Economic Development Strategy

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Economic Development Strategy

Prepared By The

Winterville ED Task Force

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WINTERVILLE ECONOMIC DEVELOPMENT TASK FORCE

MEMBERS

Donkili Edwards Local Businessman Edward Cole Local Businessman Tim Avery Local Businessman

Debbie Avery Director of the Winterville Chamber Ron Cooper Winterville Town Councilman Brooke Miller First Citizens Bank

Albert Holloman Local Businessman

Shelia Parson Local Businesswoman, Winterville Chamber President Terri Parker Winterville Town Manager

Vision without action is a daydream. Action without vision is a nightmare. Japanese Proverb

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Section 1 INTRODUCTION

The Town of Winterville has experienced exponential growth in the last fifteen years. Once a small town of 3,000 citizens "down the road" from Greenville, the Town has become a true suburb with a population that has grown to approach 10,000 -- doubling from 2000 to 2010.

Recognizing this extraordinary growth trend -- and the challenges and opportunities such growth poses -- the Town Council appointed an Economic Development Task Force to work with Greenfield (an economic and community development consulting firm) to formulate a strategy to capitalize on this population explosion and to promote equally robust business growth throughout the community.

Greenfield staff and Task Force members met several times to discuss the Town’s vision and strategies for their future. The Task Force members recognize the Town's past role as a bedroom community to Greenville. The Town limits and ETJ of Winterville abut Greenville's to the north and Ayden's to the south. Therefore, the Town can only grow to the east and west. And, residential development along major north /south connectors (such as Old NC 11, Old Tar Road, and Reedy Branch Road) has taken land that would normally be zoned and developed for support businesses. Consequently, finding ways to preserve land for commercial development that can support the residential growth is a primary goal for the Task Force.

The Task Force also focused on expanding the retail business community. Armed with information from recent Retail Leakage studies, the Task Force can concentrate recruitment efforts on filling retail gaps within Winterville's market.

The Process

Mary Lilley and Stephen Penn with Greenfield gathered data that reflects how the community has responded in recent years to rapid growth trends. They reviewed materials provided by the Town, including The Town's Comprehensive Land Development Plan, the Railroad Street Landscape and Pedestrian Access Improvement Project, water /

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2 sewer maps. Additionally, they interviewed stakeholders and held meetings with the Task Force to understand ongoing development efforts.

The following is a list of topics discussed at the Task Force meetings.

• Consistent branding: The Town uses A Slice of the Good Life with downtown skyline logo as their chief branding mechanism. The Town needs to quickly decide if this will continue to be their slogan and then use it consistently in future marketing and materials.

• Retail development: Task Force members want to emphasize retail and commercial development along Winterville Parkway. They are interested in attracting a shopping center, perhaps with an upscale department store, as well as upscale restaurants to this area.

• Downtown revitalization: Members want to see the Town center become more attractive and pedestrian friendly. Their vision includes sidewalks connecting local parks to the downtown area. The Town has the existing plan mentioned previously. However, the Task Force recommends the Town consider more cost effective ways of achieving the same effects. Members also want to see more activity in downtown. Music on the streets, a local farmers market, and cultural fairs work to draw people into downtowns in other communities. They should work in Winterville.

To this end, the Town Council approved applying to the NC Main Street Program for Main Street designation, with the application submitted on September 30, 2013 and possible program inclusion in 2014.

• Bedroom community: Members are aware of the Town's past position as a bedroom community to Greenville while also acknowledge major existing industrial employers in Town. However, the Task Force prefers that the future of the Town NOT be as a bedroom community BUT as a neighboring community to Greenville with its own vibrant commercial and retail sectors. Task Force Members feel no urgency to set aside land for additional major industrial employers but do support providing site documentation, retail ring studies, and other appropriate local information to retail and commercial developers. The goal is to help Winterville become a self-sufficient community that recaptures retail leakage from nearby Greenville.

• Traffic congestion: Everyone is concerned about increased traffic on north / south connector roads, including Old Tar Road, Davenport Farm Road and Forlines Road.

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3 There is speculation that the new Southwest Bypass will add to congestion issues, even though it will remove some thru traffic from Winterville Parkway.

• Family friendly community: The Task Force wants to continue the family friendly atmosphere the Town already offers with additional green space, walking paths and recreational facilities available to the public. Specifically, Task Force members want to see an all weather indoor facility (possibly including a pool) that can be used by citizens throughout the year.

• Family homes: Recognizing that their strong residential growth is in the form of single family dwellings, the Task Force encourages the Town to continue to approve single family dwelling sub-divisions.

• Retirement complexes: The Task Force suggests the Town recruit retirement community complexes that incorporate individually owned patio homes and life care facilities (those retirement communities that provide living arrangements from independent living, semi-attached or condominium living, assisted living, memory care and hospice facilities). Life care communities are a major trend in elder care as the US population continues to age, and is one housing trend that Winterville has the services and proximity to support. These complexes are also integral in reaching those approaching retirement age -- a group that engages with the local community.

Public Meeting

The Task Force held one public meeting in conjunction with the Chamber to enlist comments and ideas from the general public about the Town's economic direction. Public comments indicated the following three topics were most important to the citizens:

o Downtown Beautification (benches, flags, trees, art, green space, etc.) o Railroad Street Landscape and Pedestrian Access Improvements o Indoor Recreation Facility / Civic Center / Wellness Center.

A full list of discussion topics and how they ranked is included as Appendix I of this plan. Greenfield considered these main areas of concern as we worked to create an Economic Development Strategy for the Town. Several of our recommendations focus directly on these items.

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Section 2 FOCUS ON ECONOMIC DEVELOPMENT

Assets

Location and Growth

While most small towns in America struggle with decreasing population, Winterville benefits from robust population growth. Much of this growth comes from the Town's attractiveness as a "bedroom community" for the City of Greenville. The Town shares a contiguous northern boundary with Greenville and southern boundary with Ayden. As East Carolina University, Vidant Medical Center, and major industries have grown, Winterville has benefited from major residential development. Developers have capitalized on both the close proximity to the metro area and the overall attractiveness of Winterville as A Slice of the Good Life.

New Highway Corridor

With the completion of the Southwest Bypass, Winterville will have access to a new major highway corridor. This road project will provide access to new land areas, although not all of these areas are controlled by the Town. Traffic patterns will change. The NC Department of Transportation is currently recommending all traffic from the Bypass access the Parkway along Davenport Farm Road at the intersection with Fire Tower Road. Fewer cars (local traffic) will likely travel on Winterville Parkway. The loss of thru traffic on the Parkway and the already crowded residential development on Davenport Farm Road will offer the Town an opportunity to focus development along the Parkway corridor on neighborhood commercial service needs.

Note: NCDOT continues to design for increased traffic along Forlines and

Davenport Farm roads. Therefore, the gateway(s) into the Town may change.

Pitt Community College

Pitt Community College is the Town's second largest employer, with 950+ employees. PCC also has an estimated 12,000+ curriculum and 11,000+ continuing education students enrolled annually. Having this many commuters into Winterville creates a large marketplace for commercial and residential development within the town limits.

