Downtown/Waterfront Development Plan and Market Analysis 1989-1989

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TOWN OF MURFREESBORO
DOWNTOWN/WATERFRONT
DEVELOPMENT PLAN
AND MARKET ANALYSIS
1989
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Technical A Division of Coastal Management
EAST CAROLINA UNIVERSITY
REGIONAL DEVELOPMENT INSTITUTE
Willis Building
Corner First and Read Streets
Greenville, North Carolina 27834-4353
[phone]
and
MID -EAST COMMISSION
P.O. Box 1787
Washington, North Carolina 27889
[phone]
The preparation of this report was financed in part through a grant provided by the North Carolina
Management Program, through funds provided by the Coastal Zone Management Act of 1972, as amended, which
is administered by the Office of Ocean and Coastal Resource Management, National Oceanic and Atmospheric
Administration.
NOTE: North Carolina Management Program captioned
above refers to North Carolina Coastal Management Program.

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PREPARED FOR
THE TOWN OF MURFREESBORO, NORTH CAROLINA
Prepared by
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MURFREESBORO DOWNTOWN/WATERFRONT
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PLANNING CITIZEN COMMITTEE
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Bill Parker, Downtown Business Area
Barbarette Warren, Chamber of Commerce/
Downtown Business Area/Beautification
Percy Bunch, Historic Association/Port Authority/
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County Commissioner/Business Community
Ray Dixon, Chamber of Commerce/Finance Industry
James Eason, Planning Board/Chamber of Commerce/
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Finance Industry
Jennifer Moore, News -Herald Reporter/Ahoskie-
Murfreesboro Citizen
Paul Boone, Hertford County Soil Conservation
Bill Early, Hertford County Industrial .Development Commission
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Earl Teliga, WBCG-FM Radio
Kay Mitchell, Roberts/Vaughan Village Center
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Greg Hughes, Soil and Water Conservation
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With Technical Assistance from
REGIONAL DEVELOPMENT INSTITUTE
"Dick"
S. Richard Brockett, Senior Planner
Teresa Scarlett, Small Business and
Technology Development Center
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Mack Simpson, Projects Manager
Jo Leichte, East Carolina University Environmental Design
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Mike Smith, East Carolina University Geography and Planning
Jeff Campagna, East Carolina University School of Art
Bill Pittman, East Carolina University Computer Science
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and
MID -EAST COMMISSION
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Robert J. Paciocco, Executive Director
Connie R. Price, Director of Planning
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Tamara Schatz, Land Use Planner

TOWN OF MURFREESBORO
DOWNTOWN/WATERFRONT
DEVELOPMENT PLAN
AND MARKET ANALYSIS
1989
TABLE OF CONTENTS
PAGE
PREFACE........................................................
PURPOSE.......................................................
PROCESS.......................................................
OVERALL ASSESSMENT ............................................
DOWNTOWN ECONOMIC ANALYSIS ................................
WATERFRONT AREA ANALYSIS ...................................
SURVEY RESULTS
RESULTS FROM MERCHANTS' SURVEY .............................
RESULTS FROM SURVEY OF CHOWAN COLLEGE
STUDENTS AND RESIDENTS ..................................... .
RESULTS FROM THE CITIZEN SURVEY .............................
RESULTS FROM THE WATERFRONT SURVEY ........................
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OBJECTIVES.................................................... 8
DOWNTOWN ECONOMIC ANALYSIS ................................ 8
SHORT-TERM OBJECTIVES (UNDER 2 YEARS) ::.................... 8
MEDIUM -TERM OBJECTIVES (2 - 5 YEARS) ........................ 13
LONG-TERM OBJECTIVES (5 - 10 YEARS) .......................... 17
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TABLE OF CONTENTS
PAGE
WATERFRONT ANALYSIS ........................................... 20
IMAGEABILTTY................................................ 20
COMMUNITY APPEARANCE ...................................... 20
ACCESS AND LAND USE ......................................... 21
IMPLEMENTATION ............................................. 22
EXPENDITURE COSTING ....................................... 22
IMPLEMENTATION TIMETABLE ................................. 23
MARKET ANALYSIS ............................................... 25
PROBLEMS ................... 25
DOWNTOWN MERCHANTS ....................... ............... 25
DEMOGRAPHIC DATA .......................................... 25
MATCHING DESIRE TO FEASIBILITY ............................... 26
GENERAL RECOMMENDATIONS ...................................... 27
INDUSTRIAL APPROACH ........................................ 28
THE COMPOSITE APPROACH ..................................... 28
REFERRALS TO ON -GOING SOURCES OF ASSISTANCE ................. 29
FINANCING STRATEGIES ........................................... 29
SUMMARY...................................................... 31
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I PREFACE
' The following information is a composite of an eight -month g
lannin process to determine the
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problems and opportunities related to the economic development of downtown Murfreesboro as well as
the redevelopment of the Meherrin River waterfront area. Through information -gathering, public
assessments and group evaluations, an inventory of planning objectives was constructed to guide the Town
over the next five to ten years. Although the objectives and their rationale provide the direction and
' context of the work that needs to be accomplished, it is the local leaders and citizenry of the Town that
must mold the steps to best fit the prevailing attitude and the available resources and abilities of the Town
as a whole. The planning process maintained feasibility but also tried to inject visions worthy of
Murfreesboro's future attention.
PURPOSE
Small and mid -sized cities throughout rural North Carolina are in a continuing fight to maintain vital
and active central business districts. This is the case for the Town of Murfreesboro as they approach a
new decade.
The past decade has not been particularly kind to Murfreesboro as population and economic activity
have waned. Primarily, the change could be attributed to a reduction in the role of agriculture. With
the local economic base unable to supplement the change, such a condition negatively impacts the local
commerce and spin-off problems start to occur Q.g., reduced clientele, less inventory, fewer improvements,
vacant stores, etc.). The conditions have become more noticeable in Murfreesboro.
By themselves, these negative conditions are serious. When they occur, they are further compounded
by a series of other problems. The image of the downtown affects the minds of potential shoppers and
' in effect, they seek other locales in which to shop. Also, the downtown becomes susceptible to the
attraction of nearby new places to shop such as shopping malls, centers, or other commercial centers. In
addition, local investors are more skeptical thus resulting in limited competition. All of these circumstances
' combine to weaken and shrink the local market and make the downtown businesses victims of decline and
decay. It was determined by the Town of Murfreesboro that a look at the downtown business district must
take place before the cycle of problems worsened.
In conjunction with the decay of economic development in Murfreesboro, an analysis of the Meherrin
' River waterfront reveals that this area is not receiving the full attention and utilization that this beautiful
natural resource deserves.
As transportation methods diversified over the years, the importance of the Meherrin River as a
navigational throughway have lessened. As a result, a strong economy that early settlers established based
on Murfreesboro's water resources has also decreased.
Through this serious approach to revitalization, the downtown and waterfront area can regain its lost
vitality. Businesses, citizens, and visitors of Murfreesboro can all benefit from this redevelopment analysis
! . by retrieving economic and environmental virtues.
PROCESS
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Initially, the process involved establishing background information about the community and identifying
any apparent statistical changes. Secondly, a citizen's committee was appointed to work throughout the
' process to provide input and comments that would guide the work until conclusion. The third phase of
the project was to conduct surveys that would help determine the prevailing attitude of the local citizens
toward the downtown (Main Street) shopping area and waterfront. Also, one-on-one surveys of the local
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merchants were conducted to obtain their opinions about their businesses, as well as the downtown area.

