REGION 2020: THE VISION
Region 2020 is a bold and daring
vision of the future for the Central Alabama region. The vision is a sweeping
one of many parts. There are goals, which
are broad statements of what the region has the potential to accomplish.
There are strategies that indicate the programs and initiatives we need
to accomplish these goals. And then there are action steps, which are the
specific activities we need to set the wheels of implementation in motion.
These goals, strategies and action steps are interconnected. Taken together,
they set a clear course -- a road map for the Central Alabama region.
Beyond that mission, several themes capture distinct and essential elements
of the vision:
• Region 2020 calls for vigorous
regional cooperation through structured and
constructive dialogue and action among jurisdictions.
• Region 2020 reclaims a strong
environmental identity as defined by the preserved
appearance and character of its ridges, farms, cities, towns and neighborhoods.
• Region 2020 establishes the notion
that the region is a fundamental economic
entity competitive in a global economy.
• Region 2020 demands the development
of public transit and alternative modes
of travel, as a way to connect the region and bring it together.
• Region 2020 champions social
equity through high-quality lifelong education,
a strong sense of racial and social harmony, and equitable distribution
of housing.
• The strongest message
that emerges from Region
2020 is an exhortation to
citizens and leaders to recognize and protect the values and assets of
the region,
safely passing them on to future generations: "Our children will
learn to cherish this place, themselves and each other."
• Region 2020 advocates the need
for sustained
citizen involvement in planning
and implementing the vision.
These major themes evoke a vision of a coherent, prosperous and livable
region. This broad and comprehensive vision, however, is hard to comprehend
at a
single glance. This is because people do not live in regions. They live
in neighborhoods
where they raise their children, make friends, and create safe, happy,
and comfortable lives.
For residents to support the comprehensive
vision of
Region 2020, they
must have a personal understanding of how it affects the neighborhoods,
the streets, the blocks, and the homes in which they live. The following
paragraphs
bring
the vision into vivid focus by presenting it in smaller, more specific
components.
Here is a snapshot of a future in which the goals of Region 2020 have
been realized. It describes not only what the region has been able
to accomplish,
but it also
looks back at the key strategies that have helped implement the region's
goals.
Central Alabama is a region where
public leaders (the voluntary Regional Roundtable of Elected Officials established
during Region 2020) work
together to achieve
better regional cooperation and efficiency, following "a long
term plan to improve, expand and maintain infrastructure and services."
This
regional cooperation has strongly affected the ability of the region
to "anticipate
long term growth." In fact, Central Alabama has become a region
that has succeeded in managing its growth without losing its identity.
The
region has conducted a sustained and successful drive to achieve Home Rule.
After a lengthy and inclusive process, each of the 12 counties that
comprise
this region has agreed to a "Home Rule proposal applicable
to all counties, and implemented on a county-by-county basis with
support
of local officials,
legislators and citizens."
The result of Home Rule is that public
policy decisions are now made cooperatively and efficiently following
a coherent process
directed by the goals and strategies of Region 2020.
The region is a clearly defined place whose physical boundaries are
determined by its unique geographic characteristics: the ridges,
rivers, farms and
lakes that dot the landscape have all been carefully protected.
Preservation of
the region's identity has been accomplished through the development
of a "regional
land use plan” that provides for growth within those natural boundaries.
The plan establishes policies that favor orderly development,
conserve natural resources, "protect air and water quality (with cleaner lakes, rivers, and
streams)" and support recycling and anti-litter programs.
Nestled within those natural boundaries is a multitude of cities,
towns, villages, and neighborhoods, each with its own identifiable
center
and clearly defined
edges. Development and redeveloped within those centers is in harmony
with historic precedents and boundaries. This strong sense of place
gives the
region a distinct
identity.
The downtowns of those communities play a vital role in contributing
to the identity of the region. They are "vibrant, safe, attractive, and accessible." They "offer
diverse cultural entertainment, expanded business opportunities" and testify
to the heritage of the region. The success of the drive to reestablish the downtowns
stems from cooperative policies enacted to "draw families and businesses
back" into the region's town centers.
