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The Book on Region 2020

“The book on Region 2020” contains the vision for the region – the 34 goals representing what thousands of citizens said they wanted to see happen to improve quality of life in the region, and more than 200 strategies and action steps needed to get there.

A press conference was held to unveil the “Book” on May 24, 1999 at the McWane Center in downtown Birmingham. More than 1,000 copies were distributed to libraries, governments, funders, planning commissions and organizations throughout the 12 counties to help educate citizens about the vision. A year later, the book -- described as the “whos, whats, whys, wheres, and hows of Region 2020” -- was posted on the Region 2020 website. It also was made available to any citizen who wanted one.

The “Book” is organized by topic: On Government; On Environment; On Places and Activities; On Economy and Jobs; On Learning; On Moving Around; On Quality of Life; and On Neighborhoods.” Each goal is listed, followed by the strategy or strategies, and action steps. The role of Region 2020 and the estimated cost also was included, along with several pages of participants.

Region 2020 is committed to implementing the vision. The original leaders and volunteers that helped lead the process had ambitious hopes that by the year 2020, many of the goals that make up the vision (“2020” also is a reference to the clearness of the vision) will have been accomplished.

Region 2020 has worked with numerous organizations over the years on the goals, serving primarily as catalyst, convener and facilitator. Region 2020 also has served as an incubator in recent years, helping its spin-off agencies such as the Cultural Alliance of Greater Birmingham and the Housing Enterprise of Central Alabama get their start.

We need to hear from you … tell us about your goals and aspirations for the region …

e-mail info@region2020.org.

It’ll take the good work and ideas of all of us to “build a better place to live” in Central Alabama.

As the original bumper sticker states in red letters: “So, let’s do it!”

INDEX
REGION 2020: THE VISION --- THE VISION --- STRUCTURE OF GOVERNMENT AND SERVICES --- PRESERVATION OF NATURAL RESOURCES --- GREENBELTS, PARKS AND TRAILS --- CLEAN AIR AND WATER --- WASTE MANAGEMENT --- DOWNTOWNS --- RECREATION --- ARTS AND CULTURE --- EVENTS AND PROGRAMS --- ECONOMIC DEVELOPMENT --- MENTORING AND TRAINING --- JOBS --- PROFESSIONAL DEVELOPMENT IN EDUCATION --- EDUCATIONAL CURRICULUM --- TECHNOLOGY AND FACILITIES FOR EDUCATION --- MASS TRANSIT --- TRANSPORTATION INFRASTRUCTURE AND FACILITIES --- ALTERNATIVE MODES OF TRANSPORTATION --- HUMAN AND RACE RELATIONS --- HEALTH AND WELLNESS --- LAW ENFORCEMENT, CRIME AND SAFETY --- SOCIAL SERVICES --- FAMILY AND PARENTING --- SENIORS --- YOUTH --- NEIGHBORHOODS AND COMMUNITIES --- HOUSING --- BEAUTIFICATION --- LEADERSHIP --- CITIZEN INVOLVEMENT

REGION 2020: THE VISION

Background
Region 2020 is a citizen driven process. Over 5,000 people participated in the process by providing ideas and insights. Every idea, goal, and strategy contained in this report came directly from the citizens of Region 2020. The sheer number of participants, from all parts of the Central Alabama' region, makes the resulting vision an accurate mid realistic reflection of the wishes, dreams, and aspirations of the region's residents.

Region 2020 started in the fall of 1997 with 500 blank sheets of 24"x 30" white paper. Within weeks, those blank sheets of paper were filled with 4,727 ideas. These ideas were the result of 17 public meetings, in which over 1,800 people participated. A group of retired school teachers and librarians volunteered to sort the ideas into topic headings, e.g. education, transportation, government, and environment. 34 topics resulted from the sorting process. Following this, 800 citizens translated the ideas in each topic group into 34 goals and 217 strategies aimed at accomplishing these goals. At the vision Fair, 1,300 citizens, including several groups of students, suggested which of the 217 strategies should be implemented with the greatest urgency. In all, citizens participated in 24 public meetings.

In the fall of 1998, over 300 volunteers, divided into seven working groups, sifted through all of the information produced by citizens in the Region 2020 process and recommended the strategies and action steps included in this report. In the following pages you will find 30 Action Plans. These are condensed versions of extensive reports developed by the work groups in hundred of volunteer hours.

A region… that protects, preserves, enhances and conserves its natural resources and its native biodiversity that actively supports and promotes cultural diversity... that provides superior educational opportunities for all citizens (regardless of age, race, ability and gender).....that has an affordable, accessible, safe and efficient public transportation network....that is rich in strong, diverse, beautiful and safe neighborhoods, towns and cities in which to live and work....that provides enhanced employment opportunities for residents of all ages that fosters cooperation; promotes efficiency, shares resources and engages in regional issues while maintaining local identity... that is recognized for its loving, respectful, and responsible citizens who work for racial harmony."

-From the goals of Region 2020

In addition to meeting and working group participants, over 1,000 volunteers from throughout the region have assisted Region 2020 with the program's logistics as facilitators, as members of various action committees, and as meeting volunteers.

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:

¹The region encompasses 12 counties: Bibb, Blount, Calhoun, Chilton, CulIman, Etowah. Jefferson, Shelby. St. Clair, Talladega, Tuscaloosa, and Walker.

²Participants 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.