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Prior to the survey result findings, the citizens committee was taken through a series of exercises that
identified problems and established additional concerns of the community. These exercises attempted to
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place priority on these concerns as well as determining what solutions might address them. Through
discussions, a list of general objectives was achieved. Then, coupled with the survey findings, a list of
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specific objectives was developed along with sets of action steps needed to accomplish the objectives.
The last of the included the following:
phase process
• Rendering of downtown storefronts suggestive of physical improvements for the
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synchronous aesthetic enhancement of the downtown area.
• Timely objectives for feasible improvements to the downtown waterfront areas were
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addressed and presented with implementation goals and actions indicated.
• A technical display package inclusive of this report and its supplemental informative
poster is the final product of Murfreesboro's redevelopment/revitalization efforts.
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These final products with their accompanying explanations, establish a base of information whereby
local merchants and citizens are enabled to work toward common improvements. They should also serve
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to clarify incentives by providing a constant source of background information concerning the wants and
needs of the Town, its business environment, and its valuable water resources.
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OVERALL ASSESSMENT
' DOWNTOWN ECONOMIC ANALYSIS
The Town of Murfreesboro is beginning to realize the effects of a deteriorating downtown business
' district. Through its location at the axis of US Hwys 158 and 258, plus the stability of Chowan College
and activities surrounding historic preservation, the Town has been able to remain stable. Only until the
last several years has this stability started to erode.
' A fundamental problem in Murfreesboro is the fact that no individual has been designated to deal
with the various problems that emerge. The downtown is served by several groups with varying interests
in its future. The groups included the local Chamber of Commerce, the Industrial Development
Commission, and the Historic Murfreesboro Association. Each of the groups have specific areas of interest
1 that are most important to their goals. Separately, these goals do not complement each other in ways that
would allow the downtown to benefit. In addition, the downtown does not have an active group that
would pursue needed promotions, store improvements, business recruitment, public relations, or public
' improvements. Each of these approaches to downtown improvement is presently weak or non -existent --
either publicly or privately.
In addition, though the Town has been blessed with a high degree of historic preservation activity,
' the downtown business structures have not been a part of this effort. Along Main Street, the buildings
have limited historical significance or value; thus, they did not receive the attention that many of the
older local homes are receiving. These two problems are the major impediments to revitalization efforts
in this small, historically -rich Town.
' The majority of other needs that exist for downtown Murfreesboro are borne out of the basic lack
of an organized approach to revitalization that has plagued the Town over the past decade. These
problems relate to the inability of the Town to cater to their existing market and to build upon this
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support.

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Though the overall economic climate of the surrounding area has not been strong, Murfreesboro's
problems have exceeded those of its immediate neighbors. Several steps must now be placed in motion
to set a positive direction for change. It is felt that the following objectives and their accompanying
action steps can be the catalysts to begin this change.
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WATERFRONT
A RFRONT AREA ANALYSIS
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The main study area examined in this redevelopment analysis encompasses all shoreline areas of the
Meherrin River adjacent to the Town. The land owned by the Town of Murfreesboro is of primary
concern.
Two industries are located within the Study Area. Georgia Pacific has a large wood processing
operation at the east end of Broad Street between East and Third Streets, and its holdings extend north
of Broad Street to the River. Royster Mercantile Company, a fertilizer distributor, also has a large retail
distribution warehouse along the River at the north end of Hart Street.
The Town of Murfreesboro owns three parcels of land contiguous to the River. One parcel on the
southern bank east of US Highway 258 contains the Town Park. A children's play area, a baseball field,
and basketball courts are located on the higher elevation of the parcel. A paved road leads down a slope
and along the River, the road turns into a dirt path that follows the bank of the River for a short
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distance.
The second parcel of land owned by the Town is located on the southern bank of the River west of
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US Highway 258. This property is currently an undeveloped area on a bluff above the River. A steep cliff
descends down to the River on the northern edge of this tract.
Across the River on the northern bank of the Meherrin, east of US Highway 258 lies the third Town -
owned tract. Wastewater lagoons, a parking area, a boat ramp, and a canal cut to the River are all located
on this parcel of Town property.
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The Union Camp Corporation owns a tree farm on the northern bank of the Meherrin River and a
Murfreesboro citizen, Felton Murray, owns land east of the Town Park. At the present time, no
immediate plans for development of privately -owned property bordering the River are active.
SURVEY RESULTS
In order to properly assess the opinions of Murfreesboro citizens, several surveys were conducted by
RDI staff. All surveys conducted, except for the one-on-one merchants' survey, included questions about
the downtown and the waterfront. For more details on the purpose and methodology of the, surveys, see
the Survey Findings Report available for inspection at the Town Hall.
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RESULTS FROM MERCHANTS' SURVEY
' Most of the downtown businesses are retail businesses that have been operating in Murfreesboro for
over ten years. The merchants feel the majority of their customers make less than $15,000 per year, have
a high school education, are between the ages of 46 and 55 years old, and live within a ten mile radius
' of the downtown area.
The most often cited positive aspects of locating a business in downtown Murfreesboro were the
friendly people and the high traffic count of Highway 158 which runs directly through Main Street
downtown.

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Suggested improvements included: forming a Merchants' Association, aggressively courting industries
' to locate in Murfreesboro; ad campaigns to draw both local business people (Chamber of Commerce
members) and residents to the downtown area.
Most of the merchants felt that their competition was located within the Town of Murfreesboro, and
that their competitors had higher priced and lower quality goods than did they. Merchants were divided
on whether or not change was necessary or possible.
RESULTS FROM SURVEY OF CHOWAN COLLEGE STUDENTS AND RESIDENTS
Basically, the townspeople and college students that were surveyed did not agree with the merchants.
They did not feel that parking is a problem. They felt a higher quality, lower priced, larger variety of
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goods was available in nearby, larger towns.
Most of Murfreesboro merchants offer convenience goods (goods that are consumed daily). These
type of stores were generally rated more highly by Murfreesboro citizens than were stores that sold
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comparison goods (goods with longer term consumption such as apparel , furniture, and appliances).
Although most residents and students reported shopping in the downtown area on a weekly basis,
they also claimed to shop out of town for general merchandise, household goods, and large purchases.
The majority also claimed that when they shopped in Murfreesboro, it was most often during the weekdays.
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This would also indicate that convenience goods are the big items being purchased in Murfreesboro.
Both students and residents would like to see a franchised department store and a discount clothing
store come to Murfreesboro. Both groups also desired a Mexican Restaurant and a gift shop to be located
in the downtown area. Students expressed a feeling of being ignored by the downtown merchants, while
the general citizenry reported receiving friendly service.
A bowling alley and a skating rink were high on the residents' list of desired businesses, while a music
shop, a pizza delivery business, and a nightclub were priorities on the Chowan College students' list.
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(There are existing recreational facilities available to the students and associates of Chowan College which
are located on the campus.)
RESULTS FROM THE CITIZEN SURVEY
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See Survey Findings Report available for inspection at the Town Hall.
RESULTS FROM THE WATERFRONT SURVEY
The Murfreesboro Downtown Shopper Survey and the Chowan College Student/Staff Survey included
questions concerning the waterfront. The process used for the first survey was one-on-one personal
' interviews. The RDI staff approached individuals "on the street" in the downtown area. This was done
on a Thursday morning and afternoon (April 20, 1989), and a Saturday morning (April 22, 1989). The
second survey was conducted on the campus of Chowan College. A central meeting place for the students
' was chosen to conduct personal interviews. This site was picked in order to get a cross-section of
responses.
The content and approach of each interview was set up on a similar manner, with each of the two
surveys containing questions related to personal opinions, overall attitudes, and shopping habits.
A total of 91 responses were received. Forty-seven responses were from Chowan College, while 44
were from the downtown area.

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The College survey responses were 29 (61%) from whites, 17 (39%) from non -whites. The age of
' all respondents was between 17-25 years.
Of the 44 responses from the downtown area, 21 (47%) were received from whites. The ages of
these respondents were as follows:
15 - 22 years 6
23 - 32 years 14
33 - 45 years 10
46 - 50 years 12
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60+ years 1
Overall, the students did not seem to be aware of the Meherrin River area. They preferred to use
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facilities at the Chowan River or nearby beaches. Much, of this appeared to be related to personal
preference and lack of attraction and facilities of the local Meherrin River. Generally, the citizens were
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more aware of the Meherrin River and did use it significantly more.
The waterfront section in each survey given was' identical. In Question One dealing with how often
citizens went to the waterfront area, slightly less than 9% of the Chowan College students had really
visited the waterfront*, while 27% of the downtown shoppers felt they had actually visited it. Among the
reasons included was concern for the safety of motorboat operation in the area, especially during certain
parts of the year and certain weather conditions.
Question Two revealed that only 5% of the Chowan College students had used the wildlife access
boat landing, while 22% of the downtown respondents had done so. This was due, in part, to the limited
accessibility of the area and lack of boating to use it. Also, many showed a lack of knowledge about
where the landing was located.
Question Three showed only 6% of the college student respondents favorably supported using the
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River, while 59% of the downtown shoppers were positive about using the River. One of the most cited
reasons for not using the River was perceived to be a lack of overall cleanliness. Most of the positive
responses related to the need to use available resources.
Question Four yielded a definite "no" to the inquiry about the River having proper accessibility and
being usable by those surveyed. Ninety-one percent of the college students gave this answer, to
go along with 82% of the downtown shoppers. Many people expressed a hope that this would change if
additional new facilities were placed in the waterfront area. Again, respondents had difficulty distinguishing
between the usage of the River and usage of properties that are adjacent to the River.
In conclusion, some possible solutions offered to the current problems of the waterfront area included
development of a county -wide positive image campaign. Generally, they felt the River area has a lot to
offer, yet the public does not recognize or seem to be aware of any local efforts to upgrade this area. It
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was suggested that the Chowan College students could utilize the River if rental equipment and/or river -
related courses were offered by the school.
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*NOTE: Respondents had difficulty in determining whether using the Highway 258 Bridge constituted
visiting the waterfront.

