Roanoke Times
Copyright (c) 1995, Landmark Communications, Inc.
DATE: TUESDAY, February 21, 1995 TAG: 9502220049
SECTION: EDITORIAL PAGE: A-4 EDITION: METRO
SOURCE:
DATELINE: LENGTH: Medium
When the man did die, a deadpan Chevy Chase for weeks afterward stared gravely into the camera and intoned: "Generalissimo Francisco Franco is still dead."
Few viewers were grieving for Franco, if they even knew who the old fascist was, and his lingering exit had grown tiresome. In contrast, the Roanoke Valley has suffered a series of losses in recent years that have been deeply felt and are still a source of lamentation. Among the missing: the railroad's post-merger corporate headquarters (shipped out of town) and the biggest local bank (acquired by First Union of North Carolina).
Each remains an important player in the valley, but their transitions are often cited in a familiar litany of diminished leadership and philanthropy. The list goes on to include other local businesses and the deaths of major givers Jack Hancock and Marion Via.
They are still gone.
The contributions these institutions and people made over the years are enormous. Their memory and achievements are widely and for good cause cherished. The gifts of Hancock and Via continue on a less grand scale through foundations, and Norfolk Southern and First Union continue to give. None of this should be forgotten.
It is time, though, for the Roanoke Valley to get past the wistfulness for former patrons, and pull together the will and resources not just to maintain but to build on their legacy.
Sure, it's a daunting task when one considers the wealth of Via, who could write out a check for $100,000 to improve a theater production of special interest to her. But at a time when governments also are cutting back arts support, new strategies clearly are needed.
Blueprint 2000, last year's report on a three-year study of arts and cultural activities in the Roanoke Valley, noted the success of united arts-fund drives in many cities - but stopped short of pushing the concept because well-established organizations such as the Roanoke Symphony Orchestra and Mill Mountain Theatre were less than enthusiastic. The report did, however, call for a study of the idea. It's worth revisiting.
The report also cited potential in a joint ticket-selling venture for the valley's various arts organizations, as well as other ways to work together, set regional priorities and pool resources.
The goal should be to broaden the base of gift-giving, and to make the cultural assets that are so important to this community more of the community.
Nonprofits' growing sophistication is itself an indicator of broadening leadership and participation, in contrast with days when a handful of business leaders opened their wallets and made the important decisions. Yet the cultural groups' jealous independence bears a high cost. If they could coordinate better, they could expand community support and maximize the use of what resources are available.
Deep pockets still would be needed, but they wouldn't have to be as deep as a Via's. Maybe NS and First Union can be persuaded to increase gift-giving. NS, after all, gives many times more to organizations in Norfolk than here, even though it has twice as many employees and almost double the payroll in Roanoke.
But maybe not. Loss of corporate headquarters carries with it a loss of corporate clout, as the case of NS illustrates. And, as we have said, the past had its limitations, too. Instead of waiting for a new mega-patron, Roanoke's nonprofits need to work together to cultivate mega numbers of new patrons.
by CNB