annual report on the status of rural,
prepared for the Governor and GeneralAssembly monitors progress toward meetingthe objectives and benchmarks in this plan.
b) The annual meeting of Rural Partners at theeconomic development conference provides anupdate on the status of rural Illinois usingagreed-upon indicators.
A pro-competitive business climateGOAL #7:encourages prudent use of tax dollars (e.g.,education, transportation, research), stable tax rates,and competitive tax burdens between jurisdictions.
Objectivesa) Rural areas consistently reflect a business-
friendly climate where tort reform, local taxstructures, and liability and workerscompensation insurance laws are competitivewith those in adjacent states.
b) State resources, including financial andtechnical assistance, and educational
programs, are available to work withcommunity development organizations thathave an organized approach to localdevelopment.
Benchmark(s)a) Business tax structures in Illinois are
competitive with surrounding states.b) Rates for programs such as workers
compensation are in line with otherMidwestern states.
Economic development recognizes theGOAL #8:preservation and advancement of social, cultural andphysical amenities essential to a high quality of life.
Objectivesa) Local community action planning processes
address a broad spectrum of economicdevelopment (e.g., industrial, retail, tourism,etc.), as well as, community development (e.g.,education, recreation, health care, etc.) issues.
b) Communities and employers work moreeffectively together to ensure that the benefitsof employment improve the employees’ qualityof life in the community.
Benchmark(s)a) An increasing percentage of rural employees
have adequate access to health care,affordable day care, and other essentialservices.
b) Innovative training programs for newlyemerging, diverse industries (e.g., day care,arts, and culture) are introduced to ruralcommunities.
CHAPTER 3QUALITY OF LIFE
INTRODUCTION
Technology advancements that freed workersfrom their work site have opened up many economicopportunities for rural communities, especially thosewith recreational attractions or retirementopportunities. Suburban residents are becomingmore interested in escaping from high taxes, trafficcongestion, and other distractions. They seeminterested in a simpler lifestyle and a smallercommunity with lower housing costs as long as thepublic services and recreational opportunities arecompatible with the needs.
Quality of life is more often mentioned as a factorin business location decisions as companiesencounter greater difficulties attracting an adequatelabor force. Rural areas which can offer a high qualityof life including adequate public services and highquality housing have a decided advantage inattracting businesses and/or retirees.
Rural communities must pay significant attentionto the quality of public services such as educationand health care. They also must be able to providethese services at reasonable tax rates. Protecting theenvironment is always a major concern and must beat the heart of an economic development strategythat emphasizes quality of life as a component.
Goals and objectives for an improved quality oflife impact the lives of all residents. Improvingeducation, for example, must involve universities andcommunity colleges in partnerships with primary andsecondary schools to ensure life-long learningopportunities are available to all residents of ruralIllinois.
Educational opportunities for all ruralGOAL #1:Illinois students (i.e., children, workers, and life-longlearners) are of high quality.
Objectivesa) Basic statewide funding equities exist among
Illinois schools, but local areas have theoption of investing more resources in thecommunity’s educational system (e.g.,through the formation of local educationalfoundations), when desired.
b) Efficiency in educational structure,operations, and organizations isacknowledged and rewarded for exceedingstate standards.
c) Basic skills curriculum in rural schools hasbeen improved to eliminate disparities amongregions in Illinois. Illinois schools adopt aholistic approach to learning includinggreater understanding of the environment, adeeper appreciation for interdependenciesbetween urban and rural populations, andeffective use of technology to improvecurriculum for all students.
d) Opportunities to strengthen in-serviceeducational opportunities for public schoolteachers exist for rural areas.
e) Districts are encouraged to foster inter-school (i.e., between districts, communitycolleges, and universities) cooperation toimprove educational opportunities for all agegroups.
f) Opportunities exist for entrepreneurial orvocational education and education-to-careers transitions (i.e., enhanced access tocommunity colleges and universities).
g) All rural school districts are adequatelyequipped (i.e., curriculum and/or facilities) tooffer high quality education to students with special needs (e.g., learning disabilities).
h) Few if any, impediments (e.g., unfundedmandates) exist that are disproportionatelydetrimental to rural schools.
Benchmark(s)a) Real per student outlays for public schools in
rural areas is comparable with urban areas.b) Rural students have access to vocational
training programs suitable for local economicdevelopment opportunities.
c) The range of course offerings in rural areasallows rural students to compete effectivelyin higher education or the job market.
d) Rural schools achieve the same academicstandards as urban schools.