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The results of the Downtown Shopper Survey and the Chowan College Survey revealed that, in order
to more clearly address the problems and formulate objectives, another mail -out survey was needed with
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more specific questions about the waterfront. For more details concerning the manner in which with last
survey was administered, please see the Survey Findings Report available at the Town Hall.
Questions, total responses and additional comments involved in the last survey are as follows:
1. Are you aware that Murfreesboro has a Town Park with recreational facilities located on the southern
bank of the Meherrin River
79% YES; 20% NO; 1% NO RESPONSE
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a. If yes, have you or any member of your family used the Park within the last year?
12% YES; 68% NO; 20% NO RESPONSE
b. If yes, what facilities were used?
basketball courts: 6% YES; 94% NO RESPONSE
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children's play area: 8% YES; 92% NO RESPONSE
baseball field: 7% YES, 93% NO RESPONSE
fishing area: 8% YES, 92% NO RESPONSE
other: NO RESPONSE
C. If no, why have you or your family not used the facilities?
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Since this was an open-ended question, percentages were not figured in.
What follows is a listing of basic reasons for not using these facilities: poor
location, run-down, litter, do not have children, not applicable because of age, no
senior citizen activities, drug abuse, vandalism, unsafe conditions, not convenient,
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not interested, no police protection, facilities not noticeable to the public.
2. If improvements are made, what improvements would cause you and your family to use the Park more
often?
picnic facilities: 27% YES; 73% NO RESPONSE
fitness trail (hiking): 12% YES; 88% NO RESPONSE
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walking trail: 21% YES; 79% NO RESPONSE
tennis court: 13% YES; 87% NO RESPONSE
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fishing pier: 23% YES, 77% NO RESPONSE
playground equipment: 21% YES; 79% NO RESPONSE
other (answers specified): Any, if safe and clean; any, if relocated; older citizens do
not use Park; a general facelift; a new access from Highway 258; just knowing it is available;
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if a better atmosphere was maintained; get rid of the drug problem.
3. Are you aware that Murfreesboro has a wildlife access boat landing on the north shore of the
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Meherrin River?
79% YES; 14% NO; 6% NOT SURE; 1% NO RESPONSE
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4. Have you ever used the boat landing?
45% YES; 54% NO; 1% NO RESPONSE
5. Do you think the River is a desirable place for recreational activities?
69% YES; 15% NO; 14% NOT SURE; 2% NO RESPONSE
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6. Do you support Murfreesboro's effort to revitalize the waterfront area?
72% YES; 15% NO; 11% NOT SURE; 2% NO RESPONSE
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7. Do you support the idea of a Town -wide River clean-up day?
78% YES; 10% NO; 8% NOT SURE; 4% NO RESPONSE
8. Do you support the idea of an annual Town festival focusing on the Meherrin River?
74% YES; 12% NO; 10% NOT SURE; 4% NO RESPONSE
9. Would you like to see a boat docking area on the Meherrin River?
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75% YES; 8% NO; 13% NOT SURE; 4% NO RESPONSE
10. Would you like to have the River dredged regularly?
51% YES; 9% NO; 31% NOT SURE; 8% NO RESPONSE
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11. Would you be willing to pay more taxes for the Town's waterfront revitalization efforts?
25% YES; 45% NO; 28% NOT SURE; 2% NO RESPONSE
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12. What, if any, additional recreational facilities would you like to see near the boat landing?
picnic facilities: 55% YES; 45% NO RESPONSE
walking trail: 34% YES; 71% NO RESPONSE
rest rooms: 59% YES; 41% NO RESPONSE
larger boat ramp: 31% YES; 69% NO RESPONSE
canoe rentals: 20% YES; 80% NO RESPONSE
none of the above: 8% YES; 92% NO RESPONSE
others listed: seafood restaurant, camping area, boat rides, swimming, sporting
goods store, playground for children, all of the above.

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OBJECTIVES
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The following objectives are designed as a guide to the resolution of the problems, needs, and
opportunities of the Town of Murfreesboro. Each objective has a special part to play in the overall
scheme of downtown development and waterfront redevelopment that has been envisioned through this
planning process.
Each objective has a list of steps that provides a logical, rational guide to their accomplishment. The
' steps must be viewed as a general outline. Each step must be pursued with in-depth attention in order
to best accomplish the intent of the plan.
Each objective is preceded by an introductory paragraph that sets the background and provides insight
into the proposed steps that need to be taken. Additional background information is offered within this
section so that readers can get a better understanding of the many aspects of development in small towns.
' DOWNTOWN ECONOMIC ANALYSIS
' SHORT-TERM OBJECTIVES (UNDER 2 YEARS)
PURPOSE
' The following objectives are those considered to be the most immediate. The attention to these
needs' ultimate accomplishment are the foundation for later actions. Without the accomplishment of
these objectives, many of the ultimate goals will never be realized.
Short-term objectives can be addressed over a one to two year timetable. Some are easily
accomplished, while others may need additional time to be achieved. It is imperative in any comprehensive
development process that all objectives are approached with equal importance and determination. Too
' many times towns will go to great lengths to accomplish one element and lose the overall direction of the
plan.
Emphasis on overall organization and leadership by Town leaders, citizens, and existing civic groups
' are also essential if the short-term objectives are to be achieved.
OBJECTIVE ONE: Increase and/or improve directional signs leading into the
downtown and historic area.
One immediate deficiency that was noted by the study group and the Downtown Development
' Committee was the lack of well -placed signs. Types that are needed include signs directing traffic to the
downtown area from the major traffic arteries (US 258 and 158), and signs guiding visitors to the historical
area.
During the planning process, several steps were taken locally to improve the signs in the downtown
' area. It is felt that further steps should be taken to bring more attention to downtown, and more
attention to available points of historic interest.
This objective is dependent upon state and local cooperation, as well as increased local efforts to
' establish a well -conceived, effective network of downtown/historical area signs.
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STEPS TO ACCOMPLISH OBJECTIVE:
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Consult with North Carolina Department of Transportation on additional signs; find out
criteria for signs directing traffic to Downtown Historic Murfreesboro along major
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entrances.
• Petition North Carolina Department of Transportation to allow placement of three
additional signs on highway leading into Murfreesboro designating it as a historic site.
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Work/coordinate with civic groups to place new welcome sign(s) at traffic oriented
locations. (Any additional welcome sign should complement new historical signs.)
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Establish sign network leading throughout Town and directly to informational sources.
• Increase/supplement historic signs with individual place markers and informational
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background.
• Develop a display on Historic Murfreesboro to be placed at the present rest stop outside
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Town and coordinate such efforts with plans for by-pass.
OBJECTIVE TWO: Outline program to deal with existing vacant stores/buildings.
Vacant storefronts in the main business district, easily visible to pedestrians and drivers alike, present
a negative image. That image influences potential new businesses, existing businesses, shoppers, and
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passersby. As people want to be associated with successful things, so too, do people want to be part of
a dynamic, healthy town. Storefronts should look attractive, busy, and vital.
' STEPS TO ACCOMPLISH OBJECTIVE:
• Develop listingrnformation of current landlords and addresses.
'0 Inventory problems, needs, expectations of present merchants.
' Identify and list alternative uses to businesses (i.e., art gallery, meeting space, public
exhibits, day care, etc.).
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Organize fix-up/clean-up of vacant stores for prospective users.
• Promote quarterly window displays and/or exhibit space for vacant buildings. (Potential
exhibits might include: Chowan College, local public schools, 4-H, Scouts, senior citizen
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organization, civic clubs, garden clubs, and Historic Society.)
• Institute system for regularly replacing displays in vacant stores.
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Display renderings of renovated downtown buildings at a public place showing what is
possible with improvements.

