Virginia’s New River Valley Strategic
Plan
Comprehensive Economic Development Strategy
Annual Report
New River Valley Planning District Commission
June 2001
The purpose of the New River Valley Comprehensive Economic Development Strategy (CEDS) is to continue federal and local partnerships to address the economic development of the Region. The CEDS process includes analysis, vision, action plan, and evaluation. This process will help create jobs, foster more stable and diversified economies,
and improve living conditions. As a regional development strategy, Virginia’s New River Valley Strategic Plan (New River Valley CEDS) addresses the planning needs of the CEDS for the Economic Development Administration, the Area-wide Action Plan for the Appalachian Regional Commission, the Regional Competitiveness Action Plan, the Regional Cooperation Act Strategic Plan, and the American Heritage Rivers: New River
Valley, Virginia Action Plan.
CEDS emerges from a continuous planning process. This Annual Report of the New River Valley CEDS seeks to document and evaluate that process, effectively updating the CEDS, while responding to the reporting requirements and previous review and critique of the Economic Development Administration. Rather than a single stand-alone section,
evaluation is integrated as continuous feedback loops in each part of the process and report.
The New River Valley Planning District Commission (PDC) was created in September 1969 by the City of Radford, the Counties of Floyd, Giles, Montgomery, and Pulaski, and the Towns of Blacksburg, Christiansburg, and Pulaski. As key players in the regional economy, Virginia Tech and Radford University joined the Commission in July 2000
along with the Towns of Floyd, Narrows, Pearisburg, and Rich Creek.
The PDC continues to serve as the lead committee for planning and economic development efforts in the New River Valley region. However, it works closely with several regional groups that take leading roles in pursuing economic development projects and funding to advance the quality of life in the New River Valley (see Figure 1, page 4).
These include the New River Valley Economic Development Alliance, the American Heritage River, the New River Valley Regional Competitiveness Partnership, the Workforce Investment Board, the Rural Prosperity Commission, the New River Tourism Alliance, and Managing Information in Rural America (MIRA).
This spring, memoranda were sent to all the localities that participate in the New River Valley Planning District Commission (PDC), and to collaborative partners. Each was asked to submit a list of projects that they were working on or considering. Then each group met to review the status of current projects, and plan for the
future. Staff at the PDC compiled the information for this report. The approved minutes of the PDC meetings that were related to the CEDS are attached in Appendix I.
In addition to considering projects, the PDC also reviewed and updated the Goals and Strategies, and the project evaluation criteria. This process included the collaborative partners listed above. The updated Goals and Strategies are on the following pages, and the revised evaluation criteria are included in the Annual Project
Package Report Section.
The staff for the CEDS Committee includes David Rundgren, Executive Director of the Planning District Commission, as well as Jan Reynolds and Lydeana Martin.
A list and description of the current CEDS Committee membership, and current letters/resolutions from each of the localities that has participated in and supported the planning process are also attached in Appendices II and III, respectively.
Figure 1
CEDS
Strategy Participants 2002
Virginia's New River Valley
"A Globally Competitive Community"
VISION 2020
Updated May 2001
The New River Valley Planning District Commission (PDC) leads the continuous planning process for economic development in Virginia’s New River Valley region (known as “Vision 2020”). However, it works closely with localities and several regional groups that take key roles in pursuing economic development projects
and funding to advance the quality of life in the New River Valley. Input from these groups, this year including the Workforce Investment Board, the Rural Prosperity Committee, and the New River Tourism Board, has been used by the PDC to evaluate and update the Goals and Strategies. The revised Goals and Strategies are presented here in five interrelated categories: Economic
Development, Education and Training, Health and Human Development, Natural and Cultural Environment, and Physical Infrastructure.
ECONOMIC DEVELOPMENT
The New River Valley uses local ideas and technologies, leverages private investment, and fulfills unmet and future market demands.
Goal: To increase the number of jobs created through entrepreneurial start-ups in the New River Valley.
Strategy: Organize creative financing programs and improve entrepreneurs' access to risk capital.
Strategy: Strengthen the New River Valley SBDC's capacity to assist in the creation of new businesses that are competitive locally, nationally, and globally.
Strategy: Support the development of business incubators, and the facilities/services they offer to new businesses.
Goal: To provide an instructional framework and enhanced services to entrepreneurs to increase the success of entrepreneurial ventures.
Strategy: Provide professional, technical, and educational assistance to businesses.
Strategy: Organize creative financing programs and improve entrepreneurs' access to risk capital.
Strategy: Locate, develop, and market appropriate facilities for entrepreneurial ventures.
Goal: To encourage "would be" entrepreneurs through education and enhanced opportunities.
Strategy: Provide alternate educational opportunities and support to encourage self-employment.
Strategy: Encourage and acknowledge entrepreneurial efforts in established local industries and businesses.
Strategy: Encourage home-based, community-based business zoning easements.
Goal: To develop and coordinate entrepreneurial tourism which can provide activities and attractions that would better utilize the tourism potential of the New River Valley.
Strategy: Identify unique natural and cultural locations and events in the region.
Strategy: Cooperatively market and coordinate scheduling of local attractions to best utilize resources and identify the New River Valley as a tourism destination.
Strategy: Develop a rural heritage-based business incubator to support the development of arts, crafts and related businesses.
Goal: Expand the use of technology as a basis for entrepreneurial ventures.
Strategy: Encourage the use of locally developed technology in manufacturing and other industry.
Strategy: Support the development of E-commerce and business-to-business ventures.
Goal: To expand the region's economic base without compromising the high quality of life.
Strategy: Recruit environmentally responsible companies.
Strategy: Use land use controls and utility availability to direct business to appropriate locations.
Strategy: Develop and promote microbusiness opportunities for recycled materials to enhance local utilization of recycled materials.
Goal: To improve the region's ability to market itself and respond to the needs of new industrial, research, and technological prospects.
Strategy: Market the region's existing industrial, technology, and research space.
Strategy: Seek regional certification through the Virginia Community Certification Program and market the region's assets to prospective industries.
Strategy: Pursue a multi-regional marketing campaign involving the New River Valley Economic Development Alliance, New River Valley Visitors Alliance, and Chamber of Commerce Coalition.
Goal: To strengthen the economic position of downtown commercial districts.
Strategy: Enhance the diversity of the region's shopping opportunities.
Strategy: Improve the competitiveness of downtown business districts.
Goal: To improve the customer service quality of local hospitality businesses.
Strategy: Provide instructional opportunities for hospitality employees.
Strategy: Improve the region's ability to provide basic travel information to visitors.
Goal: To improve the region's tourism development potential and ability to market itself as a tourism destination.
Strategy: Encourage the development of appropriate hospitality businesses in strategic areas with high tourist traffic.
Strategy: Increase the region's tourism readiness and marketing capacity.
Strategy: Seek inter-regional partnerships with other Virginia communities, West Virginia, and North Carolina to enhance the region's chances of becoming a tourism destination.
Strategy: Support passenger rail service in the New River Valley.
Strategy: Organize eco-tourism activities.
Strategy: Organize and promote interconnected walking, hiking and biking trails.
Goal: To increase the economic impacts of tourism in the New River Valley.
Strategy: Lengthen visitors=
stays to the New River Valley.
Strategy: Increase the display, performance, and sale of all crafts, food and drink, art, and other goods made by local residents.
Strategy: Organize events that display the special qualities and lifestyles of Virginia's Southwest.
Strategy: Create a system of theme trails directing exploration of the region’s drama theatres, golfing, birding, heritage and photo trails.
Strategy: Develop a regional heritage festival (week long).
Goal: To attract new industries that will complement the region's economy, strengthen inter-industry linkages, and utilize the region's labor force.
Strategy: Pursue a targeted industry approach to industry recruitment.
Strategy: Recruit outside firms seeking a trained and skilled labor force, low utility costs, high quality industrial space, and convenient highway access.
Strategy: Recruit outside firms that currently have significant vendor relationships with New River Valley companies.
Goal: To improve the ability of local governments to compete with neighboring states in the recruitment of high quality firms.
Strategy: Designate a regional delegation to lobby the Virginia General Assembly for support.
Strategy: Encourage local governments to take a more pro-active approach to economic development.
Strategy: Provide creative public incentives to encourage private investment.
Strategy: Foster partnerships among localities with common needs (including non-adjacent counties.)
Goal: To enhance the financial resources of local governments through tax restructuring.
Strategy: Encourage the State to share income taxes and revenue growth with localities.
Strategy: Encourage the state to allow more flexible local revenue strategies.
Goal: To bring a voice to the policy table on behalf of the region.
Strategy: Seek representation on State Commissions and Committees
Strategy: Provide input to State from regional economic development organizations and planning districts.
Goal: To improve the ability of local firms to strengthen industry relationships, access product and/or consumer markets, and become globally competitive.
Strategy: Promote and coordinate existing quality initiatives (e.g., ISO 9000 industry certification programs).
Strategy: Develop a "Corporate Team" program to encourage local businesses to work together to pursue joint markets and/or federal contracts.
Strategy: Privatize appropriate university-owned and operated businesses that could be run more efficiently by private industry.
Strategy: Market New River Valley products to other state, national, and international markets.
Goal: To develop and strengthen the role of international trade and commerce in the economy of the New River Valley.
Strategy: Coordinate with existing international trade promotion, training and networking efforts/initiatives.
Strategy: Market the advantages and promote the use of the Foreign Trade Zone and Customs Office at the New River Valley Airport.
Strategy: Use Foreign Trade Zone status as a tool in recruiting new industries and diversifying the New River Valley=s economy.