STRUCTURE OF GOVERNMENT & SERVICES

WHAT

To develop a region that achieves regional governance with Home Rule that is equitably funded, fosters cooperation, promotes efficiency, shares resources, and engages in regional issues while maintaining local identity.

To develop a region that establishes and implements a long-term plan to improve, expand, and maintain infrastructure and services while anticipating long-term growth and challenges in regional cooperation.

WHY

To establish a government that is accountable, responsive, proactive, and efficient. To expedite the implementation of regional goals.

WHO SHOULD BE INVOLVED

Citizens
County and city government
Legislators
Businesses
Regional planning commissions

WHO WILL BENEFIT

Citizens
County and city governments

HOW

Strategy

Create an inclusive process that results in the development and adoption of Home Rule for the region. Develop a Home Rule proposal applicable to all counties and implemented on a county-by-county basis with the support of local officials, legislators, and citizens.

While efforts to achieve Home Rule continue, the Regional Roundtable of Elected Officials will act as a voluntary regional forum to discuss, plan and implement cooperative efforts in the areas of infrastructure, delivery of services and growth.

Action Steps

Region 2020 will convene a Home Rule Implementation Team that includes citizens, elected officials, and business leaders.

The Home Rule Implementation Team will hire a professional staff with expertise in governmental matters and research to:

1. Oversee the development of one or more Home Rule models for discussion.
2. Meet with groups of local officials in each county to discuss Home Rule models and develop a Home Rule proposal for each county.
3. Invite officials from around the region to speak at each meeting of the Home Rule Implementation Team to discuss their priorities and preferences on Home Rule.
4. Meet with working groups from other areas of Alabama who are working on Home Rule proposals to share ideas, expertise, and strategies.
5. Seek the support of local officials, legislators, and citizens through a low-key, grassroots, consensus-building approach.

6. Petition the state legislature for adoption of proposals developed and approved by each county.

Region 2020 will work with the Regional Roundtable of Elected Officials to formalize their activities into a voluntary regional forum to replace, analyze and make recommendations on issues important to the region with respect to facilities and services.

Role of Region 2020

To convene the Home Rule Implementation Team. To continue to convene and staff meetings of the Regional Roundtable of Elected Officials to address issues and projects of regional cooperation.

Cost
$50,000 to $100,000

PRESERVATION OF NATURAL RESOURCES

WHAT

To develop a region that protects, preserves, enhances, and conserves its natural resources and its native biodiversity with an emphasis placed on responsible planning and management; environmental education and awareness; involvement of citizens, government, and businesses; and respect for the value of the environment.

WHY

To protect and conserve the region's natural resources.
To promote logical, streamlined planning for future growth.
To encourage cost effective land use decisions.
To reduce urban sprawl.
To improve quality of life.
To increase business opportunities.

WHO SHOULD BE INVOLVED

Regional and local planning commissions
State legislators
Government leaders
Business leaders
Citizens
Environmental groups
Chambers of commerce
State agencies and departments

WHO WILL BENEFIT

Citizens
Visitors
Communities
Ecosystems
Businesses

HOW

Strategy

Create a regional Natural Resources Master Plan as the foundation for a regional land-use plan. Petition the state legislature to enact legislation that strongly encourages land-use planning as a tool for protecting our natural resources and native biological diversity. Expand the planning and enforcement powers of local, regional and state planning agencies in the twelve county area as needed as a part of this legislation.

Related strategies: Neighborhoods and Communities.

Action Steps

Region 2020 convenes a Natural Resources Implementation team.

The Natural Resources Implementation Team will:

1. Develop the regional Natural Resources Master Plan, which will include a prioritized inventory of the region's natural resources and detail how to implement and enforce protection of the identified resources.
2. Assemble existing databases, including The Nature Conservancy's Heritage Program, the State Geological Survey, etc.
3. Develop and implement a legislative strategy for regional land-use planning and expanding the planning and enforcement powers of the local, regional and state planning agencies in the twelve county area.

Role of Region 2020

To convene the Natural Resources Protection Implementation Team.
To monitor the progress of the effort

Cost
$250,000 -300,000 to develop the Natural Resources Master Plan; (See the Workgroup report for costs of implementing the plan.)

GREENBELTS, PARKS AND TRAILS

To develop a region that establishes, protects, restores, and maintains a safe, multi-purpose system of trails, greenways, natural areas and high quality parks (including neighborhood parks) integrated with roads and waterways.

WHY

To create a well developed, environmentally sensitive transportation network.
To reduce air pollution.
To provide recreational opportunities.
To improve the quality of life.
To improve general health and reduce stress for residents.
To beautify the region and enhance civic pride.
To encourage environmentally-based economic development.
To increase natural resource protection and water quality.
To decrease the congestion on roadways.
To increase community interaction.

WHO SHOULD BE INVOLVED

Citizens in the region
Regional planning commissions
Alabama Department of Transportation (ALDOT)
City and county engineers and planners
Parks and recreation departments
Elected Officials from cities, counties and state
Community lenders
Bicycle, pedestrian, and trail advocacy groups
The Black Warrior/Cahaba River land Trust
Nationally recognized organizations involved with similar work, including the Trust for Public land, Rails to Trails Conservancy, and Greenways, Inc.
Potential funders

WHO WILL BENEFIT

Residents of the region
Neighborhoods
Elderly
Children

Strategy

Develop and implement a regional greenway plan that links origins and destinations throughout the region and functions as a transportation network, using the Birmingham Area Bicycle, Pedestrian, and Greenway Plan as a model. Encourage each city and county in the region to develop a greenway plan that links existing parks, developed open space, floodplains, and ridges to complement the regional plan. Utilize land purchase, easements, abandoned railroad right-of-ways, and Black Warrior/Cahaba River land Trust property to build the network and protect critical waterways and ridges.