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OBJECTIVE THREE: Fully organize downtown merchants' group.
The first major organizational effort that should be made is to solidify a downtown merchants' group,
all indications point to the fact that it has been weak with little direction and little common support.
' There is a wide range of problems in the downtown area that cannot and should not be addressed on a
piecemeal, individual basis. A set of leaders from the merchants themselves must take the initiative and
identify available resources to establish a downtown program that is responsive to the objectives that have
been set forth in this planning document.
STEPS TO ACCOMPLISH OBJECTIVE:
' Develop work program based upon other objectives.
• Elect board of directors.
• Get commitments of support/funds.
' Assign responsibilities and organizational structure.
• Kick off new effort with community activity.
' Develop timing, scheduling, and responsibilities.
' OBJECTIVE FOUR: Improve Town's image based upon civic pride.
"Promotions" is one of the cornerstone concepts of the National Main Street Center's
recommendations for improving the vitality of a community. It refers to special events and festivals that
are centered downtown. The fact that those events are held downtown has proven to have a positive
influence on people's perceptions of downtown. In time, they develop an association with downtown and
special happenings. The whole town benefits as people from outside of the community and outside the
' county come to town for something to do. They will be more likely to spend money at the event, and to
come back at other times to spend money as their perceptions of the community improve and they develop
the habit of shopping in the downtown area.
' STEPS TO ACCOMPLISH OBJECTIVE:
'0 Identify participants and their responsibilities Ci.e., newspapers, radio, television, civic
clubs, etc.).
Identify schedule and method of financing.
• Establish community effort to develop slogan, special theme, and/or symbol to carry out
' campaign.
Identify methods of campaign (buttons, banners, articles, posters, advertisements,
t-shirts, etc.).

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• Emphasize special events surrounding campaigns.
' Establish ongoing committee to monitor events, attitudes, and results.
OBJECTIVE FIVE: Establish Town -wide "Welcome Program" for tourists, college
students, and shoppers.
Murfreesboro does not offer a clear, simple message of "WELCOMEI" to the traveler, despite the
fact that it has so much to offer. Restaurants (including fast food), service stations, convenience stores,
the rest area outside of Town, and other prominent business establishments that are likely to get
' tourist/newcomer traffic should participate in a welcome program. This could take the form of written
materials, including maps.
STEPS TO ACCOMPLISH OBJECTIVE:
' Outline responsibilities for developing program.
' Establish network and timing of welcome activities.
• Indicate Chamber of Commerce as the central orientation point for tourists through signs
and services.
• Develop walking tour maps for distribution at various businesses.
OBJECTIVE SIX: Emphasize senior citizen market.
' Several things are happening to the nation's population that is good news for communities like
Murfreesboro. Three of these things are that the population is becoming older, people are allocating
more resources toward leisure activities, and retirees are becoming more affluent. Together these mean
more older persons are coming to Murfreesboro to have a look at the Town and possibly staying to enjoy
' its pace and quality of life. The community should be ready for these retirees/visitors. This will involve
a total community effort that: 1) gets the retirees to notice Murfreesboro, 2) gets them to visit, 3)
persuades them to relocate to the Town, and 4) keeps them there. There are economic benefits to each
' of these steps as the value of land and businesses increases as the steps are accomplished. Each is
dependent on the preceding one.
' STEPS TO ACCOMPLISH OBJECTIVE:
• Promote Town as a good retirement locale through marketing devices oriented toward
attracting senior citizens.
' Organize an annual appreciation day to celebrate the presence of this group (i.e., Heritage
Day).
' Encourage restaurants and businesses to offer senior citizen discounts so as to keep
residents in Town and to attract others from the surrounding area.
' Develop pamphlet/flyer especially to attract this market niche.

12
OBJECTIVE SEVEN: Improve pedestrian traffic.
The present atmosphere for shopping in the downtown area is not conducive to pedestrian shoppers.
Through the community surveys, citizens indicated they visited more than one store while visiting
downtown. Based upon an evaluation of all the ingredients of the shopping scene, the pedestrian shopper
gets several negative impacts when visiting the downtown area.
All aspects of the pedestrian's needs should be addressed --safety, convenience, pleasant visual
appearance, etc. In addition, the local pedestrian as well as out-of-town shoppers must be attracted
downtown periodically in order to reinforce a "pleasant experience." Such improvements and activities
will help to also reinforce the attributes of friendliness and convenience that the survey results indicated
were present in Murfreesboro.
STEPS TO ACCOMPLISH OBJECTIVE:
• Reduce downtown business signs to a manageable size, scaled to pedestrians.
• Organize sidewalk sales on a seasonal basis.
• Upgrade storefronts and rear entrances.
• Improve window displays and address ways to improve appearance of vacant stores.
• Landscape sidewalk areas and all municipal lots.
• Identify and develop open spaces for pedestrians/visitors that will provide enjoyment such
as picnics, sitting, and town gatherings.
OBJECTIVE EIGHT: Develop on -going cooperative relationship with Chowan College.
One of the stable economic attributes of Murfreesboro is the existence of Chowan Junior College.
Any educational institution should be a solid part of any town's development. This is especially true
when one recognizes the proportion of the potential total shopping public that the faculty, students, and
staff comprise. The ability of a town to maximize this attribute is the most challenging factor of this
objective.
Any efforts should be viewed as mutually beneficial. As improvements are made to the Town,
prospective students will be more interested in attending the school and shopping by students/faculty/staff
will increase.
The short-term emphasis should be placed on generating a renewed spirit of need and cooperation.
This effort will gradually develop into a stronger interdependence that will achieve long-lasting benefits.
STEPS TO ACCOMPLISH OBJECTIVE:
Appoint committee to outline ways that Town/College relationship could be strengthened.
Develop "formal understanding" that underscores the Town's support of College functions.
Direct certain groups such as Chamber of Commerce and Merchants' Association to draft
letter to college officials stating the importance of the College to the Town.

' 13
• Get student/faculty representative on the Merchants' Association and other revitalization
' efforts.
• Make use of human resources (students/faculty/staff) group at the College through course
offerings, activities, and events. Establish courses for merchants offering new approaches
to marketing, services, etc. Involve College personnel and/or student groups in town -
oriented activities and events.
' OBJECTIVE NINE:Organize and/or strengthen sales and promotional program
for downtown businesses.
' Common store hours, citywide sales events, cooperative special events, and other mutual efforts are
indicative of downtown communities that work together effectively for the common good. Today's
shoppers do not have the time to shop for several items in several places. They want to know that they
' can get most or all of their items in one place or. area. If the downtown Murfreesboro merchants will
market the many products and services that they offer, and do so cooperatively, the public's awareness of
downtown Murfreesboro as a destination point will be increased.
STEPS TO ACCOMPLISH OBJECTIVE:
' Coordinate organizational effort through Chamber of Commerce and Merchants'
Association.
• Develop uniform operating hours on Main Street.
' Develop common, theme sales to attract identified markets.
• Divide year into seasonal approach and plan around at least one special event for each
(i.e., watermelon festival, Christmas home tour, spring garden festival, river feast,
homecoming).
' MEDIUM -TERM OBJECTIVES 2 - 5 YEARS
' PURPOSE
Objectives that support the accomplishment of the short-term or establish new areas of concern to
be addressed long-term are placed in the medium time frame of two to five years. In many cases, medium -
term objectives are often impacted by the successes of the short-term and must be reevaluated by local
officials as the process proceeds.
Steps are identified after each objective which should be reviewed and analyzed based upon the
' direction that the Town may be heading after the short-term objectives are well under way. Often, the
need for certain steps will change based upon different needs or priorities that emerge. It is essential
that local leaders take a flexible approach that best suits the time, place, and attention of the local public.
Frequently, momentum that is gained in the short-term should be carried over in particular objectives that
appear in the medium -term. In short --build upon any and all successes that are accomplished.

14
OBJECTIVE ONE: Organize comprehensive development authority for downtown
' business/property owners along with strengthening existing Chamber of
Commerce efforts.
' The main strength most downtown areas lack is the capability to develop and maintain a strong
organization that can effectively plan, manage, and implement projects. After investigating the situation,
this is true in the Town of Murfreesboro where limited organizational support exists.
Many smaller towns assume they cannot afford to finance such efforts. It must be recognized that
' collaborative efforts between the private sector, local government, and existing groups can be developed
that are comparable with the population size.
All contributing groups must recognize that the health and vitality of the downtown area is critical
' to the overall economic welfare of the community. In addition, each sector must recognize that they will
reap some benefit before a "consensus of purpose" can be realized. After this conviction is achieved the
financial support can be realized.
A town must determine the resources, they have and plan its organizational scheme around them.
' Often the result is a quasi -public office that derives support from existing groups (i.e., Chamber of
Commerce, Merchants' Association) but has a clear set of objectives to accomplish in order to revitalize
downtown.
STEPS TO ACCOMPLISH OBJECTIVE:
' Identify community leaders who should be involved.
• Work with established merchants group and identify support groups to insure community -
wide effort (i.e., citizens, business community, local government, civic groups, college, and
media).
' Hold town meetings to explore potential redevelopment ideas and determine how public
involvement should be consolidated. The future direction, structure, goals, and objectives
should be discussed.
• Identify long- and short-term advantages of organizing and accomplishing future
revitalization objectives.
OBJECTIVE TWO: Promote Murfreesboro's historic district in Tidewater, Virginia.
According to Mill and Morrison (The Tourism System,1985), "The characteristics that attract tourists
' are: natural resources, climate, history, ethnicity, and accessibility." When related to Tidewater Virginia,
Murfreesboro has most of the elements necessary to attract visitors from that area. The history, culture,
and accessibility are obvious advantages. "Ethnicity" may have much potential for the Murfreesboro area,
' as many of the residents of Tidewater have roots in the area. Promoting events, sites, and other
attractions in the Tidewater media could pay big benefits.
STEPS TO ACCOMPLISH OBJECTIVE:
• Establish contacts in the Virginia area.
' Examine and identify media outlets which would best serve downtown.

