Planning Activities in Mitchell County, NC

Oct 07 – Mar 08

Table of Contents

List of Graphics.................................................................... 1 Process Design for Planning Activities ..................................... 2 Workshop 1 – Creating a Shared Community Vision ................. 4 Workshop 2 – Understanding Changing Times ......................... 4 Workshop 3 – Building Community Character .......................... 5 Workshop 4 – Identifying Community Assets ........................... 5 Workshop 5 – Identifying Community Core Values ................... 6 Workshop 6 – Developing Alternative Scenarios....................... 7 Next Steps .......................................................................... 7 Appendices ......................................................................... 8

List of Graphics

Figure 1. Foundational Elements Figure 2. Process Design Figure 3. Visioning Steps Figure 4. Changing Times Levels Figure 5. Scope of Community Character Interpretation Figure 6. Community Asset Categories Figure 7. Community Core Values Figure 8. Alternative Scenarios Figure 9. Recommended First Steps Figure 10. Prelude to Action Planning

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Mitchell County, NC conducted a series of six workshops from Jan-Mar 08. The purpose of the workshops was to build on the needs assessment community meetings held from Oct-Nov 07 (and documented separately), complement the general technical studies prepared for the county (and documented separately), and prepare for action planning. This report describes the process design for planning activities, specific workshop results, and the next step.

Process Design for Planning Activities The overall process design consisted of foundational elements, meetings, workshops, and technical studies. There were three foundational elements, seven community meetings, six workshops, and three consultant-led technical studies. The foundational elements were general in scope, and the intent was to weave the foundational elements (Figure 1) throughout all of the community-based planning activities. Figure 1. Foundational Elements 1. All activities should be participatory, recognizing that each participant is an important piece of the larger community puzzle and that the puzzle is complete only when the several pieces come together 2. All activity outcomes should be open-ended, the assumption being that a team effort is necessary to develop a good understanding of the complex and/or inter-related community issues 3. The results of all activities should be a prelude to action planning (i.e., moving beyond discussion … to the identification of tangible directions and initiatives that can help to address growth and change issues in the county)

The seven community meetings held in Oct-Nov 07 served as a needs assessment for the county. The focus of these meetings was on the present. Although participants identified a large number of issues during the community meetings, there was intentionally little discussion of the issues at these meetings. Each of the six workshops conducted from Jan-Mar 08 was specific in application. Some workshops provided a backward look … how technology, the economy, the physical environment, the built environment, housing, land use, and expectations of

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local government in general have changed over the past 15 years. Other workshops provided a forward look … ways that the county can grow and change in a proactive manner. In addition, several workshops included project-specific initiatives that can become part of a county-wide work program over the next several years. The technical studies were consultant-led. These studies were broad in scope and provided general information about economic specialization, critical and sensitive environmental areas, and image analysis within the county. Figure 2 summarizes the process design for all planning activities. The remainder of this report highlights the workshop portion of the process design. Figure 2. Process Design Planning Activity

Purpose

• Community

Time-frame

Needs assessment

Present

Where county

Future

meetings • Visioning workshop

would like to be • Changing times

Trends and

workshop

Past (15+ years)

implications

• Technical studies,

Develop better

community

understanding

character workshop,

of place

Present – future

and community assets workshop • Community core

Decision-making

values

considerations

• Alternative futures

Possibility-thinking

workshop

Alternative 2

Alternative 3

action

Present

briefing

Present – future

… prelude to

u

Alternative 1

• Deciding what to do

Present – future

Recommendations

√ OK

and commitment

3

Present

Workshop 1 – Creating a Shared Community Vision Visioning provides a forward look … where the community would like to be in the future. Participants utilized a structured process (Figure 3) to create a six part vision: creating sustainable economic development, promoting careful development while preserving our natural resources, excelling in education, increasing local recreational opportunities, achieving unity through enlightened leadership, and providing transportation and accessibility. Appendix A is a complete listing of the results from this workshop. Figure 3. Visioning Steps Organize + Name

Brainstorm

A

1. Focus Question

2. 3.

B

C

Share + Integrate

4.

Workshop 2 – Understanding Changing Times This workshop provided a backward look and created a historical story-line for Mitchell County. Participants explored three different levels (state/national/global, local, and personal) and three different time periods (before 2000, 2000-2004, and 2005-present). They individually brainstormed responses to a focus question, transferred their information to easel charts, and interpreted the results as a group. The interpretation included identification of trends, naming each time period, and discussing implications and significance for the next 5-8 years (Figure 4). Figure 4. Changing Times Levels

4

Participants identified several trends, most of which are external in origin (i.e., residents in Mitchell County have little or no control over the trends). Trend highlights included: changes in education, economic restructuring, demographic changes, land use changes, and the coming together of residents to address changing times. In addition, stress and uncertainty are two words that participants used to describe these trends. Appendix B is a complete listing of the results from this workshop.