Related strategies: Alternative Modes of Transportation and Neighborhoods and Communities.

Action Steps

The Region 2020 Board of Directors, working with citizens and local elected officials, will request that the governor and the Alabama Department of Transportation issue a statewide policy regarding improvements that promote bicycling and walking as transportation alternatives.

Region 2020 will convene a regional Bicycle, Pedestrian, and Greenways Implementation Team.

The Bicycle, Pedestrian and Greenways Implementation Team will:

1. Recognize the achievements and success of current green-way projects and communicate those successes to the public.
2. Prepare a presentation to provide information on the benefits of trails and alternative transportation (e.g., economic development, quality of life, health, transportation, etc.), the process for developing trail and alternative transportation systems, and the availability of state and federal funding for bicycle, pedestrian, and greenway projects.
3. Convene and facilitate county-wide meetings to demonstrate opportunities for multi-use greenway trails and on-road bicycle and pedestrian improvements.
4. Encourage all cities to develop a detailed plan for walk-ways and bikeways.
5. Encourage cities and counties to revise local zoning and subdivision ordinances to provide for bicycle and pedestrian-friendly development. Ordinances that address the following issues can be amended: subdivision layout; provision of dedicated greenway easements or land donations for greenway purposes; provision of sidewalks, bicycle-friendly roadway design, and traffic calming; mixed-use zoning and density requirements; lighting requirements; access between adjacent developments; parking lot location, capacity, and layout; parking requirements that include bicycle parking; lot coverage and building setbacks; and internal traffic circulation in new developments.
6. Encourage cities and counties to dedicate parks and green. ways to ensure "no net loss" and to develop parks departments in communities that do not currently have them.
7. Support the elected officials of Blount County and the City of Oneonta in the resolution of issues and concerns of residents toward the conversion of the abandoned Cheney railroad line to a multi-use trail.
8. Encourage and support the continued implementation of the Birmingham Area Bicycle, Pedestrian, and Greenway Plan and use it as a model for other cities and counties in the region.

Role of Region 2020

To seek support nom the Governor of Alabama and the Director of the Alabama Department of Transportation for polices and funding which promote bicycling and walking as forms of transportation.

To convene the Implementation Team.

To work with the Black Warrior/ Cahaba River Land Trust to persuade property owners along potential greenway sites to donate easements for multi-use trails.

Cost
To be determined

See the Workgroup report for information based on industry estimates and comparative project costs.

Further Information

See the Workgroup report for more information about the structure of the Implementation Team and greenway projects currently underway in the region.

CLEAN AIR & WATER

WHAT

To develop a region that is a cleaner and healthier community, that improves and protects the quality of the region's air and water (with cleaner lakes, rivers, and streams), and that pro motes environmental awareness and education in schools, businesses and with the general public both now and in the future.

WHY

To improve public health.
To improve environmental conditions.
To improve the economic climate.

WHO SHOULD BE INVOLVED

City and county governments in the region
Alabama Department of Environmental Management (ADEM)
Environmental Protection Agency EPA)
Regional planning commissions
Metropolitan planning organizations (MPOs)
Chambers of commerce
Jefferson County Department of Public Health Awareness
Health agencies
Economic development groups
Environmental groups
Schools
Civic groups
Media

WHO WILL BENEFIT

Citizens
Communities
Businesses
Industries

HOW

Strategy

Develop and implement a total ozone attainment program that includes reformulated gasoline, inspection and maintenance of automobiles, effective mass transportation, and Park and ride as well as other alternative transportation modes. Require necessary industrial and power plant emissions reductions.

Related strategies: Greenbelts, Parks and Trails, Transportation Infrastructure and Facilities, and Mass Transit.

Action Steps

Region 2020 will convene a clean Air and Water Implementation Team and assist in scheduling presentations with the Governor, legislative delegations, public health agencies, and business and environmental interest organizations from across the region.

The clean Air and Water Implementation Team will:

1. Petition the Governor to write EPA opting into the reformulated gasoline program.
2. Support automobile inspection and maintenance legislation in the Alabama legislature.
3. Support an amendment to the Alabama Constitution to allow state funding of public transportation.
4. Support a regional mass transit plan that will include park and ride and other alternative modes of transportation. (See the Mass Transit strategy.)
5. Demand compliance with all clean air laws, rules, and regulations.
6. Support adoption, implementation, and compliance with proposed regulations regarding sport utility vehicles, light trucks, and diesel engines.
7. Support adoption, implementation, and compliance with proposed haze regulations.

The Implementation Team will develop an ongoing public education program regarding the strategy and action steps in conjunction with similar initiatives in the region, such as the Birmingham Area Chamber of Commerce No-Zoner program

Role of Region 2020

To convene the Clean Air and Water Implementation Team. To schedule presentations to solicit ideas and support for implementation of the Action Steps.

Cost
Cost will vary based on the progress of the Action Steps.

Note: EPA estimates for reducing emissions are included in the Workgroup report.

