Tamara Sheffield, Mayor, City of Salisbury
In an interview with Invest:, Tamara Sheffield, mayor of Salisbury, discussed new developments, investment, housing, and infrastructure projects in the past year. “It takes bold projects and the people willing to lead them to bring in new investment. Our vision is a Salisbury that is truly ‘for all,’” Sheffield said.
Over the past year, what significant changes have most impacted business activity and investment in Salisbury?
We’ve been moving a million miles a minute. Internally, the city has been working through challenges, including the loss of our mayor, but we’ve also seen real progress. City Council has identified economic development as a strategic priority and started by updating the city’s incentive policy to focus on jobs, wages, and capital investment. The next major step is an economic development strategic plan to plan for quality growth. This year, we’ve had new public-private partnerships bringing private investment into Salisbury. One of the major milestones is the first phase of the Empire Hotel, which has been vacant for over 40 years. This project will include about 60 rental units, walk-up townhomes, a boutique hotel, a grand ballroom, and retail.
We’ve also had long-standing opportunities with the Plaza, the tallest building downtown, and something the city has owned for decades. That building has now sold to the private sector and is moving toward redevelopment. On Main Street, there are a number of projects that include residential in multiple buildings, alleyway improvements, and added office and retail. Downtown development is ongoing, and many of these projects have been in the works for over 20 years.
Infrastructure is another big piece. The city owns its water and sewer systems, and we’ve invested in broadband. On the horizon, one of our key priorities is the Salisbury Depot project, which is one of three major initiatives the city is pushing forward: We have purchased the train station and are moving forward with that project, as well as relocating the pump station on the Yadkin River, plus a public-private Kesler Mill housing project that will bring mid- and low-income housing and senior housing.
How does the city balance historic preservation with modernization?
All of our downtown projects fall within the historic preservation commission district, which is managed by a city-appointed board. We’ve been fortunate to work with strong partners — for example, those leading the train station redevelopment — to ensure we strike the right balance between honoring our history and welcoming new investment. In addition to the historic preservation districts, we’ve designated local landmarks that provide another layer of recognition and incentives for redevelopment.
Major companies like Jabil have chosen to set down roots in Rowan County. What lessons does Salisbury take from that kind of expansion that can be applied elsewhere?
The great thing about Jabil, and companies like Chewy and Macy’s before it, is that they chose Rowan County. That kind of investment shows the strength of the community’s economic development efforts. Salisbury’s location along the rail line and our commitment to water resilience are critical. Companies can’t come here without reliable water and an accessible commute for workers.
We also work to leverage our regional access, thanks to I-85. We coordinate with the Department of Transportation (DOT) and our Metropolitan Planning Organization, which helps us improve connectivity across the region. For instance, we’re cooperating with the Metropolitan Planning Organization (MPO) for the betterment of our region without competing with neighboring counties.
Salisbury sits between large metros like Charlotte and the Triad. What makes Salisbury stand out?
It comes down to planning. We know many people commute, which we have the capacity to accommodate with highway and rail, but Salisbury offers a true hometown feel. There’s a growing bar and restaurant scene, and geographically we’re well-positioned, within easy reach of both the mountains and the coast. Salisbury has a vibrant arts and culture scene with multiple theaters, art museums, a history museum, and a symphony. We also have a strong parks and greenway system, so the community offers quality of life, not just a place to live. We offer the best of both worlds: proximity to big-city amenities with the charm of a smaller community.
How is Salisbury enhancing those amenities to attract both residents and businesses?
Water and sewer capacity remain top of mind; if you grow too fast without planning, you’re in trouble, so the city continually invests in that infrastructure. Additionally, the Forward 2040 Comprehensive Plan guides the city in planning neighborhoods and community spaces responsibly. We’ve been working with this since the 2020 plan, which we started developing in 2013, and every year we revisit it during our strategic retreat. Recently, we created new zoning categories for residential development, including a “general residential” designation that provides a step between rural and non-rural residences. There’s a huge difference between affordable housing and disposable housing, which is fast, cheap, and easy. Our focus is to provide quality housing, while keeping costs down and managing growth responsibly.
Rowan County’s largest employers include healthcare, manufacturing, and distribution. How is Salisbury addressing workforce development in those sectors?
Healthcare is a key component, especially with our VA hospital and Novant Health serving as major employers. In addition, Livingstone College, our historically Black college, is an important partner in workforce development. Catawba College and Rowan County Community College are in Salisbury and provide valuable professional development. Rowan-Cabarrus also provides training opportunities for our fire department, police department, and EMS. In total, we have four higher education institutions, two big healthcare providers in town, plus additional resources that are all strong partners like the Rowan County Economic Development Council, Chamber of Commerce, Downtown Salisbury, and the tourism organization. When workers come to Salisbury, we’re ready for them.
What is your strategy for fostering small-business growth, entrepreneurship, and co-working/startup spaces?
Food Lion is headquartered here in Salisbury, and they’ve set a strong example with programs that employ differently-abled individuals. They’re not just a major employer but also a partner in community development. Downtown, we see small businesses gravitating toward storefronts, but we also have many landscapers, mom-and-pop shops, and minority-owned businesses across the city. We are excited about The Hub, a new space downtown that will offer office space for non-profits. The city provides grants, such as façade improvement grants, and works closely with minority business groups to make sure entrepreneurs have the knowledge and support they need on the front end. The city also partners with the Chamber of Commerce to offer small business grants, while Downtown Salisbury, Inc. offers grants to businesses in the municipal service district.
Looking ahead five to 10 years, what is your vision for Salisbury’s economy? Are there “moonshot” projects that could reshape the city?
The Main Street Project is the big one, with about $18 million in investment. It’s a decade-long effort that will reshape downtown. It won’t be easy. Construction will be disruptive and will change the landscape of the city. It supports sustainable infrastructure development and also adds pedestrian-friendly amenities to the streetscape. In the long run, it’s going to be transformative. The city is also prioritizing the work on the Salisbury Depot to create a multi-modal hub and partnering to expand a second platform, which also underlines the strong support we have for the Salisbury to Asheville route that is being explored by the state. This would be transformational for economic development and tourism. We also see housing development continuing to expand, with more emphasis on bike-friendly infrastructure and cultural amenities.
In the years ahead, managing growth in a way that preserves Salisbury’s character will be key. But at the end of the day, it takes bold projects and the people willing to lead them to bring in new investment. Our vision is a Salisbury that is truly “for all.”
