The City of Falls Church formally established itself in 1948. It was the product of a war-time boom that by 1950 had tripled its population to 7,500. During the 1950s and 1960s, the newly incorporated city built Virginia’s best school system, and its population increased 44% more, to 10,800. In 2005, Falls Church had 10.600 residents. The City officially projects an increase to 12,300 by 2010, and to 14,900 by 2025. The City’s projections may prove conservative or they may fall short. What is certain is the official sense that change is ahead.
What are we becoming? People here approach that question with three more:
How can Falls Church be a more welcoming city?
Shouldn't we prioritize?
Nothing is broken, so why fix it?
Despite passing talk now and again about being absorbed by the larger neighboring jurisdictions, Falls Church has remained fiercely independent. A strong spirit of self-determination prevails, with more than 265 residents serving on over 37 city and school advisory boards and commissions and dozens of business, community and nonprofit organizations that work to serve the community’s needs and best interests.
However, as times have changed, the people involved in shepherding the well-being of the community have also changed. The 1980s upsurge in working women -- coupled with increased demands imposed by the economy and commuting in a growing region -- contributed to a general downturn in civic involvement by Falls Church residents over the past two decades.
Yet, no matter who is involved or the reasons why, residents remain passionate about social, political and economic issues. The Falls Church City Government, its boards and commissions and various business, community and nonprofit organizations provide ongoing funding and support for various programs and services that serve Falls Church youth, the elderly and others in need.
Further, various policies and programs that focus on recycling, crime reduction and other challenges suggest a community and government committed to sustaining Falls Church as a desirable place to live and to work.
Continuing to provide high quality education, needed social programs, and other community amenities -- as well as the City’s infrastructure -- requires tax dollars.
Some residents and businesses are comfortable with paying the same or higher taxes to sustain Falls Church’s current level of public goods and services. Others believe in setting priorities and limiting choices, thereby limiting taxes. Yet others believe in the benefits of growth, i.e., new homes, new programs and services are all a part of enhancing diversity and broadening the tax base. Which approach is the best path for Falls Church?
In November 2006 the Falls Church City Council adopted a vision statement. It describes Falls Church as “a shining example of a city that has been able to retain the benefits of small town life, while remaining financially sustainable, and a full participant in one of our nation’s most dynamic metropolitan areas.”
The statement sets forth eight unifying principles: successful development, world-class public schools, neighborhood preservation and community life, diversity, environmental harmony, innovation, world-class government and public outreach and the special nature of the place that is Falls Church.
Is this is a desirable vision for Falls Church? If so, how exactly do we make it happen? Like most communities today, the City faces competing demands for public resources and a limited number of volunteers to supplement government efforts. What receives top priority? What doesn’t? And why?
Falls Church’s annual budget is a blueprint for these kinds of decisions. As city officials approach the time for decisions on this year’s budget, Falls Church will need to consider the next phase of its future. The following are three possible approaches. Each of the three approaches balances risk and reward differently. Your reaction to each will depend, in part, on your circumstances and your stage in life.
Approach 1 – How Can Falls Church Be A More Welcoming City?
Falls Church needs more than the area’s best schools and a high level of social and community programs to keep pace with the services and amenities neighboring communities offer, at lower tax rates. Our city needs to seize bold opportunities to grow and change.
This “more welcoming” approach means looking for creative ways to stimulate a more vibrant and economically diversified community.
Approach 2 – Shouldn’t We Prioritize?
We can’t be all things to all people. What used to be an urban village of single family homes is today changing at a very rapid pace. Traffic and parking, already bad, will worsen as a result of mid-rise and mixed use redevelopment. Assuming an increase in population, the cost of schools, social programs and services will also go up. Likewise, programs to encourage and enhance the retail and business environment also come with price tags.
Still, with smart decisions, the urban village atmosphere of Falls Church can be preserved. This means saying yes to some opportunities and no to others.
Approach 3 – Nothing is Broken, So Why Fix It?
Mobility is a way of life in America, especially in metropolitan Washington. Many of us won’t be here in ten years, and feel there’s no need to worry beyond that horizon. The City of Falls Church has a great location, great schools and is a great spot for a certain time in our lives.
The City will adapt as people come and go, just as it has in the past. We should keep doing what we’ve been doing: good schools produce good property values. If the City has to keep property taxes high, it’s a safe bet the neighboring jurisdictions will, too. We should not take risks.
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