New River Valley
Planning District Commission




FY 1995-96 Annual Report



TABLE OF CONTENTS

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CHAIRMAN'S MESSAGE

by Joseph Sheffey


Fiscal Year 1995-96 has been one of transition for the Planning District Commission as its directive from the General Assembly changed. Planning District Commissions were originally developed under the guidelines of the Virginia Area Development Act. In 1995, however, the General Assembly passed the Regional Cooperation Act which requires each Planning District Commission, among other things, to prepare a Regional Strategic Plan and to provide a forum for the local governments to address issues on a regional basis.

The Regional Cooperation Act recognizes the importance of regionalism in developing creative solutions to common problems. Regionalism has been a way of doing the public's business in the New River Valley for decades, when it makes sense. While all of the localities understand the necessity of retaining their unique identities, they have been strong supporters of multi-jurisdictional projects which address common problems.

Regionalism is a concept that goes beyond the localities in the New River Valley Planning District. Over the years, the Commission has worked on projects with other Planning District Commissions and localities outside of the New River Valley to address problems of mutual concern. Such projects included the Blue Ridge Regional Air Transportation Study, the Roanoke River Study, and a study of recycling and reuse of solid waste in Virginia's Appalachian localities.

Vision 2020 is the region's Strategic Plan. The downsizing of the Radford Army Ammunition Plant marked the beginning of the preparation of Vision 2020 as an Economic Adjustment Strategy. Vision 2020 sets new directions in the regional economy and determines how to best invest public resources to meet identified needs. An economic analysis conducted by Dr. Tom Johnson as part of Vision 2020 reaffirmed the interrelatedness of the New River Valley economy and the localities.

The Planning District Commission is implementing Vision 2020 through various means, including its Council of Leaders. A survey of existing organizations is being conducted to determine which of their current projects support Vision 2020 implementation. Vision 2020 projects currently underway include the construction of the New River Valley Competitiveness Center and the renovation of the Health-Tex building into a multi-tenant facility.

Vision 2020 also provides the region with a strategic plan for its application for 'partnership' status under the Regional Competitiveness Act. The 1996 General Assembly passed the Regional Competitiveness Act authorizing the Commonwealth to provide regional financial incentives to areas that develop regional partnerships.

In July 1995 our Executive Director, Dave Rundgren, was presented the Dixon Award by the Virginia Association of Planning District Commissions in recognition of outstanding leadership in promoting regionalism. The Award was established in honor of Gordon N. Dixon who served as Executive Director of the NRVPDC from March 1972 to January 1982, and the Fifth PDC from 1982 until his death. In an interview with the Roanoke Times, Congressman Rick Boucher cited Mr. Rundgren for his work in regional leadership.

In summary, the Planning District Commission provides effective area wide planning; a forum for review of mutual concerns; a means of coordinating federal, state, and local efforts to resolve problems; and aids local governments in planning for their future developments.

As we celebrated the silver anniversary (25th) of the New River Valley Planning District Commission during my term as chairman, I am extremely proud to be a part of such a viable professional organization. The willingness of our board members to volunteer their time has once again astounded me. The staff, under the leadership of Dave Rundgren, truly believes in regional planning and community development through intergovernmental cooperation.

Joe Sheffey

Chairman, FY 1995-1996

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BOARD MEMBERS

* Denotes change in membership during the fiscal year

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STAFF


David W. Rundgren, Executive Director

"I have been the Executive Director of the NRVPDC since 1984. In addition to managing the budget and personnel of the Commission, I serve on numerous committees in the New River Valley that address a broad range of issues: telecommunications, economic development, education, public safety, and transportation. I also serve as a liaison to local, state, and national legislators and agency administrators to develop projects and funding packages that will serve the NRV and Virginia."

Shirl Quesenberry, Administrative Assistant

"I will be celebrating 20 years of service with the NRVPDC on February 24, 1997. I was the Executive Secretary for 8 years before becoming Administrative Assistant 12 years ago. I perform specialized work for the NRVPDC, New River Valley Development Corporation, and the New River Valley Regional Jail Authority, which includes correspondence, financial reporting, and bookkeeping, as well as office management."

Shelia Smith, Management Assistance Coordinator

"I have been the Management Assistance Coordinator for both the NRVPDC and the New River Valley Development Corporation since September, 1993. My responsibilities include loan, grant and program administration, and budget implementation. I also provide assistance to the New River Valley Regional Jail Authority."

Jan Reynolds, Secretary

"I have been the Secretary for the NRVPDC for over 3 years. My responsibilities include assisting the staff with correspondence, responding to census data inquires, and producing the newsletter and annual report, among other "normal" secretarial duties."

Lesley Howard, Regional Planner

"I have been a Regional Planner with the NRVPDC since May, 1994. I write and help to administer state and federal grants for localities. I also work with citizen and civic leaders across the region on Vision 2020 implementation, welfare reform, and other economic development issues."