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5 Available Commercial Land

The Town does have large land tracts available and zoned correctly for commercial growth along Winterville Parkway and in close proximity to PCC. This land has excellent development potential and can be home to active commercial enterprises.

Utility Inter-Connections

The Town has utility agreements with the City of Greenville and Pitt County, providing ample water / sewer capacity for growth. Also, the Town owns its local electric distribution system, which allows the Town Board the opportunity to be flexible with rate schedules.

Existing Industrial Base

Winterville is home to two major manufacturers, as well as many small businesses. The Roberts Company employs over 1,100 in metalworking, fabrication, and other skilled trade areas, and has recently expanded into a second large facility within the Town limits. Winterville Machine Shop is a well established full machine shop with a broad customer base. Both are stable in today's economic climate, and provide the Town with a reputation for supporting industrial growth with highly skilled employees.

Relationship with Economic Development Allies

Pitt County Development Commission (PCDC) is the primary economic development organization for the county. The Town and PCDC work well together, and Pitt Development is very supportive of economic development efforts in and around Winterville. As a result of this cooperation, the Development Commission is knowledgeable about Winterville’s assets and can actively refer commercial developers and industrial prospects to the Town.

ElectriCities of North Carolina, Inc. is also a strong ED advocate and ally for the Town. ElectriCities offers general economic development, retail development and marketing support to the Town.

Active Chamber and Recreation Department

The Winterville Chamber of Commerce works to encourage community awareness and business-to-business commerce opportunities. Local festivals, including the 1st Annual North Carolina Steak Cook-off and the Annual Watermelon Festival, bring both Town

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6 residents and visitors to downtown Winterville. They also established and promote the Town's local slogan A Slice of the Good Life.

The Town's Recreation Department offers a healthy schedule of team sports, clubs and classes. Winterville hosts yearly baseball tournaments at the Town Park that boasts four baseball fields. Other programs include arts and crafts classes, a walking club, movies in the park and outdoor concerts.

Winterville Historical and Arts Society

This organization has a strong desire to preserve the history of the community through the Ange House and the Depot project. The Town has appointed a Town Historian to record local and regional stories.

Active Civic Organizations

The Town has a robust group of civic clubs and organizations as well as churches that support community activities.

Concerns

Congestion

Traffic congestion is already considered a nuisance near PCC. NCDOT is considering options (such as traffic lights or roundabouts) at certain intersections to assist traffic flow. When the Bypass is complete, congestion will remain as the students and staff continue to access the College from Winterville Parkway.

Gateways

As mentioned previously, NCDOT is in the design / engineering phase of the new inter-connect between the Southwest Bypass and Winterville Parkway. Project maps indicate they may consider a connector route into Winterville / PCC along a new corridor. But the majority of options use Davenport Farm Road as the only gateway into Winterville from the Bypass -- avoiding Forlines Road from Reedy Branch Road to Winterville Parkway. This new alignment puts the gateway corridor completely in the planning and development control of the City of Greenville.

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Too Close to Greenville?

As much as the Town benefits from close proximity to Greenville, there are also drawbacks. Many of the anchor tenants that might be interested in major retail developments along Winterville Parkway are already located north of PCC along S. Memorial Drive. This puts additional pressure on commercial developers to identify and recruit major tenants that might not already be familiar with the metro area -- making the initial recruitment process much harder and shrinking the potential anchor tenant pool.

Retail Leakage Reports

ElectriCities of North Carolina, Inc. provided Greenfield with up-to-date retail leakage reports that focus on retail activity by trade area and compare retail sales to consumer spending. In other words, they show what consumers are buying in Winterville and what they are purchasing in other locations. The reports are structured in 1, 3, and 5 mile retail patterns from the center of Town. Specifically, the reports indicate the following:

• In the business sectors of total retail and food / drink sales within one mile of Town center, the area should support a demand of approximately $21.6 million in retail sales annually. The actual retail sales for this sector is $29.8 million. Therefore, the Town actually brings in over $8 million in retail sales annually than it should be able to support.

We attribute this surplus in supply to the Sam's Club and other national fast food / retail chains around PCC being within the one mile radius. And, a portion of this discretionary spending may be attributed to students who do not live in the Town. • There is a need for more fine dining restaurants, automobile dealerships, grocery

and specialty food stores, general clothing stores, and other retail establishments within this same one mile area.

The Leakage Reports are included in the appendix of this report (see Appendix II). The Task Force members wanted information they can provide to potential retail / franchise developers to help with recruitment efforts. These leakage reports can be given to all retailers considering Winterville for possible locations.

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Section 3 RECOMMENDATIONS

The following are recommendations to help the Town strategically plan its economic development future. The purpose of these recommendations is to provide strategies to promote targeted commercial development in the Town. Our primary approach is to concentrate and guide efforts in three areas, instead of allowing unplanned strip commercial development to spontaneously occur. Greenfield recommends the following three areas that have the potential for early success:

The interchange on the new Southwest Bypass at Forlines Road, including any connector(s) into Winterville.

One of two quadrants (SW or NE) at Davenport Farm Road and Winterville Parkway to support Pitt CC student and faculty needs.

The area bounded by Mill and Railroad Streets, West Main Street and Winterville Parkway. – an opportunity to add to the existing downtown commercial area and revitalize the Town center.

The following strategies can be used to promote development in the three target areas. 1) Capitalize on the new Bypass.

When completed, the new Southwest Bypass along the western side of Winterville will divert thru traffic off of S. Memorial Drive / Winterville Parkway. As a result, traffic patterns into the Town will change. Traffic will increase coming into town on Davenport Farm Road, Forlines Road, NC 903, and the connecting Reedy Branch Road. The extent of these increases is yet unknown. Currently, a single interchange is planned for Winterville on the new Bypass at Davenport Farm Road. This interchange will become one of the busiest locations along the new highway as a preferred route for PCC students and faculty traveling to the College on a daily basis.

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9 NCDOT continues to design the Bypass connector "gateway" road system to serve the Winterville area. Recent NCDOT maps show different connector routes into Town, including one along a new corridor (see NCDOT map at Town office). If a new corridor to Davenport Farm Road is approved, all Southwest Bypass traffic exiting to go to PCC or Winterville will access Winterville Parkway at Fire Tower Road. There will be no Bypass traffic along Forlines Road from Reedy Branch Road to Winterville Parkway -- nor any way for local traffic to access the Bypass except at the Fire Tower Road intersection or by driving to Ayden.

Complicating this situation for the Town is the existing territorial agreement between the Town and the City of Greenville. The City of Greenville controls the northwest quadrant of the Reedy Branch and Forlines intersection. Greenville's area continues along the western right-of-way of Reedy Branch Road until it reaches NC Highway 903. At the Reedy Branch Road / NC 903 intersection, the City's area continues west along the 903 right-of-way until Speight Seed Road. In other words, the City of Greenville will control the entire area in and around any of these new connector road corridors -- leaving Winterville with no direct input in how development along this gateway will progress.