Rural schools have a high level ofGOAL #2:
respect and usefulness in community activities.
Objectivesa) Locally-integrated planning involves regional
employers to help schools (i.e., especiallysecondary and post-secondary levels) offermore relevant curriculum and job trainingopportunities.
b) Schools are regarded as life-long learning andcultural centers where community residentsare continuously invited to acquire new skillsand civically engage one another (e.g.,through learning and fellowship activities). Schools are regarded as essential members oflocal community and economic developmentnetworks.
c) Local programs for latch key children andother family issues reflect the school’scommitment toward positive family and youthdevelopment.
Benchmark(s)a) Rural residents report satisfaction with
curriculum and other educationalopportunities as part of periodic surveys.
b) The acceptance rate of rural students intoinstitutions of higher education comparesfavorably with urban areas.
Reasonable access to high qualityGOAL #3:affordable primary health care services exist for allrural Illinois residents.
Objectivesa) Rural leaders create effective health care
systems that do not duplicate services ordeny small communities adequate access tohealth care services (e.g., area hospitalsfocus more on clustered/regionalcollaboration to provide the best possiblecare to area residents).
b) An effective network (or access to onenearby) of rural health care infrastructureconsisting of hospital care, clinical services,emergency medical treatment and ancillaryservices exists in all rural areas.
c) Collaborative partnerships between ruralhealth care providers, local leaders, andcitizens lead to an integrated developmentplan for communities.
d) Illinois is a leading state for investment intelemedicine and other technologies for
improving access to health care services inrural areas.
e) Affordable health insurance is no longer animpediment for rural residents who needaccess to primary health care,prenatal/obstetrical care, or dental services.
f) Medical transportation and emergencyservices in rural areas are managed as ashared responsibility in and among ruralmunicipalities, counties, and townships so asto ensure that all residents live within aminimum desired response time.
Benchmark(s)a) The percentage of Illinois population living in
Health Professional Shortage Areas decreases.
b) Illinois’ ranking among states in health carecosts declines.
c) All pre-hospital trauma center providers aretrained and authorized to administeradvanced life-support procedures.
d) Non-emergency transportation provided byall transportation systems in rural Illinoisincluding those systems operated for specificclientele is expanding.
Rural communities are committed toGOAL #4:the future growth and well-being of more productive,responsible and value-oriented families and children.
Objectivesa) Local community information systems are
utilized by residents, health care providers,and social service agencies to bettercoordinate residents’ ability to obtain thehelp they need.
b) Family-centered delivery systems that take acomplete view of the family circumstancesrather than treating specific symptoms existthroughout rural Illinois.
c) Youth mentorship and leadership programsto teach independence and self-sufficiencyskills are available to all rural teens.
Benchmark(s)a) The number of communities and/or the
percentage of rural youth involved instructured youth development programs isincreasing.
b) Total membership in organized youthgroups/organizations is increasing.
Comprehensive public transportationGOAL #5:programs in rural areas enable rural Illinois recipientsbetter job opportunities and easier access to healthcare and human services.
Objectivesa) Rural public transportation is recognized as a
state priority issue whereby adequatefunding is provided and:
• Funding inequities in rural areas arealleviated through a conscientious effortto follow a statewide intermodaltransportation improvement plan (i.e.,surface, air, and water) for the State ofIllinois;
• Recommendations for regionalimprovements are submitted by localleaders are eventually integrated with a (10year) statewide development plan; and
• Planning for the future of transportation inrural areas receives broad-based input.
b) All transportation providers are committed to coordinating services – making more seats and routes available to individuals for employment and health care purposes. c) Non-categorical funding resources are available for communities that enhance public transportation systems. d) Existing rural transit districts are encouraged to expand public transportation services into contiguous counties. e) The mobility of rural residents is supported through a combination of public and private initiatives whereby:
• All residents have access to non-emergency public transportation servicesin rural areas;
• No one in rural Illinois is denied theopportunity to work because basictransportation is lacking;
• State incentives promote the developmentof creative approaches to accommodatepublic transit needs in rural areas; and
• Regional interstates, secondary highways,airports, railways, and rural road andbridge systems in rural Illinois are of highpriority for enhancing public safety andeconomic development in rural areas.