Gregg Zody, Regional Planner

"I've been a Regional Planner with the NRVPDC since February, 1996. My major responsibility for the Commission is local planning assistance which includes revising comprehensive plans and assisting localities in land use issues."

Patrick Burton, Regional Planner

"I began work as a Regional Planner at the NRVPDC in May, 1996, after 6 years of employment with the State of Maryland. I am responsible for coordinating activities in fulfillment of the NRVPDC's role as a rural transportation planning liaison with the Virginia Department of Transportation. I also serve as support staff to the Montgomery County/Blacksburg Local Emergency Planning Committee and assist with other PDC efforts as needed."

Phil Gilbertson, Cartographer

"I have been a Cartographer for the NRVPDC for five years. My responsibilities include maintaining the geographic information system and production of all mapping in support of Commission projects."

Pat Therrien, Manager: Appalachian Regional Recycling Consortium

"I have been working through the NRVPDC as the manager of the Appalachian Regional Recycling Consortium (ARRC) since February, 1992. The ARRC provides regional integrated solid waste management and environmental services throughout southwestern Virginia and neighboring states. I also serve as support staff to the NRVPDC on tourism and economic development projects."

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MISSION OF THE

NEW RIVER VALLEY PLANNING DISTRICT COMMISSION


In September 1969, the New River Valley Planning District Commission was organized by its member jurisdictions - Floyd, Giles, Montgomery and Pulaski Counties, the City of Radford, and the Towns of Blacksburg, Christiansburg, and Pulaski - and accepted the charge of the general provisions of the Virginia Area Development Act which authorized the creation of the Planning District Commission.

The 1995 General Assembly amended and reenacted 15.1-1400 et al. The reenacted Bill is entitled the Regional Cooperation Act. The Act added governmental cooperation to the purposes of the Commission. The Commission's mission is based on the provisions of the Regional Cooperation Act.

The provisions of effective areawide planning for the physical, social and economic elements of the District;

To provide, encourage and assist local governments in planning for their future development;

To provide a means of coordinating Federal, State and local efforts to resolve area problems;

To provide a forum for review of mutual concerns;

To implement services upon request of member local governments.
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SUCCESS STORIES



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AREAWIDE PLANNING


Radford Army Ammunition Plant Strategic Reuse Plan

The impacts of defense downsizing on the Radford Army Ammunition Plant (RFAAP) and the surrounding community have been great. The reduction in the mission and the loss of jobs has had a significant negative impact not only on the local economy, but also on the effective and efficient operations at the RFAAP. The cost of overhead functions such as utilities, security, and management, are carried by an increasingly smaller production base, forcing the unit product cost higher and higher. This directly impacts both the Army's ability to procure high quality, reasonably priced products, and the viability of the Facility Contractor. Without a viable plan to control the increasing costs the downward spiral will only increase, and could significantly impact the Army's ability to effectively maintain its defense industrial base.

In 1992, the Armament Retooling and Manufacturing Support (ARMS) Initiative Act was passed by Congress. This set the groundwork for a new approach to military downsizing during non-conflict periods and established a new relationship between the defense contractors who operate the Army Ammunition Plants and the Army. It is the over-arching concept of the ARMS Act and the strategic plan to aggressively market and implement commercial utilization opportunities at the RFAAP to first stabilize and then reduce the per unit production cost to the Army.

The ARMS Act also established the Public Private Task Force (PPTF) as an advisory committee to the Army. NRVPDC staff was invited to participate in and present information at the first PPTF meeting held in Davenport, Iowa in the summer of 1993. Holly Lesko, of the NRVPDC, continues to serve on the PPTF as the national community representative. Significantly, ARMS provides the flexibility for non-defense related commercial businesses to utilize available facilities and equipment at the Army Ammunition Plants.

In 1995, the NRVPDC entered into a contract with the RFAAP to produce a Strategic Reuse Plan for the plant. In addition to being a valuable facility assessment and planning tool, the document is an eligibility requirement to receive ARMS funding. ARMS funds can be used for a variety of new business development purposes, including feasibility studies, reconfiguration and relocation of equipment, and facility modification.

NRVPDC staff evaluated over 800 inactive buildings for their potential suitability as sites for commercial reuse. Factors taken into consideration included: accessibility, RFAAP safety and security issues, available support infrastructure (water, wastewater, electric, steam, gas), and the condition of the buildings. Over 60 buildings, clustered in six market areas at the Radford site, were identified as having good commercial utilization potential. All available warehouse and storage buildings at the New River site in Dublin were identified as commercial opportunities, as was the rail spur which connects directly to the Norfolk and Southern double stack line. The rail spur and siding could be a focal point for an intermodal facility that would connect I-81 with the railroad and the New River Valley Airport.

The Strategic Reuse Plan also identified a number of under-utilized services at the RFAAP. These services could be offered to either the general public or to new RFAAP commercial businesses. This would maximize their efficiency and reduce their overhead to the RFAAP. These services include: a fully equipped media lab, gauge calibration lab, automotive and paint shop, health clinic, machine shop, rail access, coal storage, and technical training.