With road construction several years away, the Town has the opportunity to respond to this situation. The initial agreement with the City of Greenville, though made in good faith by all parties, did not take into account a new corridor off the Bypass. We understand the Town wants to actively be involved with planning and zoning in this area to make sure the Town's needs are considered. Congestion is already a problem along these connector roads. Town leadership should proactively work with DOT to consider all options that might ease the traffic flow -- turn lanes along the east / west connectors, service roads along any portion of the Bypass, and any other options. And, the Town deserves a gateway into their street center. Perhaps the Town can negotiate another connector road that branches off Forlines and travels along new corridor to NC Highway 903. This will help solve both problems -- giving another route to help with congestion and providing the gateway corridor for new growth the Town seeks.

On the positive side, the Town has an opportunity to use the new traffic patterns to foster and direct much needed commercial development to support existing residential development within the Town. The starting point for a planning effort should be at the interchange itself. The Town can work with Pitt County Planning and the City of Greenville to master plan the new corridor to provide all the growth options appropriate for the area, the Town and PCC before it is too late to intercede.

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10 This interchange will become the new "gateway" into Winterville and, therefore, should reflect the Town's image where possible. The Town might consider placing "Welcome to Winterville" signs and directional signs into downtown off the interchange.

Greenfield strongly recommends that the Town lobby NCDOT for a second interchange into Winterville at Highway 903. An interchange at this location will facilitate traffic coming into Winterville from the south. But more importantly, this entrance corridor along Highway 903 will bring traffic directly onto Winterville’s Main Street and assist downtown redevelopment and revitalization. If the additional interchange is not approved, request that the section of Bypass at NC 903 be constructed to allow for an interchange at a later date. This might lead to additional construction of an interchange or corridor in the distant future.

2) Collaborate with Pitt Community College.

Pitt Community is growing, and that growth provides opportunities for the Town. The campus is located in the northwest quadrant of the intersection of S. Memorial Drive / Winterville Parkway and Fire Tower Road. There are approximately 26 acres adjacent to PCC bounded by Reedy Branch Road, Davenport Farms Road, and Sam's Club. Other land near the College includes undeveloped acreage along Beacon Drive and land in the northeast, southwest, and southeast (a much smaller piece) quadrants of the Winterville Parkway / Davenport Farms Road intersection. Greenfield proposes the Town coordinate with PCC to encourage developers to create commercial spaces on one or both of these sites that will provide retail and services that the student and faculty need.

First, the Town needs to meet with PCC campus officials and discuss the needs of the campus, future campus development plans and, hopefully, interest in a joint master planning effort. The second step is to contact the site area landowners to determine if they are willing participants in such an effort. Assuming the landowners are interested, the three stakeholder groups can discuss the roles each will play and form a Project Team. Second, the Town / PCC can survey students and staff to obtain both their potential market demographics and a list of products and services they will support. An example of a similar survey conducted at the High Point campus of GCCC is attached in the appendix (see Appendix III). In addition to survey demographics, more detailed information about enrolled students can be collected to provide market analysis for potential developers. With this marketplace information in hand, the Project Team can solicit proposals from developers. In addition to retail and support services, other uses for the adjacent site(s)

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11 can include a motel, restaurants, commercial businesses or a mixed use development that includes some of all the uses.

Greenfield’s conversations with PCC leadership indicate there might be occasions for the College to utilize space in the downtown area. The Town might offer PCC the use of the Town's spaces for meetings, which will bring people into the Town center. Also, the Town might approach PCC to see if any ancillary services for the College can be housed in downtown Winterville. Some other opportunities include satellite/distance learning center or meetings/day conferences.

This relationship with PCC should be ongoing and at the highest leadership levels. The Town Mayor and Manager should engage the President and Deans on a quarterly basis, if not each month. There should be an open dialogue between PCC facilities managers and Town planning / utility staff. Do not wait for a problem to arise; establish a rapport that keeps issues from becoming problems.

3) Establish an indoor Recreational / Wellness / Community Center in the downtown area of Winterville.

Many of the Task Force meetings and much of the discussion at the Public Meeting focused on the need for the Town to have an indoor recreational center, operated by the Town Recreation Department, that offered a gymnasium, wellness activities, and civic meeting space to the residents. The Town is known for its active outdoor recreational activities. But, today's young families (and the nucleus of growth for the Town) want indoor facilities that include exercise machines and classes, yoga, league basketball and other indoor activities for all ages.

This may be an excellent opportunity to collaborate with PCC, to serve both the needs of local citizens and college students / personnel.

4) Continue to extend ETJ to control development areas outside the Town that are not designated to other communities.

As referenced in Recommendation 1, the City of Greenville controls much of the land surrounding PCC and along Fire Tower Road. Additional open land beyond the existing ETJ along Ellis and Worthington roads might offer additional growth opportunities in the next two decades.

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12 5) Revisit zoning and development ordinances.

The Town needs to make sure that its guidelines and regulations are structured and worded to reflect the type of commercial development the Town wants to recruit. The Town needs to purposefully coordinate allowed uses and development guideline/regulations to fit with its goals. The Town’s zoning ordinances may need updating to differentiate mixed uses, signage, curb and driveway cuts, lot coverage ratios, setbacks and parking requirements and other methods to direct development goals. For example, the Town might begin requiring major residential developers to provide for mixed use somewhere in a subdivision that has a certain number of lots, with the Town setting the threshold.

Other requirements, such a providing bike paths and full sidewalks, landscaping throughout and along all entryways, additional green space set asides , special signage, etc., usually leverage a higher value home and a larger tax base per acre. Of course, the Town already has many of these requirements in place. However, the Town might want to add additional options as residential growth continues to escalate and housing development trends change.

The Town has begun this review process, as of the summer of 2013. This review needs to be a constant process (we suggest annually).

6) Continue to work on Downtown Revitalization projects

The difference between a Town and a suburb is the presence of a downtown. Winterville needs to promote and grow its downtown in order to keep its identity as a place and its sense of community.

As mentioned previously, the Town Council is applying for Main Street program designation during the next application cycle. Once accepted into the program, the Town will benefit from the many resources available to participants. We see this as a most positive step in the Town's downtown revitalization process.

The Task Force wants the Town to consider establishing a green space in the downtown center to serve as a focal point for activities. One location that has been mentioned is the "lot with the tree" on the corner of Railroad and Depot streets.

The vacant land south of West Main Street with frontage on Winterville Parkway provides an opportunity to orient commercial development back to downtown and still

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13 have access from the major thoroughfare. This site area is an opportunity to use a charrette design process to engage the Town’s residents in visioning what the expanded downtown can be.

ElectriCities provided a 1, 3 and 5 mile radius retail leakage study for this report to show the retail opportunities that are missing in Winterville. This information can be used to recruit businesses to the vacant and underutilized spaces along and adjacent to Main Street after the vision is created for the spaces. The Town is already including site and building owners in the development planning process. Major discussions to extend Laurel Ellis Road west and provide additional access into this commercial area are ongoing.

