Since the initial presentation in April, I’ve had the chance to discuss my plan with economic development officials from Roanoke City, Roanoke County, as well as the leadership of the Regional Partnership and the Roanoke Regional Chamber of Commerce. On Monday, I had the opportunity to share my proposal at a joint meeting of the Economic Development Authority and the City Council. I’m working to arrange a meeting later this month that will allow all of us to discuss the concept in greater detail and determine the feasibility of the plan.

In preparation for that meeting, I would like to get as much input as possible from my readers. Please take a few moments to look over the following plan summary, and share your thoughts in the comments. I need your ideas, suggestions and constructive criticisms.

Introduction

In his book, The Rise of The Creative Class, regional economic development expert Richard Florida stresses the point that creative class workers are unlikely to migrate to an area on the basis of a single job opportunity. Instead, they seek out those localities that provide access to the widest range of career possibilities. The regions that are most successful in attracting the creative class are the ones that offer the greatest variety of Plan B career alternatives. With the exception of the healthcare sector, the Roanoke Valley simply does not provide the range of opportunities needed to attract creative class professionals in numbers required to sustain a critical mass.

The changing nature of the relationship between employers and employees adds to the challenges we face in attracting and retaining members of the creative class. Workers in virtually all fields change jobs more frequently, and the expectation of job security has become an antiquated notion. This lack of security makes the availability of alternative employment options all the more important in our efforts to create a more robust regional economy.

In addition to frequent job changes, current trends indicate that younger workers will actually change career fields between three and seven times. Many of these changes will be involuntary, resulting from downsizing or obsolescence. In between jobs, an increasing number of creative class professionals will find it necessary to work as independent consultants or freelance agents on a temporary basis. This will be especially true during periods of declining economic activity such as we are currently experiencing.

While some of these people will ultimately decide to stick with consulting work for the lifestyle advantages it offers, the majority will continue to prefer the security of full-time employment. These people will move in and out of the freelance market on as needed basis at different times in their careers. The challenges they face will be daunting, and the resources available to assist them are limited. By providing a mechanism to assist these independent consultants in their efforts to connect with potential clients or employers, the Roanoke region could benefit in many ways.

The following plan proposes a public/private partnership between the City of Roanoke, Roanoke County, local business and economic development organizations, and the consultants and freelance professionals living and working in the Roanoke Valley. The ultimate objectives would be to prevent the outward migration of skilled professionals from the area due to job loss or lack of opportunities, and to make the Roanoke region a more appealing career destination for creative class professionals seeking to relocate.

Challenges Faced By Freelance Professionals

We tend to think of freelancers as being engaged primarily in fields such as journalism or graphic design, but the realty is that independent consultants can be found in virtually every profession. Regardless of their occupation, they face a wide variety of challenges. The knowledge and skills required to perform their primary job functions are only a fraction of what they need to become successful independent practitioners. In addition to a mastery of their billable skills, they must also be adept at marketing, self-promotion, networking, bookkeeping, collections, and more. Lack of these secondary skills is a major obstacle to success for most independent professionals.

Limited financial resources are also a major problem. People tend to enter the freelance market after the loss of a job, and they often lack the start-up capital required to equip an office or to advertise their services. As a result, many would-be consultants simply give up before they ever get started. Others remain underemployed for extended periods.

The market for connecting independent professionals with potential clients is highly inefficient. Not only do the majority of consultants lack the talent and resources to promote themselves effectively, but clients in need of freelance services often have no idea where to find qualified practitioners. Developing a mechanism to streamline this connection process would provide substantial benefits to the regional economy.