The NRVPDC worked with six subcontractors to develop the Strategic Reuse Plan. Thompson + Litton evaluated water and wastewater; Dames and Moore evaluated environmental permit needs, and water and wastewater systems; A. L. Tucker & Associates appraised the RFAAP real estate; Daniel, Mann, Johnson, & Mendenhall evaluated the facility's structures; Dr. Tom Johnson did a targeted industry study; and Terry Hawthorne developed a multi-media version of the plan. The NRVPDC delivered the Strategic Reuse Plan for the Radford Army Ammunition Plant in February, 1996. The Plan was delivered as a full color hard copy report with a CD-ROM and computer based multi-media package.

At this time several new commercial businesses have already been located, or are in the process of locating, at the RFAAP. New businesses include: a private company operating the RFAAP Fitness Center as a Health Center, a winterization program operating out of the RFAAP Craft Shop, commercial powder production, and an internationally known fireworks manufacturer.

In a follow-up contract, the NRVPDC is currently evaluating and preparing the first annual update to the Strategic Reuse Plan. Table of Contents

Public Private Task Force

The NRVPDC continued to be actively involved in Army Ammunition Plant reuse issues on a national level through 1996. Holly Lesko, NRVPDC staff, completed her second year as the national community representative on the Public Private Task Force (PPTF) for ammunition plant reuse. The PPTF met twice in 1996 and Ms. Lesko visited two facilities involved in reuse strategies as part of her duties associated with PPTF membership. Additionally, Ms. Lesko chairs the Community Involvement Subcommittee for the PPTF which regularly reports to the full Task Force and sends information to community and facility representatives about reuse activities across the nation. Ms. Lesko also serves on the Marketing and Alternative Financing Subcommittees of the Task Force. The Marketing Subcommittee has developed a national marketing strategy for the ammunition plants involved in reuse and has developed web sites for each of the facilities involved. The NRVPDC was directly involved in assisting RFAAP develop their web site.

The Office of Economic Adjustment (OEA) funded Ms. Lesko's participation on the PPTF through June, 1996 and the NRVPDC is seeking assistance to continue this involvement through direct Army funding. Table of Contents

Vision 2020 Implementation

Vision 2020 was completed in 1995 and is currently being implemented. It includes a binder of all the background studies, as well as the Strategy, a summary of the Strategy and a listing of initial projects which were identified during the planning process as critical for realizing Vision 2020. The goals and strategies left much for review by agencies, organizations and others to address specific program needs. An important presentation of Vision 2020 is a computer based multi-media program which facilitates the sharing of Vision 2020 throughout the region and beyond. The ongoing documentation of Vision 2020 is the PDC's homepage on the World Wide Web (http://www.bev.net/blacksburg/pdc/index.html). The Internet version of Vision 2020 is the basis for the Commission's homepage. All six of the program areas are highlighted on the homepage, and appropriate links are made to the homepages of regional agencies and organizations.

The development of Vision 2020 was a community-driven process, the result of efforts by many groups and individuals. Vision 2020 strategies represent their best hopes for the New River Valley. Vision 2020 was spearheaded by the NRVPDC and the New River Valley Economic Adjustment Strategy Steering Committee, a committee of the Commission.

Five working groups were formed to focus on various aspects of regional development. The working groups were: The Corporate Roundtable, the Physical Infrastructure Group, the Human Development Group, the Quality of Life Group, and the Economic Infrastructure Group. These groups were formed to ensure that Vision 2020 accurately reflected community wishes, and can be implemented. Each Working Group had a diverse and committed membership. The Corporate Roundtable is still active and meets quarterly. The NRVPDC provides staff support to the Corporate Roundtable, which meets to learn about and discuss issues of importance to local business and industry leaders.

In addition, the NRVPDC has formed the Vision 2020 Leadership Council. This is a group of agency and organizational leaders who review Vision 2020, evaluate priorities, and report on specific projects and how they relate to Vision 2020. The Council also provides a forum for networking among organizations.

Ultimately, the implementation of Vision 2020 is the responsibility of organizations across the region. The NRVPDC staff continues to provide staff support for Vision 2020.
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New River Valley Competitiveness Center and Health-Tex Renovation

The New River Valley Development Corporation (NRVDC) continued to work with the NRVPDC to develop a funding package for the New River Valley Competitiveness Center. The Economic Development Administration (EDA) indicated interest in a regional defense conversion project, which includes the New River Valley Competitiveness Center and renovation of the Montgomery County Health-Tex building. The NRVDC submitted a grant application totaling $3.2 million to EDA in May, 1996. This includes $2 million for the Competitiveness Center and $1.2 million for the Health-Tex renovation.

