WNC Bussines Q1 2025

MANNA FoodBank

Asheville Area Habitat for Humanity ArtsAVL

The Pine Gate Community Impact Fund began as an employee-led initiative in response to Hurricane Helene as the Pine Gate Renewables team sought ways to support the impacted communities where we live and work. In addition to serving Western North Carolina through the recovery efforts, the fund will benefit the local areas where we develop and operate ren ewable energy projects.

From the Publisher

If Q4 2024 showed us anything, it’s resiliency.

As Hurricane Helene stormed through Western North Carolina in late September, she changed our landscape, our priorities, and our economy. We lost businesses, homes, and lives. One thing remains consistent – the strength and spirit of our community.

As the winds began to weaken and the waters began to recede, our community showed up. Neighbors sprang into action with chainsaws and shovels. First responders worked tirelessly for weeks. Community centers, restaurants, churches, and breweries transformed into supply distribution centers. Businesses partnered with each other to offer support, space, services, food, and funds to those who needed it. The plethora of nonprofits in our region ramped up their services to provide relief, and much of this work will continue in the months to come.

While the impacts of Helene on our area will be felt for a long time, WNC will not give up. Communities are rebuilding. Businesses are reopening. Visitors are returning.

For many, returning to normal is not possible. However, the grit and determination of our region will create new opportunities and new paths forward.

In this #WNCStrong issue, you will find some incredible stories of strength and collaboration, insights into the economic impacts and recovery efforts, and overviews of how various communities and industries have been affected and how they are working to recover. We want to extend our sincere gratitude to everyone in this community who has stepped up to offer support, solutions, and helping hands. You are the reason this region will continue to remain vibrant, and continue to be the wonderful, special place we call home. We look forward to seeing our region’s communities and the businesses that make them so unique come back stronger and better than ever.

Brett Hulsey President & Publisher, Hulsey Media, Inc.

A Business Resource from the Local Industry Leader.

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Learn more at HulseyMedia.com.

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Brett Hulsey

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Katie Eastridge | Katie Holbert

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We would like to thank the fine businesses and organizations who have purchased advertising in our magazine, thereby helping us to bring you an attractive and informative publication.

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Volume 04 | Issue 01 | Q1 2025

Cheers!

Business Shout-outs from Around Western North Carolina

Anniversaries & Milestones

SCM Talent Group celebrated its 20th anniversary.

Mars Hill University’s Center for Entrepreneurial Leadership celebrated its one-year anniversary.

Asheville Board & Brush Creative Studio celebrated its third anniversary. GoldenLEAF Foundation celebrated its 25th anniversary.

Awards & Recognitions

The Mountain Area Workforce Development Board recognized outstanding program participants, employers, and partnerships at their Annual Recognition Luncheon. Those recognized in 2024 were:

Skyler Roberts — Outstanding Participant of the Year, NextGen Youth Program

Roger Long — Outstanding Participant of the Year, On-The-Job Training Program

Rodney Young — Outstanding Participant of the Year, National Dislocated Worker Grant

Shana Baynard and Reia Freeze — Outstanding Participants, GO PLACES

Oskar Blues Brewery — Outstanding Employer

Mathis Electronics — Outstanding Partner Award, Buncombe County

Linamar Light Metals — Outstanding Partner of the Year, Henderson County

Legacy Bookkeeping — Outstanding Partner Award, Madison County

AI Summit — Outstanding Workforce Business Partner

Karen Sanders — Outstanding Business Partner

Henderson County Chamber of Commerce — Strategic Leadership Partner

Buncombe County Government and Asheville Area Chamber of Commerce — Career Pathway and Workforce Development Collaboration

Marc Czarnecki — Deb Holebrooks Outstanding Customer Service Award

The Center for Entrepreneurial Leadership at Mars Hill University announced the award recipients for the 2nd annual high school pitch competition, the Lion’s Den.

The 2024 award recipients were:

1st Place - Aanandi Thakur and Anushka Pramanik , NC School of Math and Science

2nd Place - Jennifer Rojas, Ava Gillespie, and Abby Smith , Mountain Heritage High School

3rd Place - Andie Barefoot and Lacie Weatherman , Mountain Heritage High School

AdventHealth Hendersonville announced Alexis Taylor, ADN as the winner of the DAISY Award.

Blue Ridge Community College announced that its Apprenticeship Blue Ridge program has been selected as a Top 10 finalist for the prestigious Bellwether Award in the Instructional Programs and Services category.

Riverbend Malt House was named one of the four top small businesses of the year in the 2024 Small Business of the Year Awards by Business North Carolina.

Expansions & Grand Openings

Mountain View Dentistry held a Grand Opening celebration in Sylva on November 6.

AdventHealth celebrated the opening of AdventHealth Medical Group Multispecialty at Graham County.

Mission Health announced the new South Asheville ER is now open at 2512 Hendersonville Road in Arden.

Sylva Social held a Grand Opening celebration on December 4.

Partnerships, Mergers, & Acquisitions

In honor of its continuing partnership, and in light of the role MANNA FoodBank plays in Western North Carolina disaster relief efforts, HCA Healthcare has selected MANNA as a recipient of a $75,000 donation as part of HCA Healthcare’s $1 million commitment to Helene Disaster Recovery.

Devil’s Foot Beverage Company partnered with Earth Fare to collaborate on a small batch sparkling blackberry lemonade with a portion of proceeds to be donated to the Appalachian Trail Conservancy.

Big Sea acquired JB Media Group in early October.

BinkInc and Well Played Board Game Café partnered to launch a new initiative – Meeples for the Mountains.

McDowell Technical Community College entered into a formal partnership with Appalachian State University for their Aspire Appalachian program.

AdventHealth Teams Up with Southeastern Sports Medicine and Orthopedics to expand access to leadingedge orthopedics, spine, and sports medicine care.

for students.