Workshop 3 –Building Community Character Great communities happen by choice rather than chance, and the building blocks of great communities are community character. One way to analyze community character is to identify root problems/issues (i.e., rather than just the symptoms) and guiding principles that address the root problems/issues. In order to identify community character guiding principles, participants used disposable cameras and took over 500 photographs of things they both liked and disliked in the county. Using eight categorical groupings (Figure 5), they next interpreted about 200 of the photos to identify (and prioritize) guiding principles that can help to build/maintain community character in the county. Appendix C is a complete listing of the results from this workshop. Figure 5. Scope of Community Character Interpretation • Agriculture – Tourism – Arts and Crafts • Community Pride – Annoyances • Health/Medical – Education – Community Facilities • Historic Structures – Landmarks • Housing – Land Use Controls – Mining Activities – Architecture and Design – Energy • Landscaping – Signage – Roads – Parking – Lighting – Artistic Accents • Parks – Recreation – The Physical Environment • Shopping Areas – Downtowns – Commercial Activities

Workshop 4 – Identifying Community Assets Community assets are the resource base available to a community as it grows and changes over time. These assets include diverse elements from the built

5

environment, the physical environment, and the social environment. During this workshop participants rotated through eight categorical work stations (Figure 6). At each work station they identified specific community assets (i.e., for that particular asset category), and Appendix D is a complete listing of the results from this workshop. Figure 6. Community Asset Categories •

Economy

•

Senior-related

•

Education

•

Social

•

Housing/neighborhoods/areas

•

Spiritual

•

Medical/health

•

Transportation

•

Historical

•

Youth-related

•

Parks/recreation/open space

•

Other

•

Physical environment

In addition, participants prioritized the 13 categorical groupings. The reason for doing this was to better focus on strengths as well as opportunities. The categories that received the highest priority ratings were (in order of priority): economy, physical environment, education, parks/recreation/open space, social, medical/health, youth-related, and historical.

Workshop 5 – Identifying Community Core Values Core values are operational anchors for decision-making. Participants identified five categorical components – and several specific core values for each categorical component – that they considered important for local government decision-making. Figure 7 lists the categorical components, and Appendix E is a complete listing that additionally includes specific subcomponents. Figure 7. Community Core Values • Improving decision-making • Developing a high quality of life • Preserving and building community • Preserving natural resources • Expanding economic opportunities

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Workshop 6 – Developing Alternative Scenarios This workshop synthesized information from the community meetings and all previous workshops. Participants first evaluated three alternative scenarios (Figure 8). Next they determined their preferred scenarios. Lastly, they identified potential projects and policies that would be both first steps and catalytic actions that would help to realize their preferred scenario. Appendix F is a complete listing of the three scenarios from this workshop. Figure 8. Alternative Scenarios •

Scenario 1 – Status quo (do nothing)

•

Scenario 2 – Being proactive but cautiously managing change

•

Scenario 3 – Being proactive and aggressively managing change

The consensus was that although Scenario 1 is a very realistic possibility, this is not the scenario that any participants wanted to see happen (i.e., it accomplishes nothing). Scenario 3 was clearly the preferred scenario, and participants viewed Scenario 2 as a good, progressive stepping stone toward achieving Scenario 3. The final task for this workshop – and a capstone combining the results from all previous workshops – was deciding where to begin. This is always a difficult decision because of limited resources, competing values, and the need to obtain commitments from both decision-makers and those involved with implementation activities. Figure 9 is a listing of action steps that participants identified as start points that are either catalytic action steps or can provide leverage against blocks and obstacles which might interfere with desired action planning. Although participants did not formally prioritize the action steps in Figure 9, they did discuss the relative importance of each action step. Based on a combination of comments made by participants and judgment made by the consultant, the listing of action steps in Figure 9 are in the recommended sequence of beginning action planning. However, there is no constraint that will prevent the county from working these action steps concurrently or in a different sequence, if desired.

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Figure 9. Recommended First Steps

√ OK

Action Step • Establish a county planning board

Impact Provide linkage between residents and elected officials; make land use decision-making less political

• Hire a county planner

Provide technical advice, group facilitation, and grant writing

• Develop county GIS capability

Develop knowledge/information base, facilitate analysis, and tax mapping

• Establish a citizen ad hoc committee

Will keep residents actively involved in

(e.g., to explore Polk County

collaboration and addressing

initiatives, work on project specific

important county issues; can

issues, and establish/maintain

encourage individuals and groups to

dialogue with stakeholder groups)

become project/issue champions

• Prepare economic development plan

Focus on infrastructure, innovative

for the county

manufacturing jobs (that relate to mineral resources in the county), and tourism/recreation opportunities

• Re-evaluate chamber and economic

Energize pursuit of employment

development committee relationships • Train 3-5 persons to actively seek

opportunities within county Obtain financial support for various action

grant funding • Work with the media to become an

planning initiatives Helps to maintains active communication

active player as the county grows and

connections

changes over time • Adopt subdivision regulations

Begin establishment of proactive land use controls

• Develop a strategic plan that focuses

Job development that requires little up-

on supporting/developing small-scale

front investment

businesses, to include developing internet access and applications • Establish a drug/alcohol/mental health

Caring for those with special treatment

support system

needs

8

Next Steps When one views all workshop results in their entirety, there is a great deal of consistency. This indicates that the table has been appropriately set (involving planning activities), and the next step is to engage in action planning (i.e., comparable to sitting down to eat)(Figure 10). Figure 10. Prelude to Action Planning Mitchell County Choices

As the county moves forward with action planning, the continuation of bottom-up planning – that emphasizes a participatory, collaborative process design – has the potential to empower residents to co-create a rainbow of proactive growth and change initiatives for the county. Based on comments made by participants throughout these workshops, the months and years ahead have the potential to become exciting times of citizen involvement and democracy at its best.