The Competitiveness Center is a priority project that grew out of Vision 2020. One of the needs stated most frequently during community meetings held for Vision 2020 was comprehensive support for entrepreneurs and small and expanding businesses. The Competitiveness Center will meet this need by housing a small business incubator and a variety of regional offices under one roof. Some of the proposed regional offices include: the NRVPDC, the NRVDC, a microenterprise fund, an office of the Small Business Development Center, an office of the Center for Innovative Technology, an ISO 9000 registrar, and the New River Valley Economic Development Alliance. Housing these organizations together will create the synergy critical to successful economic and community development. Easy accessibility to a variety of resources will provide a comprehensive base of support for small businesses in the incubator and across the region. Economic development will be enhanced as a variety of regional economic development players will be available to expanding local businesses and new prospects in one location. Specific regional organizations will be identified as potential tenants when funding for construction becomes available in the next fiscal year.

Another important element for the Competitiveness Center is water and sewer infrastructure, not only for the Competitiveness Center site, but for the entire New River Valley Industrial Park. Pulaski County submitted a grant application to the Appalachian Regional Commission (ARC) in May of 1996 for funding of water and sewer infrastructure. Table of Contents

Transportation in the New River Valley

In FY 1996, the NRVPDC transportation program marked several accomplishments, described below, with funding support from the Virginia Department of Transportation. The NRVPDC's Transportation Technical Advisory Committee (TAC) continued to serve as a forum for the discussion of transportation issues pertinent to the New River Valley. The TAC provides input and guidance to NRVPDC staff in undertaking transportation planning activities.

Regional Rail Passenger Station Study

As a result of the Commonwealth's investigation of the feasibility of passenger rail service between Bristol, Virginia and Richmond/Washington, D.C., the TAC decided to examine development of a regional rail passenger station. The TAC envisioned a station that would be more than a loading platform and would have services available to arriving and departing passengers. Such a station would be an asset for the New River Valley and could help attract economic development to the region.

With the recommendation of the TAC, the NRVPDC contracted with the Community Design Group of Charlottesville to develop station location and conceptual design scenarios. The Community Design Group is a consulting firm experienced in rail facility planning and design.

Phase 1 of the New River Valley Regional Rail Passenger Station Study was completed during FY 1996. During phase 1, the consultants examined six station location scenarios: (1) Pulaski; (2) Dublin; (3) Radford; (4) Christiansburg; (5) Multi-Station Concept (with stations in Pulaski, Dublin, Radford, and Christiansburg); and (6) Gateway Concept (with stations in Christiansburg and Pulaski). The consultants developed an evaluation matrix and criteria. The evaluation results and scenario rankings were summarized in the study report.

With the support of the TAC, the NRVPDC applied for additional project funding from the Virginia Department of Rail and Public Transportation (DRPT). In June, the NRVPDC learned that DRPT would provide approximately $30,000 in funding during FY 1997 for phases 2 and 3 of this project. Phases 2 and 3 will result in development of a station area conceptual plan and information on implementation and financing alternatives.

Route 8 Corridor Study

Route 8 is the only primary highway connecting Montgomery and Floyd Counties. Given the road's importance to the region, the Route 8 Corridor Study was undertaken to document existing conditions, identify problems, and provide recommendations to improve Route 8 in terms of safety and convenience. The project team examined traffic and road data, land use information, and gathered public input to address these objectives. The study area included the section of Route 8 from Christiansburg to the Floyd/Patrick County line, which is in close proximity to the point where the Blue Ridge Parkway crosses Route 8.

Among the traffic information examined during the study was volume and accident data. The study report indicated the volume of traffic and number of accidents on all sections of Route 8 in the study area. The sections of Route 8 with the most traffic and most accidents were identified.

The study report summarizes public input received during the project. A series of public meetings was held to obtain citizen input in identifying problems related to Route 8 and ways to address those problems.

The Route 8 Corridor Study report also included several recommendations for improvements to Route 8, such as the addition of turn lanes and signage at several points along the road. The recommendations were based on the findings of research, results of analyses, input from public meetings, and realities of the State road improvement funding process.

Feasibility Study of U.S. 460 for Scenic Highway/Byway Designation

In the spring of 1995, the Blacksburg Townscape Committee requested that the TAC study the feasibility of designating a section of U.S. Route 460 as a Federal Scenic Highway or a Virginia Byway. The Townscape Committee is interested in preserving the rural setting and aesthetically pleasing views along Route 460. The TAC requested that NRVPDC staff carry out a brief study on this issue. The Townscape Committee indicated that it was interested in scenic highway/byway designation for Route 460 from Interstate 81 to the West Virginia line. This corridor includes the existing Christiansburg and Blacksburg bypasses, as well as the planned "Smart Road" and bypass connector (3A). This corridor includes the following local jurisdictions: Montgomery and Giles Counties; and the Towns of Christiansburg, Blacksburg, Pembroke, Pearisburg, Narrows, Rich Creek, and Glen Lyn.