The Town has a plan in place to transform the downtown area into a more pedestrian friendly location. Unfortunately, this plan is costly. We agree with the Task Force that the Town should consider other less costly ways to accomplish the same results. In addition to pedestrian friendly spaces, other physical elements that are key ingredients for successful and vibrant downtowns include façade renovations, park/open spaces with water features and/or public art, and places to sit or gather. Winterville needs to incorporate these elements into its vision for a revitalized downtown space.

In order to jumpstart some of these ideas, the Town can establish a matching fund for state or federal grants that become available in the future. To be quickly eligible and prepared to beat competitors for these scarce funds, the Town must be ready with plans and participation dollars. The Town can also use the funds for programs of its own -- such as matching façade grants to leverage private renovation dollars.

The Railroad Depot also offers another possible location for outdoor activities that will bring people into downtown Winterville. The Depot building itself can be used for a visitors center. The land surrounding the Depot can be transformed into an outdoor venue -- such as a dog park, a skateboard park, or a disc golf course. Dog parks are a growing urban phenomenon, one that brings owners and pets from many miles around. Skateboard parks bring parents and kids -- adding to opportunities for downtown merchants and food vendors, as well as giving skateboarders a safer location for their activities (and removing them from regular streets). The number of disc golf players is reported to be growing at 10% annually (http://www.vibramdiscgolf.com). ECU has a disc golf course and an active disc golf community. There are national and international organizations, and events include a US Collegiate Disc Golf Championship and a professional tour with money prizes. Capitalizing on either or all of these outdoor recreational opportunities can help revitalize the downtown along Railroad Street.

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14 Other ideas include:

• Contact music and drama students at East Carolina University and PCC to provide entertainment in the downtown area or at the park every month.

• Offer space in the Town Hall for ECU and PCC art students and staff to display their works, featuring local artists or eastern NC scenes. Perhaps students specializing in outdoor art might install a few works in the downtown area. Hold quarterly "preview receptions" for students, faculty, parents and friends as the artwork is changed throughout the year -- thereby giving another opportunity to introduce downtown Winterville to a new group of potential customers.

Plans are underway for the Town to participate in the Civic Art Consortium, a program that provides outdoor art for display in downtown areas.

• Connect downtown Winterville to PCC through public transportation, building on links already in place.

• Have a farmers market downtown each week in the spring and summer, as well as cultural / diversity fairs throughout the year.

• Assess downtown traffic patterns to make sure they are business and pedestrian friendly.

7) Foster collaborative work spaces.

Today's "1099 Economy" (i.e., employees working at least part time from home) is also an opportunity for co-working spaces to be developed in Winterville. As a heavily residential community, the Town’s population generally works outside their homes. Offering co-working space in downtown Winterville will entice a certain portion of this workforce to consider staying in town when they can.

Winterville is already home to The Coffee Shack, across the street from PCC, which offers public internet access. This is a good location for short-term work or group interaction. However, collaborative work spaces provide a private, individual work setting (usually, desks or cubicles) or meeting space. One concept that provides a platform for this kind of space is described at www.opendesks.com. According to the website, NC is host to 27 of these listed spaces at this time.

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15 A similar concept, but for “maker” space is Techshop (www.techshop.ws). This is a membership space for tinkerers which provides access to machinery, tools and software for budding entrepreneurs to test ideas, build their dreams, prototype or manufacture goods on a small scale. Winterville has a large employment base of skilled manufacturing workers who may have ideas they want to build. This concept also offers a great opportunity for the Town and PCC / ECU to collaborate.

As the College and community continue to grow and collaborate, there will be additional opportunities for this type of co-working spaces.

8) Maintain support for the efforts of local real estate developers.

The Town has an excellent reputation for working with land owners and developers to provide services to new housing or commercial projects. The Town is currently working with a development group to provide access to a major parcel of commercially zoned land along Winterville Parkway. As the Town grows, it is important to remain committed to investing in utility extensions to open new areas for development and expand the Town’s borders and tax base.

Unifying Town ordinances is also an important step to supporting developers. The Town may want to discuss development trends expected in the next five years with local developers, to see if any new issues might arise so that they can be resolved during this process.

In addition to utility services, the Town’s proactive planning and investment in other public infrastructure such as parks, downtown, event venues and other gathering places will attract and leverage private investment.

The Town has in place nuisance ordinances to provide a vehicle by which the Town can deal with derelict properties that bring down property values and might harbor health issues. Recently, the Town has been actively enforcing these ordinances, and we recommend they continue vigorous implementation.

9) Apply for NC Certified Retirement Community designation.

In 2008, the North Carolina Legislature established the NC Certified Retirement Community program to promote both the state and individual communities as attractive locations for retirees. Currently, the state has six communities that have received certification. The NC Department of Commerce's Tourism Division provides specific

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16 marketing support for certified communities through www.RetireNC.com and cooperatively marketing opportunities.

The application is extensive but not hard, and must be accompanied by a $10,000 program fee for consideration. If accepted, the State keeps the fee to assist with marketing efforts. If not certified, the State returns the fee in full.

10) Consider the following businesses as potential targets for recruitment.

The Leakage analysis for Winterville suggests the following list of possible target businesses for Winterville:

• Auto dealerships • Furniture stores

• Electronic and appliance stores • Grocery stores

• Specialty food stores

• Health and personal care stores

• General clothing, shoe and jewelry stores • Sporting goods, hobby, book and music stores • Department stores

• Florists, office supply, stationery and gift stores • Limited serviced eating and drinking places.

Specifically, Greenfield suggests the following service businesses as identified needs within the community:

• Motel

• Lifestyle / lifecare retirement communities (from independent living to skilled care complexes)

• Medical services / urgent care facility • Indoor recreational facility

• Dry cleaner satellite store • Other grocery and retail stores

• Regional restaurant chains (suchas Ribeyes, Highway 55, etc.) • Business centers (such as Mailboxes Etc.).

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17 Section 4

MARKETING

The following are marketing recommendations for the Town. General Marketing

• Update website to include traffic counts, DOT plans for Southwest Bypass, ring studies, Town and PCC demographics, hot links to PCC, Winterville Chamber, The Roberts Company and other businesses, any local civic organizations, churches, non-profits, etc.

• Produce additional marketing materials such as a brochure on Town history, map of places of interest, info on festivals, etc. in paper and pdf format; place on website.

• Track inquiries off webpage to see where individual is from, why they are looking at the website, etc.

• Establish quarterly e-newsletter and send it out electronically to all individuals that have asked for information on the Town via email, phone, or post in the last two years.

• Create / refresh Town's brand and use brand on all correspondence, signs, vehicles, etc.

Gateways

• Install signage directing traffic into downtown. • Complete garden projects / lighting.

• Keep gateway roads clean, presentable and inviting.

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18 Downtown

• May want to differentiate signage (such as different color on street signs in downtown area).