Goal: To improve the region's ability to support and respond to the needs of local industries.
Strategy: Create a more supportive and open relationship between industry, government, and educational institutions.
Strategy: Develop a Aone stop@ center where businesses can seek employees, and training can be arranged if employees don=t have the needed skills for the job.
Strategy: Provide intermediary between industry and social services.
Goal: To improve the corporate profitability of existing firms in order to encourage capital
investment and job creation.
Strategy: Create new financing opportunities for business/industry expansion.
Strategy: Assist the commercialization of innovative technology and non-technology-based enterprises that show promise.
Strategy: Develop more value-added processes with local resource companies.
Strategy: To encourage recruitment of local college graduates.
Goal: To develop joint venture opportunities with international firms.
Strategy: Identify potential international partners for local firms.
Goal: To capitalize on the region’s unique human resources.
Strategy: To utilize specialty training (e.g. engineers, telecommunication, and technology).
Strategy: To utilize specialty skills (e.g. artists and artisans).
Strategy: To utilize basic skills in newer industries (e.g. hand dexterity).
EDUCATION AND TRAINING
The New River Valley builds a well-educated, well-trained workforce by providing a cooperative educational system with quality personal, professional, and technical education for all citizens of the region
Goal: To create an educational system for the New River Valley that transcends district lines to maximize available resources and eliminate inequity.
Strategy: Use multi-media technologies in the classroom to share instructional delivery and access to information throughout the region.
Strategy: Allocate resources equitably to ensure that students from all economic and basic skill groups in school are prepared, encouraged, and ready to learn.
Strategy: Encourage State recognition of the need for a funding formula fostering regional cooperation among public schools in high tech training and education.
Goal: To have a positive, supportive, and successful climate where students are ready and able to learn.
Strategy: Encourage students, parents, teachers, and administrators to develop shared solutions for problems.
Strategy: Support efforts to respond to issues related to racial or cultural differences or perceived differences. (e.g., the Diversity Forum)
Strategy: Realign local resources into early childhood development programs (i.e., Head Start and Even Start).
Strategy: Identify and address potential barriers and opportunities for learning through need and ability screening (e.g., learning disabilities, medical problems, nutritional deficiencies, high aptitude areas, student defined learning aids, etc.).
Strategy: Achieve a crime-free and drug-free environment in our schools.
Strategy: Encourage all students to achieve and excel according to their abilities.
Strategy: Provide nurturing environment to all children including values development and “employability skills” (e.g. improved work ethic.)
Goal: To maintain open communication between the schools and the public regarding the importance of education and the needs and accomplishments of local school systems.
Strategy: Educate voters and elected officials regarding the roles and duties of school boards in the New River Valley.
Strategy: Use local public access TV, print media, and other approaches to promote school needs and accomplishments and the importance of education.
Goal: To improve the Industry / Education interface at all levels.
Strategy: Provide students with more "real world" learning opportunities in order to prepare them to compete in a global economy.
Strategy: Expand mentoring and "shadow" programs.
Strategy: Establish partnerships between industry/business and schools to promote the importance of skill development and inform educators of the skills needed (e.g., Work Keys)
Strategy: Seek a closer partnership between industry leaders and educators to design traditional and vocational programs.
Goal: To increase literacy rates among the region's children and adults (90% with High School Diploma or equivalent).
Strategy: Expand programs to teach basic literacy skills.
Strategy: Offer more on-site training opportunities to local businesses and industries.
Goal: To create life-long learning opportunities for New River Valley residents.
Strategy: Expand educational curriculum, operating hours and location of programming to offer non-traditional students educational opportunities to meet the needs of all of the region's residents.
Strategy: Provide affordable, diverse, and accessible continuing education opportunities.
Strategy: Support the education and development of grassroots leaders.
Goal: To train a new technology workforce and re-skill economically
displaced workers for higher skills and productivity in the 21st Century economy.
Strategy: Train managers and workers to meet the current and future challenges of a competitive marketplace.
Strategy: Expand existing corporate training and professional development programs.
Strategy: Develop a "one stop career shop" based on the economic opportunities of the region and geared to providing skills and assistance necessary to compete in the global marketplace.
Strategy: Foster interagency cooperation in the delivery of services to assist residents with training and employment opportunities.
Strategy: Implement a program to prepare secondary school students for technical careers that will support the recruitment of high technology industries to the New River Valley.
Strategy: Encourage additional funding for educational programs, especially technology.
Goal: To enhance and link the region's labor skills and technology advantages to improve wage
levels.
Strategy: Link local industries with technology and research capabilities of Virginia Tech, Radford University, and New River Community College.
Strategy: Expand (internally and externally) the Virginia Tech Corporate Research Center.
Strategy: Encourage vocational programs and marketable skills.
Strategy: Market the region's specialty skill base (e.g., tool and die operators and engineers) to prospective industries.
NATURAL AND CULTURAL ENVIRONMENT
The New River Valley is an attractive and desirable place to live, work, and visit.
Goal: To develop eco-tourism
opportunities in the New River Valley.
Strategy: Design and market a series of travel packages for different recreational consumers.
Strategy: Institute measures to protect critical areas from inappropriate development.
Strategy: Inventory cultural sites and artisan shops, and establish loop trails off the Blue Ridge Parkway.
Goal: To expand recreational
opportunities for residents and visitors.
Strategy: Develop nature-based recreational opportunities, including a system of trails for hiking and biking.
Strategy: Identify and publicize appropriate recreational opportunities around the region.
Goal: To manage the impacts of
future development in order to preserve the character and quality of the regional environment.
Strategy: Adopt and practice sound land use planning and utility development to preserve the region's rural character.
Strategy: Encourage the development of recreational amenities in conjunction with all
development throughout the region.
Strategy: Adopt open space planning techniques in each jurisdiction to ensure that critical or high risk areas are protected from
inappropriate development.
Strategy: Collaborate with regional and state land trusts to educate landowners regarding voluntary easements.
Goal: To encourage regional
recycling as a way to reduce demand for new or expanded solid waste facilities.
Strategy: Continue public awareness of benefits and needs for recycling.
Strategy: Develop convenient means to recycle throughout the New River Valley.
Goal: To increase the awareness of
educational and cultural programs in the region.
Strategy: Promote the enhancement of educational and cultural amenities.
Strategy: Cooperatively market regional events.
Goal: To develop activities and
attractions that would better utilize the tourism potential of the New River Valley.
Strategy: Identify, develop, and package the region's inventory of historical, cultural, natural features, and events and market to
outside markets.
Strategy: Examine opportunities to attract travelers from the Blue Ridge Parkway.
Strategy: Create and support a regional tourism agency/organization to
promote the New River Valley as a whole in partnership with each locality and other regional promotion organizations.
HEALTH AND HUMAN DEVELOPMENT
The New River Valley provides opportunities for families and individuals to achieve their potential.
Goal: To foster inter-agency cooperation in the delivery of human services.
Strategy: Devise an easily available system for the delivery of human services.
Strategy: Strengthen client awareness of available services through better use of media, technology, and volunteer care networks,
and the grouping of social service agency representatives and informational material within the one stop center.
Goal: To provide affordable and accessible human services to all New River Valley citizens.
Strategy: Make high quality services available in the New River Valley.
Strategy: Target the needs of "high risk" persons of the region in order to allow greater participation of these persons in the workforce and community.
Strategy: Prepare to maximize the benefits of national health care reform.
Strategy: Encourage and improve volunteer involvement in the delivery of human services.
Strategy: Target the needs of Ahard-to-serve,@ and low-income individuals in the New River Valley when devising Welfare Reform initiatives.
Goal: To create an affordable, accessible public transportation system for all citizens.
Strategy: Coordinate and maximize the use of existing public and private transportation resources.
Strategy: Target and coordinate the expansion of currently available Aon demand@ transportation services to fill the needs of elderly, disabled, and disadvantaged citizens.
Strategy: Plan and coordinate the expansion of the existing public transportation network to incorporate the entire New River Valley.
Strategy: Support volunteer-based transportation alternatives (e.g., Access to Rides).
Goal: To expand the region's child and adult day care network.
Strategy: Develop an integrated network of private and public child and adult day care providers to assist families.
Strategy: Enable parents who need or desire to work outside the home, or seek education/training, access to quality child care twenty-four hours a day.
Goal: To ensure the safety of the region's citizens.
Strategy: Improve the region's preparedness and ability to respond to natural crisis and man-made emergencies.
Strategy: Reduce police, fire, and Emergency Medical Service response times throughout the New River Valley.
NATURAL AND CULTURAL ENVIRONMENT
The New River Valley is an attractive and desirable place to live, work, and visit.
Goal: To develop eco-tourism opportunities in the New River Valley.
Strategy: Design and market a series of travel packages for different recreational consumers.
Strategy: Institute measures to protect critical areas from inappropriate development.
Strategy: Inventory cultural sites and artisan shops, and establish loop trails off the Blue Ridge Parkway.
Goal: To expand recreational opportunities for residents and visitors.
Strategy: Develop nature-based recreational opportunities, including a system of trails for hiking and biking.
Strategy: Identify and publicize appropriate recreational opportunities around the region.
Goal: To manage the impacts of future development in order to preserve the character and quality of the regional environment.
Strategy: Adopt and practice sound land use planning and utility development to preserve the region's rural character.
Strategy: Encourage the development of recreational amenities in conjunction with all development throughout the region.
Strategy: Adopt open space planning techniques in each jurisdiction to ensure that critical or high risk areas are protected from inappropriate development.
Strategy: Collaborate with regional and state land trusts to educate landowners regarding voluntary easements.