Scenic highway/byway designation capitalizes on and preserves the aesthetic quality of viewsheds along a roadway. The Virginia Byway designation is a program for roads in the State which have a relatively high aesthetic or cultural value and lead to, or are within, areas of historical, natural, or recreational significance.

The feasibility study report summarized traffic data and information on the physical characteristics of the corridor and the roadway. The report also notes the following: results of an earlier request for byway designation along a section of Route 460; substantial development that has occurred along Route 460; and results of a survey to measure local government support for byway designation.

Preallocation Hearing Presentation

In the spring of 1996, local governments in the New River Valley, through the TAC, developed a set of regional primary highway improvement priorities. These priorities were presented by the Chairman of the NRVPDC to the Commonwealth Transportation Board at a pre-allocation hearing in Salem. This represented the first time that the regional priorities for the New River Valley had been pursued in a combined way. Many organizations were present to support the presentation. It was felt that the regional support for a definitive list of projects would be more successful in competing for funding.

Development of Transportation Scope of Work

The transportation scope of work for FY 1997 was developed with input and participation from the TAC. Members of the TAC identified projects to be included in the scope of work. Among items in the scope of work were the following projects: Intermodal Transportation Center Feasibility Study (for a site near Dublin), and Study of the Potential for Transit Service in the New River Valley. In June, the TAC decided to amend the scope of work to include an extended project from the previous year, the Blacksburg-Roanoke Transit Feasibility Study. This amendment was approved by the Virginia Department of Transportation. Table of Contents

Formation of the New River Valley Regional Jail Authority

The New River Valley Regional Jail Authority was formed by the Counties of Giles, Grayson, Pulaski and the City of Radford in February, 1995. The Authority has worked in conjunction with the NRVPDC in preparing its Community Based Correction Plan. The Commission also assisted Thompson + Litton, the engineer/architect, with the preparations of the Planning Study in accordance with the 1994 Board of Corrections Standards for Planning, Design, Construction and Reimbursement of Local Correctional Facilities.

The Department of Corrections reviewed and approved the plan in November 1995, to construct a regional jail designed to house 240 inmates, with an administrative and service core sized to serve 400 inmates. The 1996 General Assembly approved the project for funding at $10 million dollars.

Although the New River Valley Regional Jail is currently planned to provide services to the Counties of Giles, Grayson, Bland, Pulaski and the Cities of Radford and Galax, it is anticipated that other localities may request to be included as they look to future needs and funding to maintain their current facilities. It continues to be the goal of the Jail Authority to construct a facility in the most economical and timely manner possible. Table of Contents

Geographic Information System (GIS)

The NRVPDC, Fifth, Mount Rogers, and Central Shenandoah PDCs received new computer software and hardware for mapping from an Appalachian Regional Commission (ARC) grant. This equipment is shared between the four PDCs so all ARC localities in these jurisdictions can receive the benefits from this grant. The shared equipment includes 2 inkjet plotters, a large format scanner, a color copier, and a Global Positioning System (GPS). The shared GIS/GPS equipment can help facilitate regional mapping standards and help make GIS more cost effective for all ARC localities. Table of Contents

LOCAL GOVERNMENT ASSISTANCE


Renovation of Warehouse Building #113

The Town of Dublin applied for and received a $260,000 grant from the Economic Development Administration. This grant will assist Dublin in renovating one of the former Burlington Industry warehouses, #113, so that it can accommodate a light industrial or manufacturing business.

The rehabilitated warehouse is across the street from the new Dublin Town Center which should be completed by the summer of 1997. The Town Center will house Town offices and some County offices such as a county-wide recreation director and an emergency medical services director. A post office and a branch of First National Bank will also be located near the Town Center. Table of Contents

Narrows Comprehensive Plan Update

The Town of Narrows Comprehensive Plan is currently being updated to reflect the many changes occurring in the Town and its surrounding areas. This has been an ongoing process for the Town. Virginia Tech planning students provided updates to certain sections of the plan. The Narrows Planning Commission, with assistance from NRVPDC staff, now has the Plan in the final stages of revision. The document is subject to a public hearing by the Planning Commission and Town Council before it can be officially adopted. Table of Contents

Giles County Zoning and Subdivision Ordinances Updates

NRVPDC staff assisted the Giles County Planning Commission in updating their Zoning and Subdivision Ordinances throughout FY 1995-96. Staff attended their monthly meetings to assist members in compiling input to be incorporated into the ordinances. Table of Contents

City of Radford Land Use Study

The City of Radford's Planning Commission is conducting a vacant land study with assistance from the NRVPDC. The study focuses on several large parcels of vacant lands in Radford. Social and economic considerations such as commercial and industrial needs, housing demand, population trends, and service infrastructure are being evaluated to determine the best uses of identified lands in the future development of the City. Major components of the study are land use recommendations and maps including vacant land, future land use, and service infrastructure. Table of Contents