• "Adopt-A-Corner" program for beautification of specific corners (should have uniformity of materials but do not have to be the exact same).

• Install permanent banners and benches.

• Place art as focal points (already being planned).

Business Recruitment

• Prepare detailed information on specific commercial and retail sites within the Town. Keep information updated; add sites and available buildings as they become available.

• Attend International Council of Shopping Centers (ICSC) regional meeting in Atlanta to showcase sites to potential retailers.

Have ElectriCities Retail Specialist make appointments for Town representatives at ICSC.

• Place all sites and pertinent information on Town's website, as well as PCDC's website (if possible).

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APPENDICES

Appendix I Town Meeting Discussion Topics Appendix II Winterville Retail Leakage Reports Appendix III Sample Student Survey

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APPENDIX I

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APPENDIX II

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Ring: 1 mile radius Latitude: 35.52798 Longitude: -77.41244 Summary Census 2010 2012 2017 Population 2,671 2,766 3,051 Households 1,039 1,071 1,188 Families 782 799 886

Average Household Size 2.56 2.58 2.56

Owner Occupied Housing Units 775 780 861

Renter Occupied Housing Units 264 292 327

Median Age 33.8 34.1 34.7

Trends: 2012 - 2017 Annual Rate Area State National

Population 1.98% 1.21% 0.68%

Households 2.10% 1.27% 0.74%

Families 2.09% 1.25% 0.72%

Owner HHs 2.00% 1.40% 0.91%

Median Household Income 2.16% 3.46% 2.55%

2012 2017

Households by Income Number Percent Number Percent

<$15,000 259 24.2% 285 24.0% $15,000 - $24,999 107 10.0% 90 7.6% $25,000 - $34,999 111 10.4% 90 7.6% $35,000 - $49,999 224 20.9% 229 19.3% $50,000 - $74,999 163 15.2% 222 18.7% $75,000 - $99,999 107 10.0% 148 12.5% $100,000 - $149,999 87 8.1% 108 9.1% $150,000 - $199,999 6 0.6% 9 0.8% $200,000+ 7 0.7% 8 0.7%

Median Household Income $37,844 $42,107

Average Household Income $46,991 $51,312

Per Capita Income $17,631 $19,359

Census 2010 2012 2017 Population by Age Number Percent Number Percent Number Percent

0 - 4 253 9.5% 260 9.4% 287 9.4% 5 - 9 216 8.1% 222 8.0% 246 8.1% 10 - 14 188 7.0% 193 7.0% 215 7.1% 15 - 19 183 6.9% 181 6.5% 189 6.2% 20 - 24 147 5.5% 153 5.5% 148 4.9% 25 - 34 398 14.9% 417 15.1% 455 14.9% 35 - 44 392 14.7% 398 14.4% 428 14.0% 45 - 54 359 13.4% 360 13.0% 369 12.1% 55 - 64 265 9.9% 289 10.4% 338 11.1% 65 - 74 163 6.1% 182 6.6% 244 8.0% 75 - 84 84 3.1% 86 3.1% 101 3.3% 85+ 22 0.8% 25 0.9% 29 1.0% Census 2010 2012 2017 Race and Ethnicity Number Percent Number Percent Number Percent

White Alone 1,473 55.1% 1,512 54.7% 1,614 52.9%

Black Alone 1,053 39.4% 1,095 39.6% 1,236 40.5%

American Indian Alone 9 0.3% 10 0.4% 13 0.4%

Asian Alone 42 1.6% 44 1.6% 54 1.8%

Pacific Islander Alone 1 0.0% 1 0.0% 2 0.1%

Some Other Race Alone 41 1.5% 45 1.6% 58 1.9%

Two or More Races 53 2.0% 59 2.1% 74 2.4%

Hispanic Origin (Any Race) 93 3.5% 100 3.6% 128 4.2% Data Note: Income is expressed in current dollars.

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Ring: 1 mile radius Latitude: 35.52798 Longitude: -77.41244 Area State USA Trends 2012-2017

Population Households Families Owner HHs Median HH Income

Annual Rate (in percent)

3 2.5 2 1.5 1 0.5 0 2012 2017 Population by Age 0-4 5-9 10-14 15-19 20-24 25-34 35-44 45-54 55-64 65-74 75-84 85+ Percent 15 14 13 12 11 10 9 8 7 6 5 4 3 2 1 0 2012 Household Income <$15K 24.2% $15K - $24K 10.0% $25K - $34K 10.4% $35K - $49K 20.9% $50K - $74K 15.2% $75K - $99K 10.0% $100K - $149K 8.1% $150K - $199K 0.6% $200K+ 0.7% 2012 Population by Race

White Black Am. Ind. Asian Pacific Other Two+

Percent 50 45 40 35 30 25 20 15 10 5 0

2012 Percent Hispanic Origin: 3.6%

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Ring: 3 mile radius Latitude: 35.52798 Longitude: -77.41244 Summary Census 2010 2012 2017 Population 25,455 26,683 29,883 Households 10,081 10,543 11,900 Families 6,897 7,114 8,014

Owner Occupied Housing Units 7,116 7,236 8,141

Renter Occupied Housing Units 2,965 3,307 3,759

Median Age 33.1 33.3 33.9

Population 2.29% 1.21% 0.68%

Households 2.45% 1.27% 0.74%

Families 2.41% 1.25% 0.72%

Owner HHs 2.38% 1.40% 0.91%

2012 2017

<$15,000 1,567 14.9% 1,661 14.0% $15,000 - $24,999 1,115 10.6% 919 7.7% $25,000 - $34,999 1,200 11.4% 958 8.1% $35,000 - $49,999 1,761 16.7% 1,800 15.1% $50,000 - $74,999 1,921 18.2% 2,654 22.3% $75,000 - $99,999 1,320 12.5% 1,820 15.3% $100,000 - $149,999 1,100 10.4% 1,365 11.5% $150,000 - $199,999 305 2.9% 410 3.4% $200,000+ 255 2.4% 313 2.6%

0 - 4 2,199 8.6% 2,289 8.6% 2,552 8.5% 5 - 9 1,966 7.7% 2,050 7.7% 2,298 7.7% 10 - 14 1,764 6.9% 1,825 6.8% 2,076 6.9% 15 - 19 1,524 6.0% 1,518 5.7% 1,608 5.4% 20 - 24 1,623 6.4% 1,716 6.4% 1,712 5.7% 25 - 34 4,497 17.7% 4,765 17.9% 5,316 17.8% 35 - 44 3,992 15.7% 4,078 15.3% 4,495 15.0% 45 - 54 3,199 12.6% 3,264 12.2% 3,415 11.4% 55 - 64 2,592 10.2% 2,856 10.7% 3,387 11.3% 65 - 74 1,337 5.3% 1,511 5.7% 2,055 6.9% 75 - 84 605 2.4% 634 2.4% 755 2.5% 85+ 157 0.6% 177 0.7% 214 0.7% Census 2010 2012 2017 Race and Ethnicity Number Percent Number Percent Number Percent White Alone 16,120 63.3% 16,803 63.0% 18,345 61.4%

Black Alone 7,603 29.9% 7,969 29.9% 9,089 30.4%

Asian Alone 618 2.4% 674 2.5% 850 2.8%

Some Other Race Alone 452 1.8% 494 1.9% 645 2.2%

Two or More Races 562 2.2% 630 2.4% 803 2.7%

Hispanic Origin (Any Race) 1,015 4.0% 1,112 4.2% 1,456 4.9% Data Note: Income is expressed in current dollars.