9

Appendices

A – Visioning Workshop Results B – Changing Times Workshop Results C – Community Character Workshop Results D – Community Assets Workshop Results E – Community Core Values Workshop Results F – Alternative Scenarios Workshop Results

10

Appendix A – Visioning Workshop Results

The Great Awakening … A New Beginning Creating sustainable economic development •

Attract light industry that is high tech

•

Build multiple wind and/or solar farms for electricity

•

Celebrate the arts and crafts industry

•

Create a high tech infrastructure

•

Create alternative careers (e.g., agriculture, knowledge, industry)

•

Create an industrial park

•

Create vibrant downtowns (e.g., Spruce Pine and Bakersville)

•

Develop a renewable energy training program at Mayland Community College

•

Develop small businesses

•

Eliminate business obstacles (e.g., alcohol sales)

•

Establish a team to market the county

•

Increase the availability of affordable housing

•

Make local products (thereby reducing reliance on foreign imports)

•

Manufacture renewable energy products

•

Promote agri-tourism to better utilize our farms

•

Recruit more specialists for our hospital

•

Revitalize farming

11

Appendix A – Visioning Workshop Results Promoting careful development while preserving our natural resources •

Adopt strict subdivision regulations and practice careful development

•

Adopt zoning to help minimize environmental abuse

•

Celebrate our diverse cultures

•

Clean up trash … show our natural beauty

•

Commit to greening of schools

•

Coordinate land use between cities and the county

•

Develop a county land use plan

•

Develop forest walking trails

•

Eliminate community eyesores

•

Harmonize business with the environment

•

Improve community pride

•

Preserve mountain views from development

•

Take pride in all we do

Excelling in education •

Achieve a zero dropout rate

•

Increase cultural exposure

•

Increase technological opportunities for schools, towns, and the county

•

Provide more funding to schools

•

Raise the graduation rate

•

Take pride in higher education

•

Use educational resources to grow local industry

•

Value all levels of education

12

Appendix A – Visioning Workshop Results

Increasing local recreational opportunities •

Build a retirement center

•

Build strong youth recreation programs

•

Provide entertainment for youth (e.g., youth center, movie theatre, etc.)

•

Provide variety of ways for youth to become involved in the community

Achieving unity through enlightened leadership •

Break the good old boy network

•

Establish a cadre of volunteers to work with county commissioners

•

Establish a county-city coordination committee

•

Involve community leaders when creating a vision for the county

Providing transportation and accessibility •

Create better county access

•

Develop safe roads

13

Appendix B – Changing Times Workshop Results

Note – an asterisk (*) indicates that participants identified this as a turning point

Before 2000 … Time of Innocence and Becoming United State/National/Global •

Country was respected

•

Growing tensions in Mideast

•

Growth of internet *

•

Less education accountability

•

Robust economy … stronger manufacturing sector (little out-sourcing) … government surplus

•

State was able to help small/rural areas with infrastructure needs

Community/County •

Completion of the Hwy 226 by-pass

•

Creation of Spruce Pine Montessori school (elementary education)

•

Ethan Allen built manufacturing plant in 1988

•

Flood of 1998 in Bakersville *

•

Good manufacturing jobs were available in the county

•

Mitchell High School opened in 1978 (Bowman and Harris consolidated) *

•

NC rivers assessment

•

Renewal of town pride in Bakersville

14

Appendix B – Changing Times Workshop Results

•

Strong and vibrant downtowns (with clothing stores, drug stores, malt shops, restaurants, bowling alley, movie theater, etc.)

•

Strong youth sports (and Optimist Club support)

•

WNC Alliance (regional and local)

Personal •

Became involved in Montessori school

•

Enjoyed being close to Brown Mountain lights … enjoyed the outdoors (kayaking and competitive running)

•

Established a business

•

Got married … moved to Mitchell County

•

Growing up in Mitchell County offered shelter from many negative aspects of the larger world

•

Liked having music and crafts opportunities available in the county

•

Loved the mountains and scenery

•

Loved the rural setting … reminded me of where I grew up … bought some property in the county

•

Moved from Cane Creek to Bakersville

•

Moved from Durham to be closer to family

•

Native of Mitchell County … became more involved with Bakersville

•

Needed to be close to the VA hospital (because of a dying family member)

•

Raised a family

•

Recognized that the people of Mitchell County are its biggest asset

•

Visited Mitchell County for the first time (Florida native)

•

We all knew (or knew of) everyone in the county

15

Appendix B – Changing Times Workshop Results

2000 – 2004 … Time of World Change and Crisis State/National/Global •

Great deal of criticism about leadership at the national level

•

Increased outsourcing of jobs

•

Lack of public support for the wars … loss of lives on both sides

•

Significant loss of jobs in the manufacturing sector of the US economy

•

Terrorism … 9/11 attacks and wars in Afghanistan and Iraq

Community/County •

Becky Anderson (Handmade In America) came to Bakersville

•

Began work on the Creekwalk in Bakersville (a result of the 1998 flood)

•

Commissioners began tax re-evaluations on 8-year cycle

•

Purchase of about 1,400 acres by developers and county subdivision approval for the Villages of Penland *

•

Drugs recognized as a serious problem

•

Growing awareness of the need for new/fresh ideas to move forward

•

Jail fire in 2002

•

Opening of the Greenlee School

•

Opening of Wal-Mart impacted small/local businesses *

•

People worked together to improve Bakersville

•

Plant closings began … loss of large companies and the jobs they provided *

•

Strong support from Bakersville Improvement Group (e.g., Christmas parade, Easter egg hunt, etc.) *

•

Toe River Arts Council (TRAC) opened gallery and offices in downtown Spruce Pine

16

Appendix B – Changing Times Workshop Results Personal •

Became chief of staff at clinic

•

Bought a business in Mitchell County to be closer to family

•

Had enough of the rat race … moved to Mitchell County permanently

•

Made the move to Bakersville … for good

•

Started a new business

•

Started to house-shop in Mitchell County … and moved from Florida

•

Stressful times (death of family members, divorce, etc.)