1
15
• Provide travel and tourist agencies with "media packages" on Murfreesboro.
' Provide materials to writers for features in Tidewater newspaper, magazines, and guides.
• Develop slogan for tourists CL2., "Northeastern North Carolina's best kept secret").
OBJECTIVE THREE: Improve storefronts, store signs, streetscape, and downtown amenities.
' The appearance of any downtown is the basis on which many positives are generated. Only through
the enhancement and maintenance of a pleasing appearance and atmosphere can the downtown economic
' climate be improved.
Murfreesboro has limited architecturally significant downtown buildings. This is "out of sync" with
the historical nature of the Town. To compensate, the downtown must project a neat, unified appearance
that establishes more of a community or village setting. As long as the basic appearance is pleasing, the
Town does not have to create an atmosphere through gimmick type of store improvements Q&., fake
Colonial or fake Tudor).
Merchants will be surprised at the impact a number of small changes can make on its clientele.
' Improvements to several stores along with common improvements in street appearance can go a long way
toward generating renewed economic activity downtown.
' STEPS TO ACCOMPLISH OBJECTIVE:
• Display renderings at a public place showing what is possible with proposed improvements.
• Each merchant should establish scope of work on each building with efforts based upon
'
restraint and simplicity of storefronts.
• Enlist Beautification Committee and Historic Committee input and participation in this
process.
• Town should investigate the creation of a special tax district to raise funds for public
downtown improvements and to leverage low interest loans.
'
Banks should join together to create a low -interest loan pool for use by store owners to
help fund facade improvements.
'
Review enforcement of existing anti -litter laws.
• Educate community business leaders as to the potential significance of major sign changes
and limits for shoppers and tourists.
OBJECTIVE FIVE: Re-evaluate parking needs.
It is a given that a town's parking situation will not satisfy all of the town's residents. It is also
becoming obvious that downtown shoppers almost everywhere will settle for nothing less than a storefront
' parking space. Those same shoppers think nothing of hiking two hundred yards across a

1-1
' 16
shopping mall's lot to reach their destination. Perceptions of shoppers appear to be more important than
actual conditions. Attractiveness, vista, safety, design, and location impact the degree to which parking
areas are utilized. Visitors will not bother to come to an. area initially if perceptions of the parking
situation are bad.
STEPS TO ACCOMPLISH OBJECTIVE:
• Measure parking needs relative to peak hours, events, and other demands.
• Examine location of existing spaces and compare with projected demand and
' improvements.
• Evaluate walking distances from public parking spaces to visitor destination points.
• Evaluate impact of proposed by-pass on present parking system --reassess street design,
overhead utilities, etc.
' OBJECTIVE SIX: Develop promotion program between Town and Chowan College.
Murfreesboro has the advantage of being the home of Chowan College. It should capitalize even
more on this advantage. A strong "town and gown" relationship is recommended.
STEPS TO ACCOMPLISH OBJECTIVE:
• Establish student group to monitor feelings and attitudes toward downtown needs and
' problems.
• Begin "Good Neighbor" program designed to involve students in civic -oriented service
projects Q.e., downtown anti -litter projects).
• Identify common needs, concerns, and ideas between downtown merchants and College.
' Develop "Welcome Back" and/or "Student Appreciation Day."
• Establish annual "Town -Gown" luncheon meeting for civic leaders, business leaders, and
College personnel
OBJECTIVE SEVEN: Establish coordinated development efforts through Historic Association,
Merchants' Association, Economic Development Groups, Chamber of
Commerce, and College via a comprehensive development authority.
There are many organizations in Murfreesboro dedicated to growth, preservation, and an improvement
in the quality of life. These organizations must work together in order to effect improvements. Turf
battles are counter -productive and lead to long-term rifts that are bad for obvious reasons. A central
organization that can coordinate the efforts of diverse interests is a logical choice, be it the Town or some
' other entity with strong ties to the Town government.

17
' STEPS TO ACCOMPLISH OBJECTIVE:
• Develop council with representatives from each group.
• Emphasize the importance of a unified program to strengthen Town's future development
efforts.
• Draft an outline and letter of certain recommendations to each organization.
OBJECTIVE EIGHT: Evaluate and contact potential franchises, chain stores, and developers for
interest.
The Town of Murfreesboro can take the initiative, along with assistance from various sources, to
attract new businesses and the attention of local business entrepreneurs. If progress is made on many of
' the objectives that have been previously stated, then the business climate can be changed and new "blood"
brought into the community.
The entire approach must be well conceived so it will complement the existing businesses or fill voids
in the shopping picture. The approach must be orchestrated with a positive front that can sell any
interested person on the merits of investing in Murfreesboro.
' STEPS TO ACCOMPLISH OBJECTIVE:
• Representatives of the various Town groups and local industrial recruiter must work with
potential businesses in order to select site or building, financial assistance, and understand
local ordinances.
• Show developers, entrepreneurs, and franchise representatives results of improvement
efforts.
• Prepare a simrie marketing package to present to potential business promoting
Murfreesboro as a good place to bring their business.
r
' LONG-TERM OBJECTIVES (5 - 10 YEARS)
PURPOSE
The last set of objectives are the ones that are accomplished in five to ten years. These objectives
may take a different form as time passes and should be evaluated thoroughly before they are undertaken.
It is hoped that several of them will occur as natural follow-ups to those accomplished during the short -
and medium -terms.
Some of the long-term objectives may be undertaken earlier if the conditions and circumstances are
right. It is the responsibility of local leaders and responsible organizations to stay abreast of these
' objectives so if circumstances do change, the appropriate steps can be taken.

18
OBJECTIVE ONE: Hire marketing and/or downtown director to work with comprehensive
development authority.
A hired professional can make a great difference in a town's revitalization effort. Because of limited
financial resources, some towns approach this need through a stop -gap measure of hiring a local person
on a part-time basis. Usually this person is a retiree or newcomer with some related background in
development activities but any person with leadership capabilities and understanding can fit the bill.
The right individual can make a great difference if the underlying support and desire is there by local
town people. The right person for Murfreesboro will be determined by the direction and accomplishments
that precede this step. After the individual is hired, his position's relationship among different
organizations should be made clear in order to best maintain the positive momentum that has been
generated. Though the individual will be the "hired hand" of the Community Development Authority, he
will need to make sure that coordination between all groups interested in the revitalization effort is
maintained.
STEPS TO ACCOMPLISH OBJECTIVE:
• Set time schedule on process.
• Appoint search committee from various civic organizations comprising Comprehensive
' Development Authority.
• Develop outline of person needed.
' Identify available financial resources for position.
• Develop organizational structure that can best suit needs and accomplish actions.
OBJECTIVE TWO:
Evaluate land use needs, circulation, and impact of proposed by-pass related
to downtown, historic area, and waterfront.
The proposed by-pass of Murfreesboro will have a profound effect on the daily picture of downtown.
This new opportunity must be looked at as a change to initiate new ideas and to mold the "changing face"
of the Town.
Both the riverfront and downtown improvements can be beneficially impacted if the by-pass is
developed with some of the following considerations.
Working closely with the North Carolina Department of Transportation is essential to make the by-
pass a future asset.
STEPS TO ACCOMPLISH OBJECTIVE:
Appoint committee to work with Town to establish size, location, characteristics, and
zoning of by-pass.
Pursue further sign recommendations of properties adjoining as stated in earlier sections.