Goal: To encourage regional recycling as a way to reduce demand for new or expanded solid waste facilities.
Strategy: Continue public awareness of benefits and needs for recycling.
Strategy: Develop convenient means to recycle throughout the New River Valley.
Goal: To increase the awareness of educational and cultural programs in the region.
Strategy: Promote the enhancement of educational and cultural amenities.
Strategy: Cooperatively market regional events.
Goal: To develop activities and attractions that would better utilize the tourism potential of the New River Valley.
Strategy: Identify, develop, and package the region's inventory of historical, cultural, natural features, and events and market to outside markets.
Strategy: Examine opportunities to attract travelers from the Blue Ridge Parkway.
Strategy: Create and support a regional tourism agency/organization to promote the New River Valley as a whole in partnership with each locality and other regional promotion organizations.
PHYSICAL INFRASTRUCTURE
The New River Valley has complete and quality infrastructure to support the goals, needs, and aspirations of the regional community.
Goal: To improve the capacity, condition, and efficiency of inter- and intra-regional transportation systems.
Strategy: Seek the commitment of government and private interests to improve the capacity, efficiency, and condition of the regional transportation network.
Strategy: Increase the capacity and utilization of existing air service facilities in the New River Valley.
Strategy: Support passenger rail service for the New River Valley.
Strategy: Improve major corridors in “isolated” areas.
Strategy: Increase interstate connections.
Goal: To ensure adequate, reliable, and safe delivery of all utilities in the New River Valley.
Strategy: Interconnect water and sewer systems regionally where possible to improve reliability and safety.
Strategy: Examine the potential of the New River as an alternative source of water for communities using springs and wells.
Strategy: Encourage AEP to build redundancy in electrical service to eliminate blackout/brownouts.
Goal: To plan for the systematic construction, replacement, and repair of public infrastructure to meet future needs and ensure fiscal responsibility.
Strategy: Encourage the development and updating of Capital Improvement Plans (CIP).
Strategy: Seek creative and alternative funding sources for eligible capital improvement projects.
Strategy: Seek creative and cooperative regional financing strategies for major infrastructure needs.
Goal: To improve the region's telecommunication network to attract new firms, assist existing firms, and educate citizens.
Strategy: Pursue plans to expand the "Electronic Village" concept.
Strategy: Promote the expansion and use of the "Electronic Classroom" at Virginia Tech, Radford University, and New River Community College.
Strategy: Pursue direct electronic links to marketing information and market sources for advancing the region.
Strategy: Establish a regional communications program for marketing and other outreach programs.
Goal: To achieve regional solutions to solid waste disposal and recycling.
Strategy: Reduce the amount of waste added to the waste stream.
Strategy: Seek inter-and intra-regional cooperation regarding the disposal of regional solid waste.
Strategy: Pursue markets for recycled and reused products.
Goal: To assure that the region has an ample supply of affordable housing to meet the needs of people in all income ranges.
Strategy: Adopt creative development approaches to encourage the creation of affordable housing.
Strategy: Determine appropriate and cost-effective means for providing shelter for all residents.
Goal: To increase the region's supply of ready and available industrial properties for occupancy.
Strategy: Identify, evaluate, and negotiate the acquisition and/or reserved use of industrial and business property within the region.
Strategy: Develop regional properties tailored to the needs of targeted industries.
The 2001 Project Package represented the priorities of the region as of May 2000. It is, therefore, imperative to look again critically at that list. First, it is ascertained whether or not the project is still desired by the named agency. If not, it will be dropped from the new list. If the project is still desired (indicated by an “X” in the table), it
is evaluated in terms of status (see New River Valley 2001 Annual Project Package Evaluation listed below). The status categories of “planning, funding, and completed” are explained below. If a project has been completed or is fully funded, it will not be included in the 2002 Project Package.
Planning
Planning, in this instance, is a general term used to indicate ongoing development of a project. This may include any of the following activities:
q holding project meetings
q studies including feasibility studies, engineering or architectural reports
q completion of required forms, permits, processes
q or any other activity indicating active pursuit of the project.
Funding
Funding is the critical yet often elusive component for bringing a project to fruition. The formal request for funding from Federal agencies is often a two-step process which begins with a pre-application. If the project is viewed favorably, the sponsoring agency is invited to submit an application. A project is considered “Funded”
following award notification when grant agreements are completed.
Completed
A construction project is considered “completed” when the construction is entirely finished. A program (non-construction) is considered “completed” when it is implemented.
|
New River Valley 2001 Annual Project Package Evaluation |
| | |
PROJECT STATUS* | |
|
Area |
Description |
Total Funding |
Desired |
Planning |
Pre-Appl. |
Application |
Funded |
Completed |
Notes |
| | Economic Development | | | | | | |
| |
|
NRV |
NRV Commerce Park (VA's First) Acquire and develop approximately 1,000 acres as a regional industrial park owned by Virginia's First Regional Industrial Facility Authority. |
$6,375,000 |
X |
X |
X |
X |
X |
|
RD, VDOT, ARC, ISDF |
|
Radford LMA |
Floyd Commerce Center - Site Development Provide internal road access, water and sewer infrastructure, and grading. |
$1,870,500 |
X |
X |
X |
X |
X |
|
EDA, VDOT, CDBG, Local |
|
NRV |
Communications Center - Purchase telecommunications equipment to make the New River Valley Competitiveness Center a world-class telecommunications center. |
$60,000 |
X |
|
|
|
|
|
Little Action |
|
NRV |
Glen Lyn Coal By-Products Recycling Study Determine uses for the by-products of the American Electric Power plant. |
$15,000 |
X |
|
|
|
|
|
|
|
NRV |
New River International Airport Improvements Improve the NRV Airport. |
$7,000,000 |
X |
X |
X |
|
|
|
|
|
Radford LMA |
New River Valley Welcome Center Establish physical office space and permanent staff for the NRV Welcome Center. |
$500,000 |
X |
|
|
|
|
|
Pulaski County |
|
NRV |
New River Valley Business Center Phase I Development of a multi-use facility including childcare, banking, food court, business support services, multi-tenant occupancy, and incubator graduates. |
$3,000,000 |
X |
|
|
|
|
|
11 acres under agreement |
|
Radford LMA |
Radford Corporate East - Establish office suites on the east side of Radford and development sites. |
$2,000,000 |
X |
|
|
|
|
|
|
|
NRV |
River Access Points - Develop canoe camping spots along the New River that are water accessible only. |
$45,000 |
X |
X |
X |
|
|
|
EDA Application |
| | Education and Training | | |
|
|
|
|
| |
|
Radford LMA |
New River Watershed Map - Create a user-friendly map of the Watershed that includes multiple information "layers" e.g., historic sites, camping, roads, river crossings, Civil War sites, etc. |
$50,000 |
X |
|
|
|
|
|
River user's map |
|
NRV |
Grassroots Leadership Development Develop and sustain a network of grassroots leaders, providing training and support as opportunities for participation in civic activities. |
$30,000 |
X |
|
|
|
|
|
|
|
Pulaski LMA |
Technology Magnet School: Workforce Development - Designed to develop a specialized workforce in the NRV by providing advanced technology education to secondary schools. Federal funds will be used to purchase equipment and construction of a facility. |
$8,000,000 |
X |
X |
Under development |
|
|
|
Have 4 acres of land Goal - State of the Art Facility |
| | Natural and Cultural | | |
| |
|
|
| |
|
NRV |
New River Valley River Project - Provide for comprehensive and cohesive education, recreation and eco-tourism network of trails, camping, etc. along the New River. |
$800,000 |
X |
|
X |
|
|
|
EDA, State, Local |
|
Radford LMA |
Christiansburg Institute - The Black Educational Experience, Cultural Learning Curriculum, Oral History, and Site preservation. |
$2,000,000 |
X |
|
|
|
|
|
|
|
NRV |
New River Craft Heritage Trail - Creating single and multi-day trips to natural and cultural sites in the region and publication of study results. |
$55,000 |
X |
X |
|
|
|
|
Being Finalized |
|
NRV |
Whitt-Riverbend Park (land acquisition) 27.7 acre park with 1.75 miles frontage on Walker Creek and the New River. |
$124,500 |
X |
X |
X |
X |
X |
X |
|
|
NRV |
Whitt-Riverbend Park (development) Development of public park on 27.7 acres of land with 1.75 miles frontage on Walker Creek and the New River. Site will include primitive, camping, picnic, hiking, fishing, and improved road access. |
$700,000 |
X |
X |
X |
|
|
|
|
|
Radford LMA |
Wildwood Park Revitalization - Implement proposed park rehabilitation. |
$550,000 |
X |
|
|
|
|
|
Partial funding in place |
|
Pulaski LMA |
Maple Shade Art/History Museum Complex Develop an art/history museum complex in downtown Pulaski. |
$4,000,000 |
X |
|
|
|
|
|
|
| | Health and Human Services | | |
|
|
|
|
|
|
|
Radford LMA |
Addition to Radford Public Library Additional space to include a youth room, genealogy center, and technology center. |
