Roanoke Times
Copyright (c) 1995, Landmark Communications, Inc.
DATE: SUNDAY, June 18, 1995 TAG: 9506200009
SECTION: CURRENT PAGE: NRV-2 EDITION: NEW RIVER VALLEY
SOURCE: DAVID W. RUNDGREN, HOLLY LESKO, LESLEY HOWARD AND DARIA DITTMER
DATELINE: LENGTH: Medium
The plan's development was sparked by the massive job losses caused by defense downsizing and plant closings in the early '90s.
Vision 2020 is the culmination of two years of work in New River communities with elected and appointed officials, community and nonprofit organizations, and local residents and industry leaders.
Projects to achieve the vision in six key areas of education and training, entrepreneurship, basic employer and support community, physical infrastructure, natural and cultural environment, and human development are detailed in the document. The total investment necessary comes to $467 million. Note, however, that this investment is spread over 25 years and will be shared by public, private, and nonprofit organizations, as well as individuals, who choose to "champion" particular projects.
People who participated in the vision process quickly realized that one of the keys to developing their ideal community is to anticipate and plan for the impact of development. The first step in doing this was to assess honestly the region's strengths and weaknesses. The New River Valley has many attractive features that make it a highly desirable place to live; topmost among these is our quality of life. Residents repeated again and again that they do not want to turn into a "Northern Virginia," with sprawl development, poor to no public transportation, and the loss of thousands of acres of open space.
Few of us would argue, however, that the region's economic base is sufficient at this time. If we are to develop our economic base without negative impacts, localities must plan their projects cooperatively. The New River Valley is unique in its long-standing history of local governmental cooperation. Additional opportunities for cooperation exist in planning and developing projects, be they education, roads, water and sewer lines, parks, business training, greenways or mass transit.
The region has many projects in motion today and much of the infrastructure exists for achieving Vision 2020. Among the ongoing projects are:
The Competitiveness Center, to be located at the old AT&T site. This multitenant facility will house entrepreneurs, light manufacturing, business assistance, classroom and meeting space. It will ultimately serve as a "gateway" to the New River Valley for new businesses while serving existing businesses.
Exploration of developing an intermodal site to connect Interstate 81 with the New River Valley Airport as well as train sites on the Radford Army Ammunition Plant's Dublin site.
As these projects demonstrate, we can achieve Vision 2020. It requires political will, time and money on the part of both officials and residents.
Achieving Vision 2020 will not be free. The type of carefully considered development suggested in Vision 2020 is not always the easiest, cheapest, or most politically expedient development. Quick fixes to problems, however, often leave us with greater problems in the long run. Our high quality of life can be sustained with careful, thoughtful development that considers all the areas of life that it touches.
The price tag attached to Vision 2020 is based on estimates. That hard dollars are necessary is a reality for all projects. Having a considered plan of action allows local governments, private and nonprofit organizations to invest money when appropriate opportunities arise, rather than scrambling to determine whether a given opportunity will be helpful, harmful or neutral.
Vision 2020 is one such "considered plan of action." It is a progressive document. It can be an exciting beginning to a brighter, more economically sustainable future for the New River Valley.
However, it is not a mandate, nor is it the only vision for the region. Residents and leaders will need to consider Vision 2020 as part of a greater whole and determine which parts to put into action and which parts to alter.
With the increasing globalization of the economy, as well as increasing competition in the world markets, long-term solutions must be sought if our children and grandchildren are to continue to enjoy our high quality of life. As residents and leaders, we need to look beyond our individual communities to the region, the state and the world to create a sustainable economic base for ourselves.
Vision 2020 is a living document, and as our lives and our communities change, we must adapt to those changes in a productive, sustainable fashion. It's time we promote our assets, address our weaknesses, and position ourselves for the 21st century. Vision 2020 has started this process; it is up to all of us to continue it.
by CNB