19
• Approach owner of land where new bridge is to be built for donation or easement to
acquire land for two interactive river parks.
OBJECTIVE THREE: Develop local program to upgrade tourist -oriented accommodations and
' conveniences business.
Management consultants knowledgeable of tourism emphasize the need to "pamper" the guest. This
' means making everything comfortable, easy, simple, and hospitable for the tourist. Happy people spend
more money. A tourist does not have to be from out of state or even out of the county. The State of
New Hampshire defines a tourist or pleasure traveler "as anyone who has traveled away from home for
' pleasure purposes." Murfreesboro should also seek to carve a niche in the minds of potential tourists --
most likely in the area of historic structures --and market that strongly.
STEPS TO ACCOMPLISH OBJECTIVE:
• Seek to promote pluses and work with minuses through constructive discussions.
' Work on specialized business and activities (i.g., bed and breakfast, farmers' market, etc.)
• Based on funding, work with local businesses to meet tourist needs.
OBJECTIVE FOUR: Identify projects to improve physical relationship of historic area and
' downtown.
The historic district and the downtown business district of Murfreesboro can mutually benefit from
each other. As the downtown business district improves, its appeal will augment the attraction of historic
' sites and the surrounding area. As this progresses, it will be imperative for attention to be paid to
physically join each area in an attractive, convenient manner.
In most instances where smaller towns have historical features, the downtown business district is best
' served if it feels as if it is an appendage of the historic area. Also, the historic area becomes more
attractive to visitors if convenient services and diversions are close at hand.
Murfreesboro has an ideal situation with the historic district located close enough to the downtown
that several "linkages" could easily be developed. These linkages could include pedestrian walkways, bicycle
paths, parks, etc.
' STEPS TO ACCOMPLISH OBJECTIVE:
Identify parking and other areas which could serve more than one purpose.
' Establish capital improvements program for sidewalks, lighting, etc.
' Seek design assistance for rear areas of buildings facing historic areas.
• Coordinate structural improvements with capital improvement effort.
L

1
WATERFRONT ANALYSIS
20
The waterfront revitalization study area as described in the overall assessment section of this document,
was scrutinized by several methods during the formation of the following lists of objectives (or issues, goals,
and actions, as broken down in this section of the report). These methods were: 1) obtaining input from
' citizen advisory committees, 2) obtaining input from Murfreesboro citizens through one-on-one contact, and
3) surveys of citizens, college students, and downtown business owners.
Imageability
1. Issues
Imageability can be defined as that quality in a physical object which gives it a high probability
of evoking a strong image in any given observer.
Imageability is important to Murfreesboro because the community has set goals to increase
' tourism, promote downtown businesses, and attract new industries, businesses, and residents. To
make Murfreesboro a destination, it is important to strengthen and enhance those characteristics that
make Murfreesboro a visible, "imageable" community.
' Following is a list of the Town's amenities along the waterfront:
• fishing
• boating access
' historic buildings and places
• Town Park
' 2. Revitalization Goals
a. Increase the attractiveness of the Town as a stopping point for land and water -based tourists.
' b. Preserve and enhance fundamental components of the community image.
3. Implementation Actions
' a. Support regional efforts to promote tourism in Hertford County
b. Promote Murfreesboro festivals focusing on the River. During these festivals, "market" the
Town for tourism purposes. Encourage greater local participation in Festival merchandising
' activity, especially by Downtown business people.
C. Promote the Town as a stopping -point for land and water -based visitors. Consider
promotional signs along the Intracoastal Waterway directing boats to services and attractions
in Murfreesboro. Consider promotional signs and billboards along major highways.
t
Community Appearance
' 1. Issues
The Town is fortunate to have a large stock of very attractive old structures in very close
' proximity to the River. Most of these buildings are in good condition and have been identified by
a local historic district and national register listings.

21
In contrast, land along the waterfront contains litter and emits odors that discourage some
' from the River. To some observers, the current appearance of the waterfront might be indicative of
a community in economic distress. To increase the attractiveness in the area for tourists and residents
alike, and to stimulate reinvestment along the waterfront, the Town believes it must present an
' attractive appearance to tourists, prospective new residents, and potential investors.
2. Revitalization Goals
' a. Increase the attractiveness of the community to those entering Town by water.
b. Improve the safety and accessibility of the waterfront area for boaters.
' C. Preserve and enhance the waterfront area in connection with the Town's historic King's
Landing and residential neighborhoods.
' 3. Implementation Actions
a. Encourage property owners along the River to improve the appearance of the area by
improving backs of buildings and cleaning and landscaping open space and parking areas.
b. Sponsor a Town -wide clean-up so that residents are given an opportunity each year to clean
lots and properties, especially those bordering the River, and have debris removed at no
' expense.
C. Encourage private recreational development activities such as boat docking facilities along
the River where appropriate by providing private property owners with technical assistance
when feasible.
' d. Solicit financial and technical assistance from State and Federal agencies involved in waterfront
and navigational projects to improve existing boat docking facilities and to remove underwater
navigational hazards.
' C. Plan for the future development of a riverwalk that would connect the southern shore of the
River to the downtown area. A public accessway for pedestrians extending along the Town
Park property, under the bridge, along the bank of the River and up a ravine located on the
northeastern edge of the Town limits to the historic distric and downtown would facilitate
tourism and local interest in Murfreesboro. ,
Access and Lund Use
1. Issues
' Murfreesboro is fortunate to have two areas where the public has access to the water. The
Town owns and operates a park at the northeast end of Town. The park has a playground, basketball
courts and a fishing access area. Public boat access is available on Town property across the River
' from the park. A boat ramp and gravel parking area is located here.
Although boat access is available twenty-four hours year -around, no public rest rooms are
available. The Town Park's rest rooms are open from dawn to dusk during the summer, but are kept
' closed during the off-season due to vandalism.
Picnic facilities at the Town Park are no longer available due to vandalism. However, the
Town does own another tract of land directly across Highway 258 on a bluff above the River. This
tract is currently undeveloped. There are, also no public or private marinas in Murfreesboro.

' 22
' 2. Revitalization Goals
a. Promote development which encourages recreational and visual enjoyment of the water.
'
b. Preserve and enhance public access to the water.
'
3. Implementation Actions
a. Consider developing a Town fishing pier. This pier could be developed on the Town Park
property. The Town could seek assistance from State, Federal and private agencies for funding
'
of this project.
b. Convince the North Carolina Wildlife Commission to widen the boat launching ramp. The
existing ramp is the only public boat ramp facility in Murfreesboro. Although there is
adequate parking adjoining the launching site, there is only one narrow ramp for launching
'
and retrieving boats.
C. Consider providing rest rooms and picnic facilities at the boat launching area. This concept
must first be negotiated with the North Caroina Wildlife Commission since they presently
'
lease the land from the Town.
d. Consider developing a landscaped, fenced -in picnic and/or fitness center area on the currently
undeveloped Town -owned tract. This could be done as an initial phase of the riverwalk project
'
mentioned previously, and could connect the riverwalk to the bluff area with steps.
Implementation
Achieving the goals set out in this revitalization plan will require the combined efforts of many people
over a number of years. A variety of public and private action will need to take place in order to
implement the action items that have been proposed. Not all recommended implementation actions
'
contained in the plan are Expenditure Items.
It should be noted that all expenditure projects need not be solely a local initiative or responsibility.
Participation by various State and Federal agencies could be expected; private nonprofit groups such as
housing corporations, the Chamber of Commerce, and the State Parks and Recreation Department could
'
play an important role in redevelopment activities.
1. Expenditure Costing
'
Expenditure projects have been costed
out as being in one of three categories: major,
moderate, and minor. These categories are illustrated in Table 1 and possible project sponsors are
'
mentioned under each category.
'
TABLE 1. Expenditure Costing.
EXPENSE
PROJECT
'
ACTION CATEGORY
SPONSOR
1. Promote a Town -sponsored
Town, Chamber of Commerce,
river -oriented festival minor
civic groups
2. Promotional signs along
Town, Chamber of Commerce,
highways and waterways moderate
private businesses
continued

23
TABLE 1. Expenditure Costing, concluded.
EXPENSE
PROJECT
'
ACTION CATEGORY
SPONSOR
3. Removal of navigational
Town, State, Federal, private
'
hazards and dredging major
property owners
4. Town -wide clean-up day minor
Town, citizen's groups
5. Pedestrian Riverwalk major
Town, private businesses, State
and Federal organizations
6. Town Fishing Pier major
Town, State, Federal, private
businesses
7. Widen boat launching ramp moderate
Town, State
'
8. Rest room facility moderate
Town, State
9. Landscaped picnic area moderate
Town, private businesses, State
and Federal organizations
2. Implementation Timetable
The implementation timetable anticipated for the below listed activities are classified as
immediate (within the year), short-term (within the next five years), intermediate (within five to ten
years) and long-term (within ten to twenty
years).
Timetable.
TABLE 2. Implementation
TIMETABLE
IMPLEMENTATION
'
Proposed Project
Anticipated Implementation
Timetable
Promote positive image of existing
Immediate
'
waterfront.amenities
Support regional and local tourism
Immediate
promotion
continued