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3 2.5 2 1.5 1 0.5 0 2012 2017 Population by Age 0-4 5-9 10-14 15-19 20-24 25-34 35-44 45-54 55-64 65-74 75-84 85+ Percent 16 14 12 10 8 6 4 2 0 2012 Household Income <$15K 14.9% $15K - $24K 10.6% $25K - $34K 11.4% $35K - $49K 16.7% $50K - $74K 18.2% $75K - $99K 12.5% $100K - $149K 10.4% $150K - $199K 2.9% $200K+ 2.4% 2012 Population by Race

Percent 60 55 50 45 40 35 30 25 20 15 10 5 0

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Ring: 5 mile radius Latitude: 35.52798 Longitude: -77.41244 Summary Census 2010 2012 2017 Population 62,295 64,369 70,444 Households 26,899 27,683 30,437 Families 15,738 16,014 17,683

Owner Occupied Housing Units 14,821 14,819 16,453 Renter Occupied Housing Units 12,078 12,864 13,984

Median Age 31.9 32.2 33.0

Population 1.82% 1.21% 0.68%

Households 1.91% 1.27% 0.74%

Families 2.00% 1.25% 0.72%

Owner HHs 2.11% 1.40% 0.91%

2012 2017

<$15,000 5,429 19.6% 5,691 18.7% $15,000 - $24,999 3,453 12.5% 2,857 9.4% $25,000 - $34,999 3,202 11.6% 2,627 8.6% $35,000 - $49,999 4,328 15.6% 4,482 14.7% $50,000 - $74,999 4,553 16.4% 6,152 20.2% $75,000 - $99,999 2,762 10.0% 3,701 12.2% $100,000 - $149,999 2,487 9.0% 3,025 9.9% $150,000 - $199,999 769 2.8% 1,074 3.5% $200,000+ 699 2.5% 828 2.7%

0 - 4 4,713 7.6% 4,862 7.6% 5,360 7.6% 5 - 9 4,186 6.7% 4,314 6.7% 4,754 6.7% 10 - 14 3,845 6.2% 3,923 6.1% 4,379 6.2% 15 - 19 4,213 6.8% 4,105 6.4% 4,226 6.0% 20 - 24 6,647 10.7% 6,783 10.5% 6,496 9.2% 25 - 34 10,538 16.9% 11,077 17.2% 12,287 17.4% 35 - 44 8,454 13.6% 8,533 13.3% 9,265 13.2% 45 - 54 7,833 12.6% 7,893 12.3% 8,102 11.5% 55 - 64 6,339 10.2% 6,888 10.7% 8,006 11.4% 65 - 74 3,304 5.3% 3,668 5.7% 4,876 6.9% 75 - 84 1,657 2.7% 1,704 2.6% 1,971 2.8% 85+ 566 0.9% 619 1.0% 720 1.0% Census 2010 2012 2017 Race and Ethnicity Number Percent Number Percent Number Percent White Alone 36,839 59.1% 37,804 58.7% 40,282 57.2% Black Alone 21,402 34.4% 22,154 34.4% 24,638 35.0%

Asian Alone 1,335 2.1% 1,452 2.3% 1,816 2.6%

Some Other Race Alone 1,186 1.9% 1,278 2.0% 1,616 2.3% Two or More Races 1,296 2.1% 1,423 2.2% 1,765 2.5%

Hispanic Origin (Any Race) 2,584 4.1% 2,785 4.3% 3,538 5.0% Data Note: Income is expressed in current dollars.

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3.5 3 2.5 2 1.5 1 0.5 0 2012 2017 Population by Age 0-4 5-9 10-14 15-19 20-24 25-34 35-44 45-54 55-64 65-74 75-84 85+ Percent 16 14 12 10 8 6 4 2 0 2012 Household Income <$15K 19.6% $15K - $24K 12.5% $25K - $34K 11.6% $35K - $49K 15.6% $50K - $74K 16.4% $75K - $99K 10.0% $100K - $149K 9.0% $150K - $199K 2.8% $200K+ 2.5% 2012 Population by Race

Percent 55 50 45 40 35 30 25 20 15 10 5 0

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Ring: 1 mile radius Latitude: 35.52798 Longitude: -77.41244

Summary Demographics

2010 Population 2,446

2010 Households 1,028

2010 Median Disposable Income $36,788

2010 Per Capita Income $22,510

NAICS Demand Supply Retail Gap Leakage/Surplus Number of

Industry Summary (Retail Potential) (Retail Sales) Factor Businesses

Total Retail Trade and Food & Drink 44-45,722 $21,602,224 $29,804,610 -$8,202,386 -16.0 23

Total Retail Trade 44-45 $18,366,000 $25,140,676 -$6,774,675 -15.6 19

Total Food & Drink 722 $3,236,223 $4,663,934 -$1,427,711 -18.1 4

Industry Group (Retail Potential) (Retail Sales) Factor Businesses

Motor Vehicle & Parts Dealers 441 $4,537,589 $5,122,306 -$584,717 -6.1 4

Automobile Dealers 4411 $3,856,559 $410,353 $3,446,206 80.8 1

Other Motor Vehicle Dealers 4412 $341,364 $3,659,383 -$3,318,020 -82.9 1

Auto Parts, Accessories & Tire Stores 4413 $339,666 $1,052,570 -$712,903 -51.2 2

Furniture & Home Furnishings Stores 442 $590,790 $645,764 -$54,975 -4.4 2

Furniture Stores 4421 $388,805 $72,095 $316,710 68.7 0

Home Furnishings Stores 4422 $201,984 $573,669 -$371,684 -47.9 1

Electronics & Appliance Stores 4431 $590,767 $44,958 $545,808 85.9 0

Bldg Materials, Garden Equip. & Supply Stores 444 $564,988 $2,224,227 -$1,659,239 -59.5 6