Roanoke Regional Freelance Cooperative Plan

This plan envision a public/private partnership whereby the City of Roanoke, Roanoke County, and a variety of local business and economic development organizations would assist in the creation of a central clearinghouse for local freelance talent. The key elements of the proposal are as follows:

• Marketing Co-Op: Freelance professionals typically have very limited resources for self-promotion. The plan calls for the creation of a marketing cooperative that would allow members to combine their resources in a manner that will draw significant attention to the organization. The objective would be to create awareness of the co-op as a one stop source for regional freelance talent. Whether a business was in need of an IT consultant, a web designer, a human resources professional, or a technical writer, co-op members could achieve first in mind position through their combined marketing efforts.
• Online Job Board: A private internet job board would be the primary method of matching co-op members with potential clients. Modeled after the Elance.com concept, clients could post project specifications and search for qualified talent, while freelancers could find projects that fit their skill sets and submit proposals for work. The site would contain a complete directory of co-op members organized by professional specialty, along with portfolio pages that would allow members to demonstrate their expertise.
• Shared Meeting Space: Freelance professionals sometimes face a credibility challenge brought on by the fact that most work out of home offices. This is not a problem under ordinary circumstances, but client meetings and group presentations are a different story. A coffee shop is not the ideal venue for a business meeting. This plan calls for the creation of a small shared office suite that would be available to co-op members on an as needed basis. The space would consist of a conference room, one or two private meeting rooms, and a small number of temporary workspaces.
• Structured Networking: Regularly scheduled networking events for co-op members would be an integral part of the program. These networking events will provide members with the opportunity to exchange leads and form collaborative partnerships to take on larger projects.
• Director: The cooperative would have one full-time employee to serve as Executive Director. This person would handle the day-to-day administration of the co-op, and serve as the liaison with the local business community. Major responsibilities would include membership recruiting and promoting awareness of the resources available to businesses in the Roanoke region.
• Governance: The group would be governed by an elected board composed of co-op members. In addition to this governing body, a marketing committee would be responsible for the creation and execution of a comprehensive advertising and marketing strategy for the group.

Benefits To The Freelance Community

• Creating a network of independent professionals in a variety of fields will ultimately lead to the formation of partnerships to take on projects that are beyond the capability of a single practitioner. Some of these joint ventures will dissolve as soon as the project is completed, while others are likely to form the basis for new business start-ups.
• The publicity generated by the joint marketing efforts will ultimately give co-op members exposure and access to clients beyond the Roanoke Valley.
• Participation in the co-op would allow temporary freelancers seeking full-time employment the opportunity to test-drive potential employers.
• Sufficient membership in the co-op will allow participants to pool their resources to qualify for group health and other benefits that are typically beyond the reach of most freelance professionals.

Benefits To The Business Community

• Local businesses will be exposed to a wide range of professional services that many were previously unaware of. This will be particularly beneficial to small businesses, many of which never consider the possibility of utilizing freelance practitioners.
• Taking on new employees is a risk for any business, regardless of the current state of the economy. This plan would allow employers the opportunity to test drive potential employees before hiring.
• Freelance professionals typically charge hourly rates that are several times higher than the cost of a full-time employee to perform the same task. This is necessary to make up for the large amount of non-billable time they must spend on promotion and prospecting. Membership in the marketing co-op will allow members to dedicate more time to billable activities, and to offer their services at reduced hourly rates. Clients will obviously benefit by having access to a wider range of services at a lower cost.

Benefits To The Region

• The freelance co-op will serve as an incubator of sorts to generate new business ventures.
• The co-op can help to reduce the number of creative class professionals who leave the region due to lost jobs or lack of opportunity.
• New businesses will be attracted to the Roanoke Valley by the availability of a wide range of affordable freelance talent. This will be particularly attractive to start-ups that lack the resources to hire full-time employees.
• The co-op will help to reduce the number of independent professionals operating in the shadows without proper licensing.
• The plan can help the Roanoke Valley to become a haven for freelance professionals, and it can provide the necessary Plan B career alternative required to attract creative class professionals from other regions.

Financial Projections

Based on very rough back of the envelope calculations, the startup cost for the project would be in the range of $100,000.00 to $175,000.00. This includes creation of the website, leasehold improvements, furnishings and equipment, Director’s salary, and a substantial initial advertising blitz.

Operating costs would consist mainly of advertising and marketing expenses, Director’s salary, and rent. Based on very rough initial calculations, annual operating costs would range from $125,000.00 to $200,000.00. While some annual subsidies may be required in the form of grants, it is anticipated that the bulk of the operating costs will be paid with membership dues after the initial start-up period.