$390,000 |
X |
|
|
|
|
|
|
|
| Physical Infrastructure | | |
|
|
|
|
|
|
|
|
TransDominion Express - Capital Costs A statewide project to provide passenger rail transportation from Bristol, through the New River Valley, and on to Richmond and Washington, D.C. |
$9,300,000 |
X |
|
|
|
|
|
|
|
NRV |
Expansion of NRV Competitiveness Center - 20,000 s.f. addition to mixed use incubator space. |
$3,100,000 |
X |
X |
X |
X |
X |
|
EDA, Bank Match |
|
NRV |
Jacksonville Center Rural Cultural Business Incubator - A rural culture and marketing center to provide artisan work space and retailing space, as well as office area and training and performance areas. |
$581,000 |
X |
X |
X |
X |
X |
|
ARC, RD, VA. Dept. of Business Assistance |
|
NRV |
Intermodal Transportation Center Further explore the possibility of developing an intermodal transportation site on under-utilized US Army property near Dublin, Virginia. | $8,000,000 |
X |
|
|
|
|
|
|
|
NRV |
Southwest Virginia Multi-Modal Transportation Planning Study - To be conducted by the Virginia Tech Institute for Policy Outreach. Will look at all major modes of transportation including roads, trains and planes. |
$100,000 |
X |
|
|
|
|
|
|
|
NRV |
Glen Lyn Industrial Park Infrastructure Water and sewer infrastructure. |
$125,000 |
X |
X |
X |
|
|
|
RD |
|
NRV |
Radford Army Ammunition Plant Infrastructure Improvements Water, sewer, road, and rail upgrades at the New River site. |
$500,000 |
X |
|
|
|
|
|
|
|
NRV |
New River Bridge at Industrial Park New bridge to link Radford and Interstate to New River Industrial Park. |
$11,000,000 |
X |
|
|
|
|
|
|
|
Radford LMA |
Floyd Commerce Center - Industrial Road (Exterior) Develop roads to the entrance of the Floyd Commerce Center. |
$400,000 |
X |
X |
|
|
|
|
|
|
Pulaski LMA |
New River Trail State Park Extension Phase 1 Extend trail into Pulaski. |
$250,000 |
X |
X |
X |
X |
X |
|
Partially funded |
|
Radford LMA |
Bluff City Sewer - To provide new sewer lines. |
$628,000 |
X |
X |
X |
X |
X |
|
|
|
Radford LMA |
Regional Conference Center on NR at Radford - Determine feasibility and appropriate site for regional conference center, probably adjacent to new golf course and Radford University. |
$50,000,000 |
X |
|
|
|
|
|
|
|
Pulaski LMA |
Pulaski County Mobile Home Parks Sewer/Water - To provide water and sewer services. |
$700,000 |
X |
X |
X |
|
|
|
Divided into 3 projects |
|
NRV |
Pearisburg Fire Dept. - Replacement of existing fire hall with a modern facility to include parking, drive-through bays, and meeting room. |
$1,000,000 |
X |
|
|
|
|
|
|
|
NRV |
New River Valley Park and Ride Study Identify new park and ride areas and prepare new formal areas. |
$4,000 |
X |
X |
X |
X |
X |
|
|
|
NRV |
Bluff City Comprehensive Community Improvement Upgrade entire neighborhood, new water and sewer lines, extensive storm water diversion, street paving, replacement and rehabilitation of housing. |
$1,600,000 |
X |
X |
X |
X |
X |
|
|
|
Radford LMA |
Rock Road Improvements - Improvements to arterial roadway in Radford. |
$3,000,000 |
X |
X |
X |
X |
X |
|
Project Start 5/01 |
|
Radford LMA |
Floyd Commerce Center - Incubator Building Develop building in new Floyd Regional Commerce Center. |
$2,000,000 |
X |
|
|
|
|
|
|
|
NRV |
Yellow Sulphur Springs Water & Sewer Improvements - To provide water and sewer. |
$700,000 |
X |
X |
DHCD |
|
|
|
ARC |
|
NRV |
Pearisburg Town Shop - Replacement of existing shop with a larger and more modern facility. |
$650,000 |
X |
|
|
|
|
|
|
|
NRV |
Pearisburg Wastewater Plant Expansion Increase capacity of existing sewer plant to accommodate present and future growth. |
$2,500,000 |
X |
|
|
|
|
|
|
|
NRV |
Link Road: Pulaski County and Blacksburg - New road to connect industrial area to Blacksburg. |
$24,000,000 |
X |
|
|
|
|
|
|
|
Pulaski LMA |
Town of Pulaski Water System Improvements Multiple replacements and improvements. |
$2,100,00 |
X |
|
|
|
|
|
|
|
Pulaski LMA |
Dora Highway Flood Project Phase I - To relocate people out of flood plain in Town of Pulaski. |
$500,000 |
X |
X |
|
|
|
|
|
|
Radford LMA |
Christiansburg Institute Site Development - Site work for the preservation of the Christiansburg Institute. |
$250,000 |
X |
X |
X |
X |
X |
|
|
|
Radford LMA |
Blacksburg Major Street Improvements Improvements to arterial system in Town. |
$1,226,000 |
X |
|
|
|
|
|
|
|
Radford LMA |
Henson Avenue Improvements - Widen and re-align existing street from Main Street to Fort Branch Road. Project to include curb and gutter; storm water improvements; and a new side walk. |
$1,450,000 |
X |
X |
X |
X |
X |
|
VDOT |
|
Radford LMA |
Route 8 Improvements (South) Road Improvements on Route 8 southbound from Montgomery toward Floyd. |
$1,500,000 |
X |
|
|
|
|
|
|
|
Radford LMA |
Ingram Village Sewer - Put in water/sewer lines. |
$1,500,000 |
X |
|
|
|
|
|
|
|
* Project Status shows the progression of development from "Desired" to "Planning" to funding ("Pre-Application", "Application", and "Funded") and finally "Completed". |
As stated in the Organization and Management section of this report, the PDC Board members reviewed and updated the project evaluation criteria.
Project Evaluation Criteria - Revised May 2001
The Project Evaluation Criteria are designed to allow the Planning District Commission to make rational judgments as to the relative value of various project proposals. The proposed projects should be aimed at encouraging private investments in economic development or activities to support such developments.
The first step in developing the criteria included a review and revision of the Goals and Strategies. Based on those Goals and Strategies, the Planning District Commission has established priority ratings for various project types. These project types have been placed into four priority levels by the Planning District Commission and serve as the project type portion
of the criteria.
PROJECT TYPE*
Priority Level 1
! Water and/or Sewer Improvements
! Primary/Arterial Roads
! Microenterprise Assistance
! Interstate Connections
! Local School & Educational Facilities
! Rail and Airport service
! Tourism
! Technology Career Facilities
! Employment Creation/Retention – Technology and Industrial
Priority Level 2
! Comprehensive Community Development
! Secondary Roads
! Drainage/Flood Control
! Other Economic Development
! Housing Production
! Central Business District
! Facilities for Protected Populations
! Revitalization
Priority Level 3
! Sheltered Workshop
! Care Facilities
! Community Centers/Recreation
! Other Community Services Facilities
! Homeownership Program
Priority Level 4
! Employment Creation/Retention - Commercial
! Other Housing
! Other Community Facilities
*Administrative facilities to support project types have the same priority as the project type.
OTHER CRITERIA
While “project type” links the project criteria to the CEDS’ Goals and Strategies, there are other important factors in ranking individual projects. These factors are represented in the criteria listed below:
! Growth Area Relationship
! Regional Participation
! Relationship to Locally Adopted Comprehensive Plans
! Per Capita Income
! Unemployment Rate
! Relative Jurisdictional Stress
! Relationship to Private Investments
! Relationship to Previous Investments
! Readiness to Initiate Project
Additional points are earned if the project is directly related to energy conservation or it is declared an Emergency by the Governor.
1. Growth Area Relationship: The location of a project is significant in relation to an identified area of growth within the Planning District.
Points
4 A. Located Within the Economic Development Center
3 B. Located Within a Growth Area
2 C. Located Within a Rural Service Center
1 D. Located Outside the Above Identified Areas
2. Regional Significance: The significance of a project is in relation to the number of jurisdictions
participating in reference to services and money invested.
Points
4 A. Four or More Jurisdictions Participating
3 B. Three Jurisdictions Participating
2 C. Two Jurisdictions Participating
1 D. One Jurisdiction Participating
3. Relationship to Local (Adopted) Comprehensive Plan: The relationship to the LCP is
determined from stated goals and objectives which serve as the standard of measure (in the case of multi‑jurisdictional projects, project must relate to goals or objectives of at least one LCP).
Points
5 A. Project Relates Directly to Two or More Community Goals or Objectives
3 B. Project Relates Directly to One Community Goal or Objective
1 C. Project Relates Indirectly to One or More Community Goal or Objective
0 D. Project Does not Relate to any Community Goal or Objective
4. Per Capita Income: Utilizing the latest available data, per capita income will be used in evaluating project significance.
City-County/Town rank will be utilized, while in cases of multiple jurisdictions, the average rank will be determined.
Points
3 A. If less than or equal to 60% of State per capita income
2 B. If 61 - 74% of State per capita income
1 C. If 75 - 99% of State per capita income
0 D. If greater than or equal to the State per capita income
5. Unemployment Rate: Utilizing the latest annual average figures available, unemployment
rates will be used in evaluating project significance. City‑County/Town will be utilized, while in cases of multiple jurisdictions, the average rank will be determined.
Points
3 A. If 50% or more above State average
2 B. If 25 - 49% above State average
1 C. If 1 - 24% above State average
0 D. If equal to or below State average
6. Relative Jurisdictional Stress: A composite index prepared by the Commission on Local Government to compare
the relative strengths of the jurisdictions in the State.
Points
2 A. High stress
1 B. Above average stress
0 C. Below average stress
7. Relationship to Private Investments: Capital investments from private sources relate to the
significance of the project.