These incentives focused on "entertainment,
cultural and recreational activities; safe, convenient public transportation
and parking; beautification; restoration and preservation of historic buildings
and districts zero crime and a perception of safety; and codes, zoning, and approval
processes which facilitate revitalization."
Where did all these ideas come from?
The over, 1800 residents who participated
in last fall's ideas-gathering meetings represent a record attendance. Not
only did Region
2020 attendance set a record
high, it also represented a balanced cross-section of the entire
area.
An analysis of attendance at the 17 idea-gathering
meetings of Region
2020 shows" that
the eight meetings held within a ten-mile radius from downtown
Birmingham account for' 47% of participants, while the eight
meetings outside that ten-mile radius
account for 43% percent of participants.
The remaining 10% came
from the meeting of 200 students from high 'schools throughout
the region. An analysis of the
origins of Region 2020 ideas shows a similar balance
between meetings.
The more urbanized areas provided 49%
of the ideas
and the more rural ones provided 41.5%.
Far example, 46% of the ideas for education came from meetings
close to Birmingham, 40% from regional locations, and 14% tram
the students' meeting.
Likewise, 48%
of the ideas for transportation come from meetings close to
Birmingham, 44% from regional locations, and 7% from the students'
meeting.
These data indicate that
the goals and strategies of Region 2020 truly express
the needs and wants of the region's residents.
A unique "cultural, sport, and entertainment district for the region" has
become the catalyst for the cultural renaissance of Central Alabama. Based on
successful national models like LODO in Denver and Boston's Theater District,
the Alabama district is created in large part through the adaptive re-use of
existing industrial buildings in downtown Birmingham.
Since opening, the district
has been a boon to tourism, to the economic competitiveness
of the region, and to an increased "awareness of the culture and history" of the area.
A boost to art and cultural facilities has been their desire to work together
in marketing events through a cultural web site.
Events have become more widely
accessible to residents because of affordable public transportation.
There are "more
opportunities” for every-one in the region to experience
the arts and the humanities. "
Central Alabama is now recognized as a worldwide
economic entity capable of competing successfully with other well-defined regions.
At the
core of the
region's competitive
advantage is "a volunteer regional economic development association that
identifies shared priorities and goals, markets the region's image nationally
and internationally, and provides an on-going forum for new initiatives which
will allow the region to capitalize on its combined strengths."
Special
attention has been given to the development of a qualified workforce
that has the skills the market demands. "An annual regional job seminar" identifies
the "market needs and educational skills required by employers," and "communicates
the results to training and teaching organizations in the region."
As a
result, the ample supply of skilled workers has made the region
attractive to existing companies that want to expand, or to new companies
that want to relocate.
Attention has also been given to the "creation, retention, and expansion" of
small businesses using "incentives and funding opportunities" widely
available to them.
Education has played an important role in strengthening the
competitiveness of the region. Boosted by renewed efforts at
the state and federal
levels, Central Alabama schools have placed great emphasis
on a dual track they
have focused
on the education of young children and they have expanded opportunities
for life-long
learning.
Some of the strategies implemented were:
pilot programs "in math,
reading and science," used in staff development; early preparation, for
very young children and their parents, for better transition to school; integration
and connection of "schools, homes, libraries, governmental, civic and religious
organizations" through technology to create "a quality
working and educational environment."
Transportation has become the connective tissue of the region.
By foot, by car, or by public transportation, residents are
taking advantage of reduced congestion
and higher mobility. Improved movement throughout the region
can be traced to three important strategic decisions: the
creation of
an
efficient
public transportation
system; "significant improvements in existing local and interstate highways";
and the decision to "reward the use of alternative modes of transportation."
These
three strategies have "reduced automobile dependency" bringing the
region "into federal ozone compliance." They have also
brought areas of the region closer together, which has affected
the ways in which communities
and neighborhoods are built - with stronger centers, safer streets,
and pleasant sidewalks.