Thanks to the generosity of our sponsors, and the more than 1100 runners and walkers who have taken part, the Gallop has raised $70,000.00 in it’s first two years. We’ve added some new fundraising initiatives this year, and we’re hoping to make the 3rd annual Gallop our most successful event yet.

We’ve got something for everyone this year, including a 5K Race, a 1 Mile Family Walk along the greenway, and a Fun Run for kids aged 6 to 14. After the race we will have a party in Elmwood Park featuring live music, activities for the kids, and plenty of great food. The race begins at 5:00 PM and the party lasts until 8:00.

Gallop 4 The Greenways couldn’t happen without the small army of volunteers who make it possible. We depend on volunteers for everything from event planning to final cleanup. Whether your talent lies in marketing and promotion, or handing out water to passing runners, we need your help to make the event a success. All volunteers receive a great Gallop t-shirt, entry into the party, and the satisfaction of supporting a worthy cause. It’s a fantastic way to get involved with your community and meet some new friends in the process. If you’re Interested in helping out, please register as a volunteer on our website.

We are particularly grateful for the support of the corporate sponsors whose generosity made the 2008 Gallop 4 The Greenways a huge success. Nearly 50 local companies participated, donating cash and services valued at more than $75,000.00. If your company missed out on the chance to support the greenways in 2008, prime sponsorship opportunities are currently available for the 2009 event. Sign up early to gain the maximum exposure for your business, and to demonstrate your support for one of the most vital recreational assets in the Roanoke Valley. For more information on becoming an event sponsor, please visit our website or contact Scott Leffel at 540-819-2149.

The growing popularity of this event has made us victims of our own success. Registration for the 5K race will be limited this year to the first 750 runners to sign up. Online registration is available now at Gallop4TheGreenways.com. We look forward to seeing you at the race.

On days when the weather is less than ideal, I can walk for miles and not encounter another person along the way. Sunny weekends are a completely different story, and Roanokers of all shapes and sizes come out to enjoy the trails. This is when things get interesting.

Perfectly rational people who would never consider driving their cars on the wrong side of the road are somehow oblivious to the fact that the same basic rules of traffic apply on the greenways. Folks who would never allow their dogs to poop on the neighbors grass have no problem letting them take a giant dump right in the middle of the trail. Parents who watch their kids like hawks at home allow them to pedal out of sight on tricycles on the greenways. What is it about nice weather and pleasant walking trails that causes people to lose their minds?

I don’t want to come off as a sanctimonious greenway snob here, but I have seen every imaginable stupid act committed by my fellow walkers and cyclists. As a result of my observations, I’ve come up with a list of common sense rules that will allow us all to have a safer and more enjoyable greenway experience.

1: Always keep in mind that the same basic rules governing two-way traffic on our streets apply on the greenways. This means always keep to the right, and always pass on the left.

2: Be aware of your surroundings. Near misses and collisions occur on the greenways for the same reasons that they happen on the roads. Turn down the volume on your iPod and pay attention to what the traffic around you is doing.

3: The greenway is not a coffee shop. If you want to get together with your girlfriends, go have a nice chat at Mill Mountain Coffee. Do not walk 3 and 4 abreast while you catch up on the latest gossip.

4: Keep an eye on your kids. Young children on bikes and trikes are the most common cause of traffic jams and collisions on the greenways. Kids don’t understand the basic rules of traffic, so it is up to the parents to make sure they don’t cause problems. They may be cute, but they can be a real menace when they weave from side to side or stop suddenly in the middle of the trail. You wouldn’t teach your teenager to drive at the Indy 500, so please think twice about teaching your kid to ride a bike on the greenway on a busy Saturday.

5: The greenway is not a phone booth. If you absolutely must talk on your phone, please don’t stop in the middle of the trail to do it.

6: Control your dog. Like kids, dogs don’t understand the rules of traffic, so it is up to their owners to make sure they don’t cause problems. Always keep to the right, with the dog on your right. If you dog displays unpredictable behavior around other dogs or small children, leave them at home.