Promotions & On The Move

AdventHealth welcomed Elizabeth Dray, MD to its team at AdventHealth Medical Group Urology at the Medical Office Building.

AdventHealth welcomed Adriana Savescu, PA-C , to its team at Advent Health Medical Group Urology at Medical Office Building.

Bullington Gardens announced the hiring of their new Educational Coordinator, Isaac Wyatt . Asheville City Manager announced that Ashley Haire has been named as the City of Asheville’s next Transportation Director.

Kaplan CFO Solutions announced the addition of Josh Walker to its team of Fractional CFOs.

Coming Soon

Laura McCann, the founder of Adoratherapy, is doubling down on her commitment to Asheville by transforming a former church into the new headquarters for her growing wellness brand.

Do You Have a Shout-Out?

Go to

www.wncbusiness.com/pages/submit-news to submit it.

Blue Ridge Community College partnered with Eastern Tennessee State University to expand transfer pathways

Catherine Como was named Marketing Consultant at Hulsey Media.

cheers!

Local Women in Business Celebrated at 2024 WomanUP Awards

The Asheville Area Chamber of Commerce recognized seven of the area’s business leaders at the ninth annual WomanUP Awards.

On November 5, 2024, about 700 members of the Asheville business community gathered at the Crowne Plaza Resort to celebrate the ninth annual WomanUP Awards.

A program of the Asheville Area Chamber of Commerce, WomanUP was created in 2016 with the help of Webb Investment Services President and Founder Laura Webb and her passion for supporting women in business, particularly those in male-dominated fields.

Of the record number of nominees, this year’s winners include:

• Woman Entrepreneur, Best in Business: Amy Michaelson Kelly, Founding Principal at Hatteras Sky

• Outstanding Woman in Nonprofit Leadership: Zurilma Anuel, Director at Western Women’s Business Center

• STEM Award: Candie Sellers, Elementary Coordinator at Western Region Education Service Alliance

• Impact Award: Jessica Edwards, Team Leader at Eaton

• Woman Executive of the Year: Dr. Jennifer Reed, Associate Superintendent at Buncombe County Schools

• Rising Star Award: Katie Thomas, Associate Dean of Nursing at South College

• Suzanne DeFerie Lifetime Achievement Award: Janice Brumit, Owner of Brumit Development Company

• WomanUP Pioneer Award: Laura Webb, Founder of Webb Investment Services and Associate at Gratz Park Private Wealth

Amy Michaelson Kelly, recipient of the Woman Entrepreneur, Best in Business

Award, transitioned a career in law to a career in the hospitality industry. She launched and manages multiple ventures including The Radical, Zelda Dearest, Table restaurant, and more. Under Kelly’s leadership, these ventures help support various community organizations including River Arts District Artists, Black Wall Street, and Riverlink.

Zurilma Anuel, recipient of the Outstanding Woman in Nonprofit Leadership Award, is a leader for her team at the Western Women’s Business Center. She has expanded partnerships to better support women entrepreneurs, providing greater access to coaching, resources, and capital. Anuel also serves on the Invest Appalachia Board and works to provide humanitarian aid to families in her native Venezuela.

Candie Sellers, recipient of the STEM Award, is an educator whose contributions to STEM education have had a transformative impact on the WNC community. Her work with the Cherokee Preservation Grant has helped ensure remote schools have access to essential STEM supplies, programs, and clubs. Her initiatives have provided professional development for K-12 educators and career exploration opportunities for high school students.

Jessica Edwards, recipient of the Impact Award, is a leader delivering consistent outstanding customer service and facilitating professional development sessions for leaders and employees at Eaton. She leads Eaton’s Inclusion and Diversity Council and promotes community outreach and cross-cultural collaboration. Edwards serves as a Board member for Safelight Women’s Center and actively supports Manna Food Bank and United Way’s efforts to support the Asheville community.

Dr. Jennifer Reed, recipient of the Woman Executive of the Year Award, works to prepare students for future

success through professional guidance and community partnerships. Her work has advanced opportunities for workforce development by creating student internships that lead directly to employment following graduation. She also serves on the Boards of YMCA of WNC and United Way.

Dr. Katie Thomas, recipient of the Rising Star Award, is involved in initiatives improving healthcare outcomes in Asheville and has been instrumental in shaping the future of nursing education. Her mentorship led to a pass rate of 100% for graduates on the NCLEX exam. Engaging in strong partnerships with Asheville clinics, her students receive interactive and engaging placements upon graduation.

Janice Brumit, recipient of the Suzanne DeFerie Lifetime Achievement Award, has impacted the Asheville community through active involvement in various initiatives supporting education, healthcare, and economic development. She was the first woman to chair the Asheville Chamber’s Board, is the founding mother of Women for Women, and served as the Chair of UNC Asheville Board of Trustees. Brumit served on various additional Boards and committees. Her mentorship, particularly in empowering women, and her extensive community involvement have left a lasting impact on the WNC region.

Laura Webb, recipient of the inaugural WomanUP Pioneer Award, is a champion and long-standing sponsor of the WomanUP program. Web served on the Chamber’s Board and helped begin the first diversity initiative for women. An advocate for women in business, Webb is dedicated to the empowerment of many business women in the Asheville community. Her advocacy has paved the way for future leaders to pursue their passion, elevate their careers, and take control of their financial lives.

WomanUP Winners

RESILIENT

For 125 years, the Asheville Area Chamber of Commerce has been your partner in building a stronger, more resilient community. We champion a balanced, thriving local economy and connect businesses to the resources they need to succeed- from your favorite restaurant or small business to larger employers that create opportunities for numerous residents.

We believe that together, we are more.

Through initiatives like Asheville Restaurant Week, we celebrate and support the local businesses that make our community unique, vibrant and flavorful.

