John Perry: The Challenges Woodridge Has Faced

On Monday, we presented the story of how former Woodridge Village Administrator John Perry decided to write a book about his experiences in the village. On Tuesday, you read the first excerpt of his book, which featured a condensed history of the village.

Today's excerpt deals with the challenges Woodridge faced when Perry began as the village administrator. Check back tomorrow for the final excerpt.

Higher Tax Rates

" ... Woodridge's combined property tax rate for the core of the community, the area covering school district 68 and Lisle-Woodridge fire district, was one of the highest in DuPage. Increasing costs for community services, especially schools, and rapid appreciation of real property values in combination sent tax rates and property tax bills higher in the late 1980s and early 1990s. Woodridge public officials realized that these high tax rates had to be addressed.

Need for Balanced Tax Base Growth

Woodridge ... had developed as a starter home community for GIs. The housing was functional and affordable. Woodridge also built a substantial supply of multi-family housing during the 1970s. The combination of affordable single family and basic garden-style apartments meant that the tax base per capita was also lower than most DuPage communities. This low per capita tax base largely explains the high total property tax rate.

Beginning in the early 1980s, Woodridge public officials, led by the new mayor William Murphy, placed emphasis upon changing the type of development and the net value of new development. The board had bared approval of any new multi-family units.

Growth Now or Never

Woodridge confirmed in the adoption of its 1985 Comprehensive Plan the need to change those elements of its plan for development that would threaten its ability to be [sic] successful over the long term. Woodridge also recognized that it was still subject to changes in its environment. The Illinois State Toll Highway Authority, as the 1980s unfolded, was progressing with the construction of a road bisecting Woodridge and connecting Interstate 88 with Interstate 55. This road would provide pressure for development and competition for annexations amongst communities in its path. Thus, in the late 1980s, Woodridge was faced with the challenge to take advantage of opportunities for change.

Finding a Good Administrator

Perhaps the biggest challenge that faced Woodridge in the late 1980s was the need for stable, effective managerial leadership. The village had four "permanent" administrators and two one-year stints under an acting administrator in the ten years before my arrival. This history of turnover on the surface does not speak positively to the prospect for managerial longevity. However, my contact with the mayor both during my 1980 interview (he was a trustee at the time) and the 1989 selection process suggested that this was an eminently capable individual — and "good person." He was respected by everyone with whom I spoke. The elected official team worked together effectively.

The basic philosophy of how the organization operated — respect for roles, involvement of staff in key decisions, an emphasis on professional performance, board members during their homework and expecting the same from staff, a series of employee and community recognition programs, and well-structured land and financial planning processes — all were more than I expected. All these elements were tributed (sic) to the elected leadership that selected me, and to whom I am so grateful for the opportunity. All I had to do in Woodridge was provide the effective professional management component."