7: Leave the retractable leash at home. You wouldn’t stretch a tripwire across a highway, so don’t allow your dog to stretch their leash across the trail. Every weekend I see people doing this, and I’ve seen many accidents when cyclists encounter these situations. You are endangering the life of your dog and of the cyclists on the trail.

8: Forget the stupid pet tricks. At least once a week I see an idiot who thinks it’s a good idea to ride their bike while dragging their dog on a leash. This is dumb for more reasons than I can count.

9: Pick up after your dog. I see people every day who allow their dogs to poop in the middle of the trail and simply walk away. They do this even on days when dozens of people witness the act and they seem unfazed. One day I’m going to follow one of these people home and take a dump on their sidewalk.

10: Remember that you are part of the scenery. One of the reasons that people use the greenways is to enjoy the natural beauty of the area. Keep in mind that your appearance can detract from that natural beauty. If your waist size is greater than half your height, please don’t wear spandex.

Join the 10 Simple Rules group on Facebook

The city has once again engaged an out of town consulting group, but this time it looks like things might be different. The Creative Class Group is led by noted regional economic development expert Richard Florida. They have designed the Creative Communities Leadership Program which uses a proven framework for the development of regional prosperity based on Talent, Tolerance, Technology, and Territorial Assets.

What sets this apart from the failed programs of the past is that the vision comes from within the community. Facilitators from the Creative Class Group will provide the operational framework, but the real work will be done by a group of 30 members of the community acting as Creative Connectors. According to Stuart Mease, what makes this different is that the consultants recommendations represent the beginning of a process rather than the end.

Roanoke is one of three cities chosen to participate in the CCLP this year, along with Bloomington, IL and Vancouver, BC. Past participants have included Tacoma, WA; El Paso, TX; Tallahassee, FL; Charlotte, NC; Duluth, MN; and Dayton, OH. Some of the projects developed as a result of the program include local social networking websites, green business councils, and creative business incubators.

According to the city website, “the Creative Connectors will represent a diverse team of community leaders through their background, industry, age, race, orientation, and experience. The team’s task will involve working with the community to build a more authentic and prosperous region through the creation of sustainable projects. Furthermore, this group will encourage the entire community to support these projects, which will be aimed at fostering a creative base for Roanoke.”

The deadline for applications to participate in the program as a Creative Connector is February 23rd. As of this morning, approximately 70 applications have been submitted. According to Mease, the city hopes to announce the names of the 30 selected participants sometime during the first week in March. The candidates will be chosen by a panel of city officials along with input from members of the local education and business communities.

If you are interested in participating in the program, and you can commit 4 to 5 hours per week over the next 12 months, please submit an online application available here. Please note that participation is not limited to the 30 chosen to be creative connectors. While those people are expected to be the driving force behind the program, Mease anticipates that there will be opportunities for hundreds of people to get involved in the various programs as they develop over the next year.

RELATED POST

My Application To Be A Creative Connector

The reality is that Roanoke rarely suffers to the same extent as the rest of the nation when times are bad. It’s as if we are somehow immune to the bust portion of the typical boom and bust cycle. While many might view this as a positive aspect of life in the Valley, unfortunately, it is only half of the story. Through our deep seated resistance to change, we have also made ourselves immune to the boom.

Among certain groups in the Roanoke Valley, opposition to any proposed change is the default position. Whether it’s building a new art museum, demolishing an obsolete stadium, or renovating the Market Building, a sizable portion of the population will always protest, driven as much by reflex as by reason. Unless we can somehow overcome this obsession with preserving the status quo, we will continue to miss out on opportunities for economic growth.

I left Roanoke in 1982 and set off in search of opportunities that were not available locally. I lived in several major metropolitan areas during this time including, Richmond, Charlotte and Washington, DC. I witnessed first-hand the benefits and the drawbacks of the explosive growth taking place in these areas. I also lived in Buffalo, New York, and saw the devastating effects of a local economy in decline.