Benchmark(s)a) The number of rural counties without public
transit service declines.b) State spending on local public transit in rural
counties increases in constant dollars.c) The number of Temporary Aid to Needy
Families (TANF) recipients entering the workforce is increasing because of the availabilityof transportation.
d) The percentage of rural residents with accessto public transit routes offering evening andweekend service is increasing.
e) The number of miles of bus routesthroughout rural Illinois that enable residentsto travel between counties for medicaltreatment and employment is increasing.
f) Information about new successful models forpublic transportation is created and sharedwith all rural community leaders.
Rural public leaders and officials areGOAL #6:skilled at assessing local needs and creativelyseeking appropriate financing from public and privateagencies (e.g., grants/loans, conventional credit,partnerships and other sources).
Objectivesa) Rural leaders and public officials receive
timely announcements of grants, technicalassistance, and loan programs.
b) Ongoing reviews of socioeconomic profilesare maintained locally to more quicklyprocess assistance applications.
c) Rural leaders have ongoing access tocontinued education and training of localgovernment techniques and policies.
Benchmark(s)
a) Number of requests to state agencies forinformation about grants, loan programs, andtechnical assistance is increases.
b) Rural per capita receipt of federal and statedollars is at least equal to the nationalaverage.
The State of Illinois recognizes theGOAL #7:hardships created by unfunded mandates on units oflocal government and aggressively works to providesolutions for rural areas.
Objectivesa) Rural Illinois constituencies maintain a strong
presence on both state and federal levellegislative agendas to ensure that differencesbetween rural and urban areas are addressed.
b) Solid access and knowledge aboutorganizations providing technical assistanceand/or funding for public and private projectsseeking compliance with the Americans withDisabilities Act (ADA) is available.
c) Local governments assume a leadership rolein public and private sector planning for theADA.
Benchmark(s)a) The effects of unfunded state mandates on
rural governments are estimated annually bythe appropriate state agency and theaggregate costs are published.
b) Rural Partners, working with localgovernment organizations, makesrecommendations regarding ways to eliminateor reduce the impacts of unfunded state andfederal mandates on rural governments.
c) The number of unfunded state mandates onrural governments is reduced during the nextfive years.
Broad inter-community/inter-GOAL #8:governmental cooperation to maximize economicbenefits from development projects that wouldotherwise exclude some rural areas is underwayacross rural Illinois.
Objectivesa) The State of Illinois aggressively supports
the formation of new and promotion ofexisting multi-community developmentorganizations, intergovernmentalcooperation, and regional planning in areaswhere it makes good economic sense forsuch collaborations to occur.
b) State educational programs and technicalassistance exist to help local areas identifyand create innovative partnerships forcommunity and economic development.
Benchmark(s)a) The benefits of collaborations on local
economic development projects are promotedthrough training programs and incentives bystate agencies.
b) A growing number of rural communities areformally aligned with each other (e.g.,
collaborative partnerships, networks).c) The number of economic development
projects involving multiple governments andregional approaches increases.
Effective and efficient units of GOAL #9:governments in rural areas are created through carefulanalysis and/or reorganization whereby impedimentsfor economic development are removed andduplication of public services is minimized.
Objectivesa) Rural community residents have acceptable
standards for public services so local officialsmay more easily communicate future needsand performance expectations with variousagencies.
b) A sense of continuous improvement andefficiency permeates all levels of publicservice in the State of Illinois (e.g.,seamless/coordinated delivery systems,lower administrative costs, customer-friendlyapproaches).
Benchmark(s)a) Seminars and training programs on the
benefits of collaboration and contracting toreduce the costs of public services areprovided to rural leaders.
b) The per unit costs of providing services inrural areas is comparable to similar agenciesnationwide and impediments toreorganization are removed.
Rural Illinois residents have accessGOAL #10:to activities bringing cultural enrichment andexposure to the arts.
Objectivesa) State funding and technical assistance
programs help small communities develop astrong base in cultural and artistic resources.
b) A monitoring approach exists statewide,regarding traffic and use of resources so thatlocal decisions are based on solidinformation.
c) State agencies, universities, and communitycolleges assume more responsibility forintroducing cultural enrichment to rural
communities.
Benchmark(s)a) The number of theater productions, plays,
and art exhibits are increasing in rural areaseach year.
b) Young people in rural areas will haveincreased opportunities to develop theircreative talents.
Key historic and cultural landmarksGOAL #11:depicting early American architecture, heritage, andcultural themes pertaining to specific ethnic groupsare preserved and promoted in rural Illinoiscommunities.