WASTE MANAGEMENT

WHAT

To develop a clean, attractive region with a waste management system that preserves and protects the environment and natural resources and that promotes comprehensive recycling and anti-litter programs.

WHY

To encourage more efficient use of natural resources, specifically landfill space.
To improve public image.
To conserve materials and resources.
To increase public awareness of waste management issues.
To cut costs for government, businesses, and consumers.

WHO SHOULD BE INVOLVED

County commissions m the region
City governments in the region
Legislators
law enforcement agencies
Court system
District attorneys
Environmental agencies including the Alabama Department of Environmental Management (ADAM), Environmental Protection Agency (EPA), and Alabama Development Office (ADO)
Regional planning commissions
Businesses
Citizens

WHO WILL BENEFIT

Citizens
Businesses
Environmental agencies
County, city, and state governments

HOW

Strategy

Institute a comprehensive, solid-waste management strategy for the region that includes a regional solid-waste management authority, mandatory solid-waste pickup, an aggressive recycling and beneficial reuse program, a community wide environmental education program, and aggressive enforcement of all solid waste management regulations, including anti-littering.

Action Steps

Region 2020, working with the Regional Roundtable of Elected Officials, will convene experts to propose an organizational framework for the Regional Waste Management Authority and conceptual strategies for a regional waste management plan.

Region 2020 convenes a Waste Management Task Force of stakeholders to further develop the waste management plan. The plan will include detailed programs; feasibility evaluations; proposed action plans; estimated costs for implementation; strong incentives for recycling; and a proposal for developing a "recycling" industrial park that will attract materials, energy efficient companies, and recycling industries.

The Task Force will present the plan to the public and all levels of government.

The Task Force will also seek funding from agencies such as Alabama Development Office (ADO), Alabama Department of Economic and Community Affairs (ADECA), the Environmental Protection Agency EPA), municipalities, and counties to establish the Regional Waste Management Authority.

Role of Region 2020

To convene the experts and Regional Roundtable of Elected Officials to establish the framework for the Regional Waste Management Authority.

To organize the Waste Management Task Force. To facilitate the presentation of the plan to the Regional Roundtable of Elected Officials.

Cost
To be determined

DOWNTOWNS

WHAT

To develop a region that revitalizes and continues to develop vibrant safe, attractive, and accessible downtowns; offers diverse cultural entertainment, expanded business opportunities, and historic preservation programs; and is a friendly place in which to invest, live, work, and play.

WHY

To revitalize downtowns that capitalize on local character and assets
To establish downtowns where individuals and families want to work, shop, and play.
To make efficient and effective use of existing buildings, infrastructure, services, and facilities.
To promote dialogue among regional downtowns, support their revitalization efforts, and encourage smaller, regional downtowns to join forces to direct change/growth/preservation.
To encourage stakeholders to promote downtowns.
To promote the development of downtown master plans as a basis for prioritizing, strategic planning, decision making, marketing, and fundraising.
To decrease vacancies in downtowns.
To encourage new business and development opportunities and new construction in downtowns.

WHO SHOULD BE INVOLVED

Residents
Churches
Merchants
Businesses
Police and fire officials
Government/municipal officials
Arts and entertainment institutions
Financial institutions
Schools
Realtors
Chamber of commerce
Civic organizations
Existing downtown stakeholder groups
Historical societies
Planning and building officials
Manufacturing
Regional planning commissions

WHO WILL BENEFIT
Citizens
Downtowns arid the communities they serve
Businesses in downtowns
Property owners in downtowns
Regional planning commissions

HOW

Strategy

Develop incentives that draw families and businesses back into our city and town centers. Explore a broad range of incentives including entertainment, cultural and recreational activities; safe, convenient public transportation and parking; beautification; restoration/preservation of historic buildings and districts; business opportunities; housing; available quality public education; zero crime and a perception of safety; financial incentives; tax incentives; and codes, zoning and approval processes that facilitate revitalization. Reconcile the incentives with plans for the revitalization of downtowns developed through a participatory process.

Related strategies: Neighborhood and Communities, Citizen Involvement, Mass Transit, Alternative Modes of Transportation, and Arts and Culture.

Action Steps

Region 2020 will work with existing downtown organizations and regional planning commissions on the development of a series of workshops tailored specifically for the region's down-town stakeholders and users to discuss incentives, models, and programs for downtown revitalization; exchange ideas; explore potential coalitions; and promote the development of downtown master plans through a participatory process of all stake-holders.

Region 2020 will coordinate with existing downtown stake-holder groups, such as Operation New Birmingham, Spirit of Anniston, and Downtown Gadsden, Inc., and encourage the development of similar groups in other towns.

The proposed Panning and Design Center (outlined in the Neighborhoods and Communities strategy) will prepare a resource for downtown revitalization for use in the region.

Role of Region 2020

To assist in the organization and promotion of the workshop(s).
To facilitate the networking components of the workshop(s).
To promote regular meetings and exchange among downtowns.
To support creation of a Planning & Design Center.
To work with existing downtown stakeholder groups.
To support and encourage the development of similar groups in other downtowns which express an interest/need.

Cost
Workshop(s) including site expenses, staff, publicity, mailings, and materials will cost $30,000 - $50,000.

Further Information

Workgroup identified two consistent leadership components of sustained success in downtown revitalization: a coordinating organization that operates as a resource and information center and a promotional marketing organization. A number of models exist that combine these activities into one organization or into two parallel organizations.