•

Used free time for travel and to get involved

2005 – Present … Time of Transition State/National/Global •

Corporations moved overseas, others closed shop … loss of jobs in the US

•

Economy worsened

•

Global warming accelerated … recognized as a serious problem

•

Housing bubble burst

•

Experienced difficulty in providing for mental health services in the state

•

Increasing number of foreign students attended state supported colleges in the US

•

Many questioned leadership of President Bush

•

Mortgage crisis hit hard

•

National debt continued to increase

•

State agreed to make Hwy 19E a four-lane road (from Madison County line to I-77)

•

War continued in the Mideast

17

Appendix B – Changing Times Workshop Results Community/County •

Many felt that Mitchell County is being left behind

•

Academic Boosters Club was active in the county

•

Continued plant closings throughout the county … heavy job losses (Henredon shut down its last plant and Ethan Allen closed)

•

Crimson Laurel showcased the arts in Bakersville

•

Establishment of the Toe River Valley Watch

•

Expansion of the hospital

•

Fire in Spruce Pine

•

Freshman academy at Mitchell High School began to address the low graduation rate

•

Growing criticism and dissatisfaction of local government officials

•

Increase in number of planned subdivisions and gated communities

•

Mitchell County became home of the perfect Christmas tree

•

Population of Mitchell County slowed

•

Proposed asphalt plant became a focal point of controversy

•

The Roan Moan

•

Water testing

Personal •

Appreciated that people in the county are very accepting of others

•

Built a new house

•

Construction improvement permit process was very easy

•

Death of family members

•

Found peace of mind

18

Appendix B – Changing Times Workshop Results

•

Investigation of three UFO incidents

•

Moved to Mitchell County

•

Research allowed me to become a part of Brown Mountain light festival

•

Retired (from Mitchell High School)

•

Bakersville residents elected a woman to the town council

Trends •

Arts community has become more accepted … and active

•

County is no longer isolated

•

Economic conditions results in tight budgets

•

Graduation rate continues to drop

•

Increase in educational opportunities (provided by Mayland Community College)

•

Increase in land costs (and for many it is exceeding their cost of living)

•

Increase in number of home-schooled children

•

Increase in retirees moving to the area

•

Increase in second home development

19

Appendix B – Changing Times Workshop Results

•

Loss of manufacturing jobs … restructuring of the local economy

•

People are working together, becoming more proactive, and seeking directedchange that is positive

•

Population is decreasing (both total population and the younger cohorts)

•

Significant changes in agriculture

•

These are stressful times and times of uncertainty

Implications for the Next 5-8 Years •

Greater dependence on regional systems (versus local)

•

Increased stress on the natural environment and biodiversity systems

•

Increasing need to provide more affordable housing

•

Mitchell County is becoming an epicenter for the arts

•

More acceptance of diversity

•

More awareness of the need for planning

•

Need for public facility improvements

•

Need to seek/provide alternative career/job choices

•

Obtaining (and offering) more education will be critical … but education will continue to become more expensive

•

Paying the bills will likely require tax increases

•

There will be a greater awareness about changing times … and greater involvement of citizens

20

Appendix C – Community Character Workshop Results

Note – The below tables have 3 columns of numbers. The middle column is the number of controlled votes (i.e., single votes cast for each category); the right column is the number of discretionary votes (each participant had 12); and the left column is the number of total votes (controlled plus discretionary)

Landscaping – Signage – Roads – Parking – Lighting – Artistic Accents Root problems … keys to community character •

Above-ground utilities (phone, electric) in downtown areas are eyesores

•

Insufficient codes and enforcement

•

Is there a mural trail?

•

Lack of planning and zoning

•

Light pollution relating to street/parking areas

•

Litter along roads

•

Narrow and unsafe roads

•

Unattractive commercial properties

•

Unattractive signs and billboards

Geographical extent ◊ County-wide ◊ Major road corridors ◊ Downtown areas

21

Appendix C – Community Character Workshop Results

What can/should be done to create positive sense of place feelings? 19

6

13

Begin planning, zoning, and more stringent code development

17

8

9

Improve Hwy 226 from Marion to Mitchell County

9

3

6

Establish green space ordinance

5

3

2

Bury utilities in downtown areas

4

1

3

Add planner to county staff

4

2

2

Hire a grant writer for the county

3

1

2

Modify codes to reduce light pollution

2

1

1

Need better road signage

2

1

1

Work with NCDOT to get right of ways and widen roads

1

1

Encourage a consistent sign design that is in keeping with local style and character

1

1

Keep up the good work … artwork, paintings, landscape, brick sidewalk

1

1

Provide additional parking

1

1

Widen the roads (Hwy 19E needs to be 4 lane)