Objectivesa) Rural community leaders have access to
technical assistance to document communityhistory, educate the public about localheritage, and integrate information about thepast into plans for the future.
b) Locally-driven plans to identify, preserve,and present historical structures and sites(e.g., downtowns, barns, historic districts) aredesigned to promote civic pride, educateyoung people, and share the community’shistory with the public.
c) Local historical sites are user-friendly (e.g.,signs, directories) and fully accessible (e.g.,promoted at the regional and state levels,accommodate people with disabilities) to thepublic.
d) The State of Illinois supports local initiativesto engage residents in decision-makingprocesses focusing on the restoration ofhistorically significant areas.
e) Ongoing collaborative efforts(e.g.,exhibitions, programs, and publications)among public and private sector entitiesenhance the public’s appreciation forconservation and research of Illinois’heritage.
Benchmark(s)a) The number of educational workshops
presented in rural areas by historicpreservationists is increasing.
b) The number of communities actively engagedin historic preservation and the restoration ofcultural landmarks is increasing.
c) An increasing percentage of rural communitystrategic action plans contain a specificcultural/historic preservation component.
Cooperative planning between publicGOAL #12:and private rural leaders to maintain a balancebetween the utilization and preservation of naturalresources is underway throughout Illinois.
Objectivesa) Rural community leaders collaborate with
public and private partners to create acomprehensive long range development planthat clearly delineates agricultural,commercial, industrial, residential, and publicspace throughout the community.
b) A desired growth pattern for the communityis considered and concerns for potential lossof prime farmland or the degradation of othernatural resources are addressed.
c) Zoning and land use ordinances protect therights of landowners as well as preserve thenatural beauty and attractiveness of ruralareas (e.g., commercial and industrial areas,farmland, wetlands, solid waste sites exist inharmony).
d) Local comprehensive (land use) plans work intandem with other long range communitygoals to guide development decisions.
Benchmark(s)a) Rural public officials and community leaders
have access to programs and seminars on thepotential outcomes of comprehensive landuse planning.
b) State agencies and regional planningcouncils provide technical assistance indrafting land use plans.
c) Geographic information systems (GIS) areincreasingly used to support public policydecision-making.
Statewide development of “safe-GOAL #13:community” plans are developed throughcoordinated interagency efforts, consistent with stateand regional policies, and, are driven by standardmeasures for law enforcement effectiveness.
Objectivesa) Law enforcement and civilian participation in
planning the local public safety strategy are
integrated into the overall communitydevelopment process.
b) Regional crime statistics and issues related tothe community’s proximity to larger urbanareas are reviewed in public forums.
c) Innovative practices for expanding rural lawenforcement services and designing aneffective plan are responsibilities shared byall community residents and authorities.
d) Citizens are educated on ways to reduce risksfor serious crimes and are encouraged toutilize volunteer approaches to supplementlocal law enforcement activities (e.g.,neighborhood watches, auxiliaryappointments, volunteer crossing guards,etc.).
Benchmark(s)a) Rural communities meet the statewide police
training standards. b) The number of communities that initiate
effective community policing approachesincreases.
c) The number of public institutions (e.g.,schools, hospitals) implementing publicsafety plans is increasing.
d) According to traditional measures of lawenforcement effectiveness, public safety inrural areas increases.
e) Surveys of rural residents disclose thatrespondents are satisfied that they live in a"safe" environment.
Affordable housing for all ruralGOAL #14:residents including individuals with special needs isavailable.
Objectivesa) Accepted definitions of “affordability” are
based on localized assessments of needwhich may vary from one location to another,depending on several variables (e.g., income,labor markets, mobility, etc.).
b) Local, state, and federal agencies establishone common definition of “rural” so thatstatutory population limits do not hinder acommunity’s eligibility for more than onecomplementary housing program.
c) Local governments address local ordinances,policies, and programs by referencing theState’s Consolidated Plan (for affordablehousing) and related documents.
d) Strong emphasis is placed on programssupporting assisted living facilities, elder-friendly, and other multi-family variations ofaffordable housing in rural areas with directlinkages to transportation and health andhuman services.
e) Cooperative housing opportunities (e.g.,condominiums, zero-lot-line housing)through existing loan programs and othercreative financing methods are in sufficientsupply in rural areas.
f) Rural areas offer specialized transitional orsheltered housing to homeless families whoare actively engaged in welfare-to-workinitiatives.
g) Local leaders have access to up-to-dateinformation about the availability of grantsand loans for housing repair, rehabilitation inrural areas.
h) Application procedures for housing projectsare streamlined and funding requirements forvarious state housing programs arestandardized so as to prevent unnecessarydelays or failures.