RECREATION

WHAT

A region with comprehensive recreational and natural resources for entertainment, tourism and the enjoyment of nature that give citizens and visitors opportunities for a great variety of activities (among them a multi-stadium, community-based parks, recreation centers, biking and walking trails accessible to residents all ages)

WHY

To increase economic activity in the region
To increase tourism and hotel occupancy levels
To encourage more efficient land and property use
To increase property values
To enhance the image of the region
To increase awareness of the culture and history of the region
To increase retail sales
To increase tax revenues

WHO SHOULD BE INVOLVED

Citizens
Cultural, sports and entertainment organizations
County and city governments from the region
Chamber of commerce
Regional planning commissions
Economic development organizations
Foundations
Operation New Birmingham
The Metropolitan Arts Council
State of Alabama Arts Council
The Historical Society
Alabama Sports Foundation
The McWane Center
Downtown businesses Universities and Colleges
Private event and sports promoters

WHO WILL BENEFIT

Citizen in the region
Cultural, sports, and entertainment organizations
Businesses
Property owners

HOW

Strategy

Create a cultural, sports, and entertainment district for the region in downtown Birmingham. Upgrade and expand current cultural, sports, and entertainment infrastructure.

Related strategies: Arts and Culture, Neighborhoods and Communities and Downtowns

Action Steps

Region 2020 will convene a Recreation Implementation Team made up of citizens, representatives of downtowns, business and government.

The Recreation Implementation Team will:

1. Study and visit successful models of entertainment districts to determine funding and governance mechanisms and applicability of models to the region.
2. Organize a mulit-disciplinary design work- with a strong component of regional, public participation to create a redevelopment plan for the area that includes boundaries for the district. The design work- will include nationally recognized experts in the fields of economics, urban design, planning, retail and cultural arts planning.
3. Generate regional interest for the district.
4. Implement the recommendations of the design workshop, and include zoning changes, incentives, funding and governance mechanisms.

Role of Region 2020

To convene the Recreation Implementation Team
To organize the design workshop
To lead and staff the initiative

.Cost
$100,000 to $250,000

Further Information

See the Workshop report for information on comparable efforts across the country.

ARTS AND CULTURE

WHAT

The develop a region that actively supports and promotes cultural diversity and appreciation of the arts and humanities; increases its support for arts education; promotes existing cultural centers and events; develops new facilities and activities; and provides more opportunities for everyone to experience the arts and humanities.

WHY

To increase opportunities for artists, cultural facilities, and their audiences.
To improve the promotion of arts and culture both inside and outside the region.
To increase collaboration and communication among arts and cultural organizations in the region.
To coordinate efforts to provide arts and culture to the region. the enhance the cultural environment.
To improve quality of life for the region.
To increase entertainment alternatives.
To increase economic activity.
To increase awareness of the richness and diversity of cultural offerings in the region.
To increase capacity to support cultural activities in neighborhoods across the region.
To increase available resources for cultural organizations in the region.

WHO SHOULD BE INVOLVED

Citizens
The Regional Roundtable of Elected Officials
Small and large cultural organizations
The Metropolitan Arts Council
Business leaders
Working artists

WHO WILL BENEFIT

Citizens
Communities
Regional cultural audiences
Cultural facilities
Artists
Arts administrators
Teachers
Students
Businesses

HOW

Strategy

Develop a coordinated cultural master plan based on a survey of existing cultural facilities in the region and an assessment of current capabilities, limitations, and needs.

Related strategies: Recreation and Neighborhoods & Communities

Action Steps

Region 2020 will convene a regional Arts and Culture Steering Committee composed of small and large cultural groups, individual working artists, business and governmental leaders to:

1 Determine the scope of me project.
2. Develop a budget and raise funds to complete the survey and plan.
3. Hire a consultant to conduct a survey of the cultural facilities in the region.
4. Select a firm to develop the Cultural Master Plan.
5. Coordinate the Cultural Master Plan with the regional land-use and transportation plans outlined in other Region 2020 strategies.

Role of Region 2020

To convene the Arts and Culture Steering Committee
To ensure the effort has a regional perspective and resources
To monitor the progress of the effort

Cost
$200,000 - $300,000

Further information

See the Workgroup report for more information on the components of the cultural plan and the consultant selection process.

EVENTS AND PROGRAMS

WHAT

To develop a region that creates, expands, and promotes new and existing cultural events, programs, and sports activities to attract tourists and residents, with emphasis upon the importance of community centers and programs for youth and centers in neighborhoods

WHY

To increase attendance at cultural and recreational events.
To increase resources for culture and recreation.
To develop a larger and broader target audience.
To reduce scheduling conflicts.
To encourage shared promotional costs.

WHO SHOULD BE INVOLVED

Libraries
Cultural and recreational organizations
For profit web site providers, such as InfoCenter Alabama and AlabamaLive.com
Businesses
The Metropolitan Arts Council
Alabama school of Fine Arts
Public Relations, marketing and advertising experts

WHO WILL BENEFIT

Citizens of the region
Visitors to the region
Cultural and recreational organizations
Convention and Visitors' Bureaus

HOW

Strategy

Promote and market existing cultural, sporting, and recreational facilities first within the region and then beyond to other areas.

Action Steps

Region 2020 will convene regional cultural and recreational agencies to form a collaborative to.