By addressing areas such as race relations, health and wellness,
the delivery of social services, family and children's issues,
and crime,
Region 2020
has dramatically improved the quality of life for individuals
and families. The
Central Alabama region is now recognized "for its racial harmony" alter the
implementation of programs designed to "minimize conflicts" and to
bring "equitable resolution to human rights issues."
Residents now
benefit from increased access to social services delivered
efficiently in a coordinated fashion. Older residents, teenagers, and young
children are fully integrated
into the life of the communities in which they live. The
region offers a "safe
and secure living environment." "Reduced crime" has
enhanced the quality of life in neighborhoods.
The delivery of healthcare services has been dramatically
streamlined - made more effective and efficient through
a judicious and
coordinated regional
plan. Developed cooperatively by all major health providers
in the region, the plan
focused on maximizing "existing financial resources for community health," and
allocating "new resources for health care education and the promotion of
a healthier lifestyle."
The result has been "an accessible, quality
and coordinated community-based health care program" that meets the needs
of all individuals "regardless of economic circumstances."
Neighborhoods are the most basic
building block in the region.
They have become "strong,
diverse, beautiful and safe." They contain within themselves opportunities
for people to "live and work." They are the places "where community
leaders and citizens cooperate and interact to maximize and safeguard resources." They
are beautiful places that have been carefully "revitalized."
They
are places where residents of different ages and incomes
can comfortably socialize.
They are rich in amenities - small parks, benches, trees,
and sidewalks - that emphasize human scale and make neighborhoods
inviting places for walking. Neighborhoods
have become the undisputed centers of the region's life.
The creation of an extensive public
transportation network, and the focus on neighborhoods has made possible
the development of
a broad
range of
housing types in the region. Increased mobility has allowed
residents at all income
levels
to choose where they want to live, and to pursue economic
opportunities throughout the region.
"The plentiful, safe, affordable, accessible, attractive, and
quality supply of new and existing public and private housing" has
made existing neighborhoods more attractive, and has helped create
new ones. The mix
of housing types and economic strata has encouraged diversity,
ownership opportunities, and a strong sense of community while
avoiding a concentration of poverty in
any given area of the region.
Looking back at the many goals and strategies of Region
2020, it is clear that much has been done in a relatively
short
amount of
time. The engine
for change
has been the deep and sustained involvement of citizens.
Citizens have played a major role in inspiring and supporting
the vision's
many goals.
Region
2020 started "a continuous region-wide citizen participation process" that
citizens have used for debate and to establish public policies. They have also
used it as a way to build a better awareness of issues among citizens, creating "better-informed
stakeholders" in the process. Both State and local governments
have responded to these efforts, providing the tools for implementing
many of the vision's projects.
The combination of public awareness, pride,
ownership, tinting, spirit of cooperation, political will and sustained civic
involvement
is what has fueled the transition
from dreams, ideas, and aspirations to reality.
The snapshot of what the region has the potential to become
five, ten, fifteen years from now is an exciting one.
It shows "at-a-glance" the
many challenges that must be met in order to protect and enhance
the values our citizens
expressed with their ideas. The region has produced a credible
and legitimate vision and the political climate is favorable.
Ask yourself: Is the place that emerges
so vividly from this vision the kind of place you want to live in? Is
this the
place you want
to leave
to future
generations? If the answer to those questions is yes,
then now is the time to join forces, to work
together and to turn that vision into reality.
Now is the time for citizens, elected
officials, private
sector
leaders, special
interest
groups,
philanthropic institutions and not-for profit organizations
to cooperate, to speak to one another, to reach out,
to value the
region's assets,
and to have
fun along the way.
So, let's do it!
Footnotes:
_The region encompasses 12 counties: Bibb, Blount, Calhoun,
Chilton, CulIman, Etowah. Jefferson, Shelby. St. Clair,
Talladega, Tuscaloosa,
and Walker.
_Participants
in the working groups included volunteers who had signed up at the vision
Fan and volunteers
recruited for the
knowledge they
had in
the subject
area of each goal. They interviewed organizations in
the region and gathered information on national trends
and
programs relevant
our
strategies.