Benchmark(s)a) Percentage of rural housing units classified
as substandard declines.b) Prospective home owners in rural areas have
access to affordable financing.c) The complexity of participating in federal
housing programs is reduced.d) Illinois is a leading recipient of grants and
loans for housing repair.
CONCLUSIONS / NEXT STEPS
Since the late 1980s, Illinois has had a ruraldevelopment strategy and a variety of programs. TheGovernors Rural Affairs Council was assigned theresponsibility of coordinating a comprehensivestrategy involving state agencies with rural programs. Rural Partners expanded the statewide initiative byincluding members from the private sector.
It has been more than a decade (1986) since the initialRural Initiative was undertaken in Illinois. “Building aBrighter Future for Rural Illinois” is an effort by RuralPartners and other private/public agencies to re-examine the needs of rural Illinois for the next decadeand to present ways for public and privatepartnerships to enhance the future of rural Illinois.
Not everyone will subscribe to each and every goalpresented in this document. However, there arenumerous ways for individuals and groups to becomeinvolved
in efforts to help rural areas reach their potential andthe present effort provides one set of approaches.
Planning for the future is typically the easiest part ofthe revitalization process. What lies next is toimplement programs that will accomplish the stateobjectives. To succeed, there must be a monitoringprocess and suggested benchmarks have been statedwhen appropriate. The Rural Partners planning grouphas met with representatives of state agencies andtried to incorporate the measures they use to monitorthe success and adequacy of their programmingefforts. To the extent possible, these benchmarkshave been included.
This report is presented to stimulate discussion andto identify needs as well as opportunities for localgroups, state agencies, the private sector, and federaldepartments to work together to find a better futurefor rural Illinois. It is only through a combined effortthat the potential of rural Illinois can be reached.
KEY DEFINITIONS FOR
RURAL DEVELOPMENT IN ILLINOIS
ACTION STEPS: are the equivalent of the “to do”
list for a broad strategy. Generally, action steps are
assigned to an individual or group and are regarded
as tasks requiring specific resources for short periods
of time.
BENCHMARKS: standards, or measures of success
derived from the core philosophy, principles, and
assumptions that determine “how we’re doing.”
Specific items (i.e., those for which numbers and
other performance measures can be identified) are
incorporated into the agenda. Benchmarks enable
participating agencies, departments, communities,
and organizations to more effectively articulate a
scope of work that complements the overall vision.
BUSINESS DEVELOPMENT: Generally regarded as
a subset of economic development, it is defined as an
activity geared to improve competitiveness and
profitability of firms within a given community of
interest. It also includes the attraction of businesses
to a given locale.
COMMUNITY: A shared state-of-mind or basis for
leadership focusing on a particular area of interest
(e.g., may be defined by geographic, ethnic, or other
unique characteristics).
COMMUNITY DEVELOPMENT: A holistic, people-
oriented concept encouraging local participation and
decision-making. Community development involves
building social capital, as well as physical and
financial capital. Community development precedes,
or is necessary to economic development.
ECONOMIC DEVELOPMENT: Often defined in
terms of more jobs, income increases, or tax base
growth. In a rural context, economic development is
often viewed as a process requiring community
development also.
GOALS: are descriptions of expected results that,
when completed, will indicate a successful effort
toward achieving a vision. Goals provide a
supportive framework for identifying strategies and
other action-oriented activities that will progressively
translate into programs, projects, and tasks affecting
citizens at the local level. Goals are commonly
regarded as long-term (e.g., 2 or more years out) and
may be further categorized as improvements related
to local infrastructure (i.e., physical, financial, and
human), values, or administrative capacities.
MISSION: is generally regarded as a description of
what we will do in order to achieve the vision. The
statement is typically brief, declarative, and simple.
No two agencies, departments, organizations, or
people for that matter share exactly the same mission
— nor should they.
OBJECTIVES: quantify what will be accomplished
and when. Therefore, objectives provide milestones
of success as a plan is implemented. Objectives state
what will be done, how much will be done, and when
it will be accomplished.
PARTNERSHIPS: collaborative alliances that are
formed among various public sector and private
sector entities to advance community and economic
development outcomes more quickly or to a level
beyond what might otherwise occur through an
independent initiative.
PRINCIPLES: assumptions, and philosophy are
synonymous with values or guideposts by which we
measure the rightness of a direction. For example,
development efforts will promote the active and
representative participation of citizens in such a way
that community members can meaningfully influence
decisions that affect their lives.