24
TABLE 2. Implementation Timetable, concluded.
IMPLEMENTATION TIMETABLE
Anticipated Implementation
Proposed Project Timetable
Consult with waterfront property owners
Immediate
to encourage waterfront appearance
Begin annual Town -wide clean-up day
Immediate
Promote the continuation of a volunteer
Immediate
group that removes navigational hazards
from the River
Seek financial help through private
Immediate
organizations, state and federal
agencies
Encourage private development that would
Immediate
enhance the waterfront
Clearing vegetation from canal-
Immediate
Improve boat landing
Short -Term
Construct fishing pier
Intermediate
Negotiate the possibility of rest room and/or
Short -Term
recreational facilities with wildlife commission
on boat access area
Placement of rest room and picnic and/or
Intermediate
recreational facilities at boat launching area
After 258 bridge relocation, develop bluff area
Intermediate
into landscaped picnic/recreational area
Post promotional signs along waterways
Short-term
and highways
Design and build riverwalk Long -Term

25
MARKET ANALYSIS
There are many major components which must be considered in a revitalization project for any
downtown area. This section of the report will concentrate on information that is most pertinent to the
merchants in Murfreesboro.
'
It is hoped that the following test will be useful to the downtown merchants by: 1) revealing positive
aspects of the area to be promoted, 2) revealing negative aspects of the area which can be changed, and
3) providing recommendations to combine activities for overall improvement of the downtown area.
PROBLEMS
Based upon the most recently available statistics, Murfreesboro's population is stagnant and the
downtown area is losing customers. Lack of population growth or population loss is generally true for the
immediate area surrounding Murfreesboro as well.. (Latest State Center estimates place the population of
'
Murfreesboro at 3,113. This compares with a 1980 population of 3,007 and 4,418 in 1970).
As customer base decreases, merchants must decrease the quantities of merchandise that they order.
Merchants usually have to pay more per unit of merchandise when they order in smaller quantities. This
additional cost results in the merchants offering less variety of merchandise at less competitive prices.
The vicious circle is completed when customers shop less often with merchants because of the lack
of variety and higher prices.
'
DOWNTOWN MERCHANTS
In order to obtain a realistic and up-to-date picture of the strengths and weaknesses of the downtown
area, demographic census data and responses to a series of surveys of the downtown merchants, Chowan
College students, and public utility subscribers (general citizenry) were reviewed.
DEMOGRAPHIC DATA
The Murfreesboro area has a large portion of female heads of households and a corresponding lower
than state median income. The population has been on decline since 1970 and the 1980 census of 3,007
people. (Approximately 900 of those 3,007 people are students at Chowan College.) This compares with
'
a population of over 4,400 people in 1970 and a current population of only 3,113.
Survey results indicate that the Downtown Murfreesboro area has a total drawing power of between
8,000 and 10,000 people. This includes the citizens of the surrounding township and a portion of the
residents of adjoining outlying areas. The market is in direct competition for small retail and convenience
'
goods with the Town of Ahoskie. The competition for larger goods/purchases is with such areas as the
Tidewater area in Virginia, as well as the North Carolina Cities of Roanoke Rapids, Rocky Mount, and
Greenville.
'
Unemployment in Hertford County is on the rise which might indicate that the local pool of available
unskilled to semi -skilled labor is broadening but also gives rise to concerns about continued out -migration.

26
Only 35% of Murfreesboro population is within the age group to begin and/or expand a career.
' Forty percent of the population is age 45 or over, while 25% is age 18 and below (school age). This
supports the suspicions of the merchants that young people are not setting up households in Murfreesboro.
IMATCHING DESIRE TO FEASIBILITY
In order to attempt to narrow the list of possible new businesses into a list of potentially successful
businesses, population base data was compared to census data. Table 3 indicates the number of inhabitants
(on average) that is required to sufficiently support various types of businesses.
If considering only the 3,007 dwellers within the Murfreesboro City Limits, then only a restaurant
and a nightclub would be likely to succeed.
If the population base considered is the 10,000 potential shoppers indicated by the surveys, then a
discount clothing store, a gift shop, a bookstore, an ice cream parlor, and a sporting goods store could be
added to the list of potential successful businesses.
Please keep in mind that a well -planned and focused business could overcome some of the limitations
of a small population base (just as a poorly -planned business could fail if located in a booming metropolis).
A music shop already operates in downtown Murfreesboro. Still, students frequently listed a music
shop as a business they would like to see open. This suggests that students either do not know about
the existing music shop or are not satisfied by the offerings of this shop. Further market research
' particular to this store is necessary to determine how it can better attract a major group of potential
customers.
A pizza restaurant already operates in the downtown area, still, students frequently listed a pizza
delivery service to be a business they would like to see open. The feasibility of delivery should be
' researched either on a limited or unlimited basis.
An exclusive women's dress shop is also a possible candidate for a successful business. While the
Town could probably not support another department store, there might be enough retired or professional
women who would shop at Murfreesboro for a one -of -a -kind outfit.
Data indicates that a Mexican restaurant and a nightclub stand the best chances of being successful.
Both students and residents expressed the desire for a Mexican restaurant. Statistics indicate that it
required 776 residents to support one restaurant. Murfreesboro presently has four restaurants. Opening
' a new restaurant may encourage students and residents to eat out more often or it may simply take away
customers from existing restaurants. Existing restaurants may want to consider adding and promoting
Mexican items on their menus or having particular times when only Mexican food is served.
Both students and residents expressed the desire for a nightclub. No one type of club is likely to
please both students and residents. Most Chowan College students would not be eligible to drink under
North Carolina's alcohol control laws. There are not quite enough residents to meet the statistical
' requirement, but with well -targeted marketing, a drinking establishment could have potential to succeed.
The above suggestions should be viewed as simply starting places for more in-depth research. The
information is meant to be descriptive of the Murfreesboro consumers and its merchants. Under no
circumstances should a business be opened without further in-depth planning, research, and background
' investigation.

TABLE 3.
27
Average number of inhabitants per store
by selected kinds of businesses.
'
AVERAGE NUMBER OF
INHABITANTS PER
KIND OF BUSINESS
ESTABLISHMENT
Department store
12,265
Bowling alley
33,2D6
'
Skating rink
32,509
Discount clothing store
9,888
Bookstore
16,756
Gift shop
Ice cream/Yogurt parlor
6,260
7,255
Restaurant
776
Nightclub
2,273
Sporting goods store
16,782
Hobby and craft store
11,493
'
Music store
5,517
Source: Bureau of the Census, U.S.
Department of Commerce
Census of Retail Trade.
GENERAL RECOMMENDATIONS
' All Murfreesboro businesses are mainly dependent on the purchasing habits of approximately 3,000
people. At present there is little evidence that travelers on Highway 158 frequent businesses in
' Murfreesboro other than the gas stations and the convenience stores. Perhaps a Merchants' Association
could develop a method of getting travelers to stop and visit. It is important that the merchant know
his customer very well and that each merchant target a particular portion of this small population.
' For example, nearly one-third of Murfreesboro's market base is between the ages of 18-22. Although
they are not residents, the Chowan College students have a major impact on local economics. A large
portion of the downtown businesses could improve their sales if they were to consider what people this
age like to do. These are students of a private college who more than likely have money to spend.
' Catering to the needs of the students could encourage them to spend a larger portion of their money in
Murfreesboro.
Another group that might be targeted is the retirement age people. Many of them have come from
' larger areas to Murfreesboro for a change of pace. By centering a business approach around the
preferences of retirees, the dedication of a large portion of the Murfreesboro population could be won.
Keep in mind that both of these groups are mobile and are more than likely going to continue to
purchase most of their comparison goods (longer term consumption) outside of the Murfreesboro area.
' There is also a group of low-income people who tend to be not as mobile as middle- and upper-