Ram/Wayside Water Distribution Project

Giles County received a $420,000 grant from the Virginia Department of Housing and Community Development (VDHCD) to fund a water project in the Ram/Wayside community in the County. With local matching funds the water distribution project will provide safe, potable drinking water to the residents of the Ram/Wayside community. Presently, the area's drinking water is supplied by natural springs. These springs were found to be contaminated by various sources, thus requiring a new water supply and distribution system accessible by the entire community. As a result of the community's low to moderate income (LMI) status, grant funding became available. Approximately sixty households will be served by the new system. NRVPDC staff is assisting Giles County in administering this project which is anticipated to be completed in January 1997. Table of Contents

Local Initiative For Employment

The Local Initiative For Employment (LIFE) is a coalition comprised of representatives from the Departments of Social Services, Blacksburg Transit, the New Enterprises Fund, Community Action, the NRVPDC, Giles County Housing and Community Development, and area citizens. This organization is working toward sustainable economic development for those currently on welfare. Currently, they are moving toward establishing themselves as a non-profit corporation. Table of Contents

INTERGOVERNMENTAL COORDINATION

(FEDERAL, STATE AND LOCAL)


Regional Development Planning Grant

The Virginia Department of Housing and Community Development (VDHCD) provided a planning grant to the region in order to determine potential Community Development Block Grant (CDBG) projects for the next five years. The focus of the planning grant was needs identification and strategy development to guide state and federal resources aimed at directly benefitting low and moderate income citizens of the region.

This Regional Development Planning Grant (RDPG) was a three-part process, the first of which comprised a regional demographic and economic overview. This phase examined past population and economic trends, such as the total population, number of disabled persons, per capita income, median family income, and other socio-economic indicators of a region's economic health. For example, between 1980 and 1990, the New River Valley's overall population grew by 8 percent. During that same time period, per capita income fell in each of the District's member localities. Between 1970 and 1990, median family incomes grew by double digits in every member locality except two.

The second phase of the planning grant included a regional needs assessment, the basis for the integration of the economic, physical, and human development in the region. Needs tables were compiled based on community meetings where CDBG-eligible project priorities were evaluated and identified by each locality in the New River Valley Planning District.

The New River Valley's needs and resources assessment was based on five main categories: Economic Development, Community Facilities, Community Services Facilities, Housing, and Comprehensive Development. Barriers and needs in each of the five project areas were identified for every locality, as well as opportunities and resources for meeting those needs and overcoming those barriers.

The final section of planning was the preparation of a Regional Strategic Plan. In 1994 and 1995, the NRVPDC staff prepared a regional plan, Vision 2020, which served as a basis for the structure of the RDPG strategic plan.

The resulting product of all these phases is the Regional Economic and Community Development Plan, a key element necessary to realize the vision of continued growth and sustainability of the New River Valley. Table of Contents

1996 Virginia Outdoors Plan Upate

NRVPDC staff coordinated with the Department of Conservation and Recreation to serve as a public review location for the final draft of the 1996 Virginia Outdoors Plan (VOP). The VOP is the Commonwealth's seventh State Comprehensive Outdoors Recreation Plan. It provides guidance to federal, state, and local units of government as well as the private sector, in conserving the state's outdoor recreation resource base and in providing outdoor recreation and resource opportunities. The plan is designed to be used by both professionals and laypersons interested in Virginia's outdoors. The NRVPDC contributed to this draft by providing jurisdiction-by-jurisdiction input of inventory and needs. Table of Contents


Grant Applications

The following are grants that were submitted in FY 1994-95 to be funded in FY 1995-96.

Community Development Block Grants (Housing and Urban Development block grants through the Virginia Department of Housing and Community Development)

Radford City Community Improvement Grant. For the establishment of a microenterprise loan program targeted toward low to moderate income persons who own a small business (five or fewer employees), (submitted 3/95; not funded).

Giles County Community Improvement Grant. To provide water line improvements for the community of Maybrook. Installation of 16,500 linear feet of eight inch water line and 2,000 linear feet of six inch water line is proposed. The project is to provide safe drinking water to 165 low - moderate income residents in 61 households (submitted 3/95; not funded).

Economic Development Administration

Planning Grant Assistance from the Economic Development Administration. The planning grant assistance affords the Planning District Commission, as a designated Economic Development District, the support to provide economic development assistance, direct business assistance; and regional information, coordination, planning, and administration (submitted 6/95; funded).

Appalachian Regional Commission

Planning Grant Assistance from the Appalachian Regional Commission (ARC). The planning grant assistance affords the Planning District Commission, as a designated Local Development District, the resources to provide technical and planning assistance to ARC-eligible localities in the New River Valley Planning District (submitted 6/95; funded).

Pulaski County Geographic Information System (GIS) Improvement Project - Establishment of a Personal Computer Based GIS. The project is aimed at institutionalizing the County's GIS system. The focus is to provide direct user access at selected operational levels, public access to the GIS for users of tax and property information, and to demonstrate the improvements which can be made in water and sewer system operations and management through the utilization of electronic mapping and data base storage (submitted 9/94, not funded). The project was supported from other funding.