1. Combine marketing and promotional efforts for cultural and recreational facilities and programs.
2. Develop a web site to promote cultural and recreational facilities and programs.
3. Develop a means of funding the initiative on an ongoing basis.

Role of Region 2020

To convene the meeting to form the collaborative
To assist in identifying funding
To coordinate with other Region 2020 Implementation Teams as needed

Cost
$50,000

ECONOMIC DEVELOPMENT

WHAT

To develop a region that is focused on an economic development approach that develops and attracts additional business and industry, retains existing ones, increases tourism, improves quality of life to a world-class level, fosters recreational growth, and enhances the region's image.

WHY

To encourage economic growth in the region.
To make the region more competitive regionally, nationally and globally.
To promote a cooperative, coordinated approach to economic development.
To encourage more effective use of resources by participating organizations.
To increase the tax base.
To increase access to more job and income opportunities.
To enhance the image of and pride in the region.

WHO SHOULD BE INVOLVED

Regional economic development officials and support, agencies
Regional leaders from public and private industry
Regional business and lay leaders
Media
Potential funders

WHO WILL BENEFIT

Citizens of the region
Governmental entities
Businesses
Economic development entities (public and private)
The State of Alabama

HOW

Strategy

Create a volunteer regional economic development association that identifies shared priorities and goals, market the region's image nationally and internationally, and provides an ongoing forum for new initiatives that will allow the region to capitalize on its combined strengths.

Action Steps

Region 2020 will establish an Economic Development Steering Committee composed of civic and economic development leaders (public and private) from across the region. The Steering Committee will set the direction and policy, and serve as the fiscal steward.

The Steering Committee will form a Technical Committee of experts from economic development organizations in the public and private sectors of the region. The Technical Committee will implement action plans agreed upon by the two groups.

The Steering and Technical Committees will:

I. Conduct a study of other regional efforts to address organizational structure, governance issues, scope of activities, funding opportunities, strategic planning, communication and distribution of data, public relations and marketing, and associated activities.
2. Determine an organizational structure applicable to our region that ensures objectives are met.
3. Determine the necessary level of funding and obtain such funding.
4. Implement the regional structure.
5. Audit the effectiveness of the regional structure on a regular basis.
6. Implement changes to the structure to improve its effectiveness, based on the results of the audit.

Role of Region 2020

To convene the Economic Development Steering Committee To act as a catalyst for the initial effort

Cost
$50,000 - $100,000

Further Information

See the Workgroup report for information about organizational models from around the country

Note: The Economic Development sub-topic team feels very strongly that in order to meet the overall economic development goals of Region 2020, our region must solve the following systemic needs that have not been referenced in this Action Plan: educational improvement, workforce training, infrastructure development, and improved air service and other transportation.

MENTORING AND TRAINING

WHAT

To develop a region that has effective educational and training/retraining programs that enhance the ability of residents to find employment and provides the knowledge, skills, and work ethic needed for 21st century employment and self sufficiency.

WHY

To coordination and awareness of job needs.
To make training more responsive to current market needs.
To successfully recruit companies that require a skilled workforce.
To attract and retain a skilled workforce.
To developed stronger economic development base
To improve educational and training techniques, curriculums and programs.
To create a more competitive region.
To promote the expansion of new and existing industries.

WHO SHOULD BE INVOLVED

The Society of Human Resource Managers (SHRM)
The Private Industry Council (PlC)
Other job related groups
Educational training organizations
Business

WHO WILL BENEFIT

Employees
Employers
Educators
Industry

HOW

Strategy

Conduct an annual regional job seminar for interested employers and job suppliers (e.g. placement companies), government employment agencies, and trade organizations to identify the market needs and educational skills required by employers. Communicate the results to training and teaching centers/organizations in the region.

Action Steps

Region 2020 will convene a meeting with the Private Industry Council (PlC) and the Society of Human Resource Managers (SHRM) to discuss their interest in a leadership role in this proposal. Based on the response received, Region 2020, in conjunction with the lead organization, will convene a Mentoring and Training Implementation Team composed of industry groups and educators.

The Implementation Team will:

I. Research existing job seminars.
2. Design and plan the seminars to he held in the region.
3. Seek funding
4. Conduct the seminars.
5. Develop other needs assessment tools to supplement the seminar results.
6. Market and distribute the results to educators and train mg and teaching centers in the region.
7 Establish benchmarks and evaluate the effect of the initiative.

Role of Region 2020

To convene the meeting with the lead industry organization. To convene the Mentoring and Training Implementation Team.

Cost
$30,000

JOBS

WHAT

To develop a region that creates a climate for responsible economic development and growth with enhanced employment opportunities for residents of all ages, including training relevant to business and industry in the region.

WHY

To increase the number of quality jobs in the region.
To promote economic growth in the region.
To develop a stronger tax base to provide services to the public.

WHO SHOULD BE INVOLVED

Citizens
Business incubators in the region
Small business development centers in the region
Regional planning commissions
Chamber of commerce in the region
Alabama league of Municipalities
Association of County Commissioners of Alabama
Alabama Bankers Association
Alabama Society of Certified Public Accountants
Alabama Bar Association
Business Council of Alabama
National Federation of Independent Business
Economic Development Partnership of Alabama
Alabama Department of Economic and Community Affairs
Economic Development Association of Alabama
Appalachian Regional Commission
Birmingham Venture Club
Women Business Ownership Council
Central Alabama Minority Suppliers/Developers Council
Biotech Association of Alabama
University business schools
Economic development professionals from utilities in the region
Legislative delegation
Potential funders

WHO WILL BENEFIT

Citizens in the region
County, city, and state governments
Businesses

HOW

Strategy

Identify, develop, and communicate incentives and funding opportunities for small business creation, retention, and expansion.