When I returned to Roanoke in 2002, I was amazed to see that virtually nothing had changed. It was if the entire valley had been encapsulated in a drop of amber and fossilized. Roanoke in 2002 was virtually indistinguishable from Roanoke in 1982. Those people whose mission in life is to keep things “just so” probably viewed that as a good thing. To everyone else, it meant 2 decades of lost opportunity.

The geographic realities of our location will always be a limiting factor in our growth. The kind of runaway sprawl found in places like Richmond and Charlotte is simply not possible here unless we figure out a way to literally move mountains. On the other hand, the agonizing decline experienced by cities like Buffalo is a distinct possibility. If you need examples closer to home, look no further than Huntington or Charleston to see what we might become if we refuse to embrace the future.

The people who are the most vocal opponents of change in the valley are often the same ones who bemoan the fact that their children and grand-children are forced to look elsewhere for employment opportunities. They still blame the railroad for the lack of jobs, and would prefer to wallow in the past than to consider the needs of future generations. Unfortunately we find these people in all walks of life, from the factory floor to the mayor’s office.

Those of us who believe that developing a vibrant and diverse economy in the Roanoke Valley is an urgent priority need to make our voices heard. In the introduction to his book, The Rise of The Creative Class, Richard Florida speaks about the need to “squelch the squelchers”. We need to drown out the voices of those who stand for nothing but oppose everything. We need to convince our fellow Roanokers that change is the price of opportunity. We must make it clear that economic growth cannot occur in a state of suspended animation. The future is inevitable. We can either embrace it and reap the benefits, or ignore it and continue to fall behind.

February 4, 2009

Ms. Darlene Burcham
City Manager
215 Church Avenue, S.W.
Noel C. Taylor Municipal Building
Room 364
Roanoke, VA 24011

Dear Ms. Burcham:

I was very excited to learn about the new Creative Communities Leadership Program being undertaken by the City of Roanoke. Please accept this letter as my formal application to become one of the 30 Creative Connectors. After examining the online application form, I have made the decision to submit my application in an alternative format that better reflects my qualifications. I humbly suggest that you encourage others to do so as well. If you’re looking for people to think outside the box, it may not be wise to restrict them to filling in boxes on a form.

As for the statistical information requested on the application, being a 47 year old heterosexual white male does not earn me any diversity points. On the other hand, as an atheist firmly committed to the separation of Church and State, it appears that I represent the point of view of a very small minority in the Roanoke Valley.

I graduated from North Cross School in Roanoke, and earned a B.A. in Economics & Business from Randolph-Macon College. I also attended graduate school at the Rochester Institute of Technology, but did not complete the thesis requirement in time to earn my M.S.

My current employment situation is perhaps not my most obvious qualification for the post. The fact is that I have been unemployed for the past 13 months since selling a small business in December of 2007. My inability to find suitable employment opportunities in Roanoke does, however, give me a bird’s eye view of the problems faced by job-seekers in our local economy.

Prior to becoming unemployed, I was the founder and owner of Foodies. Starting a small business targeted at upscale professionals gave me a unique insight into the demographic challenges faced by local entrepreneurs. I also learned a great deal about the obstacles to new entrepreneurial ventures posed by various government agencies, particularly at the city level.

Before opening Foodies, I spent the bulk of my career in the commercial printing industry. I worked for companies ranging in size from small family owned enterprises to Fortune 500 corporations. While the bulk of my responsibilities were in the area of sales and sales management, at some point in my career I’ve been involved in virtually every aspect of the business. In my capacity as a sales executive, my performance placed me in the top 1% of producers nationwide for 10 consecutive years.

The application form shows a heavy emphasis on prior civic involvement and leadership as selection criteria. I suggest that these may not be the best standards by which to judge the people you are seeking. If fresh thinking and new ideas are the objective, you are less likely to get them by dipping into the same pool of candidates whose past leadership has gotten us to this point.

As far as my own civic involvement goes, my experience is limited by the fact that I am a relative newcomer to the Roanoke Valley. Even though I’ve lived here for roughly half my life, I did move away for twenty years before returning in late 2002. Since that time I have started a unique small business targeted specifically at the upscale young professional demographic that the city is so eager to cultivate. Through that business, I was a generous supporter of over a dozen local charitable and cultural organizations, providing both in-kind contributions and pro-bono services. I’ve also played an active role in organizing and promoting the annual Gallop 4 The Greenways event, and I’m currently in the process of creating a new website to increase the effectiveness of our individual fundraising efforts. In October of 2008, I was appointed to serve as a member of the board of the Economic Development Authority of the City of Roanoke.

