Economic Opportunities in Mayodan: Key Findings, Assets & Potential Growth Areas

1. KEY FINDINGS Mayodan in the Marketplace

2. Key Findings Mayodan in the Marketplace Information that sets the stage for what is possible

3. Key Findings By the numbers – statistics, trends The situation – assets and support programs The issues – that impact project success

4. BY THE NUMBERS statistics, trends from the STEP Economic and Demographic Scan

5. The population is growing • Mayodan is growing faster than Rockingham County, but slower than the other towns • Mayodan and Madison are the same size

6. Mayodan is older • Than Rockingham County, NC and the US • US median age 37.3

7. Income levels impact retail options • Mayodan ranks lower than the County, State or US • Tourists can bring in additional spending power

8. Retail sales have room to grow • The lower the income, the lower the percent of retail sales

9. Manufacturing employment is still the most significant sector Manufacturing is double NC’s % Healthcare and retail are also significant

10. Legacy textiles and other manufacturers still strong • Some expansions in 2012 • Some startups doing well • Companies with over 100 employees in Mayodan and Madison (2010) • Pine Hall Brick - 450 • Unifi – 670 • Bridgestone – 103 • Frontier Spinning – 589 • McMichael – 192 • Remington headquarters - 170

11. Significant population within 50 mile radius - 949,391 Opportunity for day trips • Includes Winston-Salem, Greensboro, Martinsville, Danville • Greensboro- 30 m • Martinsville – 23 m • Charlotte - 112 m • Raleigh - 110 m • Roanoke – 75 m

12. 2011 NC Visitor Profile • 80% pleasure purposes • 82% drove • 42% stayed in a hotel/motel • Summer 35% (Aug 12%), Fall 25%, Spring 23%, Winter 18% • Average trip expenditure $454 or $576 if overnight, daytrip parties $155 • State of origin- NC 45.9%, VA 7.5%, SC 7.2%, GA 5.6%, FL 5.0%, TN 3.6% • Advertising market of origin- Raleigh/Durham/Fayetteville 14.1%, Charlotte 12.0%, Greensboro/High Point/Winston-Salem 7.8% • 60% of travelers had household incomes over $50,000

13. THE SITUATION assets and programs

14. STEP Community Profile assets • Strengths • Community spirit • Water/ sewer capability • Good streets • Recreational opportunities • Proximity to Mayo River

15. Community spirit – Tenacity of Purpose “The salient feature, above all, is Mayodan’s TENACITY OF PURPOSE, its recognition of short-comings and its pride in things accomplished” 1949 newspaper reporter

16. Water/sewer capability Prepared for growth without further financial investment

17. Recreational opportunities • Existing tourism assets to attract the younger generation • Mayo River • Mayo Beach to 220 bridge Class I, II,III, 9.5 mile trip • Mayo River State Park – 1967 acres • Farris Memorial Park – 250 acres • Elliott Duncan Park • Jane Atkinson Memorial Park • Madison-Mayodan Recreation Center • Senior Center • Western Rockingham YMCA • Riverside Raceway Park • Forest Grove Swim Club • Carlyle Lewis Tennis Courts • County Route 1 bicycle trail – 67 miles • Includes Ayersville Rd, W. Main St and S.2nd Ave through Mayodan

18. The Mayo River provides opportunities • The cleared Washington Mills site provides frontage on and access to the river • Mill site is between the river and the railroad • Better portage around the dams can open up longer river trips

19. The future I-73 (US 220) increases access to more visitors and industrial activity • North to Martinsville, Roanoke • Connections to I-81 • South to Greensboro • Connections to I-40, I-85, I-74 • Comprehensive transportation plan in process for Mayodan/Madison

20. Shiloh airport makes the area very accessible for general aviation • Long (5100’) runway provides access for larger corporate aircraft • Only 8 miles from Mayodan

21. THE ISSUES that impact project success

22. STEP Community Profile Issues • Issues • Aging population • Lack of modern housing • Vacant industrial buildings • Increasing % housing rental units • Balance downtown vs. satellite business growth

23. Missing pieces in Mayodan • Access to the river • Adequate portage around dams • Lodging • Recruitment underway • Event spaces • Connecting trails • master plan underway • Unique draw • Wifi

24. Business opportunities for populations under 5000 • Income levels suggest more convenience, less trendy Restaurant Insurance agency Gas convenience store Grocery store Bar/tavern Hotel/motel/B&B Fast food Attorney Dentist Real estate office Bank Auto repair Clothing Department store Variety store Accounting Mortuary Nursing home Electrical contractor Plumbing/HVAC contractor Home furnishings Consumer electronics Sporting goods Garden supply Building supply Residential remodeler Child day care Hardware Liquor store Auto body repair Pharmacy Newspaper Beauty salon New car dealer Auto parts Florist

25. Need to bring people downtown • Specific draw/traffic generator/unique asset • Mixed use housing • Major employer • Retail/office space available

26. The 6 pathways to growing the economy • Retain and grow existing business • Improve local linkages • Encourage creation of new businesses • Increase commuting • Capture more unearned dollars • Attract outside investment

27. Key Findings Now that you have the information…. What are some great ideas for projects?

28. Key Findings Questions??

29. Mayodan Design & Development Workshop Design, Planning, and Engineering Shermin Ata Shermin Ata Architect, PLLC Kris Krider Benchmark CMR, Inc. Kevin Marion The Art of Kevin S. Marion Marcelo Menza CJMW Architecture Market Analysis Robin Spinks Greenfield Project Management Margaret Collins Center for Creative Economy www.centerforcreativeeconomy.com This project made possible by funding from HUD and Piedmont Together Mark Kirstner Paul Kron Kyle Laird Piedmont Together http://triadsustainability.org www.piedmontvoice.org