PRIVATE SECTOR: All profit or not-for-profit
organizations, groups, and individuals whose primary
source of funding is sources other than any unit of
local, state or federal government.
PUBLIC SECTOR: All local, state or federal units of
government; including any organization, group, or
individual whose primary source of funding is from
public tax-based revenue sources.
RURAL DEVELOPMENT: Part of a broader strategy
not synonymous with business development. In the
broadest context, it includes aspects of human
resource development, organization development,
community development and economic development.
SOCIAL CAPITAL: The trust and reciprocity within
communities that enhance the ability of residents to
identify alternative approaches to community and
economic development and choose among them; an
increase in social capital enhances the community’s
awareness of its human, financial and natural
resource capacities by helping local leaders invest
them appropriately to meet desired goals.
STRATEGIES: descriptions of how the agenda
proposes to put action behind each goal. Within the
context of a larger agenda for rural development,
strategies provide a means for participating groups to
identify a niche, or a tactical contribution to the
overall effort.
TACTICAL PLANNING: Within each strategy, an
agency or department may elect to work on a variety
of tactical imperatives (very short-term tasks) for
which their respective staffs are best equipped to
manage on an annual basis.
VISION: represents a collective dream that can
easily be communicated and shared with public and
private agencies, citizens and other stakeholders
throughout the state.
Frequently Used Acronyms and Abbreviations in this Publication
CDAP Community Development andAssistance Program
CES (University of Illinois)Cooperative Extension Service
CCI Competitive CommunitiesInitiative
DCCA (Illinois) Department ofCommerce and CommunityAffairs
IIRA Illinois Institute for RuralAffairs
IRLP Illinois Rural Life Panel
MAPPING Mapping the Future of YourCommunity Project
USDA United States Department ofAgriculture
Average Earnings Per Job, 1986-1995
$10,000
$12,000
$14,000
$16,000
$18,000
$20,000
$22,000
$24,000
$26,000
1986
1987
1988
1989
1990
1991
1992
1993
1994
1995
Source: Bureau of Economic Analysis.
(Adjusted for Inflation)
$8,656
$23,089
$7,107
$15,982
$23,031
$14,375
Metro
Nonmetro
CURRENT TRENDS AND CONDITIONS
1. Populations in many rural Illinois countieshave reversed the population declines and haveincreased during the 1990s (based on 1997population estimates) .
‘ Reversals have occurred naturally inadjacent, retirement and recreationcounties.
‘ 46 counties have had positive populationreversals, 15 remote counties, 24 adjacentcounties, and 7 metro counties.
2. Despite some encouraging estimates, manyremote and rural counties continue to losepopulations (based on 1997 populationestimates).
‘ Between 1990 and 1997, 19 remotecounties and 11 adjacent counties lostpopulation.
‘ 19 remote and 11 adjacent rural countiesin Illinois declined in population since1980.
‘ 14 counties have a population of lessthan 10,000.
‘ 3 counties have populations of less than5,000.
‘ In 1997, elderly represented 16.4 percentin rural versus 11.7 percent in metrocounties.
‘ 56 of the 74 nonmetro counties lostelderly population in the 1990s, 29 of the56 were remote counties. 15 remotecounties and 5 adjacent counties havehad declines greater than 5 percent.
3. There is a strong tie between rural populationgrowth and proximity to urban centers.
‘ Larger cities have gained more inpopulation.
‘ Cities in metro counties are growing morerapidly than in rural areas.
‘ 10.4 percent of the cities in nonmetrocounties have had continuous populationgains since 1980, compared to 44.7percent in metro counties.
4. Growth in rural jobs continues to be in lower-paying service employment.
‘ From 1986-95, there has been a 16.8percent growth in service jobs in rural;32.2 percent in urban.
‘ 25.3 percent decline in farmingemployment occurred between 1986 and1995; farming and agricultural related employment declined 4.3 percent duringthe same time period.
‘ Rural manufacturing was relatively stable(slight increase) in the 1980s and outperformed metro areas.
‘ Entrepreneurship in small towns is downand many closed businesses are notreplaced.
‘ The average rural manufacturing job 1995paid $33,293, a service job in the samearea averaged $17,273, and a retail jobaveraged $12,742.
5. There is a growing divergence between pay forjobs in metro and nonmetro areas (see Figure1)
‘ The urban/rural differential in per capitaincome was $4,299 (1986) and $6,053 (1995)*.