Points
5 A. Direct Private Capital Investment
3 B. Direct Relationship to Private Capital Investment
2 C. Indirect Relationship to Private Capital Investment
1 D. Minimal Indirect Relationship to Private Capital Investment
8. Relationship to Previous Investment
Points
2 A. New Service or Facility; Expansion of Service from an Existing Service
1 B. Replacement of Existing Service or Facility
9. Readiness to Initiate Project
Points
5 A. Jurisdictional Commitment and Final Plans and Specifications
4 B. Jurisdictional Commitment ‑ Preliminary Plans and Specifications
2 C. Jurisdictional Commitment, but no Plans and Specifications
1 D. No Jurisdictional Commitment, but Preliminary Plans and Specifications
0 E. No Jurisdictional Commitment and no Plans and Specifications
10. Energy Conservation or Development Related Projects
Points
3
11. Emergency Need as Identified by the Governor
Points
3
In addition, the environmental impact of each project will be evaluated on a project-by-project basis.
Evaluating Projects
Projects remaining from the 2001 Project packages as well as new project ideas are evaluated and ranked using the above criteria. While all the criteria are important, several are based directly on the most current economic data.
For a summary of that data, see Tables 1, 2 and 3 below. For the scores and ranked projects, see the New River Valley 2002 Annual Project Package, below. (To see the short-range vs. long range breakdown, see New River Valley 2002 Annual Project Package in Time Order, also below).
|
Table 1
|
|
|
|
|
Per Capita Income
|
|
|
|
|
|
1997 Per Capita
|
% of VA
|
|
|
|
|
Floyd County
|
$15,575
|
59.7%
|
|
|
|
|
Giles County
|
$18,383
|
70.4%
|
|
|
|
|
Montgomery County*
|
$17,676
|
67.7%
|
|
|
|
|
Pulaski County
|
$18,036
|
69.1%
|
|
|
|
|
City of Radford*
|
$17,676
|
67.7%
|
|
|
|
|
Virginia
|
$26,109
|
100.0%
|
|
|
|
|
*Montgomery and City of Radford combined.
|
|
|
|
|
|
Sources: County and City Data Book, 1994: U.S. Dept. of Commerce.
|
|
U.S. Bureau of the Census, 1980.
|
|
U.S. Department of Commerce: 1999 Bureau of Economic Analysis:
|
|
Regional Accounts Data.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Table 2
|
|
Annual Unemployment Rates, 1999
|
|
|
|
|
|
Floyd County
|
4.4%
|
|
|
Giles County
|
6.1%
|
|
|
Montgomery County
|
1.9%
|
|
|
Pulaski County
|
4.5%
|
|
|
City of Radford
|
2.8%
|
|
|
Virginia
|
2.8%
|
|
|
Source: Virginia Employment Commission
|
|
|
Note: 50% above the Virginia level would be 4.2%
|
|
|
or more; 25-49% above would be 3.5 to 4.1%.
|
|
|
Table 3
|
|
Relative Jurisdictional Fiscal Stress, 1998/99
|
|
|
|
|
|
Floyd County
|
Below Average
|
|
|
Giles County
|
Below Average
|
|
|
Montgomery County
|
Above Average
|
|
|
Pulaski County
|
Above Average
|
|
|
City of Radford
|
Above Average
|
|
|
Source: Virginia Commission on Local Governments, May 2001.
|
|
New River Valley 2002 Annual Project Package |
|
Score |
Area |
Description |
Fed. $ |
State $ |
Local $ |
Total Funding |
Const. Date |
Responsible Agency |
|
39 |
NRV |
NRV Commerce Park Phase II (VA's First) Acquire an additional 265 acres and begin development of Phase II as a regional industrial park owned by Virginia's First Regional Industrial Facility Authority. |
|
|
|
$5,000,000 |
2005 |
Virginia's First |
|
37 |
NRV |
New River Valley Development Revolving Loan - Fund Re-capitalization Fund to provide assistance for business and non-profit development. |
|
|
|
$500,000 |
2002 |
NRVDC |
|
37 |
Pulaski LMA |
Technology Magnet School: Workforce Development - Designed to develop a specialized workforce in the NRV by providing advanced technology education to secondary schools. Federal funds will be used to purchase training equipment and construction of a facility. |
|
|
|
$8,000,000 |
2002 |
New River Community College & School Div's |
|
37 |
|
TransDominion Express - Capital Costs A statewide project to provide passenger rail transportation from Bristol, through the New River Valley, and on to Richmond and Washington, D.C. |
|
$9,300,000 |
|
$9,300,000 |
2002 |
VA Department of Rail and Public Transportation |
|
36 |
Pulaski LMA |
Pulaski WORK Center (DJOTS) Phase I - Acquire building to provide technology services to global and national companies. Includes communication infrastructure, equipment, software, and alterations. |
|
|
|
$1,000,000 |
2001 |
Pulaski Town |
|
34 |
NRV |
New River Access Project - Provide for recreation and eco-tourism network by providing access, camping, etc. along the New River. |
|
|
|
$800,000 |
2001 |
NRVPDC |
|
34 |
NRV |
Whitt-Riverbend Park Development - Development of public park on 27.7 acres of land with 1.75 miles frontage on Walker Creek and the New River. Site will include primitive, camping, picnic, hiking, fishing, and improved road access. |
|
|
|
$700,000 |
2005 |
Pearisburg |
|
33 |
Radford LMA |
Floyd County Economic Development Center -- New building to provide multi-tenant and community space. |
|
|
|
$1,000,000 |
2002 |
Floyd County |
|
33 |
NRV |
Montgomery County Business Accelerator - A facility providing intensive business training and space for people starting new businesses. |
|
|
|
$4,000,000 |
2003 |
Montgomery County |
|
33 |
Pulaski LMA |
Bagging Plant Road Site Development - Industrial access enhancement including connector to I-81. |
|
|
|
$1,500,000 |
2002 |
Pulaski County and the RFAAP |
|
33 |
Radford LMA |
Floyd Commerce Center - Industrial Road (Exterior) Develop roads to the entrance of the Floyd Commerce Center. |
|
|
|
$400,000 |
2002 |
Floyd County |
|
33 |
Radford LMA |
Floyd Commerce Center - Incubator Building Develop building in new Floyd Regional Commerce Center. |
|
|
|
$700,000 |
2004 |
Floyd County |
|
32 |
Radford LMA |
New River Watershed Map - Create a user-friendly map of the Watershed that includes multiple information "layers" e.g., historic sites, camping, roads, river crossings, Civil War sites, etc. |
|
|
|
$50,000 |
2002 |
American Heritage River user's map |
|
32 |
Pulaski LMA |
New River Trail State Park Extension Phase 1 Extend trail into Pulaski |
|
|
|
$250,000 |
2001 |
Pulaski Town |
|
31 |
Radford LMA |
Radford River Front Development - Visitors Center sign, Boat ramp, parking lot, landscaping, lighting, canoe and bike rental structure, planning and engineering. |
|
|
|
$150,000 |
2001 |
Radford |
|
31 |
NRV |
Glen Lyn Coal By-Products Recycling Study Determine uses for the by-products of the American Electric Power plant. |
|
|
|
$15,000 |
2003 |
Glen Lyn |
|
31 |
Radford LMA |
Industrial Park Development - Radford Corporate East Acquisition and development of new 56 acre Industrial Park within City limits. Includes construction of roadway, sanitary sewer, waterline, landscaping, grading, surveying, etc. |
|
|
|
$1,200,000 |
2003 |
Radford |
|
31 |
NRV |
Jacksonville Center Rural Cultural Business Incubator A rural culture and marketing center to provide artisan work space and retailing space, as well as office area and training and performance areas. |
|
|
|
$500,000 |
2001 |
Floyd Community Center for the Arts |
|
31 |
NRV |
Southwest Virginia Multi-Modal Transportation Planning Study - To be conducted by the Virginia Tech Institute for Policy Outreach. Will look at all major modes of transportation including roads, trains and planes. |
|
|
|
$5,000 |
2002 |
VT Instit. Pol. Outrch |
|
31 |
NRV |
Glen Lyn Industrial Park Infrastructure- Water and sewer infrastructure. |
|
|
|
$125,000 |
2002 |
Glen Lyn |
|
31 |
NRV |
Yellow Sulphur Springs Water & Sewer Improvements - To provide water and sewer. |
|
|
|
$700,000 |
2002 |
Montgomery County |
|
31 |
Pulaski LMA |
Dora Highway Flood Project Phase I - To relocate people out of flood plain in Town of Pulaski. |
|
|
|
$500,000 |
2001 |
Pulaski Town |
|
30 |
Pulaski LMA |
Pulaski Business Park - Extend water and sewer lines and roads into parcel creating 12 industrial lots. |
|
|
|
$700,000 |
2003 |
Pulaski Town |
|
30 |
NRV |
New River Valley Business Center Phase I Development of a multi-use facility including childcare, banking, food court, business support services, multi-tenant occupancy, and incubator graduates. |
|
|
|
$4,000,000 |
2002 |
NRVDC |
|
30 |
NRV |
Intermodal Transportation Center - Further explore the possibility of developing an intermodal transportation site on under-utilized US Army property near Dublin, Virginia. |
|
$8,000,000 |
|
$8,000,000 |
2005 |
VA's First |
|
30 |
NRV |
Radford Army Ammunition Plant Infrastructure Improvements - Water, sewer, road, and rail upgrades at the New River site. |
|
|
|
$500,000 |
2003 |
RFAAP |
|
30 |
Pulaski LMA |
Pulaski County Mobile Home Parks Sewer/Water To provide water and sewer. |
|
|
|
$700,000 |
2001 |
Pulaski County |
|
30 |
Radford LMA |
Route 8 Improvements (South) - Road Improvements on Route 8 southbound from Montgomery toward Floyd. |
|
|
|
$1,500,000 |
2005 |
VDOT |
|
29 |
NRV |
21st Century Secondary Education - Advanced Placement High School A facility providing regional instruction for advanced placement study. |