1

1

Work with newspaper to better inform public of community events (e.g., clean-up) Bring back the clean sweep Dress up buildings in downtown … encourage downtown businesses to work together for beautification Establish sign ordinance to control height, type, materials, etc. Organize community beautification programs 22

Appendix C – Community Character Workshop Results

Historic Structures – Landmarks Root problems … keys to community character •

Failure to clearly identify our local heritage

•

Fear/lack of trust in tourism

•

Finding new uses for old/unused structures (e.g., housing)

•

Finding owners who are willing to preserve structures/landmarks

•

Limited financial resources for restoration

•

Many properties are vacant and not currently in use

•

Obtaining community specific buy-in

Geographical extent ◊ County-wide ◊ Major road corridors ◊ Downtown areas: Bakersville, Spruce Pine

What can/should be done to create positive sense of place feelings? 11

8

3

Develop unique uses for old buildings (e.g., Carolina Theater)

6

2

4

Seek grants to restore and preserve historic structures/landmarks

5

4

1

Make preservation of historic structures a priority

4

1

3

Better promote our assets (e.g., using the internet)

4

3

1

Develop way of honoring different community values

3

1

2

Publish guides to historic landmarks

2

Find new uses for properties not being used

2 2

2

1 1

Tell compelling stories about our landmarks 1

1

Add attractive housing to downtown Encourage use of tax incentives for historic preservation Provide walking/driving tours of local landmarks Work with property owners (one-on-one)

23

Appendix C – Community Character Workshop Results

Shopping Areas – Downtowns – Commercial Activities Root problems … keys to community character •

Being unique

•

Community pride

•

Demonstrating appreciation for local ownership

•

Keeping commercial businesses profitable

•

Promoting business-oriented lodging (e.g., with meeting facilities)

•

Promoting tourism and other new businesses

•

Providing activities/attractions for youth

•

Seeking revenue from tax on alcohol sales

•

Staying loyal to old stores

Geographical extent ◊ County-wide ◊ Major road corridors ◊ Downtown areas ◊ Other: Restaurants, meeting places

What can/should be done to create positive sense of place feelings? 26

6

20

Legalize the sale of alcohol … allow restaurants to serve alcohol

13

3

10

Establish a long-term rehabilitation facility for both drugs and alcohol

13

9

4

Promote Mitchell County assets (e.g., unique, small, old, etc.)

8

7

1

Contact other small towns, and learn what they have done to attract small businesses and keep their downtowns thriving (e.g., Corning, NY)

6 5

1

5

Build a youth center, theater, and campgrounds

5

Encourage downtown businesses to work together (e.g., Main Street program and downtown beautification)

24

Appendix C – Community Character Workshop Results

1

1

Focus on commercial and community activities other than shopping

1

1

Promote small businesses

Health/Medical – Education – Community Facilities Root problems … keys to community character •

Having adequate facilities for medical care, mental health, and community services

•

Maintaining our educational facilities

•

Promoting parental involvement/support for completing education within the local community

•

Providing activities for youth (that will help to keep them away from drugs and alcohol)

•

Providing early intervention in education for our children

•

Providing essential medical care for elderly who lack funds

•

Providing facilities, funding, and community support for local schools and community college

•

Remembering that churches play an important role in the community

•

Taking care of the increasing elderly population (without forgetting our youth/children)

Geographical extent ◊ County-wide ◊ Major road corridors ◊ Downtown areas 25

Appendix C – Community Character Workshop Results What can/should be done to create positive sense of place feelings? 16

10

6

Place greater emphasis on facilities and programs to provide youth with something to do

13

7

6

Support and grow community services (for all ages)

10

3

7

Raise taxes to generate revenue for education

9

1

8

Establish more and better drug prevention programs

4

1

3

Require developers of subdivisions/new developments to contribute funds for infrastructure development (schools, parks, etc.)

3

2

1

Recruit more and better-qualified teachers (education can shape our future)

2

1

1

Expand volunteerism to help meet our community needs

2

2

Promote Mitchell County as a regional destination for medical and educational services

2

2

Provide free parenting skills classes at Mayland Community College

Community Pride – Annoyances Root problems … keys to community character •

Being functional as a community

•

Caring about how we look

•

Finding out who owns dilapidated buildings, and talking to them about the problems

•

Finding ways to refurbish old buildings

•

Improving architectural designs

•

Keep from being stuck in the past

•

Making good first impressions

•

Overcoming apathy

•

Removing eyesores

26

Appendix C – Community Character Workshop Results Geographical extent ◊ County-wide ◊ Downtown areas What can/should be done to create positive sense of place feelings? 17

13

4

Develop and enforce more stringent codes

10

2

8

Find innovative ways to comply with codes (e.g., need a place to take junk vehicles)

7

4

3

Engage in both planning and zoning

5

2

3

Provide incentives to improve aesthetics and design

5

5

Tax owners of junk cars

4

4

Make removal of junk a priority

2

Utilize inmate resources to help with cleanup

2

Address erosion problems before they occur

3

1

2 2

2

Upgrade when possible, and demolish when necessary

1

1

Create codes that emphasize safety and aesthetics

1

1

Get grants to renovate facades

1

1

Refurbish (rather than destroy) old buildings

1

1

Restore old and historic buildings Take pride in our community

Agriculture – Tourism – Arts and Crafts Root problems … keys to community character •