‘ The urban/rural differential in earningsper job was $7,107 (1986) and $8,656 (1995)*.
‘ Earnings per manufacturing job were$46,084 (urban) and $33,293 (rural) in1995.
‘ Earnings per service job were $31,236(urban) and $17,273 (rural) in 1995.
Per Capita Income, 1986-1995
$8,000
$10,000
$12,000
$14,000
$16,000
$18,000
$20,000
19
86
19
87
19
88
19
89
19
90
19
91
19
92
19
93
19
94
19
95
Source: Bureau of Economic Analysis.
(Adjusted for Inflation)
$6,053
$16,866
$4,299
$12,567
$18,540
$12,488
Metro
Nonmetro
*Adjusted for inflation.
Rural unemployment has declined substantially inthe 1990s (see Figure 2).
‘ Remote unemployment rate was 8.4percent in 1990. By 1997, the rate was 6.2percent. Adjacent counties went from 7.1percent to 5.6 percent during the sametime period.
‘ As of May 1998, Illinois’ unemploymentrate was 3.8 percent. Metro counties hadthe lowest rate (3.6 percent), followed byadjacent (4.4 percent) and remotecounties (5.2 percent).
‘ Unemployment is still double-digit in 1county (May 1998).
6. The numbers of rural Illinois residents livingbelow poverty levels are increasing (seeFigure 3).
‘ Families below poverty level in rural areasin 1989 represented 10.5 percentcompared to 8.7 percent in metro areas.
‘ 12.3 percent of Illinois’ population wasbelow the poverty line in 1995-96.
7. Expenditures for public education and thelevels of education attained by rural residents arelagging behind urban areas.
‘ Total spending per pupil was $5,014 innonmetro counties versus $6,633 in metrocounties (1994-95).
‘ 34.9 percent of persons over 25 in ruralareas have had some college experience, compared to 48.6 percent in metro areas.
‘ 87.6 percent of the 1995 Illinois Rural LifePanel (IRLP) respondents reported anurgent to moderate need to strengthenschools.
‘ 51.2 percent of the 1995 IRLPrespondents said they were willing to paymore taxes for K-12 education.
‘ 14% of the 1996 IRLP respondents saidthat the quality of high school educationdeclined in the past five years.Elementary and junior high educationwere rated similarly at 11 percent and 13percent, respectively.
8. There is a growing use of telecommunicationsin business, but use of this technology is notfully realized in rural areas.
‘ 65.6 percent of the 1995 IRLPrespondents said they would like to see improved use of telecommunications bylocal businesses, schools andgovernment.
‘ 71.9 percent of the 1995 IRLPrespondents reported an urgent tomoderate need to strengthentelecommunications.
‘ 37% of the 1996 IRLP respondents have acomputer at home.
‘ About 40% of the 1996 IRLP who use theinternet must dial long distance.
9. Housing shortages are increasing in ruralareas.
‘ Inadequate trades and skills are commonin rural areas.
‘ Difficulty obtaining financing for middle-class homes is found in rural areas.
‘ Problems obtaining land at affordableprices exist.
‘ 58.5 percent of 1995 IRLP respondentssaid their community needs a newsubdivision; 74.0 would like to seeconstruction of retirement housing.
11. Taxes in nonmetro area often are substantiallyless than in metro areas.
‘ The per capita equalized assessedvaluation was $7,764 in nonmetrocounties compared to $14,177 in metrocounties in 1994.
‘ In 1994, the property tax extension innonmetro counties was $557 per capita;the per capita extension in metro countieswas $1,181(an extension is the actualdollar amount of tax billed to propertytaxpayers in a taxing district).
12. A chronic shortfall in spending forinfrastructure exists in rural Illinois as of1994.
‘ 86.3 percent of county and 53.1 percent oftownship highway officials expect tohave road budget shortfalls; $4,554 permile in counties and $1,507 in townships.
‘ 70.6 percent of county and 54.7 percent oftownship highway officials expect tohave bridge budget shortfalls; $7,435 perbridge in counties and $4,616 intownships.
‘ 74.6 percent of county and 54.2 percent oftownship highway officials expect tohave inadequate revenues for generalroad and bridge work.
‘ 52.1 percent of the 1995 IRLPrespondents reported being willing to paymore taxes to improve roads.
‘ 19.4 percent of the 1995 IRLPrespondents said the quality of drinking water was low; 11.1 percent ofrespondents reported low quality sewerand septic disposal.