Action Steps

Region 2020 will recruit and organize a Jobs Implementation Team representative of the region.

The Jobs Implementation Team will:

1. Determine staffing requirements and recruit a director for the initiative.
2. Review the incentives and funding opportunities avail-able for small business.
3. Research and benchmark results and best practices in the region and elsewhere.
4. Complete a gap analysis to identify needs and propose appropriate initiatives to fill the gaps
5. Communicate information on existing and new programs to area businesses and individuals.

In reporting its results, the Jobs Implementation Team will target individuals and entities involved or interested in small business creation, retention, and expansion.

Role of Region 2020

To recruit and organize the Jobs Implementation Team. To assist in determining organizational, staffing and funding options for the initiative.

Cost
$100,000 - $150,000

Further Information

See the Workgroup report for definitions and work plan outlines

PROFESSIONAL DEVELOPMENT IN EDUCATION

WHAT

To develop a region with a system that provides superior educational opportunities for all citizens (regardless of age, race, ability and gender); promotes lifelong learning; employs highly skilled educators; offers a diverse curriculum; promotes parental and student accountability; and is backed by strong and equitable financial support.

WHY

To improve student achievement in math, reading and science
To improve quality of life for the region's citizens
To increase the region's ability to attract quality business and industry
To create a better educated workforce

WHO SHOULD BE INVOLVED

Representatives from higher and K-12 education
Citizens from the region
The Holmes Partnership Group
State Board of Education

WHO WILL BENEFIT

Students
Teachers
Communities
Business and Industry

HOW

Strategy

Develop pilot education improvement models in math, reading and science designed to increase student achievement and used region-wide by local school systems in professional development.

Action Steps

Region 2020 will convene a regional Professional Development Implementation Team or identify an existing organization to lead this initiative.

The lead organization will:

1. Investigate current pilot programs and research in each of the recommended areas.
2. Design pilot programs incorporating effective current strategies.
3. Obtain funding for the pilot programs.
4. Develop a plan to implement the programs in the region's schools.
5. Monitor the progress of the effort with regular evaluations of teachers and students that include pre- and post tests of student achievement and satisfaction.

Role of Region 2020

To identify and convene the Professional Development
To assist in obtaining funding
To monitor progress

Cost
$300,000

EDUCATIONAL CURRICULUM

WHAT

To develop a region where all children enter school ready to learn, where all K-12 schools provide students with skills for lifelong learning and career opportunities, and where residents of all abilities -- including those who have never learned to read -- receive the best education.

WHY

To improve the quality of child care for more children prior to school.
To better prepare children for the Kindergarten curriculum. To encourage parents to more actively participate in the early learning and education of their children.
To increase the number of children reading at grade level by the 3rd grade.
To improve overall academic achievement.
To reduce neglect and abuse of children.
To increase high-school graduation rates.
To produce a better qualified workforce.

WHO SHOULD BE INVOLVED

Public and private school systems
Obstetricians, pediatricians, and other health care practitioners

Private businesses in frequent contact with families of young children
Local early childhood educators involving two groups:

Association of Childhood Educators International (ACEI) and National Association for Education of Young Children (NAEYC) (These include preschool and elementary teachers, and college faculty in early childhood, elementary, special education and collaborative teacher programs.)

Child care providers of all types, including Head Start and Early Head Start
The Holmes Partnership Group, a consortium of 11 school districts and 5

colleges/universities

Child care Management Agencies in the region
Birmingham Early learning Center
Child care Resources, Resources, Inc.
Local colleges and universities with programs in program early childhood and

elementary education

Other professionals serving "at risk" groups and groups and families with young children
Philanthropic groups committed to young children Providers of literacy,

after-school, and summer programs and camps

WHO WILL BENEFIT

Children
Parents
Educators
Communities

HOW

Strategy

A threefold strategy is recommended to:

1. Launch a vigorous public information and awareness campaign about the importance of early language and learning for later reading skills
2. Engage healthcare professionals, childcare workers, churches/temples, local colleges and universities, and businesses in a coordinated program that visibly and effectively promotes literacy for all children
3. Work closely with K-3rd grade teachers and other educators so that parents can better prepare their children for the transition to school and so that parents are well informed about the content of the state's early elementary school curriculum for K, 1st, 2nd, and 3rd grades.

Related strategies: Family and Parenting and Professional Development in Education.

Action Steps

Region 2020 will convene an Educational Curriculum Implementation Team composed of key stakeholders.

The Educational Curriculum Implementation Team will:

1. Develop the master plan for the public awareness efforts and the distribution of print materials to families (especially those in greatest need), focusing on the birth to five-year-old age period.
2. Translate the K through 3rd grade curriculum and its measurable goals into terms that parents can readily grasp, along with suggested ways that parents and communities can be supportive of the school curriculum. Also, parents should be informed of the proven effective ways of teaching young children how to read to ensure that their children's teachers are using the most effective teaching methods.
3. Seek financial support from the private sector to fund the distribution of print materials.
4. Review current availability of quality alter-school care programs that have an educational component or focus, as well as summer programs that help to maintain and extend what children learn during the school year. Supplement and expand upon these programs in the future.
5. Explore options for housing and staffing this effort with organizations such as the McWane Center and the Literacy Council of Alabama.

