Boomtown USA: While Many Have Failed, Marion
Is Succeeding As An 'Agurb' MARION -- Using seven and a half keys, the city of Marion unlocked the door to Boomtown USA. Having the keys, as described in Jack Schultz's new book, "Boomtown USA: The 7 1/2 Keys to Big Success in Small Towns," allows the city to prosper at a time when many other communities are flailing or failing. The city made the book's list of the top 100 small towns, or "agurbs" in America. Agurbs are rural communities, with populations of less than 50,000, that have ties to agriculture and a location outside a metropolitan statistical area. Schultz said the city shined when compared to other "agurbs" in the state and nation. In fact, Marion is the only Illinois city to make it onto the top 100 list. The city's success didn't "just pop up one Sunday morning," according to Marion Mayor Bob Butler. When Butler became mayor in 1963, there was no "main" industry. The city, with a population of about 11,000, was home to a number of district offices for major corporations, Butler said, such as CIPS and GTE. The city also had the Pepsi-Cola bottling plant, the VA hospital and the school district as major employers. "Agriculture was always there and remains today. We also had coal mines, but by 1963, the coal industry was on the way to its demise," Butler said. "There were some people here who were not interested in changing the status quo." A natural disaster in 1982 -- the so-called "Marion Tornado" -- proved to be a turning point in the city's economic development. "The tornado marks the true beginning of business and industrial expansion in Marion," Butler said. "Over the years, people began to see the necessity of trying to improve and expand our city. Anytime a community wants to stand still or maintain the status quo, they're going to be sliding backwards. You're always moving one direction or another and if you are not going forwards, you are going backwards." Schultz said the city has been able to succeed where others have failed by employing the keys he describes in his book. Key No. 1: Adopt a can-do attitude "Our attitude, or, mine in particular, is we don't want to know why something can't be done. We want to know how we can do it," Butler said. The city has been aggressive and positive in its approach. Dorain Fletcher, the city's economic development director, said the mayor gave him very specific instructions when he was hired in 1983. Fletcher said Butler told him, "I want results. I want the bureaucratic BS cut out. If people want answers, give them to them or give them to someone who can. Show them they are welcome here and we are interested in attaining jobs." Key No. 2: Shape your vision "To accomplish anything worthwhile you have to have goals," Butler said. "Our No. 1 goal is to do everything we can to improve the condition of life for the people of Marion. To do this, you must have jobs -- relatively good paying jobs -- and to do that, you have to attract business and industry." The city's vision, he said, has been to reach out and do those things that are necessary to induce or attract business and industry to Marion. Key No. 3: Leverage your resources Butler said the city has utilized every economic incentive and tool available. "A big shot in the arm for us was when the city became a homerule community," Butler said. "That allowed us to borrow money we could not have otherwise." The city has also used tax increment financing districts since 1987 and enterprise zones. "The TIFs are so crucial," Butler said. "They are a highly significant instrument in bringing in major projects." The city also utilizes a regional workforce. For instance, a Marion business could have 25 percent of its employees from the immediate area, while the other 75 percent come from the five surrounding counties. "This is how it should be," Butler said. "We have never been opposed or against any improvement or expansion of any area town." Fletcher said the city has had tremendous support and cooperation from the various labor unions in the area. "Marion was the first place in the United States where Wal-Mart was built by all-union," Fletcher said. Key No. 4: Raise strong leaders Butler said the city council and the Marion Area Chamber of Commerce have provided strong leadership. "We've been fortunate to have these individuals step forth and aggressively sell Marion. They are strong-willed, strong-minded substantive people." Butler said that attitude and spirit is infectious and has resulted in people in the community who expect and want good things to happen. "This is crucial," Butler said. "In so many towns, the leadership is indecisive. There is so much petty bickering and backbiting that they forget their principal responsibilities." Key No. 5: Encourage an entrepreneurial approach "Our attitude is upbeat," Butler said. "When someone comes in and says they want to open a small business, we encourage and try to support them. I have always said I would rather have 10 businesses, industries or plants employ 100 people each, than one business with 1,0000 employees." The small businesses have been the backbone of the city's economic stability, he said. Key No. 6: Maintain local control According to Schultz, one positive aspect of doing business with small towns is the lack of red tape. Fletcher said when he is contacted by businesses looking for information about Marion, he either knows the information himself or he knows who the business should contact. "In a lot of communities, no one knows the answer," he said. "I can get you to the person you need to talk to get your information today, not a week from now." Key No. 7: Build your brand Butler has long referred to Marion as "The Hub of the Universe," a phrase he borrowed from Oliver Wendell Holmes. "We like to believe Marion has been the most progressive and forward-looking community in Southern Illinois," Butler said. The city, which now boasts a population of more than 16,000, is centrally located -- the "heart" of Southern Illinois, Butler said. The city's proximity to Interstates 57 and 24, Illinois 13 and the Mississippi and Ohio Rivers make it an attractive place to do business. Key No. 7 1/2: Embrace the teeter-totter factor Schultz describes the teeter-totter effect as a small shift, one way or another, that can make a negative or positive impact on a community. He suggests cities need to understand that change happens; that cities must seize on forward momentum by continuing to move forward and leadership must override the naysayers. Fletcher said that, for instance, by not taking advantage of economic incentives, some area communities face a long, uphill fight. Butler said the city of Marion will continue to enjoy success by "doing what we've been doing. We do not want to do anything to impede the momentum." By Becky Malkovich
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