Creative Assets—Strengths, Opportunities, and Gaps

In discussing the region’s creative economy assets, participants at the January 14 meeting closely examined a document prepared by RTS entitled the Community Assets Summary. This chart set forth a concise overview of the more in-depth regional asset mapping that RTS has conducted over the past several months. 

In looking over the RTS asset summary chart, meeting attendees sought to determine whether the mapping exercise had fully described the region’s assets. They discussed:  

1) The region’s chief competitive advantages and emerging opportunities, regarding its creative economy; and 2) Any existing gaps in the overall support structure needed to develop the regional creative economy.

One factor with which participants wrangled throughout their working group deliberations was the distinction between creative economy assets and creative enterprises. Many attendees presumed the two are, for all practical purposes, identical. However, creative economy assets are better described as the support system that makes it possible for creative enterprises and the creative workforce to thrive.

For example, a graphic arts program at Stanly Community College or South Piedmont Community College is an asset. A small firm that does graphic design is a creative enterprise. Morrow Mountain is an asset. A small trail outfitter business is a creative enterprise. Art galleries, like Falling Rivers Gallery in downtown Albemarle or the Olde Mill Art Gallery in Wadesboro, are assets, too, because they make it possible for individual artists to showcase and sell their work.

In light of this distinction, which often seemed ambiguous to the participants, much deliberation centered on what they considered to be strengths, opportunities, and gaps. Highlights of those discussions are presented below. Comments and observations, wherever appropriate, are included as italicized text.

STRENGTHS

• Recreational Activities and Venues:  * Pee Dee National Wildlife Refuge * Morrow Mountain State Park * Hunting Preserves * Equestrian Events and Equestrian Heritage Festivals * Lakes * The Fork Farm Outdoor Recreation and Event Facility

• Agriculture and Local Foods Comment: Both are very important to area, although participants felt that they were not well represented in RTS’ asset mapping. (Farms are businesses and thus not, by this study’s definition, considered to be assets.) Even so, the region features a prevalence of North Carolina artisan cheese makers, vineyards, and local grapes, muscadines, and blackberries for wine making.

• Farmers Markets in both Anson and Stanly Counties

• Uwharrie Mountains Wine Trail and Carolina Thread Trail

• Genealogy and Cultural Heritage Comment: Genealogy is an important (and popular) tourist attraction for those looking to know more about their family background and cultural heritage.

• African American and Native American Cultural Heritage Comment: The two counties have significant African American and Native American populations. A further question would ask if there also is a significant Hispanic population in the region, as well as other ethnic minorities.

• Southern Piedmont Community College (SPCC) and Stanly Community College (SCC) Early College National Program • Anson New Technology High School (ANTHS)—Project Learning Comment: Participants suggested that ANTHS create a student project to support the regional creative economy initiative’s web development and regional branding efforts. The group also suggested that ANTHS create a “GAS (Go Anson Stanly) App” for mapping tourist attractions.

• Small Business Administration (SBA) Score Program and Small Business and Technology Development Center (SBTDC) Business Development Services

• Lower Cost of Living in Anson and Stanly Counties, relative to nearby metropolitan areas, such as Charlotte and even Greensboro, Winston-Salem, High Point, and Raleigh. 

OPPORTUNITIES

Collaborative Two-County Strategies

Several participants acknowledged that Anson and Stanly Counties have a history of good working relations. Most seemed to feel that the two counties are uniquely well suited to collaborate within this creative economy initiative. Participants suggested the following as potential points of collaboration:

• Comprehensive Branding and Marketing of the Overall Two-County Region

• Cross Marketing Among the Two Counties as well as Individual Towns Comment: All area businesses and towns can recommend one another’s desirable qualities and attractions to visitors. “Silos” need to be connected. Neighbors and local businesses can help to bridge existing asset gaps and encourage each other’s growth.

• Encourage Closer Collaboration of Town and County Entities Comment: Wadesboro vs. County has sometimes been an issue.

• Encourage Local Businesses to Act as Assets For Each Other Comment: How can businesses help each other to thrive without sharing confidential information or unnecessarily competing with each other?