|
|
|
$10,000,000 |
2005 |
NRVPDC |
|
28 |
NRV |
NRV Airport Runway Overlay - Strengthening of runway to enable use by heavier aircraft. |
|
|
|
$2,000,000 |
2003 |
Airport Commission |
|
28 |
Radford LMA |
New River Valley Welcome Center - Establish physical office space and permanent staff for the NRV Welcome Center. |
|
|
|
$500,000 |
2002 |
Visitor's Alliance, Localities |
|
28 |
Radford LMA |
Regional Conference Center on NR at Radford Determine feasibility and appropriate site for regional conference center, probably adjacent to new golf course and Radford University. |
|
|
|
$5,000,000 |
2005 |
Radford Univ/City/Co |
|
28 |
Pulaski LMA |
Town of Pulaski Water System Improvements - Multiple replacements and improvements. |
|
|
|
$2,100,000 |
2004 |
Pulaski Town |
|
27 |
NRV |
Communications Center - Purchase telecommunications equipment to make the New River Valley Competitiveness Center a world-class telecommunications center. |
|
|
|
$60,000 |
2002 |
NRVDC |
|
27 |
Radford LMA |
Radford Industrial Center, Phase III - Water and storm water expansions, and the completion of Corporate Drive in the Radford Industrial Center. |
|
|
|
$294,212 |
2002 |
Radford |
|
27 |
NRV |
Grassroots Leadership Development - Develop and sustain a network of grassroots leaders, providing training and support as opportunities for participation in civic activities. |
|
$30,000 |
|
$30,000 |
2002 |
New River Community Foundation |
|
27 |
NRV |
New River Craft Heritage Trail - Creating single and multi-day trips to natural and cultural sites in the region and publication of study results. |
|
|
|
$55,000 |
2002 |
Visitor's Alliance |
|
27 |
Radford LMA |
Ingram Village Sewer - Put in water/sewer lines. |
|
|
|
$1,500,000 |
2005 |
Pearisburg Town |
|
26 |
NRV |
Pearisburg Wastewater Plant Expansion Increase capacity of existing sewer plant to accommodate present and future growth. |
|
|
|
$2,500,000 |
2005 |
Pearisburg Town |
|
26 |
Pulaski LMA |
Maple Shade Art/History Museum Complex Develop an art/history museum complex in downtown Pulaski. |
|
|
|
$4,000,000 |
2003 |
NRV Arts Council |
|
26 |
NRV |
New River Valley Park and Ride Lot - Development Development of new park and ride facilities. |
|
|
|
$1,500,000 |
2002 |
NRVPDC |
|
26 |
Radford LMA |
Blacksburg Major Street Improvements - Improvements to arterial system in Town. |
|
|
|
$1,226,000 |
2002 |
Blacksburg |
|
25 |
NRV |
New River International Airport Improvements - Improve the NRV Airport. |
|
|
|
$7,000,000 |
2005 |
Airport Commission |
|
25 |
NRV |
Link Road: Pulaski County and Blacksburg - New road to connect industrial area to Blacksburg. |
|
|
|
$24,000,000 |
2015 |
VDOT |
|
24 |
Radford LMA |
Radford Main Street Public Improvement - Parking lot improvements, and Grove Avenue paving, grading, storm system and landscaping. |
|
|
|
$382,418 |
2002 |
Radford |
|
24 |
Radford LMA |
Radford Amphitheater - Construction of a 250 seat amphitheater along the New River adjacent to the City softball fields. |
|
|
|
$800,000 |
2002 |
Radford |
|
23 |
NRV |
New River Care Center - Facility offering multi-generation care (child, elder). |
|
|
|
$2,000,000 |
2005 |
NRVDC |
|
23 |
Radford LMA |
Wildwood Park Revitalization - Implement proposed park rehabilitation (partial funding in place). |
|
|
|
$550,000 |
2002 |
Radford |
|
22 |
NRV |
New River Pocket Park - Pearisburg Development of a small public park on the New River at Bluff City. The park would be developed using assistance from Game & Fisheries as well as VDOT. |
|
|
|
$70,000 |
2002 |
Pearisburg Town |
|
22 |
Pulaski LMA |
Pulaski Health Department Facility - New building for Pulaski Health Dept. |
|
|
|
$800,000 |
2005 |
Pulaski County |
|
21 |
Radford LMA |
Addition to Radford Public Library - Additional space to include a youth room, genealogy center, and technology center. |
|
|
|
$390,000 |
2005 |
Radford |
|
20 |
NRV |
Christiansburg Aquatic Center - Indoor swimming pool, etc. |
|
|
|
$4,000,000 |
2005 |
Christiansburg Town |
|
20 |
NRV |
Christiansburg Sports Complex - Multi-sport/activity center. |
|
|
|
$2,500,000 |
2003 |
Christiansburg Town |
|
20 |
Radford LMA |
Christiansburg Institute - The Black Educational Experience, Cultural Learning Curriculum, Oral History, and Site preservation. |
|
|
|
$3,000,000 |
2005 |
|
|
19 |
NRV |
New River Bridge at Industrial Park - New bridge to link Radford and Interstate to New River Industrial Park. |
|
|
|
$11,000,000 |
2005 |
VDOT |
|
19 |
NRV |
Pearisburg Fire Dept. - Replacement of existing fire hall with a modern facility to include parking, drive-through bays, and meeting room. |
|
|
|
$1,000,000 |
2005 |
Pearisburg |
|
17 |
NRV |
Pearisburg Town Shop - Replacement of existing shop with a larger and more modern facility. |
|
|
|
$650,000 |
2005 |
Pearisburg |
|
New River Valley 2002 Annual Project Package in Time Order |
| | | WITHIN THE NEXT TWO YEARS | | | |
|
Score |
Area |
Description |
Total Funding |
Const. Date |
Responsible Agency |
|
36 |
Pulaski LMA |
Pulaski WORK Center (DJOTS) Phase I - Acquire building to provide technology services to global and national companies. Includes communication infrastructure, equipment, software, and alterations. |
$1,000,000 |
2001 |
Pulaski Town |
|
34 |
NRV |
New River Access Project - Provide for recreation and eco-tourism network by providing access, camping, etc. along the New River. |
$800,000 |
2001 |
NRVPDC |
|
32 |
Pulaski LMA |
New River Trail State Park Extension Phase 1 - Extend trail into Pulaski |
$250,000 |
2001 |
Pulaski Town |
|
31 |
Radford LMA |
Radford River Front Development - Visitors Center sign, Boat ramp, parking lot, landscaping, lighting, canoe and bike rental structure, planning and engineering. |
$150,000 |
2001 |
Radford |
|
31 |
NRV |
Jacksonville Center Rural Cultural Business Incubator - A rural culture and marketing center to provide artisan work space and retailing space, as well as office area and training and performance areas. |
$500,000 |
2001 |
Floyd Community Center for the Arts |
|
31 |
Pulaski LMA |
Dora Highway Flood Project Phase I - To relocate people out of flood plain in Town of Pulaski. |
$500,000 |
2001 |
Pulaski Town |
|
30 |
Pulaski LMA |
Pulaski County Mobile Home Parks Sewer/Water - To provide water and sewer. |
$700,000 |
2001 |
Pulaski County |
|
37 |
NRV |
New River Valley Development Revolving Loan Fund Re-capitalization Fund to provide assistance for business and non-profit development. |
$500,000 |
2002 |
NRVDC |
|
37 |
Pulaski LMA |
Technology Magnet School: Workforce Development - Designed to develop a specialized workforce in the NRV by providing advanced technology education to secondary schools. Federal funds will be used to purchase training equipment and construction of a facility. |
$8,000,000 |
2002 |
New River Community College & School Div's |
|
37 |
|
TransDominion Express - Capital Costs - A statewide project to provide passenger rail transportation from Bristol, through the New River Valley, and on to Richmond and Washington, D.C. |
$9,300,000 |
2002 |
VA Department of Rail and Public Transportation |
|
33 |
Radford LMA |
Floyd County Economic Development Center - New building to provide multi-tenant and community space. |
$1,000,000 |
2002 |
Floyd County |
|
33 |
Pulaski LMA |
Bagging Plant Road Site - Development Industrial access enhancement including connector to I-81. |
$1,500,000 |
2002 |
Pulaski County and the RFAAP |
|
33 |
Radford LMA |
Floyd Commerce Center - Industrial Road (Exterior) - Develop roads to the entrance of the Floyd Commerce Center. |
$400,000 |
2002 |
Floyd County |
|
32 |
Radford LMA |
New River Watershed Map - Create a user-friendly map of the Watershed that includes multiple information "layers" e.g., historic sites, camping, roads, river crossings, Civil War sites, etc. |
$50,000 |
2002 |
American Heritage River user's map |
|
31 |
NRV |
Southwest Virginia Multi-Modal Transportation Planning Study - To be conducted by the Virginia Tech Institute for Policy Outreach. Will look at all major modes of transportation including roads, trains and planes. |
$5,000 |
2002 |
VT Instit. Pol. Outrch |
|
31 |
NRV |
Glen Lyn Industrial Park Infrastructure - Water and sewer infrastructure. |
$125,000 |
2002 |
Glen Lyn |
|
31 |
NRV |
Yellow Sulphur Springs Water & Sewer Improvements - To provide water and sewer. |
$700,000 |
2002 |
Montgomery County |
|
30 |
NRV |
New River Valley Business Center Phase I - Development of a multi-use facility including childcare, banking, food court, business support services, multi-tenant occupancy, and incubator graduates. |
$4,000,000 |
2002 |
NRVDC |
|
28 |
Radford LMA |
New River Valley Welcome Center - Establish physical office space and permanent staff for the NRV Welcome Center. |
$500,000 |
2002 |
Visitor's Alliance, Localities |
|
27 |
NRV |
Communications Center - Purchase telecommunications equipment to make the New River Valley Competitiveness Center a world-class telecommunications center. |
