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<br />OOlJ21, <br /> <br />schedule for responding to those impacts. All activi- <br />ties should be tied to that Plan. With it you can hope <br />to turn some of the negative impacts into positive <br />benefits for all the citizens of your community. <br />The major elements of the "Rapid Growth Plan" <br />include: <br /> <br />Inventory of current conditions <br />Analysis of expected impacts <br />Organization and responsibility for managing <br />growth <br />Staffing needs and training programs <br />Comprehensive land use plan <br />Land use controls and enforcement program <br />Capital Improvement Program <br />Plans for specific services. e.g., water <br />Annual budgets for operations <br />Financing plan <br />System for coordinating all this with other related <br />agencies, governments and energy companies <br /> <br />4) Recognize that the local governments that are <br />going to be impacted have to take the lead in making <br />major decisions and seeing that they are carried out. <br />Other agencies and levels of government can help, but <br />they can't force their help on a community. <br />5) Areawide districts can be a major source of <br />growth planning assistance. If the impacts are to be <br />felt throughout several counties, it makes sense to <br />combine efforts and have one staff doing the collec- <br />tion of information and analysis, the overall planning <br />and coordination, securing of State and Federal funds <br />and assigning of responsibility. <br />6) States can provide staffs for technical aid to <br />communities and areawide districts. There is some <br />advantage to staffing such agencies with people who <br />have been through the growth experience, and thus <br />able to provide practical advice and assistance. More <br />than that, States could provide grants and loans to <br />communities to help them in the initial planning for <br />growth management. Some of this can come through <br />State administered HUD 701, EPA 208 and Coastal <br />Zone Management planning funds. <br />7) Agencies of the Federal Government may pro- <br />vide technical assistance and money for communities <br />and States for growth management staffs and plans <br />(see page 39l, <br />8) The energy companies must be involved through <br />the planning process. They have the greatest influence <br />on the timing and extent of the impact. and they will <br />have a responsibility for paying for part of the cost. <br />To ignore them would be foolish and costly. <br />91 Finally, responsibility for action - in preparing <br />plans or carrying them out - must be assigned. And <br />those with the responsibility must have sufficient <br />authority, money and staff. <br /> <br />Timeline <br /> <br />The Time/ine on the facing page identifies the eleven <br />major actions that constitute an effective community <br />response to energy project impacts. The time priorities <br />shown are illustrative only. and will vary from com- <br />munity to community. In essence, though, the actions <br />are all necessary regardless of the type of energy <br />project. This timeline indicates t,hat perhaps 36 <br />months - or three years - will be needed from the <br />time of recognizing the need and implementing neces- <br />sary programs. Since there may not be that much time <br />available from the first knowledge of the project to the <br />start of the impacts, communities must recognize the <br />need early, plan effectively and work to compress the <br />time schedule shown. <br /> <br />C. IDEAS FOR MANAGING GROWTH <br /> <br />The ideas for managing growth are based on actual <br />experience. They are not magic answers, and they <br />may not apply to your situation without modification. <br />What these ideas are is just the imaginative use of <br />available resources in impacted communities. <br /> <br />Priorities Board: Sweetwatel County, Wyoming <br />Recognizing the need to work out cooperation <br />between local government and industry in solving <br />growth problems, the Chairman of the Sweetwater <br />County Board of Supervisors, Dominic Ferraro, pro. <br />posed a upriorities board." labeled the "Ferraro <br />Plan," the Sweetwater County Priorities Board was <br />established in 1974 on authorization of the county <br />and the Cities of Rock Springs and Green River. <br />The purposes of the board are to: provide regular <br />communication between local government and in- <br />dustry. analyze problems and recommend priorities <br />for their solution, work out proposals for industry <br />help in solving boom problems,"and (long-range) move <br />toward economic self-sufficiency for local government. <br />Membership consists of: the chairman and one other <br />county commissioner. the mayor of each of the five <br />cities in the county. one representative from each <br />school district, four representatives of industry (recom- <br />mended by the Southwest Wyoming Industrial Associa- <br />tion). and two members selected at large. The board <br />invites obsef'lers from State agencies to its bi-monthly <br />meetings. It is aided by a citizens' advisory committee <br />and a technical committee. <br />One problem the Priorities Board has is the lack of <br />full-time professional staff (and there is only one pro- <br />fessional administrator within the County). The Indus- <br />trial Association has a full-time director (see page 9), <br />so the elected officials are at some disadvantage in <br />providing appropriate liaison. <br /> <br />14 <br />