While I’ve done my best to become an active and engaged member of the community, I don’t consider myself to be a leader in the traditional sense. Because of my generally introverted nature, I don’t have the networking or social skills required to be the spokesman for any cause. You won’t ever find me working a room or glad-handing with the local bigwigs. What I do have is the ability to develop new ideas and to devise creative solutions for challenging problems. I am also fortunate to possess the writing skills to express those ideas in a manner that is clear, concise, and convincing.

The fact that I have not lived in the area for my entire life is actually one of my best qualifications to become a Creative Connector. Even though I’ve moved over a dozen times, I’ve always considered the Roanoke Valley to be my home. I was one of those young professionals we hear so much about who left in search of greener pastures. After completing my education, I set out into the world in search of opportunities that were simply not available locally. Over the years, my career led me to a number of major metropolitan areas, including Richmond, Charlotte, Washington, DC, and even Buffalo, NY. I have first hand knowledge of what leads young people to leave, and what may eventually bring them back.

When I left Roanoke, the local economy was beginning to make the transition from decades of domination by Norfolk Western and General Electric. When I returned 20 years later, a new power player had emerged. While the growth of Carilion has been a boon to those in the healthcare industry, opportunities for people in other fields have not kept pace. I’m looking for a chance to share my experience to help local businesses grow, and create opportunities for the next generation of Roanokers. My goal is to ensure that when the time comes for my son to begin his career, remaining in Roanoke will be a viable option for him.

In addition to this long-term view, it is essential to focus on the present. Promising career opportunities for people of all ages and backgrounds can only come about through diversification of our local economy. The primary focus of the economic development effort should be on creating an atmosphere that encourages entrepreneurialism, and takes advantage of the economic, educational and cultural resources of the region as a whole.

As for my abilities in Research, Advocacy, Communication, Writing and Creativity, I’ve addressed most of those points elsewhere. Just to be certain, here’s a quick self-assessment.

Research: This takes many forms. I can usually find what I’m looking for on Goggle, but don’t count on me to discover the cure for cancer.

Advocacy: Another term with many possible meanings. Can I convince other people to support an idea or a cause? Yes. Can I serve as the public spokesman for that cause? Probably not.

Communication: See Advocacy.

Business Reporting & Writing: One of my greatest strengths. See Communication.

Creativity & Innovation: Again, one of my greatest strengths.

As far as the problems facing Roanoke, I’ve written numerous articles over the past year that address the subject directly. The links at the end of this letter will give you a clear idea of my position on a wide variety of local matters.

As a result of my introverted nature and the fact that I have been self-employed for most of my time in Roanoke, I do not have an extensive network of professional references. What I do have is a large number of people who have come to know me through my writing and other community activities. I have posted this letter on my website and will ask my readers to provide the references. I hope that you will follow the conversation here.

Thank you for your consideration.
Sincerely,
Chris Berry
2220 Stanley Avenue
Roanoke, VA 24014

LINKS

New Ideas For Development Incentives
A Tale Of Two Neighborhoods
A Few More Thoughts On Miller’s Hill
Abandoned Downtown Landmarks Call For Creative Solutions
Time To Consider A New Home For The Food Court Vendors
Tell The Farmers To Shut Up
Why Chico’s Happiness Shouldn’t Matter>
Chico Was Not Happy Last Night”>
Missing The Point On Rockledge
Transportation Museum Should Hold A Yard Sale
Council Forum A Flop
Passenger Rail Service Doesn’t Add Up
Why I Stay In Roanoke
Why Regionalism Never Works
Intermodal Facility More Important Than Ever

It’s very easy for me to get lost in my own thoughts, so I don’t always pay much attention to my surroundings while I walk. Something was different yesterday, however, and as I passed by all of the familiar sites I was acutely aware of the incredible sense of connection that I felt to so many of the landmarks along the way. It was also a reminder of all of the changes that have taken place in the past few years, and of how much still needs to change.