Ability to develop cultural tourism that support arts and crafts

•

Ability to develop viable farming that will increase local consumption

•

Advertising the arts/artists in our county

•

Appreciating and valuing art/artists in the county

•

Insufficient lodging facilities

•

Insufficient promotion of tourism (on the regional, state, and national levels)

•

Lack of alcohol sales inhibit restaurant business

•

Lack of high speed internet

•

Lack of support for local agriculture 27

Appendix C – Community Character Workshop Results

•

Locals cannot afford to keep/maintain large farms/farmland

•

Making it affordable for locals to buy local arts and crafts

•

There is little to draw people to Mitchell County

Geographical extent ◊ County-wide ◊ Major road corridors

What can/should be done to create positive sense of place feelings? 11

4

7

Identify new markets for local products

11

5

6

Start thinking outside the box in terms of new crops for agriculture

10

4

6

Promote agri-tourism (people love to tour farms)

6

3

3

Encourage green industries in Mitchell County

5

Educate others that artist do not take away from local

5

jobs … they add to them 3

2

1

Unify our efforts (chamber, towns, EDC, local government, community college, etc.) to promote economic development

2

1

1

1

1 1

1

Continue blacksmith festival as a positive model Encourage organic farming at Mitchell High School

1 1

Increase availability of jobs for locals Buy locally grown produce

1

1

1

1

Expand farmers markets Identify opportunities to keep farming viable

28

Appendix C – Community Character Workshop Results

Borrow ideas from other communities that might work in Mitchell County Establish better communication between the county and towns Offer cooking classes using local produce Provide assistance to Christmas tree farms that will help them become more environmentally conscious Recognize and celebrate local artistic talent Widely publicize the unique offerings of Mitchell County

Parks – Recreation – The Physical Environment Root problems … keys to community character •

Balancing ownership issues, private property rights, and public needs/wants

•

Budgeting money for parks and recreation facilities

•

Insufficient advertising for recreational activities

•

Lack of indoor recreational facilities

•

Low commitment to protect our watershed

•

Most outdoor recreational activities are seasonal

•

Promoting positive things in Mitchell County

•

Providing outdoor recreation opportunities that minimize environmental impacts (e.g., hiking/biking trails)

•

Stopping the dumping of trash in rivers, at road sides, etc.

Geographical extent ◊ County-wide ◊ Downtown areas (e.g., Bakersville park)

29

Appendix C – Community Character Workshop Results

What can/should be done to create positive sense of place feelings? 14

6

8

Develop a comprehensive plan and zoning

13

7

6

Publish a county-wide guide to parks, recreation, and outdoor activities

6

6

Educate our youth (and others) to break the dumping habit

5

3

2

Look for alternative funding sources (e.g., grants, donors, etc.)

4

3

1

Establish stream buffers and more stringent erosion control standards

3

1

2

Build public/private partnerships

3

1

2

Include community centers in park areas

2

2

Establish greater control over real estate development

2

2

Require developers to set aside property for parks and recreation (e.g., exactions and impact fees)

1

1

Practice land management Dedicate more classroom hours to teaching about civic responsibilities Develop environmental controls Make recreational areas easy to access and use Publicize our parks and recreation opportunities Use prison inmates to pick up trash

Housing – Land Use Controls – Mining Activities – Architecture and Design – Energy Root problems … keys to community character •

Balancing the protection of jobs and industry while also preserving our environment

•

Barns and other old structures rotting and falling apart

•

Lack of diversity in housing 30

Appendix C – Community Character Workshop Results

•

Lack of planning and zoning

•

Many of our schools resemble prisons

•

Mining reclamation

•

Providing affordable low-income housing

•

Tilting towards green practices

•

Unregulated development

Geographical extent ◊ County-wide ◊ Downtown areas What can/should be done to create positive sense of place feelings? 17

9

8

Need planning and zoning (to include bonding requirements that will ensure that development projects get completed)

15

8

7

Practice land use management

10

4

6

Provide housing for mid-level income families

4

Enforce adopted regulations

4 4

1

3

Focus on renewable energy (i.e., wind, solar, etc.)

4

1

3

Provide incentives for solar/green power

3

1

2

Maintain open dialogue between public and elected officials/local government

2

1

1

Seek grants/state money to restore barns and old structures (owners don’t have the money)

1

1

Find more products and new uses for our raw mining materials

1

1

Integrate gated communities/developments so that they become active community participants

1

1

Schools should have geo-thermal heating/cooling system Institute a Main Street program Stop hiring the same architect for schools/county buildings

31

Appendix D – Community Assets Workshop Results

Economy •

Artisans, art galleries, and arts community

•

Being the home of the perfect Christmas tree

•

Blue Ridge Hospital

•

Buck Stove

•

Farmers markets

•

IT/internet businesses

•

Little man businesses (e.g., artist communities and book stores)

•

Organic farms

•

Penland School of Arts

•

Potential for knowledge industry workforce

•

Reasonable housing costs

•

Relatively low county taxes

•

TRAC tours

•

Unimin Corporation

•

Various festivals (e.g., gem and mineral festival)

•

Youth sports (brings people into the county)

Physical Environment •

A beautiful place to live

•

Appalachian Trail

•

Beautiful viewsheds

•

Blue Ridge Parkway

•

Clean air

•

Endangered species

•

Loafers Glory

•

Lots of small, neat creeks

•

Mount Mitchell State Park

•

Mountain views 32

Appendix D – Community Assets Workshop Results

•

Roan Mountain

•

Roan Mountain State Park

•

Toe River

•

Trout streams

Education •

Good libraries

•

Mayland Community College

•

Mitchell-Avery-Yancy (MAY) library system (e.g., computer access)