Regional Scrap Tire Project: A Public-Private Partnership for In-Region Market Development and Community Competitiveness. To provide a regional tire shredding service for all ARC localities in Virginia and a transportation system to deliver tire material to markets in southwestern Virginia and create employment opportunities for the region (submitted 9/94, not funded).

Shared and Distributed Geographic Information System (GIS): Reducing Development Cost Through Coordinated Strategic Investments. To produce GIS data in a timely and efficient manner via high memory personal computers; to produce large format continuous tone color maps and presentation pieces suitable for facilities and land management, economic development and public involvement initiatives; and to conduct transportation planning with the aid of modern transportation planning software (submitted 9/94, funded).

The following are grants that were submitted in FY 1995-96 to be funded in FY 1996-97.

Community Development Block Grants (Housing and Urban Development block grants through the Virginia Department of Housing and Community Development)

Radford Planning Grant. To create a strategic development plan for downtown Radford (submitted 3/96; not funded).

Floyd Planning Grant. To improve water, sewer, drainage and street safety elements in the Town of Floyd (submitted 3/96; not funded).

Pearisburg Planning Grant. To rehabilitate the Pearis Theater into a multi-use business-training-entrepreneurial facility (submitted 3/96; not funded).

Pulaski Planning Grant. To rehabilitate a Habitat-for-Humanity owned building into a one-stop shop for health and human services (submitted 3/96; not funded).

Narrows Community Improvement Grant. For a downtown revitalization project, including the rehabilitation of a former Chevrolet dealership building into a small business incubator satellite to the New River Valley Competitiveness Center (submitted 3/96; funded with a Letter of Intent).

Economic Development Administration

Planning Grant Assistance from the Economic Development Administration. The planning grant assistance affords the Planning District Commission, as a designated Economic Development District, the support to provide economic development assistance, direct business assistance, regional information, coordination, planning, and administration (submitted 6/96; funded).

Project Grant Assistance from the Economic Development Administration. This grant provides funding to construct the New River Valley Competitiveness Center, an incubator facility for small business in the New River Valley. This facility will house regional agencies that serve new and existing business and local governments, and serve as a central incubator for a series of satellite incubators to be developed throughout the New River Valley. This project also includes the renovation of the Health-Tex building in Christiansburg by the Montgomery County Industrial Development Authority (submitted 9/95; funded).

Appalachian Regional Commission

Planning Grant from the Appalachian Regional Commission (ARC). The planning grant assistance affords the Planning District Commission, as a designated Local Development District, the resources to provide technical and planning assistance to ARC-eligible localities in the New River Valley Planning District (submitted 6/96; funded).

New Century Communications Network (NCCN) Telecommunications Improvement, Pulaski Subsystems. This project would add three new distance learning classrooms, enhance the NCCN's learning options by increasing the number of active distance learning sites; operate using the community learning center concept; demonstrate successful uses of the network; share scarce but valuable resources throughout the region; educate and train special populations; provide a mechanism for the sharing of data; and establish a means by which special purpose consortia may effectively reach large numbers of people (submitted 9/95; not funded).

ARC 302 Funding for Southwest Virginia Housing Program. For ARC support of Southwest Virginia Housing Program for its model homeownership program serving low and very low income families and individuals in Southwest Virginia (submitted 9/95; funded).

Environmentally Sustainable Economic Development. To maximize the effectiveness of the previous investments of time, program development and funding support by continuing and expanding all of the existing Appalachian Regional Recycling Consortium programs, focus extensively on the business assistance and industrial technical assistance program, and expand the focus of the business assistance program from "just recycling" to all environmentally sustainable business opportunities (submitted 9/95; funded).

Department of Rail and Public Transportation

New River Valley Regional Rail Station Study. The Transportation Technical Advisory Committee (TAC) and NRVPDC staff actively sought an additional funding source to complete the Regional Rail Passenger Station Study begun in FY 1996. The TAC's initiative paid off; in June, the Virginia Department of Rail and Public Transportation (DRPT) indicated that a grant application submitted by the NRVPDC was selected for funding. DRPT will provide approximately $30,000 to complete the final phases of this project. Table of Contents

IDENTIFICATION OF

MULTI-JURISDICTIONAL ISSUES

NRVPDC Commission Meetings

The NRVPDC Commission meetings are held on the fourth Thursday of every month, 7:30 p.m., at the Fred Wygal School Board Building located at 1612 Wadsworth Street in Radford. Ten Commission meetings were held in FY 1995-1996.

July, 1995

The NRVPDC did not hold a meeting as the Director and Chairman attended the VAPDC Annual meeting.

August, 1995

During this meeting, Appalachian Regional Commission Priorities for FY96 were established under the two project types - Community Development Programs and Human Resources Programs. The FY 95-96 Work Program as well as the FY 94-95 Draft Annual Report for the NRVPDC were distributed for review.