From my front porch, the first new thing I can see is the monstrosity known as the Fairfax Condominium. It is a 5 story structure that combines 3 floors of overpriced condos built on top of a two-level parking garage. It casts an overwhelming shadow on the surrounding neighborhood, and it is the kind of building that architectural historians will certainly regard as a tour de force of faux stucco and Styrofoam appliqué. We used to be able to see the 4th of July fireworks from our front yard, but this behemoth structure now blocks our view entirely. Most of the units in the building are sold, but it appears that very few people have actually moved in.

As I pass by Roanoke Memorial, I can still pick out the 7th floor window in the Cardiac Intensive Care Unit where my wife spent 8 days in August of 2006 following her second heart attack. She was only 41 at the time, and our son Robert was 17 months old. She is fully recovered now, but that was a very frightening time in our lives.

Walking over the first bridge on Jefferson Street, I stop at the top to take in the view from both sides. On my right is the first of two newly completed parking garages that are part of the ever expanding Carilion presence, along with Roanoke’s own bridge to nowhere. The bridge was completed earlier this summer as part of a greenway extension project, but for now the path ends abruptly where it meets a stone wall. It’s one of those things that just leaves you scratching your head in bewilderment.

From my vantage point I can also look down on the Honeytree daycare center that Robert has attended for the last 3 years. It has been incredibly convenient having such a wonderful facility within walking distance. I’ve always been concerned about the high rate of staff turnover, but it is no worse there than in the daycare industry as a whole. In spite of the fact that the teachers are overworked and underpaid, the care he has received has always been loving and attentive.

From the other side of the bridge, 4 new playing fields occupy the site where Victory Stadium once stood. On this day, 3 of the 4 fields are filled with kids playing soccer, as are all of the fields across the river on Wiley Drive. It seems to me that these playing fields will probably be more appreciated by the community than any crumbling stadium or shiny new amphitheater. Looking across the playing fields, I am also reminded of the old Roanoke Fair where my mother won Best In Show in the needlework competition in 1967 and 1969.

At the corner of Jefferson and Reserve Avenue stands the new Carilion Clinic building. This area has undergone a rapid and dramatic transformation in the past couple of years, but it is still very much in a state of transition. On one side of the street are several new medical and office buildings, and on the other side stand the abandoned hulks of the old flour mill and scrap yard. I can understand the desire by Carilion and by the Redevelopment and Housing Authority to have this area transformed into something shiny and new, but I haven’t quite come to terms with the idea of driving existing businesses out of the city in the name of economic development. Mennel Milling provided exactly the kind of solid blue collar jobs that the city so desperately needs, and we paid them millions of dollars to abandon their facility and move to the county.

At the next intersection stands the burned out Virginian Railway Station. Since being destroyed by fire in 2001, this crumbling shell of a building has served as a pitiful reminder of the past that many in Roanoke cling to so desperately. A sign in front indicates that fundraising efforts are underway to restore the building as a museum, but so far no efforts have been made to stabilize the crumbling structure. Does Roanoke really need 3 railroad museums? No one under the age of 30 has any recollection of Roanoke as a railroad town, and that’s probably a good thing. Eventually all of those people who insist on living in the past will die off and we will finally be able to look to the future.

Another block down Jefferson brings me to the new Ambulatory Surgical Center, and as I look ahead I realize that almost every building from there to Elm Avenue represents a major milestone in my life. The Jefferson Plaza building houses the office of Dr. Robert Slackman who helped us to finally conceive a child after many years of failed attempts and heartbreaks. Two doors down is Physicians to Children where Dr. Allen Eskenazi has seen Robert through a variety of typical childhood illnesses. In the same building, Dr. Lynn Keene provided prenatal care during Jennifer’s high-risk pregnancy, and next door at Community Hospital she saved our son’s life during a difficult labor and delivery when he repeatedly cut off his own oxygen supply by clenching the umbilical cord in his fist. We watched helplessly for hours as the monitor showed his heart rate dropping from 120 beats per minute to 15, and then climb back again as he let go of the cord. Hopefully I will never again experience anything that frightening.