Bldg Material & Supplies Dealers 4441 $500,624 $2,040,743 -$1,540,118 -60.6 5

Lawn & Garden Equip & Supply Stores 4442 $64,364 $183,485 -$119,121 -48.1 1

Food & Beverage Stores 445 $3,369,440 $585,238 $2,784,202 70.4 1

Grocery Stores 4451 $3,249,210 $468,743 $2,780,468 74.8 1

Specialty Food Stores 4452 $24,465 $0 $24,465 100.0 0

Beer, Wine & Liquor Stores 4453 $95,764 $116,495 -$20,731 -9.8 0

Health & Personal Care Stores 446,4461 $924,251 $0 $924,251 100.0 0

Gasoline Stations 447,4471 $3,186,153 $4,088,737 -$902,584 -12.4 1

Clothing & Clothing Accessories Stores 448 $776,030 $24,382 $751,648 93.9 0

Clothing Stores 4481 $616,147 $24,382 $591,766 92.4 0

Shoe Stores 4482 $70,978 $0 $70,978 100.0 0

Jewelry, Luggage & Leather Goods Stores 4483 $88,905 $0 $88,905 100.0 0

Sporting Goods, Hobby, Book & Music Stores 451 $263,909 $132,791 $131,118 33.1 1

Sporting Goods/Hobby/Musical Instr Stores 4511 $117,604 $132,791 -$15,187 -6.1 1

Book, Periodical & Music Stores 4512 $146,305 $0 $146,305 100.0 0

General Merchandise Stores 452 $3,199,987 $11,331,377 -$8,131,389 -56.0 1

Department Stores Excluding Leased Depts. 4521 $1,357,711 $0 $1,357,711 100.0 0

Other General Merchandise Stores 4529 $1,842,276 $11,331,377 -$9,489,101 -72.0 1

Miscellaneous Store Retailers 453 $267,998 $169,640 $98,359 22.5 3

Florists 4531 $16,279 $5,161 $11,117 51.9 0

Office Supplies, Stationery & Gift Stores 4532 $172,927 $37,907 $135,021 64.0 0

Used Merchandise Stores 4533 $14,852 $7,040 $7,812 35.7 0

Other Miscellaneous Store Retailers 4539 $63,940 $119,532 -$55,592 -30.3 2

Nonstore Retailers 454 $94,098 $771,255 -$677,157 -78.3 1

Electronic Shopping & Mail-Order Houses 4541 $2,178 $0 $2,178 100.0 0

Vending Machine Operators 4542 $39,849 $0 $39,849 100.0 0

Direct Selling Establishments 4543 $52,071 $771,255 -$719,184 -87.4 1

Food Services & Drinking Places 722 $3,236,223 $4,663,934 -$1,427,711 -18.1 4

Full-Service Restaurants 7221 $1,188,001 $3,073,293 -$1,885,292 -44.2 2

Limited-Service Eating Places 7222 $1,727,926 $0 $1,727,926 100.0 0

Special Food Services 7223 $138,683 $1,590,641 -$1,451,958 -84.0 1

Drinking Places - Alcoholic Beverages 7224 $181,614 $0 $181,614 100.0 0

Data Note: Supply (retail sales) estimates sales to consumers by establishments. Sales to businesses are excluded. Demand (retail potential) estimates the expected amount

spent by consumers at retail establishments. Supply and demand estimates are in current dollars. The Leakage/Surplus Factor presents a snapshot of retail opportunity. This is a measure of the relationship between supply and demand that ranges from +100 (total leakage) to -100 (total surplus). A positive value represents 'leakage' of retail opportunity outside the trade area. A negative value represents a surplus of retail sales, a market where customers are drawn in from outside the trade area. The Retail Gap represents the difference between Retail Potential and Retail Sales. Esri uses the North American Industry Classification System (NAICS) to classify businesses by their primary type of economic activity. Retail establishments are classified into 27 industry groups in the Retail Trade sector, as well as four industry groups within the Food Services & Drinking Establishments subsector. For more information on the Retail MarketPlace data, please view the methodology statement at

http://www.esri.com/library/whitepapers/pdfs/esri-data-retail-marketplace.pdf.

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Ring: 1 mile radius Latitude: 35.52798 Longitude: -77.41244 Leakage/Surplus Factor by Industry Subsector

Leakage/Surplus Factor 100 90 80 70 60 50 40 30 20 10 0 -10 -20 -30 -40 -50 -60 -70 Food Services & Drinking Places

Nonstore Retailers Miscellaneous Store Retailers General Merchandise Stores Sporting Goods, Hobby, Book, and Music Stores Clothing and Clothing Accessories Stores Gasoline Stations Health & Personal Care Stores Food & Beverage Stores Bldg Materials, Garden Equip. & Supply Stores Electronics & Appliance Stores Furniture & Home Furnishings Stores Motor Vehicle & Parts Dealers

Leakage/Surplus Factor by Industry Group

Leakage/Surplus Factor 100 90 80 70 60 50 40 30 20 10 0 -10 -20 -30 -40 -50 -60 -70 -80 Drinking Places (Alcoholic Beverages)

Special Food Services Limited-Service Eating Places Full-Service Restaurants Direct Selling Establishments Vending Machine Operators Electronic Shopping and Mail-Order Houses Other Miscellaneous Store Retailers Used Merchandise Stores Office Supplies, Stationery, and Gift Stores Florists Other General Merchandise Stores Department Stores (Excluding Leased Depts.) Book, Periodical, and Music Stores Jewelry, Luggage, and Leather Goods Stores Shoe Stores Clothing Stores Gasoline Stations Health & Personal Care Stores Beer, Wine, and Liquor Stores Specialty Food Stores Grocery Stores Lawn and Garden Equipment and Supplies Stores Building Material and Supplies Dealers Electronics & Appliance Stores Home Furnishings Stores Furniture Stores Auto Parts, Accessories, and Tire Stores Other Motor Vehicle Dealers Automobile Dealers

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Total Food & Drink 722 $31,598,727 $55,709,860 -$24,111,133 -27.6 43

Motor Vehicle & Parts Dealers 441 $43,869,568 $88,108,944 -$44,239,376 -33.5 20

Automobile Dealers 4411 $37,337,409 $79,481,773 -$42,144,364 -36.1 12

Other Motor Vehicle Dealers 4412 $3,268,211 $5,477,982 -$2,209,771 -25.3 2

Auto Parts, Accessories & Tire Stores 4413 $3,263,947 $3,149,188 $114,759 1.8 6

Furniture & Home Furnishings Stores 442 $5,679,502 $4,740,553 $938,949 9.0 10

Furniture Stores 4421 $3,782,278 $1,109,944 $2,672,335 54.6 3

Home Furnishings Stores 4422 $1,897,224 $3,630,609 -$1,733,385 -31.4 7

Electronics & Appliance Stores 4431 $5,751,032 $2,376,995 $3,374,037 41.5 4

Bldg Materials, Garden Equip. & Supply Stores 444 $5,371,821 $25,375,393 -$20,003,572 -65.1 24

Bldg Material & Supplies Dealers 4441 $4,792,118 $24,512,697 -$19,720,579 -67.3 20

Lawn & Garden Equip & Supply Stores 4442 $579,703 $862,695 -$282,992 -19.6 4

Food & Beverage Stores 445 $32,476,561 $27,803,589 $4,672,971 7.8 17

Grocery Stores 4451 $31,289,371 $27,050,183 $4,239,188 7.3 14

Specialty Food Stores 4452 $236,266 $231,902 $4,364 0.9 2

Beer, Wine & Liquor Stores 4453 $950,924 $521,505 $429,419 29.2 1

Health & Personal Care Stores 446,4461 $8,563,329 $2,426,530 $6,136,799 55.8 2

Gasoline Stations 447,4471 $30,334,874 $11,666,953 $18,667,921 44.4 3

Clothing & Clothing Accessories Stores 448 $7,609,455 $1,206,869 $6,402,586 72.6 7

