Launched in 2010 by the Economic Development Coalition for Asheville-Buncombe County and Asheville Area Chamber of Commerce, AVL 5X5 was the first 5-year strategic plan to unite business leaders, the City of Asheville, Buncombe County, educational institutions, and the community around a common goal to attract and retain jobs that enhance career opportunities, expand key industries, and strengthen the economy.

Hurricane Helene devastated the WNC region in the planning stages of the 2030 strategy, prompting a strategy pivot. At an October EDC Board meeting, Economic Strategist Amy Holloway, who has worked in other regions following a natural disaster, suggested incorporating an Economic Recovery Plan into the strategy.

Board members emphasized the necessity of collaboration between industries and government leaders as coordinated efforts are essential to recovery. They also stressed the importance of establishing a unified definition of recovery to maintain focus on shared goals.

While previous EDC 5X5 strategies centered on business creation and retention in industries like manufacturing, economic recovery in the Asheville area will also heavily rely on tourism. Many local small businesses — including restaurants, breweries, retailers, arts and entertainment venues, and attractions — depend on visitors for survival. Addressing the recovery of this sector requires a shift in traditional 5X5 strategy priorities.

According to Senior Vice President of Economic Development Clark Duncan, the work of economic development encompasses job creation, wage growth, and diversification — all critical components of recovery.

Existing challenges in areas including housing and affordability, education, and business climate have long been EDC priorities. The board recognizes a needed shift to focus on emergency housing and emergency funding for infrastructure needs including roads, bridges, and hardening existing public water infrastructure.

“While we don’t lobby, we see these as critical things that will speed recovery, and so the Chamber will incorporate those into their advocacy agenda,” Duncan said.

Entrepreneurship and startup businesses, often the most impacted during disasters, are also a key focus. Rather than becoming more conservative with startup funding, becoming more creative in facilitating capital while incubating these businesses will be imperative for the business ecosystem. Venture Asheville’s programs encourage and support the next generation of startups, and a new startup accelerator program launching in the spring reflects this effort.

In mid-December, Duncan said working with Holloway and leveraging her understanding of disaster recovery solutions has highlighted that collaboration and community will continue to be at the forefront of the region’s ability to recover.

“United communities accomplish things together they should never accomplish, and divided communities fail at things they should never fail at,” Duncan said. “I think we’ve always taken great pride in that sort of Appalachian unity here, and I think we’re going to have to really continue to draw on that.”

Holloway’s insights also revealed that preexisting trends are often exacerbated by disasters, whether positive or negative. As in-migration brings people’s time, talents, and treasures along with socio-economic growth, it expands opportunities throughout the region. Throughout the last three decades, in-migration was the root of many small businesses, and has built a unity of purpose and love for the area.

Conversely, New Orleans was already seeing a population decrease in the years leading up to Hurricane Katrina, but then suffered a significant population loss after the devastation brought by that storm. The potential for the Asheville area’s population growth trend to shift from growing to declining remains a concern. While early unemployment data shows a loss of 15% of jobs in the hospitality industry, there is a lingering fear that further job loss will lend to residents leaving the region.

“The TDA remains the lead agency on sharing the messaging around reopening in Asheville,” Duncan said. “We consider ourselves a sister organization and a partner and echoing that work. We meet regularly — city, county, TDA, EDC, the Chamber, Go Local, Asheville Downtown Association, Asheville Independent Restaurants, and many others to stay on the same page as much as possible here, and I think that’s been effective. While personally, you and I have been fairly spared some personal trauma, that is just not true of our neighbors in the business community. 

“Those aren’t just names in a headline,” Duncan said. “We know the people at Diamond Brand. We know the people at Bold Rock. These closures really hit home with us, and they have impacts that ripple not just throughout the economy, but through those people’s lives. We have to somehow carry this ability to recognize and grieve for this injury to our region and think strategically about what’s next for us, and how we can try to minimize that pain. That’s the magic of the ‘reopening’ conversation. As much as you and I try to spend downtown, we can’t support all of those shops, and we rely on that visitation that loves our community.”

Industry diversification will continue to be a part of the strategy for economic development and recovery. Looking at data on the local workforce and its strengths and weaknesses, local leaders can determine what skillsets are concentrated in the area. The region excels in automotive and aerospace manufacturing because there have been decades of workforce strength and investment in machining and fabrication. There is a concentration of James Beard Award-winning chefs because of the local educational institutions and the peer group that fosters talented culinary professionals. Areas like these are where strategic investment is a good idea, and where generational commitments will eagerly be made.

Cleanup and thoughtful planning around the most heavily-impacted districts is also imperative. The most destruction occurred in hyper-local neighborhoods, and for the entire region to heal, helping to rebuild those areas must be a priority. Local chambers are working together throughout the region around issues and advocacy in an effort to present state and federal legislatures with one voice.

While positivity, strength, and resilience are frequently-heard words across the region, Duncan reiterated that these are indeed sobering times. Experiences and challenges vary widely from person to person and business to business. People have showed up, cleaned up, and are trudging forward the best way they know how, but everyone is dealing with very different versions of the same trauma. 

“It’s not realistic to say that’s behind us; that we’re moving into 2025 and all that’s over now,” Duncan said. “As humans, we want to rush to ‘it’s over now.’ It’s probably better to set our expectations of this as a multi-year effort. We’re going to have ups and we’re going to have downs. I think planning helps us organize our thoughts, and pulling together helps us find comfort. I’m hoping that’s what this plan can accomplish.”