Standing at the intersection of Jefferson and Elm, I hear music coming from Elmwood Park and see the thousands of people who have come out for the Latino Festival. Across the street stands the 707 Building where I suffered through a root canal at age 12 after breaking off my left upper incisor at the gum line. It seems hard to imagine now, but there was a time when that building was the boldest example of modern architecture in downtown Roanoke.

The next block is dominated by the forlorn and abandoned Patrick Henry Hotel. I remember as a very small child being dragged by my mother into the tiny yarn shop that was just inside the Bullitt Avenue entrance. We were probably never there for more than a few minutes at a time, but it seemed like an eternity to me. Thinking of this reminded me of the fact that my mom eventually opened a shop of her own in Salem, and later relocated to the Promenade Park shopping center on 419. Over the years, Needle on the Square went through several changes of ownership as partners passed away or retired, but last week the store finally closed after 28 years in business.

The new Social Security office building across from the Patrick Henry looks like it is going to be a handsome addition to the downtown area. After years of wrangling, I‘m glad that they finally settled on this location instead of Henry Street. The dilapidated motor lodge that stood on the site previously was definitely a blighting influence on the area, but you have to wonder what became of the people who called it home.

Further down Jefferson Street I come across all of the vacant store fronts that still dominate the former retail heart of the city. I stopped to take a peek in the windows of the old Heironimus building and I am bemused by the assortment of weird crap that seems to have been left behind by the operators of the long defunct Emporium. In spite of all the revitalization efforts underway, there is a 2 or 3 block stretch of Jefferson that remains very depressing.

I take a left on Church Avenue and head toward the City Market. There are a handful of sidewalk diners at Trio, but for the most part the area looks dead. The majority of the shops and restaurants are open, but the Market Building is locked up tight as a drum. Workers are busy setting up a stage for a speech by President Clinton later in the evening, and a sign on the sidewalk encourages Blues BBQ Company customers to try their special Slick Willy Shooter. Behind the Market Building, Salem Avenue is closed for repaving, and the entrance to Roanoke Valley Printworks is even more inaccessible than before.

Before heading back home, I spend a few minutes wandering around the market area, and I am amazed by the fact that there are thousands of people in Elmwood Park, and not a single market vendor has bothered to come out for the day. I’m also surprised by the fact that there was no apparent Secret Service presence even though a former president was scheduled to appear in a few hours.

I followed the same route back home, and when I reached the top of the railroad overpass on Jefferson I see the towering Cherry Hill condominium building that had neighbors up in arms when it was originally built. Everyone seems to have gotten used to it by now, so maybe in a few years we will get used to the Fairfax as well.

The City of Roanoke owns the parking garage on Church Avenue, and the building is already in the midst of a renovation that will convert the lower level to retail space. The square footage that is planned for retail conversion is approximately equal to the size of the existing food court. The structure is within site of the Market Building, and the location would be just as accessible for downtown workers and tourists.

Locating a major attraction on Church Avenue would also serve the purpose of extending the market area and drawing visitors into other parts of downtown. This was a major objective spelled out in the 2006 City Market Plan by Duany Plater-Zyberk & Company.

On an quasi-unrelated note, I would like to welcome a new member of the Star City Blogosphere. Matt has contributed a number of thoughtful comments on this site, and I look forward to seeing what he has to offer on his own blog.

This month Trinkle is working with a number of Valley Forward members on a fundraising performance by Here Come The Mummies, a funk band out of Nashville with a sound best described as a cross between Barry White and George Clinton. The program is intended to raise money for the Roanoke City Schools music program, with the specific goal of buying pianos for the two new high schools.

The event takes place on October 24th at the Towers Mall location of Awful Arthur’s. Tickets are available at area Awful Arthur’s locations, Fork In The Alley, Q99/K92 studios on Electric Road or the downtown StellarOne Bank branch on Market Street. For more information or to purchase tickets online, visit mummiesfundraiser.com.