Discover all the ways the Asheville Chamber can help your business adapt, recover and grow while strengthening our community at: www.ashevillechamber.org

Regional Roundup

Business News from Around Western North Carolina

Cleveland County

Clearwater Paper Inc. to Attract Private Investment

SHELBY – The NC Rural Infrastructure Authority approved a $100,000 grant that will support the renovation of a 1,073,500-square-foot building in Shelby. Clearwater Paper Inc., a private label manufacturer for tissue products, will renovate the existing space to add an additional converting line for facial tissue. This project is expected to create 13 jobs and attract a private investment of $22,707,392.

Source: Economic Development Partnership of NC

Grant to Support Town Improvements

BOILING SPRINGS – A NC Rural Infrastructure Authority grant of $850,000 will help the Town of Boiling Springs with intersection and courtyard improvements. The project will include the installation of new mast arm light poles, widening sidewalks, moving power poles, and burying power lines. The project is expected to leverage an investment of $1,385,000.

Source: NC Department of Commerce

Grant Supports Greenheck Fan Corporation Expansion

KINGS MOUNTAIN – Greenheck Fan Corporation, an international supplier of commercial and industrial ventilation systems, plans to expand its Kings

Mountain plant, investing $10.3 million and adding 102 jobs during the next three years. The expansion was made possible in part by a $66,000 grant from the One North Carolina Fund. Salaries for the 102 new positions will vary by job type, but the average annual wage will be $32,026 not including benefits. That is more than the Cleveland County average annual wage of $31,200.

The One North Carolina Fund provides financial assistance through local governments to attract business projects that will stimulate economic activity and create new jobs in the state. Through the use of the One North Carolina Fund, more than 30,000 jobs and $6 billion in investment have been created since 2001. All of these grants require local matches. Other partners who helped with this project include: the NC Department of Commerce, Cleveland County, Gardner-Webb University, and Cleveland Community College.

Source: NC Department of Commerce

Graham County

Renovation to Transform Renovation Company to Boutique Hotel

ROBBINSVILLE – The NC Rural Infrastructure Authority approved a $25,000 grant that will support the renovation of a 7,000-square-foot building in Robbinsville. This building is currently owned by Wrenchbox Inc., an investment property management corporation that specializes in transformational renovation of distressed properties. With this project, the company plans to transform the facility into a boutique motel, while creating an expected five jobs and investing $451,250.

Source: Economic Development Partnership of NC

Haywood County

NC Department of Agriculture & Consumer Services Grant Supports Chinese Herb Cultivation

At the Mountain Research Station in Waynesville, researchers have begun growing Chinese medicinal herb root crops traditionally known for being a natural and holistic way to treat ailments. Chinese medicinal herbs are known for being a natural and holistic way to treat ailments. As demand grows for those types of herbs in the United States, agricultural research is exploring how to help North Carolina farmers not only grow the herbs but grow them on a large enough scale to be a profitable endeavor. That’s the main goal of one relatively new project funded by the New and Emerging Crops program that comes after decades of interest and research efforts. So far, the research shows it’s not a far-fetched idea for Chinese medicinal herbs to become a profitable crop in the state.

Source: NC Department of Agriculture & Consumer Services

Henderson County

Diamond Brand Gear Company

Permanently Closes After 143 Years

FLETCHER – Diamond Brand Gear Company announced the permanent closure of their business, a direct result of the catastrophic damage sustained during Hurricane Helene on September 27, 2024. After 143 years of operations in WNC, the unprecedented destruction caused by the hurricane rendered Diamond Brand’s facilities and critical infrastructure irreparably damaged. After careful assessment and consultation with insurance providers, shareholders, and its management team, the company concluded that rebuilding and recovery was not financially viable.

Diamond Brand Outdoors is a completely separate business from Diamond Brand Gear Company. The Asheville retail store was not significantly impacted, and continues to operate in a normal capacity at their downtown location.

Source: Diamond Brand Gear Company

Rutherford County

Ice Manufacturer to Invest $14.7 Million in Rutherford County

FOREST CITY – Abstract Ice Inc, a manufacturer of specialty craft ice products, will create 26 new jobs and invest more than $14.7 million in establishing a new manufacturing facility in Forest City. While wages vary by position, annual wages for new positions will average $57,038, exceeding the Rutherford County average of $45,030. These new jobs could potentially create an annual payroll impact of more than $1.48 million for the region. A performance-based grant of $75,000 from the One North Carolina Fund awarded to Abstract Ice will help facilitate the company’s Rutherford County expansion.

Source: NC Department of Commerce

Lumber Company Selects Rutherford County for New Distribution Operations

Rutherford County. The company will invest $925,000 to locate a distribution and warehousing facility in the Town of Spindale. Although salaries will vary by position, the average annual wage will be $61,800, exceeding the Rutherford County average of $45,030. These new jobs could potentially create an annual payroll impact of more than $1.2 million for the region. A performance-based grant of $50,000 from the One North Carolina Fund will help facilitate Cedar Direct’s expansion to North Carolina.

Source: NC Department of Commerce

Swain County

Native American Brewing Company to Add Second Location

BRYSON CITY – The NC Rural Infrastructure Authority approved a $50,000 grant that will support the reuse of a 14,746-squarefoot building in Bryson City, where Native American Brewing Company plans to locate its second full-service restaurant. The project is expected to create 10 jobs, with a private investment of $855,700 tied to this grant.

Source: Economic Development Partnership of NC

Transylvania County

CW Williams & Company to Add New Facility

SPINDALE – Cedar Direct, LLC, a lumber distributor, will create 20 new jobs in

BREVARD – A $70,000 grant will support the renovation of an 8,400-square-foot building in Brevard where CW Williams & Company, a company specializing in sales and service of life-saving equipment for emergency service providers across the Southeastern US, will establish a facility. Contingent on local government financial support, this project is expected to create 10 jobs, with an accompanying private investment of $68,844.

Source: NC Department of Commerce

We are #WNC Strong!

