Deborah Malenfant, Executive Director, Elizabeth City Downtown, Inc.

In an interview with Invest:, Deborah Malenfant, executive director of Elizabeth City Downtown, Inc., discussed waterfront improvements, business growth, placemaking, and downtown priorities. “Sometimes the small things make the biggest difference,” Malenfant said.

How has downtown Elizabeth City evolved over the past year?

The past year has been our most aggressive renovation and improvement year in a long time. We have had several major projects underway on our downtown waterfront. They were originally scheduled to be staggered, but delays caused them to overlap, so it has been a busy year. 

One of the major improvements is along the Water Street corridor, which is one of the primary thoroughfares through downtown. The work will create a better experience for visitors and pedestrians. Previously, Water Street went from two lanes to five lanes and then back to two lanes within a four-block span. That configuration made the area less walkable, particularly because our main downtown parking area is within that five-lane section and about a block from Main Street.

We began these projects to create a safer, more walkable area. We improved the sidewalks, and the North Carolina Department of Transportation is completing a road diet that will remove the two outer lanes, create a more consistent thoroughfare, slow traffic, and improve the connection between the main parking lot and the central business district.

Which businesses are driving downtown activity?

Our restaurants, retailers, and experience-based businesses are driving activity. We have a good balance among those sectors. We often discuss the cluster effect: When an area has multiple businesses of a particular type, it becomes a destination for people seeking that experience. Antique stores are a good example because people enjoy visiting several in one trip. The same concept applies to restaurants, retail, and entertainment.

As investors have committed to downtown and people have developed greater pride in the area, those clusters have taken shape. We now have nearly 20 restaurants and pubs, two breweries, a strong arts culture, places where people can listen to live music, and a growing retail sector. Going forward, we want to provide more events and activities for children and families. Both breweries are family-friendly, and it is wonderful to see families coming downtown.

The restoration of two significant blighted, vacant, or underused buildings into apartments has also helped downtown grow. More people are living downtown, spending time downtown, and supporting businesses both downtown and across the city.

How have historic tax credits supported downtown development?

Many downtown buildings are historic, and the ability to work with the State Historic Preservation Office and the National Park Service to obtain historic tax credits has been critical. Those credits have helped make restoration projects viable for developers.

Every situation is different when balancing preservation with new development. Our historic preservation body operates under the city’s Planning and Community Development Department. When someone proposes changes to a historic building, particularly its exterior, the request goes through the local historic preservation process. Changes to roofs, facades, and windows require review and approval.

Maintaining historic integrity while allowing progress can be difficult. Original materials, such as slate roofs, are not always available or affordable. The preservation team has done a good job balancing those considerations. Reviews by the State Historic Preservation Office and the National Park Service have also helped us preserve the integrity of our buildings.

What challenges are downtown businesses facing?

The largest challenges are usually economic. When gas prices rise or an election year changes spending behavior, consumer activity ebbs and flows. National chains and larger businesses may be able to weather economic downturns, while small businesses often have a more difficult time.

COVID-19 was extremely challenging, but I remain proud of our businesses and community. Only a couple of downtown businesses closed, while several others opened during the pandemic, including 2 Souls Wine Bar and a few restaurants. COVID helped the community recognize the importance of small, locally owned businesses. People rallied to support them, and that shop-local culture has continued.

Recent construction has created another daily challenge because road and sidewalk work affects access to businesses. We worked hard to communicate throughout the process. When sidewalks were removed, the construction team created small bridges so customers could still reach storefronts. Crew members frequently stopped working to help people cross or point them in the right direction. Construction is inconvenient, but those partnerships helped minimize the disruption, and the long-term result will be worth it.

How has placemaking changed downtown Elizabeth City?

We have strategically transformed many of our alleys and other underused areas into community spaces. Pailin’s Alley is a strong example. It was a typical service alley behind restaurants where businesses stored trash and other items. About seven or eight years ago, we partnered with the businesses and city departments to clean it out. We installed overhead Edison lights and added fencing.

Sometimes the small things make the biggest difference. Overhead lights are an easy first step for creating a public space because they immediately change its atmosphere. We knew the project would improve the alley, but none of us anticipated the cultural shift it would produce.

About six businesses abut the alley, and they began creating outdoor areas where customers could eat dinner or enjoy a drink or listen to a band. We partnered with the city and the Alcoholic Beverage Control Commission to allow alcohol consumption in the public space. The project created an entertainment district and changed demand for nearby properties. Previously, businesses primarily wanted Main Street locations. Now, when a vacancy becomes available, many want to be near Pailin’s Alley.

We have continued that creative placemaking approach through Fowler Alley, supported by a Lowe’s grant, as well as Ives Alley and Pool Street Park. We want to create comfortable third spaces where people can gather and spend time.

What role do events play in supporting a year-round downtown economy?

Elizabeth City Downtown is a 501(c)(3) nonprofit, and I also serve as the city’s department head for downtown. We operate in partnership with the municipality. We host multiple events throughout the year, although we do not want to function solely as an event organization. Our primary focus is economic development, business recruitment, and infrastructure improvements.

The North Carolina Potato Festival is our largest event and probably the largest regional event. It is a three-day celebration of our agricultural heritage that draws between 40,000 and 45,000 people. The Coast Guard Marathon, hosted by the U.S. Coast Guard, is the only Coast Guard marathon. Its 5-kilometer, half marathon, and marathon attract participants from all 50 states and 15 countries.

Visit Elizabeth City has also hosted the Bassmaster Fishing Tournament for the past two years. It brings more than 100 professional anglers to fish in the Pasquotank River and Albemarle Sound. Participants have their own social media followings, and the weigh-ins are broadcast through Fox Sports and Bassmaster’s website. That exposure can help develop our sports tourism industry.

Events bring people who stay in hotels and spend money at restaurants and retailers, but they also create branding opportunities. Visitors experience our community and share it with friends and family. We want people to know that something enjoyable is happening throughout the year almost anytime they may visit, whether it is live music, a film festival, or another activity.

What are your priorities for the next two to three years?

We will continue working with businesses to help them grow, and we will continue marketing downtown to maintain visitor traffic. From an infrastructure standpoint, our next focus is improving and potentially redesigning the municipal parking lot to add spaces and make it more efficient.

We also want to strengthen transportation and communication. We operate a small Harbor Hopper during events and on weekends to take people from the parking lot to destinations downtown. We want to improve communication about where parking is located and make downtown easier to access.

Another priority is partnering with the city to design and build a permanent stage in Mariners’ Wharf Park. The park hosts live music, but larger events such as the Potato Festival currently require us to rent a stage. A permanent structure would create more of an amphitheater atmosphere. The parking improvements and stage are our two major project priorities for the next few years.