$60,000 |
2002 |
NRVDC |
|
27 |
Radford LMA |
Radford Industrial Center, Phase III - Water and storm water expansions, and the completion of Corporate Drive in the Radford Industrial Center. |
$294,212 |
2002 |
Radford |
|
27 |
NRV |
Grassroots Leadership Development - Develop and sustain a network of grassroots leaders, providing training and support as opportunities for participation in civic activities. |
$30,000 |
2002 |
New River Community Foundation |
|
27 |
NRV |
New River Craft Heritage Trail - Creating single and multi-day trips to natural and cultural sites in the region and publication of study results. |
$55,000 |
2002 |
Visitor's Alliance |
|
26 |
NRV |
New River Valley Park and Ride Lot Development Development of new park and ride facilities. |
$1,500,000 |
2002 |
NRVPDC |
|
26 |
Radford LMA |
Blacksburg Major Street Improvements - Improvements to arterial system in Town. |
$1,226,000 |
2002 |
Blacksburg |
|
24 |
Radford LMA |
Radford Main Street Public Improvement - Parking lot improvements, and Grove Avenue paving, grading, storm system and landscaping. |
$382,418 |
2002 |
Radford |
|
24 |
Radford LMA |
Radford Amphitheater - Construction of a 250 seat amphitheater along the New River adjacent to the City softball fields. |
$800,000 |
2002 |
Radford |
|
23 |
Radford LMA |
Wildwood Park Revitalization - Implement proposed park rehabilitation (partial funding in place). |
$550,000 |
2002 |
Radford |
|
22 |
NRV |
New River Pocket Park - Pearisburg Development of a small public park on the New River at Bluff City. The park would be developed using assistance from Game & Fisheries as well as VDOT. |
$70,000 |
2002 |
Pearisburg Town |
|
33 |
NRV |
Montgomery County Business Accelerator - A facility providing intensive business training and space for people starting new businesses. |
$4,000,000 |
2003 |
Montgomery County |
|
31 |
NRV |
Glen Lyn Coal By-Products Recycling Study - Determine uses for the by-products of the American Electric Power plant. |
$15,000 |
2003 |
Glen Lyn |
|
31 |
Radford LMA |
Industrial Park Development - Radford Corporate East Acquisition and development of new 56 acre Industrial Park within City limits. Includes construction of roadway, sanitary sewer, waterline, landscaping, grading, surveying, etc. |
$1,200,000 |
2003 |
Radford |
|
30 |
Pulaski LMA |
Pulaski Business Park - Extend water and sewer lines and roads into parcel creating 12 industrial lots. |
$700,000 |
2003 |
Pulaski Town |
|
30 |
NRV |
Radford Army Ammunition Plant Infrastructure Improvements Water, sewer, road, and rail upgrades at the New River site. |
$500,000 |
2003 |
RFAAP |
|
28 |
NRV |
NRV Airport Runway Overlay - Strengthening of runway to enable use by heavier aircraft. |
$2,000,000 |
2003 |
Airport Commission |
|
26 |
Pulaski LMA |
Maple Shade Art/History Museum Complex - Develop an art/history museum complex in downtown Pulaski. |
$4,000,000 |
2003 |
NRV Arts Council |
|
20 |
NRV |
Christiansburg Sports Complex - Multi-sport/activity center. |
$2,500,000 |
2003 |
Christiansburg Town |
|
|
|
LONG TERM PROJECTS (BEYOND 2003) |
|
|
|
|
33 |
Radford LMA |
Floyd Commerce Center - Incubator Building Develop building in new Floyd Regional Commerce Center. |
$700,000 |
2004 |
Floyd County |
|
28 |
Pulaski LMA |
Town of Pulaski Water System - Improvements Multiple replacements and improvements. |
$2,100,000 |
2004 |
Pulaski Town |
|
39 |
NRV |
NRV Commerce Park Phase II (VA's First) - Acquire an additional 265 acres and begin development of Phase II as a regional industrial park owned by Virginia's First Regional Industrial Facility Authority. |
$5,000,000 |
2005 |
Virginia's First |
|
34 |
NRV |
Whitt-Riverbend Park Development - Development of public park on 27.7 acres of land with 1.75 miles frontage on Walker Creek and the New River. Site will include primitive, camping, picnic, hiking, fishing, and improved road access. |
$700,000 |
2005 |
Pearisburg |
|
30 |
NRV |
Intermodal Transportation Center - Further explore the possibility of developing an intermodal transportation site on under-utilized US Army property near Dublin, Virginia. |
$9,300,000 |
2005 |
VA's First |
|
30 |
Radford LMA |
Route 8 Improvements (South) - Road Improvements on Route 8 southbound from Montgomery toward Floyd. |
$1,500,000 |
2005 |
VDOT |
|
29 |
NRV |
21st Century Secondary Education - Advanced Placement High School A facility providing regional instruction for advanced placement study. |
$10,000,000 |
2005 |
NRVPDC |
|
28 |
Radford LMA |
Regional Conference Center on NR at Radford - Determine feasibility and appropriate site for regional conference center, probably adjacent to new golf course and Radford University. |
$5,000,000 |
2005 |
Radford Univ/City/Co |
|
27 |
Radford LMA |
Ingram Village Sewer - Put in water/sewer lines. |
$1,500,000 |
2005 |
Pearisburg Town |
|
25 |
NRV |
New River International Airport Improvements - Improve the NRV Airport. |
$7,000,000 |
2005 |
Airport Commission |
|
23 |
NRV |
New River Care Center - Facility offering multi-generation care (child, elder). |
$2,000,000 |
2005 |
NRVDC |
|
22 |
Pulaski LMA |
Pulaski Health Department Facility - New building for Pulaski Health Dept. |
$800,000 |
2005 |
Pulaski County |
|
21 |
Radford LMA |
Addition to Radford Public Library - Additional space to include a youth room, genealogy center, and technology center. |
$390,000 |
2005 |
Radford |
|
20 |
NRV |
Christiansburg Aquatic Center - Indoor swimming pool, etc. |
$4,000,000 |
2005 |
Christiansburg Town |
|
20 |
Radford LMA |
Christiansburg Institute - The Black Educational Experience, Cultural Learning Curriculum, Oral History, and Site preservation. |
$3,000,000 |
2005 |
|
|
19 |
NRV |
New River Bridge at Industrial Park - New bridge to link Radford and Interstate to New River Industrial Park. |
$11,000,000 |
2005 |
VDOT |
|
19 |
NRV |
Pearisburg Fire Dept. - Replacement of existing fire hall with a modern facility to include parking, drive-through bays, and meeting room. |
$1,000,000 |
2005 |
Pearisburg |
|
17 |
NRV |
Pearisburg Town Shop - Replacement of existing shop with a larger and more modern facility. |
$650,000 |
2005 |
Pearisburg |
|
25 |
NRV |
Link Road: Pulaski County and Blacksburg - New road to connect industrial area to Blacksburg. |
$24,000,000 |
2015 |
VDOT |
|
26 |
NRV |
Pearisburg Wastewater Plant Expansion - Increase capacity of existing sewer plant to accommodate present and future growth. |
$2,500,000 |
2005 |
Pearisburg Town |
Additional Concepts for Future Development
Though many projects exist to support the identified Goals and Strategies, there are also supporting concepts that do not have specific projects yet. This section outlines some of those concepts. Many of these
projects comprise an economic development approach that links directly into the original Vision 2020 goal of having Aan optimum level of employment; an income level equal to or better than the state=s average; and a beneficial living environment.@
Economic Development
The arena of economic development showcases the New River Valley's approach to creating a sustainable, diverse local economy that is also globally competitive. The following concepts do not currently have a
project associated with them but eventually will in the future.
Concept title and description
Beautification of Radford's Riverbank:
Clean up and provide landscaping for the riverbank in Radford.
Marketing for Local Food & Lodging Establishments:
Assist local establishments in reclaiming a portion of the market for their services. .
Niche Farming:
Agri-tourism for a regional community of farmers.
Sustainable Agriculture:
Feasibility Studies of agro-tourism and providing outlets for locally-produced dairy products.
Education & Training
In the area of Education and Training, the NRV has reached the critical point of needing to support significant workforce development, as unemployment rates are relatively low. While this is an enviable position
in some respects, in other ways it represents us with a larger challenge than ever before: providing a high-quality workforce to area businesses and industries who are in global competition for markets and labor.
Concept title and description
Provide technology graduates opportunities to work in the New River Valley
Address the teacher shortage
Address education funding
Health & Human Development
Health and human development put a personal face on the region's approach to supporting its citizens.
Concept title and description
Daycare run by Teens
Imagine: Theater for Youth
Natural & Cultural
The Natural and Cultural projects represent the importance our citizens place on the often intangible aspects of quality of life that can make a place one that people are
proud to call home.
Concept title and description
Adopt-a-Stream:
Support for state-run program
Arnheim House Preservation:
Preserve the historic Arnheim House.