Across the region, stories of collaboration, support, and resilience have reverberated through

New Alliances Unite and Support Community Recovery Efforts

The Swannanoa Grassroots Alliance was formed in response to Hurricane Helene, beginning with neighbors providing immediate relief and later organizing to coordinate efforts and avoid duplication. Comprising local nonprofits, churches, small businesses, individuals, and aid organizations, the SGA has become a hub for addressing both immediate needs and long-term recovery.

Thegroupemphasizesnetworking,problemsolving, and ensuring ongoing support for the community, which faced significant damage and loss. By collaborating with

state, county, and federal officials to secure necessary resources, the Alliance aims to keep Swannanoa’s recovery efforts visible and equitable.

Just a few days after the storm, several community members realized there was beginning to be some duplication of efforts, and they began to think about organizing information and operations. In the second week, about 15 individuals gathered outside the Swannanoa Fire Department, introduced themselves, and were offered future meeting space by Quility.

The organization is open to anyone interested in being involved in Swannanoa’s recovery, and though there are several regular attendees,

there is no organizational hierarchy. The organization considers each of the more than 200 participants that attended a meeting during the months of October and November as members of the Alliance. Initially meeting daily, the group now convenes on Mondays, Wednesdays, and Fridays, focusing on removing obstacles and addressing community needs. These stand-up meetings consist of round-robin introductions, with participants sharing their affiliate businesses or organizations, what they’re working on, and any barriers they may be experiencing along their recovery journey. Next, the crowd transitions into smaller break-out groups where individuals are able to offer help, support, connections, and collaborations to help each other move forward.

The Swannanoa Grassroots Alliance works to support the community following Helene’s devastation.

“That’s been our basic concept from the beginning,” Scott said. “We are now specializing with additional meetings and efforts around housing, and we have a group that meets with the half a dozen or so relief organizations that are working in the area. There are some specialty efforts going on as we refine our process and get more efficient.”

“It’s those people coming together to work on those problems and solving them,” McCreary said. “People are problem solving with the people they can help. They find the problems, and they take it and they run. They solve the problem in that moment — it’s efficient and it’s fast, and I think that’s the beauty of how the meetings are run.”

As the needs of the community shift, the SGA is committed to focusing efforts where they can best be used. Their primary goals moving forward are to ensure Swannanoa remains in the public eye, and to ensure the community gets their share of needed resources. Forming alliances and collaborations while interacting with officials at all levels of government and as many organizations as they can, the SGA hopes to keep their community top of mind to continue fostering longterm recovery efforts. Maintaining these relationships will be a main topic of focus in the coming months.

“As we move out of being as heavily occupied with immediate relief needs — the food and supplies, all of which is still important and being worked on — we’re also moving towards some of the longer-term needs that the community has,” Grogen said. “This is not a sprint, it’s a marathon, and it’s going to take a long time for the community to fully recover. We recognize that the needs are going to be ongoing, and we want to make sure that Swannanoa doesn’t drop out of people’s consciousness.”

A long-term recovery group is being established for Buncombe County. More than 150 people from across the county including members of SGA attended the

inaugural meeting. Grogen said members plan to stay very involved in that to ensure Swannanoa is represented in that process, as that group will likely be a conduit for funding and other resources in the future.

“We’re going to evolve as the needs on the ground evolve,” Grogen said. “We want to be nimble and responsive to changing needs, and that will require us to change. This is our first catastrophic disaster of this nature, so we are figuring all of this out, but we foresee some form of Swannanoa Grassroots Alliance being around as long as it’s needed in our community to help us move forward and recover.”

Members of the SGA reach out to potential partners to maintain relationships and share the current status of the community. These partners include nonprofit organizations as well as government officials at the county, state, and federal levels. Members are writing letters to foster existing relationships as well as creating new relationships with representatives at the state levels and beyond.

“We just want to make sure our recovery moves forward as quickly and equitably as it can,” Grogen said. “It’s been a difficult time, but we’re really dedicated to seeing our community come back, and so is everybody who lives here.”

Partnering with MountainTrue and Appalachian Design Center, a combination of architects, designers, planners, engineers volunteer to assist communities and ensure community voices are heard through the planning process. With support from Buncombe County, Grogen hopes this effort serves as a model of resilient planning in the wake of a disaster to rebuild the community in a way that is stronger, safer, and healthier and more resistant to devastating impacts in the future.

The group is also reaching out to the business community to learn where they are with their own recovery efforts, identifying needs and helping forge connections to support the rebuilding of Swannanoa’s businesses. They are also working to learn

which business owners have decided to relocate so they can help those businesses find new locations and identify businesses that may fill the vacated spaces.

“We’re trying to gather information, see how we can support the business community, and see how the community at large can support our local businesses,” Grogen said. “Many, many of our businesses have been affected by this storm, and some of them in catastrophic ways. Continuing to support them and look out for them is a huge part of our long-term rewcovery.”

Visit SwannanoaGrassrootsAlliance.org to find updates, information, and local nonprofits with current lists of needs and volunteer opportunities.

Women Entrepreneurs Unite to Revive Asheville’s Spirit After Helene

The damage caused by Helene sparked important conversations among business owners in WNC. With many facing uncertain futures and simultaneously eager to help others, several of Asheville’s women entrepreneurs — Ginger Frank of Poppy Popcorn, Allison Blake and Elisa Van Arnam of SoulKu, and Meg Ragland of Plum Print — joined forces to create the Women Entrepreneurs Asheville Recovery Endeavor, or WE ARE.

As stories of devastated businesses were heard, this group of women entrepreneurs began brainstorming on how they can help. Knowing that many businesses were directly damaged and others dependent on a busy tourist season that would be nearly non-existent in the fall of 2024, they

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began to realize these small businesses are part of the fabric of what makes Asheville unique. In an effort to support women-owned businesses in the area and help keep them in Asheville, the idea of creating WE ARE quickly came to fruition.