•

Penland School of Arts

•

Schools (relatively small classes and schools … dedicated teachers and administrators)

•

Spruce Pine Montessori school

•

Toe River Arts Council (TRAC)

Parks/Recreation/Open Space •

Bakersville Creekwalk

•

Blue Ridge Parkway

•

Campgrounds (i.e., Loafers Glory)

•

Golf course at Grassy Creek

•

Mitchell County parks

•

Mount Mitchell (highest mountain east of the Mississippi River)

•

Nodes in NC birding trail

•

Rafting rentals

•

Rhododendron Park

•

Riverside Park

•

Roan Mountain

•

Roan Mountain State Park

•

Spruce Pine river trail

•

Toe River canoe trail

33

Appendix D – Community Assets Workshop Results

Social •

Bakersville Creekwalk and arts festival

•

Carolina Theater

•

Civic organizations

•

Downtown Spruce Pine (e.g., DT’s and Blue Moon Bookstore)

•

Festivals (blacksmith, mineral, and arts)

•

Great people in the community (open, honest, and willing to help each other)

•

Neighbors and friends look out for each other

•

Not overcrowded

•

Orchard at Altapass

•

Penland School of Arts (e.g., open house, 4th of July, Easter events, tours, etc.)

•

People wave to each other when driving

•

Rhododendron festival street dances

•

Slow/casual lifestyle

•

Strong arts community

•

Strong volunteer spirit

•

We have a lot of talented people here

•

Young’s country music

•

Youth sports (families come together)

Medical/Health •

Appalachian Eye Care

•

Bakersville community clinic

•

Blue Ridge Regional Hospital

•

Clean air

•

Good dental care, doctors (who choose to be here), and EMS

•

Home health care

•

Local general surgery, orthopedic, OB-GYN, and physical therapy services

•

Local labor/delivery services

•

Specialists from Asheville/Boone

•

Spruce Pine medical center

•

Wide range of health services

Youth-related •

Brad Ragan Park (swimming and other activities) 34

Appendix D – Community Assets Workshop Results

•

Cane Creek ball park

•

Parks and recreation programs

•

Pinebridge center

•

Soccer fields in Bakersville

•

Sports at schools

•

Summer camps (e.g., Penland School of Arts)

Historical •

Apple orchard

•

Carolina Theater

•

Church of the Resurrection (national register)

•

Close proximity to Brown Mountain and Wiseman Overlook (history of Brown Mountain lights dating to 1200 AD)

•

Dellinger Mill (national register)

•

Developing local archives in libraries

•

Downtown Spruce Pine Historic District (national register)

•

Gunter Building (national register)

•

Henry Willis house (national register)

•

John N. Peterson farm (national register)

•

Lots of other great historical sites/buildings

•

Masters Mill

•

Mitchell County Courthouse (national register)

•

Mitchell County Historical Society

•

Old English Inn

•

Penland police department

•

Penland School Historic District (national register)

•

Poplar schoolhouse

•

Spruce Pine Depot

•

Toecane

Senior-related •

Brian Center

•

Bridge clubs

•

Mitchell County CAPS program

•

Mitchell County transportation

•

Senior center 35

Appendix D – Community Assets Workshop Results

Transportation •

Blue Ridge Parkway (accommodates both autos and bicycles)

•

Many roads are well maintained

•

Minimal traffic

•

Mitchell County transportation services

•

Rural roads

•

Scenic by-ways (e.g., Hwys 80, 261)

•

Trains

Housing/Neighborhoods/Areas •

Bandana

•

English Woods

•

Farms

•

Good housing choices, and much is affordable

•

Grassy Creek

•

Kona

•

Large parcels of land

•

Linkages between schools and communities

•

Little Switzerland

•

Lots of land between homes

•

Older restored or maintained homes

•

Penland

•

River Trail apartments in Bakersville

•

Sunshine apartments

•

Swiss Pine Lake Community with lake and trails

Spiritual •

Lots of churches … representation of most denominations

•

People are tolerant of differences

•

Spiritual aspects of life are very important to many residents

•

The setting … breath-taking views and calming streams

Other •

Bakersville on a quiet Sunday

•

Lots of minerals that will be needed in the development of future technology

•

NC Living Treasures award recipients: Bea Hensley, Harvey Littleton, Arval Woody, and Billie Ruth Sudduth 36

Appendix E – Community Core Values Workshop Results

Walking the Talk Improving Decision-making •

All actions should make our county a better place to live, work, and play

•

Be accepting of change

•

Be open to different viewpoints

•

Build on the success of others

•

Do what we can afford

•

Maintain an open dialogue between citizens and decision-makers

•

Provide a variety of opportunities for public participation in decision-making

•

Use a long-term perspective in planning, to include impacts on future generations

•

Use common sense when writing regulations

Developing a High Quality of Life •

Develop and maintain youth programs (e.g., support systems and athletics)

•

Encourage the building of strong family units

•

Recognize the needs of all age groups

•

Start early with quality education

•

Strive for educational excellence (all age groups)

Preserving and Building Community •

Be Mitchell County (versus copying others)

•

Develop/retain a sense of community

•

Preserve our cultural heritage and quality of life (to include farms and rural character)

•

Promote the health and wellness of residents

•

Respect others

37

Appendix E – Community Core Values Workshop Results Preserving Natural Resources •

Be environmentally responsible

•

Be mindful of the greater Southern Appalachian ecosystem

•

Establish rules and regulations to preserve and protect our natural environment

•

Preserve public access to outdoor activities/areas

•

Promote environmental awareness

Expanding Economic Opportunities •

Be technologically up-to-date

•

Develop support services for working families (e.g., daycare)

•

Promote our strengths

•

Provide broad-based educational training for job-related skills (e.g., vocational training)

•

Seek jobs that match the county resource base (e.g., available skills, tourism, etc.)