Baseline Wildlife & Habitat Inventory:
Build baseline landscape-level wildlife species and habitat inventory for the greater New River watershed.
Citizens' Water Atlas:
Develop a database for water resources, including threats in the watershed.
Coal Miners Park:
Develop park, recreation area adjacent to the Huckleberry Trail in the Merrimac area of Montgomery County.
Compliance Study of Erosion and Sedimentation Control Practices:
Examine compliance rates of erosion/sedimentation control practices.
Covered Bridge Restoration in Newport:
Restoration and preservation of 1916 covered bridge.
Erosion Control:
Educate landowners on erosion control and restore eroded areas.
Narrows Annual Fall Festival
Native American Sites:
Document and catalog Native American sites, lands and trails.
New River Interpretive Trail Guidebooks:
Complete the guidebooks project begun by New River Community Partners.
New River Research and Outreach Coalition:
Establish a teaching and learning center and coordinate an interdisciplinary group of faculty, staff, students, agency personal and citizens to gather and share
information about the natural and cultural history of the NRV watershed.
New River Valley Land Trust:
Establish land trust for voluntary land donations and easements.
Save Our Streams Water Quality Monitoring & Education:
Provide training, data review, reports, QA/QC, siting, teacher workshops, management, and volunteer coordination for the SOS programs in the NRV area.
Traditional Mountain Square Dance:
Support of traditional mountain dance.
Training Models:
Create models and disseminate resources for teaching and learning about the New River and its surroundings.
Virginia Tech Appalachian Studies Education & Training:
Develop education/training initiatives to foster learning about New River resources.
Physical Infrastructure
A sound physical infrastructure is the base on which all other projects are built. There are many, many needs in the area of physical infrastructure including water and sewer as well as technology
infrastructure. The PDC is ever vigilant of emerging needs in the region. Beyond these needs, additional concepts for physical infrastructure are listed below.
Concept title and description
Bikeway Network:
Plan and create a network of bikeways through the NRV that connects towns, scenic areas and historic areas.
Mary Draper Ingles Trail:
Multi-use trail following approximate route of Mary Draper Ingles.
American Heritage River Signs on Interstate 81:
Signs at Radford Exit 105 promoting the New River as an American Heritage River (both north- and south-bound lanes).
As is apparent throughout this document, evaluation is an integrated part of the CEDS process. Given the continuous nature of this planning process, integration of evaluation into every step is one method of assuring a self-adjusting, constantly “fresh” plan and process. (See Figure 2.) Important questions that are asked along the way as part of a feedback loop include:
q Has the situation changed?
q Are new partners needed?
q Do Goals, Strategies, and Projects need to be changed in light of current Strengths, Weaknesses, Opportunities and
Threats (SWOT)?
Figure 2:
Evaluation: An Integrated Part of the Continuous Planning Process
| PDC ORGAN. & MEMBERSHIP | GOALS & STRATEGIES | YEAR'S ACTIVITIES | PROJECT PACKAGE |
| Need new partners?
Yes, new members added. | Need to add or change based on new realities?
Yes | How did projects progress during the year? | New projects added? |
Evaluating Completed Projects
Following completion of a project, it is desirable to measure the effectiveness of the project and more specifically the return for the money spent. While larger goals such as a diversified economy, higher wages/incomes and improved quality of life cannot be detectably affected by most single projects, there are measurable related outputs. These include data such as number of jobs created and amount of private investment generated directly and indirectly. Please see 1990’s Project Evaluations, Appendix IV.
Cautions and Concerns
While this is a straightforward query, answers are not so simple nor easily obtained. These projects do not take place in a laboratory where all external factors are controlled; rather each project is but
one small part of countless variables in a huge picture that is the global economy. Moreover, the sum of a program of well-developed, mutually supporting projects is much greater than the sum of the parts.
For example, singularly developing a Technology Magnet School would not necessarily help incomes or unemployment in the region. Singularly developing a large Commerce Park to attract high tech industry will
not help local economies if it sets idle. However, if a well-trained, well-educated work force is developed and physical space and infrastructure is available to high tech firms simultaneously, the likely of significant positives outcomes is great. Therefore, a truly integrated economic development strategy which has multi-dimensional projects and components cannot be accurately measured in a single dimension. A
means of simultaneously measuring relationships and synergies must be developed. A better question in many instances may be, “Is a good new piece of the puzzle now in place?”
Another difficulty in measuring outputs is that the timing is uncertain. In some cases, the greater the potential reward in the end, the longer the time-frame may be.
One of the most significant limiting factors in evaluation concerns the collection of data. To truly account for the success of a program would require tracking every single action and following that action
to its subsequently induced actions and so forth. Even an attempt to keep track of “simple” items such as “jobs created” is a laborious process which takes time away from new project development, administration, etc.
Lastly and related to the multi-dimensional discussion above, even if time is invested in tracking jobs and investments associated with a project, the data is not necessarily valid outside its immediate context. The whole purpose of a regional strategy is to recognize the strengths, weaknesses, opportunities and threats within that region and to develop a
unique program of projects for that situation. Unless the entire program is captured in a multi-dimensional way, the data should not be aggregated to the federal level.
Minutes of the New River Valley Planning District Commission
CEDS Committee Membership
Letters/Resolutions from Localities
April 4, 2001
Mr. David W. Rundgren
Executive Director
New River Valley Planning District Commission
6580 Valley Center Drive, Box 21
Radford, VA 24141
Dear Dave:
Please accept this letter as endorsement of the proposed major planning
projects and areas of planning activity outlined by the New River Valley Economic Development District (NRVEDD).
The work proposed will be of benefit to
the economy of Pulaski County. The NRVEDD is a cooperative partner in guiding beneficial growth and development in the New River Valley.
Thank you for seeking continued Economic
Development Administration assistance for our citizens.
Sincerely,
Peter M. Huber
County Administrator
PMH:trs
cc: Board of Supervisors
April 2, 2001
Mr. David W. Rundgren
Executive Director
New River Valley Planning District Commission
6580 Valley Center Drive, Box 21
Radford, VA 24141
Dear Mr. Rundgren:
The Giles County Board of Supervisors strongly endorses the economic development planning activities
currently being conducted by the New River Planning District Commission. These efforts benefit all the county and municipal jurisdictions within our region and area, which are possible only as a result of the funding support received from the Economic Development Administration.
Support from the PDC was vital in completion of the most recent update to the Giles County Comprehensive
Plan. The resultant plan is a viable working document that will serve as a basis for the County's orderly growth and development over the next several years. We have also undertaken a variety of other projects that have enhanced the economic vitality of our County.
Thank you very much for your support of the citizens of Giles County.
We look forward to working with you in the future.
Sincerely,
John Talbott
County Administrator
JT/sk
April 23, 2001
David Rundgren, Executive Director
New River Valley Planning District Commission
6580 Valley Center Drive, Box 21
Radford, VA 24141
Dear Mr. Rundgren:
Please accept this letter as an expression of support on behalf of
Montgomery County for the New River Valley Planning District Commission's effort to secure EDA grant funding for the fiscal year ending June 30, 2002.
The New River Valley Planning District Commission plays a vital role in providing assistance to the entire New River
Valley region for future planning and promoting economic development, including the writing of our region's Comprehensive Economic Development Strategy. We understand the Planning District Commission will be applying to EDA for funding assistance to help continue its role as the lead training agency for the region.
Montgomery County is fully supportive of this essential program.
Sincerely,
Jeffrey D. Johnson
County Administrator
JDJ/jk
April 20, 2001
Mr. David Rundgren
Executive Director
New River Valley Planning District Commission
6580 Valley Center Drive, Box 21
Radford, VA 24141
Dear Mr. Rundgren:
Please accept this letter as Floyd
County's expression of support for the New River Valley Planning District Commission's efforts to secure an EDA grant for fiscal year 2001-2002. The New River Valley Planning District Commission plays a most vital role in helping this region prepare for the future by planning and promoting economic development including the writing of our region's Comprehensive Economic
Development Strategy (CEDS). I understand the Planning District Commission will be applying to the Economic Development Administration for funding assistance to help continue its role as the lead planning agency for our region.
The
County of Floyd is supportive of this essential program. The County and I appreciate the services and professional support that is offered by the New River Valley Planning District Commission. If there is anything that the County or I can do to assist you in securing this important grant, please let me know.
Again, thank you for your continued cooperation and support.
Sincerely,
George W. Nester, CM, AICP
County Administrator
March 30, 2001
Mr. David W. Rundgren
Executive Director, NRVPDC
6580 Valley Center Drive, Box 21
Radford, Virginia 24141
Dear Dave:
The City of Radford would like to convey to you its support of the economic development planning efforts of
the New River Valley Planning District Commission, including preparation of the Comprehensive Economic Development Strategy.
The Commission has been a strong supporter of regional economic development activities by serving as administrative staff to economic development organizations, maintaining the regional economic development progran-for preparing grant applications and conducting feasibility studies on economic development related issues. It is for these reasons, as well as others, that we
support the planning functions of the New River Valley Planning District Commission and its pursuit of grant funding from the Economic Development Administration.
If I can be of further assistance,
please let me know.
Sincerely,
Robert P. Asbury, Jr.
City
Manager
RPAjr/saw
CITY OF RADFORD, VIRGINIA
Appendix IV
1990’s Project Evaluations
- Available upon request (produced in Microsoft Access)
Introduction | Organization & Management | Goals & Strategies | Evaluation
of Previous Year's Activities |
New Annual Project Package Report | Evaluation: An Integrated Approach | Appendices
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If you have any questions or comments regarding this page, please
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Last Edited: 10/20/03