28
income groups. This group of people will tend to purchase more comparison goods within the Town of
' Murfreesboro. Stores that sell mainly comparison goods should improve targeting techniques to service
the needs of this group of people.
Finding at least one need of a large portion of the population, and filling that need very well is the
' start of building a dedicated customer base. In a small town, such as Murfreesboro, a local business needs
a dedicated customer base in order to survive.
Knowing the customer is the most important part of any business. If your customer shops downtown
during the week, then concentrate your store hours during the week If your customers are mainly working
people, then extend your store hours to make shopping with you convenient for them.
Murfreesboro business people should not waste effort in attempting to expand to start a business that
is not centered around the needs of the Murfreesboro population base.
' INDUSTRIAL APPROACH
One way to build upon and increase the existing population is to bring industry into the area. New
industry would provide jobs and motivation for younger people to set up households in and around
Murfreesboro. An increased population base would allow local merchants to order in larger quantity and
' therefore be able to take advantage of quantity price breaks. This would also allow the downtown
merchants to increase the variety of goods available.
The study of the Murfreesboro area reveals three main traits that might encourage industry to locate
in Murfreesboro:
1. the availability of labor,
2. the availability of less expensive land, and
' 3. the availability of good highways.
' Discussions with representatives of three industrial companies indicate that:
1. the poor reputation of the local school system,
2. the lack of available skilled labor, and
' 3. the lack of support businesses presently discourage
industries from locating in the Murfreesboro area.
After a study of case histories of downtown revitalization projects it appears that quick fixes, such as
attempting to locate new industry in an area, have not been successful. It seems that poor economic
climate and economic downturn discourage most any type of industry from committing to a community.
' It is therefore not recommended that courting new industry be the focus for the revitalization of the
Murfreesboro downtown area.
' THE COMPOSITE APPROACH
In most successful downtown revitalization projects, the towns have a long-term plan of step-by-step
' objectives that lead to gradual revitalization. Quality management, development and marketing have been
the three elements common to successful revitalization projects.
Management would include having an official group in charge of leading and organizing revitalization
efforts. The suggestion of the merchants to form a Downtown Merchants Association is a good one. An
organization of this type would be a useful one in solving problems that are common

1
29
to all downtown merchants (many of which were expressed during the survey of the merchants). The
organization could set standards for appearance of storefronts, and serve as a means of motivation and
support for its members. The members of this group would also serve as the staff and the force behind
development and marketing.
Development would include improving the economy by offering incentives. Incentives could take the
'
form of low -interest loans to business people, incorporating historic districts, and zoning adjustments to
allow for each access and operations of businesses. (If promoting the revitalization of the downtown area
is an objective, then commercial zoning outside of the downtown business district should be somewhat
limited).
Marketing would include using all types of advertising and festival promotions to encourage business
people and residents alike to patronize Downtown Murfreesboro.
The Downtown Merchants' Association would have to work closely with the city government, the
Historical Association, and other community groups in order to'encourage participation of most of the
citizens of Murfreesboro.
A few "tricks" which seemed to have helped other towns in their efforts to revitalize downtown areas
'
include.
1. attempting to compact existing business into a few central blocks
' (businesses move to fill in vacant spaces);
2. if a historical theme is chosen, then arranging a mix that
compliments the theme; and
3. producing a calendar of events each year (this provides a guideline
for business people and can be used as a promotional tool to the general public.
I
REFERRALS TO ON -GOING SOURCES OF ASSISTANCE
The business people of Murfreesboro are not alone in their search for solutions to business problems.
Assistance has been offered to both a Merchants; Association and to individual business people.
Elaine Cashmus is a Professor. of Business at Chowan College. She has offered her assistance in
gathering market information and she is in support of a Merchants' Association as needed. She would
be an especially good resource for businesses that decide to target the college students as customers.
' The North Carolina Small Business and Technology Development Center has an office in Elizabeth
City, North Carolina, that services the Murfreesboro area. They offer confidential, free -of -charge, one-on-
one counseling to active and aspiring business people.
' FINANCING STRATEGIES
Financing for the various projects contained in this plan can be sought from a variety of
sources. State and Federal government agencies have a variety of grants and loans that the Town
could use to help finance Downtown and waterfront projects. It should be noted however, that
although granting assistance may be available, most granting programs require a local contribution.

30
1. General Obligation Bond. Public improvements could be financed with funds from sale of
' a general obligation bond. Improvements to the Town's Downtown and waterfront will benefit
all citizens of the community. Revitalization of those areas represents the potential to
positively impact the real estate investments of all homeowners, business owners, and other
property owners within the corporate limits.
2. Tax Increase. Currently the Town's ad valorem tax rate is $.71/$100. Ad valorem tax yield
in 1988 was $386,146. The Town could increase the tax rate with the approval of the tax
' payers and possibly set aside increased revenues for community revitalization activities.
3. Nonprofit Development Corporation. A local nonprofit development corporation could
' greatly assist in revitalization activities. These quasi -public agencies operate under the general
policy direction of the local government. A major function of a nonprofit corporation would
be to coordinate development, facilitating rehab and reuse of Downtown buildings and
promoting redevelopment of waterfront properties. The corporation could apply for grants
and loans, establish loan pools, and sponsor workshops for Downtown business people. Other
functions might include promoting tourism and coordinating special events.
Although there appears to be no action toward establishing such a corporation at
the present time, the Town should support any proposal for development of such a group
with technical and ultimately, financial assistance.
' 4. SBA 7(a) Program. The Small Business Administration's 7(a) loan program is essentially
designed to guarantee loans that a bank may otherwise be reluctant to approve. The loans
can be used for working capital, machinery and equipment, leasehold improvements,
renovations and rehabilitation, and land acquisition and construction. The term of the loan
' for working capital is generally under seven years, for machinery and equipment under ten
years, and for property up to twenty years. This program might be used by existing and
future Downtown businesses or for new business locating in the waterfront area.
' S. SBA 504 Program. The Small Business Administration's 504 loan program provides fixed
asset financing for projects where a high number of jobs will be created in relation to the
' financing provided. Typically this program deals in loans of over $200,000. Although 504
loans may not be attractive to small Downtown business persons, the program may prove
useful for private developers proposing large projects in the waterfront area.
' 6. Civil Works and Aquatic Weed Control Grant Programs. The State Division of Water
Resources offers communities funding assistance for a variety of water resource development
projects. The local match varies depending on the type of project proposed. General
' navigation projects require at least a 20% local contribution; recreational navigation projects
require a 75% match; 33% local funding is needed for construction costs for water
management (flood control and drainage) and for stream restoration; land acquisition and
facility development for water -based recreation sites (including waterfront parks and picnic
' areas) requires a 50% match.
7. Beach and Estuarine Water Access Funds. State funding for projects which increase public
access to the water are available through the Division of Coastal Management. Eligible
projects include public piers, boat access moorings, and waterfront parks. Land acquisition
can also be funded through this program.

31
8. Wildlife Resources Commission. The State Wildlife Resources Commission has constructed
over 145 public boat launching areas throughout North Carolina. The boat landing in
Murfreesboro is one of these areas, having been leased by the Commission for a 99 year
period.
The Commission will assume all costs for constructing and maintaining the boat
access facility. They are scheduled to clear out the canal of aquatic weeds and brush overhangs
this year. They are also considering improvements to the boat launching ramp.
Because the leased area encompasses close to five acres of land, it may be feasible
to place recreational facilities such as picnic tables, benches, and rest rooms here. Although
it is not normally a policy of the Commission to allow these recreational facilities on their
land, Murfreesboro may be able to work out an agreement whereby these facilities could be
located and maintained on this leased tract.
9. Land and Water Conservation Fund. This is a federal program, administrated through the
State Division of Parks and Recreation. This program makes funds available on a 50%
matching basis to local governments for outdoor recreation planning, acquisition, and
development planning.
SUMMARY
This report is intended to motivate the Town of Murfreesboro, its citizens, and business owners to
revitalize the image, economy, and natural resources of the Town by implementing the suggestions and
utilizing the data compiled herein. In order to use this report to its fullest capacity, rather than let it
collect dust on a shelf, a citizen or a newcomer that is genuinely interested and has an objective point
of view should be recruited to put these objectives into positive action.
Such a person could be a graduate or undergraduate student experienced in municipal planning that
may be able to obtain course credit for the project. This person could be recruited to live and work full -
or part-time in Murfreesboro for a couple semesters, with room, board, and pay provided.
Another alternative would be to get an interested, objective retiree who is already familiar with
Murfreesboro to work on the project until some or all of the objectives are met. This person should
also have a solid background in municipal government.
Whomever the Town may appoint for such an administrative position, the main concern should be
to positively implement a directed plan for the revitalization of the Town, using this report with its
supplemental storefront renderings and pictorial display (available at the Town Hall).