Clothing Stores 4481 $6,025,042 $843,679 $5,181,364 75.4 5

Shoe Stores 4482 $706,077 $347,052 $359,025 34.1 2

Jewelry, Luggage & Leather Goods Stores 4483 $878,336 $16,138 $862,198 96.4 0

Sporting Goods, Hobby, Book & Music Stores 451 $2,612,721 $1,204,833 $1,407,888 36.9 8

Sporting Goods/Hobby/Musical Instr Stores 4511 $1,148,217 $913,251 $234,965 11.4 7

Book, Periodical & Music Stores 4512 $1,464,504 $291,582 $1,172,922 66.8 2

Department Stores Excluding Leased Depts. 4521 $13,097,688 $6,508,480 $6,589,209 33.6 2

Miscellaneous Store Retailers 453 $2,555,406 $1,132,129 $1,423,277 38.6 17

Florists 4531 $146,671 $29,677 $116,994 66.3 1

Office Supplies, Stationery & Gift Stores 4532 $1,652,822 $530,719 $1,122,103 51.4 3

Used Merchandise Stores 4533 $146,609 $155,208 -$8,599 -2.8 5

Other Miscellaneous Store Retailers 4539 $609,304 $416,524 $192,779 18.8 7

Nonstore Retailers 454 $876,194 $1,173,923 -$297,729 -14.5 1

Vending Machine Operators 4542 $385,566 $0 $385,566 100.0 0

Direct Selling Establishments 4543 $469,675 $1,173,923 -$704,248 -42.8 1

Limited-Service Eating Places 7222 $16,849,876 $26,701,467 -$9,851,590 -22.6 13

Special Food Services 7223 $1,351,405 $2,332,188 -$980,783 -26.6 3

Drinking Places - Alcoholic Beverages 7224 $1,751,390 $0 $1,751,390 100.0 0

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Leakage/Surplus Factor 70 60 50 40 30 20 10 0 -10 -20 -30 -40 -50 -60 Food Services & Drinking Places

Leakage/Surplus Factor 100 90 80 70 60 50 40 30 20 10 0 -10 -20 -30 -40 -50 -60 Drinking Places (Alcoholic Beverages)

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Total Food & Drink 722 $83,840,600 $171,514,301 -$87,673,701 -34.3 159

Motor Vehicle & Parts Dealers 441 $115,685,850 $251,088,264 -$135,402,414 -36.9 62

Automobile Dealers 4411 $98,646,958 $234,536,701 -$135,889,743 -40.8 38

Other Motor Vehicle Dealers 4412 $8,428,355 $6,549,119 $1,879,236 12.5 5

Auto Parts, Accessories & Tire Stores 4413 $8,610,537 $10,002,444 -$1,391,906 -7.5 19

Furniture & Home Furnishings Stores 442 $14,808,424 $26,030,268 -$11,221,844 -27.5 34

Furniture Stores 4421 $9,909,796 $17,050,400 -$7,140,604 -26.5 16

Home Furnishings Stores 4422 $4,898,628 $8,979,868 -$4,081,240 -29.4 18

Electronics & Appliance Stores 4431 $15,134,327 $22,288,416 -$7,154,088 -19.1 23

Bldg Materials, Garden Equip. & Supply Stores 444 $13,760,928 $38,196,726 -$24,435,798 -47.0 44

Bldg Material & Supplies Dealers 4441 $12,288,615 $36,686,277 -$24,397,662 -49.8 35

Lawn & Garden Equip & Supply Stores 4442 $1,472,313 $1,510,449 -$38,136 -1.3 9

Food & Beverage Stores 445 $86,366,623 $108,046,769 -$21,680,146 -11.2 54

Grocery Stores 4451 $83,210,356 $104,105,218 -$20,894,862 -11.2 40

Specialty Food Stores 4452 $628,694 $1,319,356 -$690,662 -35.5 9

Beer, Wine & Liquor Stores 4453 $2,527,572 $2,622,195 -$94,623 -1.8 6

Health & Personal Care Stores 446,4461 $22,561,070 $30,167,168 -$7,606,098 -14.4 29

Gasoline Stations 447,4471 $80,916,537 $52,128,082 $28,788,455 21.6 14

Clothing & Clothing Accessories Stores 448 $20,199,427 $37,863,901 -$17,664,473 -30.4 82

Clothing Stores 4481 $15,994,915 $30,953,901 -$14,958,986 -31.9 61

Shoe Stores 4482 $1,892,834 $3,346,388 -$1,453,554 -27.7 10

Jewelry, Luggage & Leather Goods Stores 4483 $2,311,678 $3,563,612 -$1,251,934 -21.3 11

Sporting Goods, Hobby, Book & Music Stores 451 $6,916,995 $9,136,874 -$2,219,879 -13.8 38

Sporting Goods/Hobby/Musical Instr Stores 4511 $3,024,171 $5,927,426 -$2,903,255 -32.4 33

Book, Periodical & Music Stores 4512 $3,892,823 $3,209,448 $683,375 9.6 5

Department Stores Excluding Leased Depts. 4521 $34,529,829 $73,651,758 -$39,121,929 -36.2 18

Miscellaneous Store Retailers 453 $6,718,833 $10,780,411 -$4,061,578 -23.2 65

Florists 4531 $372,528 $290,375 $82,153 12.4 4

Office Supplies, Stationery & Gift Stores 4532 $4,335,423 $6,835,657 -$2,500,234 -22.4 24

Used Merchandise Stores 4533 $387,548 $563,165 -$175,617 -18.5 12

Other Miscellaneous Store Retailers 4539 $1,623,334 $3,091,213 -$1,467,880 -31.1 25

Nonstore Retailers 454 $2,338,110 $1,648,878 $689,232 17.3 2

Vending Machine Operators 4542 $1,025,691 $0 $1,025,691 100.0 0

Direct Selling Establishments 4543 $1,257,265 $1,648,878 -$391,613 -13.5 2

Limited-Service Eating Places 7222 $44,710,354 $97,552,173 -$52,841,819 -37.1 60

Special Food Services 7223 $3,585,628 $4,892,171 -$1,306,543 -15.4 6

Drinking Places - Alcoholic Beverages 7224 $4,568,580 $0 $4,568,580 100.0 0

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Leakage/Surplus Factor 20 15 10 5 0 -5 -10 -15 -20 -25 -30 -35 -40 -45 Food Services & Drinking Places

Leakage/Surplus Factor 100 90 80 70 60 50 40 30 20 10 0 -10 -20 -30 -40 Drinking Places (Alcoholic Beverages)

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Economic Development Strategy