‘ 20 percent of the 1996 IRLP respondentsstated that the quality of state highwayshave declined in the past five years; 25percent said local roads had declined; 16percent said bridges had declined; and 24percent said county and township roadshad declined.
‘ 19 percent of the 1996 IRLP respondentsstated that the quality of the drinkingwater had worsened.
‘ 35.5 percent of the rural countiesresponding to a County PrivatizationSurvey in 1996 reported inadequaterevenues for county services. 13.3percent of the rural counties had toreduce services because of the shortfall.Looking into the future, 20.5 percent ofthe counties will have to reduce servicesdue to inadequate revenues.
‘ A Municipal Privatization Survey in 1995revealed that 31.2 percent ofmunicipalities in rural counties had
inadequate revenues, compared to 22.3percent of the municipalities in metrocounties.
13. Public transportation in rural Illinois willbecome more of an issue in the future,especially for growing numbers of elderlyresidents.
‘ Currently 30 rural counties are withoutpublic transportation.
‘ There are four components of transitdependency: households without cars;persons 65 and over; persons withmobility limits; and persons in poverty.
‘ 31 percent of the 1994 IRLP respondentspreferred access to inter-city bus or railservice.
‘ 83.3 percent of the 1995 IRLPrespondents pay more taxes for morepublic transportation.
‘ Between 1991 and 1996, 10 percent of the1996 IRLP respondents said that thequality of public transportation haddeclined and 27 percent don’t have publictransportation available.
14. Despite some improvement, access toaffordable health care remains a seriousconcern.
‘ According to the Illinois Department ofPublic Health, all or parts of over 34percent of rural Illinois counties aredesignated as Health ProfessionalShortage Areas.
‘ In 1989, 24 percent of family practicephysicians in Illinois practiced in ruralcounties. In 1996, 21 percent of Illinois’family practice physicians were practicingin rural counties.
15. Crime rates in rural counties are lower thanin metro areas – 5,656.44 per 100,000inhabitants* compared with 5,786.11 in metro.
‘ 27 percent of the 1996 IRLP respondentsstated that the quality of law enforcementhad improved.
‘ According to 35 percent of a 1996Municipal Police Questionnairerespondents, during the past three years,the overall crime problem had improved.Only 15% reported the problem hadworsened.
16. The number of elderly residents living in someareas of rural Illinois is increasing; access topublic services and elder-friendly amenities is
a growing concern as well.
‘ 55.8 percent of the 1995 IRLPrespondents stated that job opportunitieswere needed for elderly residents, 43.4percent stated a need for educationalprograms, 53.6 percent stated a need forrecreational opportunities, and 56.0reported a need for appropriate housing.
‘ The 1995 IRLP respondents stated thatthe following services were needed(percent stating services was needed inparentheses behind service): group meals(52.8 percent), home meal delivery service(62.9 percent), bus for elderly (56.5percent), visiting nurse/home health (68.2percent), elder daycare (65.0 percent)respite help for care givers (52.0 percent),shelter housing (48.1 percent), home helpwith house and yard care (63.5 percent),information about senior services (48.2percent), long-term care facility (63.8percent), recreational and educationalfacilities (58.6 percent).
17. While rural Illinois has shown greatimprovements in the 1990s, there are stillserious concerns and additional attention isneeded.
* The crime rate equals the crime index divided by thepopulation and multiplied by 100,000).
Current Trends References
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University of Illinois. 1997. 1997 Illinois StatisticalAbstract. Office of Research, College of Commerceand Business Administration, University of Illinois atUrbana-Champaign. Table 1-2 p. 6-7, Table 26-6 p.786-787, Table 27.1 p. 790-791, Table 4.11 p. 140-141,and Table 4-15 p. 148-149.
About Rural PartnersRural Partners is the Illinois Private/PublicPartnership for Rural Community Development. Theorganization is a not-for-profit corporation and wasformed in 1989 by a sixteen-member steeringcommittee. The stated mission for Rural Partners isas follows:
"Rural Partners is a member-driven forum thatlinks individuals, businesses, organizations andcommunities with public and private resources tomaximize the potential of rural Illinois."
Rural Partners convenes annual spring and fallconferences, which provide access to innovativerural development strategies and networkingopportunities. For more information about RuralPartners, membership and member services, contactPaul Galligos, Partnership Manager, 3085 StevensonDrive, Suite 302, Springfield, Illinois, 62703 (tel: 217-585-9242).