September, 1995

The FY 94-95 Annual Audit was reviewed and accepted. The ARC Project Package consisted of four projects from area agencies: New Century Communications Network Telecommunications Improvement, Southwest Virginia Housing Program, New River Valley Industrial Competitiveness Center, and Environmentally Sustainable Economic Development.

October, 1995

The Commission reviewed a Memorandum of Understanding among the Fifth, New River Valley, and West Piedmont PDCs relative to working relationships among the Commissions. The Commission agreed to meet and discuss projects of mutual concern.

November-December, 1995

The November and December meetings were combined due to holiday conflicts. The major topic at this meeting was setting the per capita amount for local assessment for FY 96-97.

January, 1996

This meeting was canceled due to several conflicts resulting in the lack of a quorum.

February, 1996

The 1996 Virginia Community Development Block Grant Regional Priorities were ranked by four groups consisting of five project types for each group. The FY 96-97 Regional Rail Corridor Grant Application was reviewed and approved for submission. The PDC reviewed a letter from the New Century Council inviting the PDC to become a partner in their organization, however, no action was taken.

March, 1996

Representatives from the New Century Council made a presentation to the Commissioners concerning the PDC becoming a partner; no action was taken. The Director presented comments recommended by the Transportation Advisory Committee to be presented at the VDOT Pre-allocation Hearing in April. The comments were approved for submission. The Regional Competitiveness Act, which was passed in the 1996 session of the General Assembly, was discussed. The Act is to provide a new tool "to encourage Virginia's counties, cities, and towns to exercise the options provided by law to work together for their mutual benefit and the benefit of the Commonwealth."

April, 1996

During this meeting, the Commission's FY 96-97 Transportation Work Program was reviewed and adopted. The New Century Council responses to questions asked by the Commissioners at the March 1996 meeting were reviewed. An Evaluation Committee, to be Chaired by Roy D'Ardenne, was appointed to discuss the request to become a partner in the New Century Council.

May, 1996

The Executive Committee submitted the Commission's FY 95-96 Revised Budget and the FY 96-97 Draft Budget; both were reviewed and approved. The Evaluation Committee Chairman presented a draft letter, addressed to the Chairman of the New Century Council, voicing the concerns of the Commission concerning the New Century Council By-laws. The letter was approved for submission. It was announced that the Center on Rural Development was offering $5,000 in support for PDCs willing to serve as coordinators for providing training in group facilitation, strategic planning and other group process skills. A Nominating Committee, chaired by Leon Light, was appointed to make recommendations for nominees for officers at the June meeting.

June, 1996

The Nominating Committee recommended nominations for consideration as follows: Chairman - James Bohland, Vice Chairman - Tom Starnes, and Treasurer - Scott Weaver. By acclamation, the nominees were elected as officers for FY 96-97 and FY 97-98. The FY 96-97 Transportation Work Program was amended to include the Roanoke/Blacksburg Transit Feasibility Study. Projects being proposed for FY 96 had been compiled, with the assistance of local governments, and will be incorporated into the Commission's Overall Economic Development Plan update.

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PROGRAM IMPLEMENTATION

Mobile Tire Shredding Program

In February of 1992, the Appalachian Regional Recycling Consortium (ARRC) began offering integrated solid waste management and recycling services to the twenty-one counties and five cities located in the Appalachian region of southwestern Virginia. The results of an initial solid waste assistance needs survey indicated that the majority of those localities wanted and needed assistance managing their scrap tire waste stream.

Working closely with the Department of Waste Management, now called the Department of Environmental Quality (DEQ), the ARRC ultimately submitted (May 14, 1993) and received (January 14, 1994) a funding agreement from DEQ to provide a mobile tire shredding program. The contract period was from January 14, 1994 through January 14, 1996.

The contract stipulated that DEQ would provide a minimum of $1.2 million for a two phase program, with an optional third phase to be evaluated. The initial two phases of the program were to provide regular shredding service in DEQ's Region 3. Region 3 encompassed all of the original ARRC service area and added the West Piedmont Planning District Commission localities. The third phase of the project would have provided service to Roanoke County and the Cities of Salem and Roanoke. Under Phase 1 of the project, tire shredding began on April 1, 1994 and continued through May of 1996. Total funding received was approximately $400,000. The commitment for the funding of Phase 2 was never honored by DEQ.

Providing tire shredding service for fifteen localities at thirteen locations from Lee County to Bath County, the ARRC Mobile Tire Shredding Project processed over half a million tires in southwestern Virginia. This number includes the elimination of over a dozen illegal tire dumps.
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New River Valley Planning District Commission

1612 Wadsworth Street

P.O. Box 3726

Radford, Virginia 24143


Phone: (540)639-9313
Fax: (540)831-6093
E-mail: [email protected]

Home Page: http://www.bev.net/blacksburg/pdc/index.html


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If you have any questions or comments regarding this annual report, please contact Jan Reynolds, (540)639-9313.



Last Edited: 3/12/97