“We aim to not only highlight our area businesses at a time when they need it most and encourage people to come back to Asheville on their next vacation, but to also fund multiple significant grants and provide mentorship to support women whose dreams of business ownership have been disrupted by this tragedy,” said Frank. WE ARE’s goal is to help resilient women restore what they’ve lost. Partnering with Hatch Innovation Hub, WE ARE is able to offer tax-deductible corporate sponsorships and donations, and has created a raffle full of Asheville-made products, experiences, and stays in an effort to highlight local businesses.

With the help of donations from a wide variety of local businesses, WE ARE has compiled 12 raffle baskets, many valued at about $2,000, with tickets being sold nationwide for $20 each. Raffle baskets include locally-made and locally-branded items, and offer gift certificates for overnight stays and WNC experiences that, in addition to shining light on local small businesses, will help boost tourism in the months to come.

“It’s unbelievable what local businesses are offering,” Blake said.

To help with fundraising efforts, WE ARE founders invited members of the business community to participate by becoming founding members. By the end of November, more than 100 business leaders committed to the effort by pledging $500, and more than 65 corporate sponsorships have been received.

“By helping them get back on their feet, our supporters are contributing to something that will strengthen our entire community,” Van Aram said. “Their support goes beyond financial aid; it’s an investment in Asheville’s future. When women-owned

sustainable small businesses thrive, they create jobs, enrich our neighborhoods, and fuel the unique culture that makes Asheville special.”

Revenue from ticket sales plus funds from corporate sponsorships and donations will be distributed as grants to local women entrepreneurs. Understanding how crucial it is to have funds enabling real financial decisions that can keep a business alive and moving forward, WE ARE’s founders aim to offer 20 grants of $50,000 each. Grants are available to women-owned businesses operating for at least two years and with annual revenues between $50,000 and $5 million. These guidelines aim to support businesses that are wellestablished in the Asheville area and are woven into the business ecosystem.

“COVID was such a challenging time for many of us,” said Blake. “As business owners are still paying off many of those loans, it is critical to us to be able to write a significant check that someone who is in a very desperate situation feels like they have hope, and that these funds could really put them on the trajectory that they need to be sustainable.”

Learn more at WEAREAsheville.org.

Local Brewery Leads Higher Calling Initiative to Support WNC’s Craft Beverage Industry

Immediately pivoting to a water and supply distribution center placed DISSOLVR Co-owner Vince Tursi in the midst of a community devastated by Hurricane Helene. Seeing the significant need of not only community members, but also others working in Asheville’s craft beer scene, spawned a nationwide effort to support WNC’s breweries.

DISSOLVR began a collaborative initiative involving multiple breweries offering a similar recipe with the same name — Higher Calling — with each partner contributing to fundraising efforts. All

proceeds from Higher Calling will go directly to the NC Craft Brewers Fund, a 501(c)(3) non-profit managed by the NC Brewers Guild. The funds will be carefully distributed to those in greatest need, with the initial grants dedicated to WNC Helene relief efforts.

Tursi previously worked with a company that hosted a website for previous charity fundraiser brews, and understood the framework of what that type of project entailed. Reaching out to the individuals at the former Craftpeak company, he was offered free website hosting, came up with a hazy IPA recipe, and began spreading the word about Higher Calling.

“We kept getting texts from everybody saying ‘what can we do’ or ‘can we host y’all for a tap takeover’ or ‘can we buy some beer’,” Tursi said. “I got tired of saying ‘I don’t know’. There have been projects that have been successful with this sort of thing before, and it doesn’t take much outside of reaching out to vendors. This seemed like the most logical answer in order to get money to the people that needed it the fastest.”

With many established relationships with other brewers, participants in this collaborative initiative grew quickly. Brewers have a general recipe to follow, and can tweak that recipe to make a unique limited-edition beer if they choose. DISSOLVR provides a label, list of suppliers, and social media assets, and some ingredient vendors are donating things like malt.

Brewers guilds in other states are helping to spread the word. Participants are located from California to Vermont to Florida, and Harris Teeter joined in the distribution effort to make this beer even more accessible to the public.

“At a minimum, we’ve got 130 breweries now and counting,” Tursi said. “If we get $1,000 from each of them, that’ll be $130,000, but we’re guessing each brewery will be doing more than that. We know a couple of breweries that are

doing much bigger batches, so the goal is realistically set at a quarter of a million dollars. That’s a low goal to set; we’re hoping that we do significantly more than that.”

Net profits from this brew are donated to the NC Craft Brewers Guild Foundation, and the Foundation will distribute grants to help rebuild the WNC beer community. Grant applicants will be reviewed by a Board, though Tursi’s goal is to help every brewery that was impacted in some way. Some nationwide partners have committed to having Higher Calling on tap through January of 2025, and Tursi hopes this can be continued well into the new year. Other partners unable to commit to brewing Higher Calling have hosted fundraiser nights, donating a certain amount of proceeds to the initiative. With the economic turndown that happens in WNC’s winter season, the more that can be done to support beverage businesses until the spring, the better.

“A lot of people have reached out, and I think we’ll see more things like this,” Tursi said. “I think that we’ll see this platform be a functional way of helping to drive some change. It’s not about being able to give a lot, it’s about being able to give what you can. It’s going to make a lot of difference for a lot of people.”

Learn more at HigherCallingBeer.com.

Nationwide Generosity Boosts Recovery Efforts in WNC

Catholic Charities is a nonprofit organization with a mission to strengthen families, build communities, and reduce poverty regardless of religious affiliation. Their range of services typically includes immigration services, food and clothing assistance, support for families of veterans, mental health services, and social advocacy, but since Hurricane Helene hit WNC, their focus has shifted to disaster relief.

The Charlotte Diocese serves the 46

westernmost NC counties and the Qualla Boundary, and typically operates on an annual budget of $9 million, including government funding for specific programs. Within seven weeks of Helene’s destruction, the agency received more than $6.5 million in additional monetary donations, according to Director Jesse Boeckermann.