Strategies to Support Tourism

• Create Aesthetically Pleasing Gateways to Counties and Towns Comment: Focus on development of attractive downtown areas and especially Highway 74, as it is the major artery most traveled by visitors passing through.

• Enhance and promote Uwharrie Mountains Wine Trail and Carolina Thread Trail Comment: The Uwharrie Mountains Wine Trail winds from Salisbury to Albemarle. It includes Dennis Vineyards and Winery and Stony Mountain Vineyards. For more information, see www.uwharriemountainswinetrail.com

• Develop Uwharrie Capital Corp Building as a Visitors Center (already underway)

• Create and Promote New Wayfinding Trail to Market Crafts, Local Foods, etc.

• Encourage Landowners to Develop Land for Tourist Attractions 6 Comment: The two counties have land that could be developed for growing grapes or for other enterprises that have the potential to draw tourists to the area.

• Develop and Promote Alternative Health and Fitness Opportunities as Attractions 

• Market Timber Sports as Attractions

Strategies to Support Agriculture and Food

• Encourage Collaboration among Regional Farmers and IGA to Promote Local Foods Comment: Ideas were well received by the local IGA. There is a need for a visible network to link IGA and other small grocers to farmers.

• Establish a Local Food Branding Initiative

• Participate in NC Farm Fresh / Farm-to-Fork Initiative

• Create Roadside Tourism Opportunities to Take Advantage of Heavy Summer Traffic (May-August)

Strategies to Support Youth Development

• Anson New Technology High School Project Learning Comment: Create school project to support web development / branding efforts. Create “GAS (Go Anson Stanly) App” for mapping tourist attractions as a potential Anson New Technology High School project was also mentioned.

• Create Network of Local Businesses to Act as Mentors to High School Students Comment: Future Business Leaders of America (FBLA) advisors or the instructors of entrepreneurship programs at regional community colleges could act as adult advisors for high school groups or projects. Participants mentioned Mike Spurling, SCC’s Entrepreneurship program, and the FBLA group at West Stanly High School.

 • Develop the Potential of Area Youth Comment: It is important to address the needs and potential of our young people and make efforts to encourage them to remain in the area after high school or return after college.

Strategies to Support Visual and Performing Arts

• Provide Studio Space for Working Artists

• Promote the Development of Small to Mid-Sized Performance Venues Comment: The two counties have a lot of performing talent but not enough venues. Agri-Civic Center in Stanly County is a large venue, but is too big for many performers. It is hard to fill the large auditorium.

• Develop Networking Opportunities for Young Artists (Target Post-K-12) • Revitalize and Promote Artist Receptions in Two Counties

Strategies to Support Entrepreneurs

• Revolving Loan Funds for Entrepreneurs / Community Kitchen Insurance Comment: There are more lenient rules in these counties for revolving loans than other areas in NC. Participants also mentioned the potential opportunity for government to bridge the gap between the bank and the entrepreneur.

• Business Development for Entrepreneurs Comment: Because banks no longer provide routine assistance with business plans when businesses apply for loans (due to liability issues), it is important for other regional institutions to offer business assistance to loan-seeking entrepreneurs.

• Greater Use and Promotion of Anson Community Kitchen (located at New Ventures at SPCC) as a Regional Asset • Funding for and Marketing of New Ventures Business Development Services • Search Engine Optimization for Regional Websites that Promote Local Resources • Social Media, including Twitter, Facebook, etc. Comment: Develop Facebook page for this creative economy initiative.

Strategy to Encourage Retirement in Area

• Support Retirement Centers / Services and Promote Senior Enrichment Programs Comment: There are many attractions that might encourage retirement in area: lakes, golf courses, vineyards, and other natural resources and recreational opportunities.

GAPS IN OVERALL REGIONAL SUPPORT STRUCTURE (Assets)

• Broadly Networked Communication Among Creative Economy Stakeholders

• Search Engine Optimization (for Creative Economy-related and Tourism Websites)

• Investment Capital for Project Maintenance and Website

• Funds for Downtown Development

• Venues / Studio Spaces for Artists to Work