Cost
$l00,000

TECHNOLOGY AND FACILITIES FOR EDUCATION

WHAT

To develop a region with safe, clean, well-equipped, and well-designed facilities that offers students, teachers, administrators, and the community a quality working and educational environment.

WHY

To encourage knowledgeable decisions regarding the use of information technologies in schools and the importance of prerequisite building infrastructures. To give children access to state-of-the-art educational technology and quality learning experiences. To provide adequate and equitable educational opportunities for all students in the region. To better prepare graduates to enter today's workforce.

WHO SHOULD BE INVOLVED

Educators
Parents
School board members
Technology specialists
Building industry
Business leaders
Community leaders
City and county governments

WHO WILL BENEFIT

Students
Schools
Communities
Businesses

HOW

Strategy

Develop a regional task force to achieve the goal of providing well-equipped school facilities to ensure that learning is enriched and enhanced by the use of modern technology.

Related strategies: Educational Curriculum and Professional Development in Education.

Action Steps

Region 2020 will convene an Education Technology and Facilities Task Force representative of the region.

The Education Technology and Facilities Task Force will investigate "best practices" in the country where:

1. Technology has been successfully integrated throughout the entire community (i.e. schools, homes, libraries, and government, civic, and religious organizations that are connected through technology).
2. Students are adequately prepared with technological skills to enter the workplace.
3. Schools have been retrofitted for technology Infusion.
4. Technology is seamlessly integrated throughout the daily lives of citizens.
5. Training models are in place to provide instruction for current and future educators on integrating technology across the curriculum.
6. Parents and the community are actively engaged in school activities involving technology awareness.

The Task Force will share its findings with educators, parents, and community leaders

The Task Force will develop a comprehensive technology plan for schools within the region and work to ensure that funding is available for implementation.

Role of Region 2020

To convene the Education Technology and Facilities Task Force To monitor the progress of the effort

Cost
To be determined

MASS TRANSIT

WHAT

To develop a region with an affordable, accessible, safe, and efficient public transportation network that includes dedicated highway lanes, light rail, buses, and bike lanes and that is attractive, environmentally friendly, and reliable.

WHY

To create an efficient public transit system that connects the twelve counties of the region.
To provide better access to employment, medical facilities, entertainment, shopping, etc.
To promote and enhance pedestrian activities.
To reduce congestion.
To improve air quality.
To increase economic development opportunities.

WHO SHOULD BE INVOLVED

Citizens in the region, particularly commuters
Birmingham Area Regional Transit Authority (BARTA)
Blue Ribbon Committee on Mass Transit
County, city and state governments
Regional Roundtable of Elected Officials
Regional planning commissions
Metropolitan planning organizations (MPOs)
The Alabama Department of Transportation (ALDOT)
Alabama Arise
Voices for Alabama's Children
Chamber of commerce
The Alabama Business Council
The league of Women Voters
Greater Birmingham Ministries
Metropolitan Area Express (MAX)
Rural Transit Systems
Birmingham Regional Paratransit Consortium

WHO WILL BENEFIT

Citizens throughout the region, particularly those who do not drive or have any transportation
Employers who would benefit from the employment pool of non-drivers
Businesses

HOW

Strategy

Develop a regional mass transit plan that extends to all counties in the region.

Related strategies: Transportation Infrastructure and Facilities; Arts and Culture, Health and Wellness, and Clean Air and Water.

Action Steps

Region 2020 will organize a regional Mass Transit Implementation Team representative of the twelve county region.

The Mass Transit Implementation Team will:

1. Establish an organizational structure for a regional mass transit plan.
2. Initiate efforts at the state and local levels for the allocation of funds for public transportation.
3. Educate the public on the importance, value and benefits of mass transportation.

Role of Region 2020

To organize a regional Mass Transit Implementation Team. To encourage the support and involvement of the Regional Roundtable of Elected Officials.

To support efforts at the state and local levels for allocation of funds for public transportation.

Cost
None

TRANSPORTATION INFRASTRUCTURE AND FACILITIES

WHAT

To develop a region with a safe, highly integrated, flexible transportation network that provides access everywhere and that includes a complete freeway system for the Birmingham region (including a Northern Beltline and Corridor x), significant improvements in existing local and interstate highways, an inter-modal facility, and an enhanced major international airport.

WHY

To increase the flexibility of movement throughout the region.
To provide better access throughout the region.
To reduce congestion.
To improve mobility.

WHO SHOULD BE INVOLVED

Metropolitan planning organizations (MPOs)
Regional planning commissions
The Alabama Department of Transportation (ALDOT)
Urban and rural transit authorities
The Regional Roundtable of Elected Officials
Chamber of commerce
Citizens

WHO WILL BENEFIT

Communities
Low-income residents
Social service agencies
Financial institutions
Funding agencies
Housing consumers

HOW

Strategy

Implement a regional transportation plan that improves existing highways, emphasizes transit, and supports multi-modal transportation and networks that are supportive of educational, health care, and arts and cultural facilities.

Related Strategies: Mass Transit, Alternative Modes of Tran