“We’re getting close to doubling our budget,” Boeckermann said. “Based on the generosity of the response, we’ve received donations from every state in the United States, multiple Canadian provinces, and six other countries. The outpouring of generosity has been unbelievable, and I don’t use that word very often.”

Much like organizations like American Red Cross and Habitat for Humanity, Catholic Charities is a name people know around the country. Its popularity lends

to its becoming a ‘go-to’ agency during disaster relief and direct-service nonprofit work. With the scale of the disaster and the corresponding media coverage, many who felt called to help reached out to Catholic Charities.

The local branch of the organization has received much more than monetary donations. They’ve received 18-wheelers carrying pallets full of supplies, truckloads of diapers and coats, and more.

“Even with the widespread nature of the devastation with 250,000-plus people filling out FEMA applications, it’s apparent there’s even more people who have big hearts, that care, and want to help out in this situation,” Boeckermann said.

Catholic Charities performs community outreach by redistributing dollars and donations throughout the community. An online intake form has been sent to

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partner agencies like Manna Food Bank, Pisgah Legal Services, BeLoved, Food Connection, United Way, and more, and Boeckermann said the Catholic Charities team hopes to reach as many individuals and organizations as they can.

“The question is no longer who are we working with, but who are we not working with,” Boeckermann said. “We’re sending out forms in multiple languages to so many local organizations with the message of ‘if you run across somebody that’s been impacted, you might be helping them, FEMA might be helping them, and their insurance company might be helping them, but for people that have had major impacts, give them our intake form as well and let’s see how we can be part of the solution for families.’”

Assistance has shifted throughout the first two months following the storm, and will

continue to be directed where the greatest needs lie. Immediately following Helene, helping people meet basic needs like food, water, and baby care items was the priority. While those resources will continue to be offered as long as there is a need, the focus has shifted to offering help with home and vehicle repairs, bridging wage gaps for those who are out of work, and contributing rent and utility payments for individuals in need.

Beyond helping individuals and families, a business recovery grant program is also being developed. As generous donations have been received, the Catholic Charities leadership is determining how to best support local business owners, whether they were physically impacted or lost revenue because their business was temporarily closed. Further details will be shared as they become available.

In addition to addressing immediate needs, Catholic Charities intends to continue providing support in the region for months and years to come. With a plan of adding to their team, they will focus on the second wave of case management, financial assistance, and long-term needs.

“As others begin moving out, we are going to be here,” Boeckermann said. “It’s our goal to help people rebuild in whatever capacity they need, and we know that for some families, that’s going to take thousands or tens of thousands of dollars to do that. We don’t have an unlimited budget, but we do have a lot of generosity, and this timeline is measured in years, not days or months. We’re going to be here helping people until help is no longer needed.”

Catholic Charities invites local organizations needing assistance in supporting WNC communities to reach out, and bilingual counselors are available for mental health support. Visit CCDOC.org for more information, to volunteer, or to apply for help.

Community Support at the Heart of a Local Small Business

Recently celebrating their 10th anniversary, Pig & Grits, a Southern cuisine and barbecue restaurant, has long been a cornerstone of the Burnsville community. When Hurricane Helene tore through the region, the restaurant and its owners, Leigh and Melissa Howell, found themselves not only rebuilding their business, but also playing a crucial role in their town’s recovery.

The night before the hurricane struck, the Howells closed their restaurant early, planning to reopen the following day. Those plans quickly changed as flooding submerged Jack’s Creek Bridge, cutting off access to the town. Days later, when the waters receded enough to reach the restaurant, they discovered significant damage to its water and sewer systems in

Catholic Charities Executive Director Gerry Carter loads supplies on the day after Hurricane Helene hit WNC.

Kenmure 12 Broker, LLC

addition to power outages. Salvaging what they could from the kitchen, the Howells immediately shared supplies with their

Pig & Grits in Burnsville utilizes its food truck to feed front line workers and the community while renovating its damaged restaurant.

“It wasn’t only us, but a lot of different places were doing the same thing in the very beginning, because we didn’t know how long it would be for help to come,” Leigh Howell said. “Of course, the shelters weren’t exactly fully stocked. Knowing the extent of the damage and that the water system in Burnsville was destroyed, people from out of the area were coming to drill wells and bring in supplies. There were helicopters everywhere saving people’s lives and helping position supplies. It’s just amazing when you’re going through it; you don’t realize how much outside help there was.”

Amid the chaos, ensuring the safety of their team was paramount. Using the communication platform Home Base, they reached out to employees, but it took a week and a half to confirm everyone’s safety. Remarkably, many staff members instinctively gathered at Pig & Grits, knowing it would be a place of refuge and support. Together, they began tearing down damaged walls, pulling up flooring, and planning for the restaurant’s rebuild.

Despite these challenges, the Howells found ways to serve their community. Partnering with Mountain Strong 828, a local women-owned organization, they deployed their food truck to provide meals to first responders and residents in need. Generous support from US Foods helped supplement their efforts, allowing them to distribute community meals at the West Yancey Fire Department and a senior center hosting law enforcement and National Guard members.

During these efforts, Melissa Howell noticed a young boy peeking out of a tent and realized many children had lost their homes. Moved by the moment, Pig & Grits and Mountain Strong 828 launched the Pancakes for Presents Toy Drive, partnering with other local businesses and hosting a pancake breakfast with Santa to bring holiday cheer to families affected by the storm.

“We’re very thankful,” Melissa Howell said. “It’s our team and these amazing men and women who want to help, and every one of them has a heart for the community. It’s Burnsville who takes care of Pig & Grits, and without the community, Pig & Grits doesn’t exist.”

The Howells also faced challenges at their other venture, the Mount Mitchell Cafe and Eatery, which sustained roof damage from 100-mph winds. Public access to the cafe has been blocked due to damage along the Blue Ridge Parkway, leaving its future uncertain.