38

Appendix F – Alternative Scenarios Workshop Results

u Alternative 2

Alternative 1

Alternative 3

Present

Scenario 1 – Status quo (do nothing) •

Grassy Creek becomes known as trashy creek

•

Many residents continue to lack trust in elected officials

•

Continued unregulated subdivision development (more Penland Villages)

•

Continued high rate of high school dropout among youth

•

No unified purpose (in terms of growth and change)

•

Complaints about eyesores and environmental contamination increase

•

Very little public participation in the political process

•

Elected officials pay little attention to public comments

•

Aesthetic hodgepodge (in terms of architecture, design, and signage)

•

Youth forced to leave area to find jobs

•

Belief that solution to lack of jobs lies in increasing traditional manufacturing sector employment

•

Lots of complaining and little action

•

Significant number of vacant buildings throughout the county

•

Loss of cultural heritage

•

Downtown areas lack cohesive identity

•

Strong resistance to (and fear of) change

•

Educationl facilities and technology are hurting

•

Widening of technology gap puts Mitchell County government and public access to technology further behind other counties in state

•

Family farms continue to disappear

39

Appendix F – Alternative Scenarios Workshop Results

•

Traffic and road conditions worsen

•

Drug and alcohol abuse are major social problems

•

Tourists pass through, but spend little time or money in Mitchell County

•

Second home development begins to outpace primary home development

•

Minimal use of alternative energy

•

Low level of community pride

•

Housing continues to be less affordable

Scenario 2 – Being proactive but cautiously managing change •

Voters shift support away from the good old boy network

•

Public demands land use controls to regulate subdivision and zoning

•

High school dropout rate shows improvement

•

Mitchell County hires a land use planner and economic development specialist

•

County prepares an economic development strategic plan

•

County ordinances used to clean up junk cars and litter

•

Elected officials begin asking what people want (at the various community levels)

•

County cleans up several eyesores

•

County adopts minimum architectural and aesthetic guidelines

•

Residents see progress being made

•

County proactively seeks creative class job growth

•

Project-oriented volunteerism increases within the county

•

County identifies vacant/dilapidated buildings and begins dialogue with owners

•

Residents realize the value of telling the story about Mitchell County’s cultural heritage

•

The county begins coming out of denial

•

County conducts assessment of school needs and develops capital program for change

40

Appendix F – Alternative Scenarios Workshop Results

•

Establishment of a 10-year technology plan for the county

•

Inventory of existing farmland to identify potential preservation and transformation opportunities

•

County residents take personal responsibility to address drug and alcohol problems

•

Begin testing alternative ways to increase housing affordability

•

County supports and promotes pilot programs to develop alternative energy sources

•

Begin to think outside the box in terms of jobs

•

Conduct design charette to address strip development in the Grassy Creek area

•

Commissioners hold public hearing to receive comments about alcohol sales (focusing on increasing employment and earnings within accommodations, food services, and entertainment sectors)

Scenario 3 – Being proactive and aggressively managing change •

Grassy Creek is an architecturally and aesthetically attractive economic activity center

•

Improved access to the county helps arts and crafts and also promotes tourism

•

Many people are working together and trust each other

•

Land use controls include conservation subdivision design and form-based zoning/codes

•

High school dropout rate is lower than state rate

•

Mitchell County adopts multi-year capital improvement program to implement comprehensive land use plan

•

Compliments made about how nice it is to no longer have to look at junk cars or litter

•

Elected officials extensively use ad hoc committees to help address community needs

•

Residents take pride in aesthetic consistencies achieved throughout the county

41

Appendix F – Alternative Scenarios Workshop Results

•

High level of community pride

•

Increased employment opportunities allow youth to stay in county after graduation

•

Job growth reflects shift to small scale technology and manufacturing jobs relating to existing mineral resources in county

•

Small scale employment results in greater job diversity

•

Some people are complaining about being too busy (rather than not having anything to do)

•

Old/existing buildings undergo adaptive reuse

•

Celebration of cultural heritage finds important linkage with tourism

•

Thriving downtown areas are focal points and gathering places for both residents and tourists

•

Residents say that change is good

•

Schools are green and technologically state of the art

•

Broadband internet access is available county-wide

•

Farmland preservation programs are common

•

Agricultural employment reinvents itself

•

Effective programs and facilities exist to treat drug and alcohol abuse

•

Balanced housing choices exist for both part-time and full-time residents

•

Alternative energy is a new income source for the county

•

County aggressively seeks niche employment opportunities based on assets

•

Visitors to the county spend longer time periods (and more dollars) staying at nice lodging/conference facilities … and shopping at local businesses … and eating at restaurants that serve alcohol

42

Notes