“October would’ve been our best month of the year for business,” Leigh Howell said. “The state park was shut down because of concerns of instability and erosion under the road. We worked closely with the park superintendent to bring a couple of items down for us, but as far as going to the park, he shared he is going to get us up there as soon as he can do so safely, and we’re still waiting on that. It’s just not a safe venture. We’ll see how that goes in the future; if we’ll be able to be back up there next summer or not.”

“We’re very fortunate that Pig & Grits is now 10 years old and is now reopened, and because of the community and the team, it is a self-sufficient business,” Melissa Howell said. “ I think when we look back, the survival of this will be because we all had each other.”

Collaboration and Community Keep Asheville Restaurants Afloat

The destruction, infrastructure challenges, and low tourism rates caused by Hurricane Helene have forced many businesses to restructure their models and offerings. Many are operating in the red in hopes of increased business in the months to come. For Gerry Mahon, the owner of Asheville’s Mellow Mushroom, serving the community and collaborating with other business owners have been meaningful and essential through the early weeks following the storm.

Four days after the storm passed, Mahon and his crew began giving away pizzas to the community at a rate of about 1,000 pizzas per day for six days. People were happy to wait in lines that stretched out the door and around the corner.

“One that really got me was the mom of a family of three,” Mahon said. “She walked up and hugged me and thanked me, saying she had lost her house, her car, and everything. She said this gave them time to be a family and feel sort of normal, and for that, they would be forever grateful. I walked off and I cried my eyes out, because you have to engage the emotion. It hit me really hard in that moment, and then we started taking it out to the grander community.”

As World Central Kitchen came into Asheville, Mahon and his staff expanded their efforts, bringing pizzas to Marshall, Barnardsville, Fairview, and fire departments around the region. While grateful for the opportunity to serve the community in a time of great need, Mahon

recognized the necessity of adapting business strategies to operate with reduced capital.

During the fall, many restaurants experienced a 50% decline in revenue. Drawing from lessons learned during COVID, Mellow Mushroom streamlined its menu to simplify kitchen processes and control ingredient costs. Returning to these strategies has been crucial in maintaining operations after the hurricane.

Another key shift has been an increased focus on takeout programs. Despite higher costs for customers, many prefer having food delivered rather than driving into town to pick up meals.

“It’s still something that we can do and be profitable with,” Mahon said. “That’s what we are trying to do in this moment, because we don’t have the option of trying to be that other restaurant right now. Nobody’s in town, so the option is just not there.”

While maintaining profitability is a primary focus, retaining employees remains a top priority for Mahon. Defining roles and keeping staff engaged has helped provide hours and preserve the team’s expertise.

“I’ve got employees that have worked for me for 12, 13 years, and some for more than 20 years,” Mahon said. “Keeping them engaged as much as possible is hard when you’re losing 50% of their business, but it also gives you an ability to then grow the business as we find ourselves coming out of this because you have the knowledge base already. It’s better than having employees move to Greenville or Knoxville and starting over later.”

Collaboration was key when a group of restaurant owners faced the challenge of securing potable water in October. For most businesses, paying $1,000 or more per day for water was unsustainable, and suppliers would only deliver in large volumes. Mahon coordinated with a water supplier, representing a group of 10 restaurants that needed water. By sharing

the costs and resources, they managed to reopen weeks before the city restored potable water.

“This allowed us to engage whatever business we had, but for me, I didn’t want to wash anything,” Mahon said. “I literally ran with anything that came in a can, which was limited, but I knew I was making something that was safe for customers. I had one complaint from a customer about serving wine in a plastic cup, but that’s where we were at the time.”

During the fall of 2024, Mahon worked with local organizations including the Chamber of Commerce, Explore Asheville, and Asheville Independent Restaurants to determine ways to engage the limited number of visitors during the holiday season. The hope was that holiday traffic would provide a much-needed boost to help businesses survive the slow winter months

before spring brings increased activity.

“Finding and giving the core things they sought to see and feel when they came in the first place will be the thing that gets us through the winter,” Mahon said. “I think that if we can do that, we can find ourselves through this, but it’s only going to be with working together as a community.”

Restaurants have also ramped up efforts to attract local patrons while the number of visitors remains slow. Community outreach methods like radio ads, mailed coupons, and discount nights for locals have proven effective. Engaging employees for ideas to draw in local customers has also helped restaurants remain profitable during slow months.

“It’s the community around us, and we’ve all got to work together,” Mahon said. “It’s figuring out how we keep ourselves

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“Thank you to those who came together to assist our community after Helene.”

afloat, and how we can help each other out. There’s a lot of restaurants that are working with one another, and that will be the thing that gets us through the next six months. We have a tremendous amount of work to do — not just us, but Asheville as a whole — to pivot and engage the customer in a new and different way.”

Partnership Forms Between Two Nonprofits in the Wake of Hurricane Helene

Asheville Area Habitat for Humanity and MANNA FoodBank have been beacons of hope for thousands and thousands of Western North Carolina families for more than forty years. Both organizations were hit hard by Hurricane Helene in late September with MANNA’s warehouse and office destroyed completely, and Habitat’s Asheville ReStore and Administrative Office severely damaged. Nonetheless, these two nonprofits acted quickly to support the community in its greatest time of need.

Since Helene ravaged the region, some

served with MANNA in an informal capacity. MANNA also offered some office space at their new Mills River facility to Habitat’s administrative staff who were displaced from their Meadow Road property near Biltmore Village. In mid-October, the two agencies signed an agreement that has a number of ReStore staff working at MANNA’s new warehouse through mid-January 2025.

With Habitat’s Asheville ReStore closed indefinitely due to storm damage, CEO Andy Barnett worried there wouldn’t be enough work for all ReStore staff. At the same time, MANNA’s team was stretched thin trying to meet an increased need for food assistance. Barnett and MANNA’s CEO Claire Neal found a great match between Habitat’s ReStore workforce and the food distribution agency’s staffing needs.

“MANNA was excited to welcome Habitat’s skilled, mission-aligned team members to help out, and I was thrilled to keep our team intact while we figure out our next steps,” Barnett said.

mainstay non-profits benefits not only the agencies, but the community at large. “By adding their multi-skilled staff to our Operations, Volunteer Center, and Community Markets teams, we have been able to expand our collective relief efforts,” Neal said. “Together, we stand united in the goal of helping our communities heal and thrive once again.”

Source: Asheville Area Habitat for Humanity.

A Personal Passion Project Initiates Long-Term Recovery Resources

By Eli Hashemi, Business Retention & Expansion Coordinator at Mountain West Partnership

This expanded partnership between two

From the very beginning, my boss, Josh Carpenter, at Mountain West Partnership, wholeheartedly supported my personal mission to respond to the needs of our community after Hurricane Helene. MWP, as the business branch and newest department of the Southwestern Commission, has been addressing the aftermath of the storm in a different but equally vital capacity. Once the Southwestern Commission office reopened, Josh and I immediately reached out to our partners in Haywood County — the hardest-hit area in the Southwestern Commission’s seven-county footprint — to see how MWP could support them.

While the supply distribution warehouse is a personal mission, it quickly intertwined with MWP’s work. I led the effort to coordinate and manage the warehouse, which allowed us to meet immediate humanitarian needs while providing crucial support to local businesses. The immediate

Habitat for Humanity and Manna Food Bank partnered to distribute relief supplies to WNC communities.

needs of our partners ranged from offering a listening ear and providing guidance on navigating FEMA and SBA programs to addressing logistical challenges, such as deploying Starlinks to nursing homes and essential businesses and delivering supplies to flood-stricken areas.

The Sylva Warehouse has become a crucial support hub for our region, making numerous supply delivery trips daily to the most heavily impacted counties, including Madison, Marshall, Yancey, Buncombe, and Haywood. Closer to home, the warehouse continues to support food banks, churches, schools, and the Department on Aging in Jackson County. This effort has grown beyond anything I could have imagined, thanks to the generosity and collaboration of so many. We’ve been grateful to work alongside the Eastern Band of Cherokee Indians, Jackson County Emergency Management, Western Carolina University, the 101st Airborne, the National Guard, the Oconaluftee Job Corps, and countless others. We’ve partnered with organizations like the NC Department of Commerce’s Veteran Services, Rise Against Hunger, and the Christian Appalachian Project to expand our ability to support recovery efforts across the region.

None of this would have been possible without our core team of seven dedicated volunteers. Initially, the owners of the warehouse space offered us the facility for six months. After visiting in person last week and seeing the scope of our work firsthand, they extended their generosity, assuring us we could use the space for as long as necessary. This commitment has been a relief as we plan for the long-term recovery process.

In addition to the work through MWP and its support of the Sylva Warehouse, the Southwestern Commission has remained steadfast in its ongoing efforts to support both immediate and long-term recovery across the region. The Commission is working closely with local governments and

nonprofits to coordinate relief initiatives, identify infrastructure needs, and help communities access state and federal recovery funds. Long-term strategies are being developed to address economic revitalization, housing solutions, and workforce recovery in the counties most impacted by Hurricane Helene. These efforts, though distinct from MWP’s business-focused initiatives and the warehouse’s supply distribution, ensure that the Southwestern Commission provides a comprehensive response to the disaster.

Looking ahead to 2025, MWP remains committed to its mission of providing businesses with the tools, resources, and strategies they need to recover and thrive. While the supply distribution efforts through the Sylva Warehouse and the Southwestern Commission’s broader initiatives remain separate, they all share a common goal: to rebuild and strengthen Western North Carolina, ensuring it emerges more resilient than ever.

This experience has shown me the deep interconnectedness of humanitarian and economic recovery efforts. It is a privilege and honor to contribute to both missions in meaningful ways.

Community Colleges Teach by Example in Times of Crisis

By Dr. Laura B. Leatherwood, President at Blue Ridge Community College

On the evening of September 26, Hurricane Helene was barreling toward Western North Carolina. Our Blue Ridge Community College campuses were uncharacteristically dark and, to be frank, no one expected what our entire region was about to encounter.

Just hours earlier, our campus chief of police and communications team issued a statement urging students, staff, and faculty to gather supplies, head home and seek safe shelter, and, above all, remain patient and calm through the storm.

While many of us heeded this wise advice, I later learned that some members of

our faculty had other plans. As first responders, they had work to do.

Blue Ridge Community College is fortunate to employ a cadre of talented emergency service professionals including paramedics, firefighters, and law enforcement experts who teach aspiring first responders how to serve with skill, focus, and certainty in moments of crisis. During this particular crisis — one of unprecedented magnitude for Western North Carolina — these educators led by example, courageously moving their curricula from the classroom to the frontlines in the blink of an eye.

Our Emergency Medical Services Program Director Daniel Wesley put it well.

“The college might have been closed, but we knew it was time to go to work with our first responder families,” Wesley said.

Ordinarily tasked with supervising Emergency Medical Services education, Wesley knew at the onset of the hurricane that “boots on the ground” would take on a whole new meaning.

As he shared with me, “We wouldn’t want to be anywhere else. We were ready, we were able, and we were capable. It’s what we do.”

During the height of the storm and well into its aftermath, Wesley worked with the Skyland Fire Department in South Asheville, spending 36-hour shifts providing emergency medical support to those in need. He wasn’t alone. Nor was I surprised to learn that so many others from our EMS faculty stepped up to respond.

Virginia Plyler, Blue Ridge Community College’s lead paramedic instructor, joined forces with the National Guard to lead search and rescue efforts in Tryon and greater Polk County, while Blue Ridge’s clinical coordinator, Casey Elliott, pulled extra shifts as a paramedic with Polk County EMS, addressing hundreds of calls for help. Meanwhile, Garrett Gardin, Blue Ridge’s director of law enforcement training, pitched in as a public safety first responder with the Hendersonville Police Department. Fire and

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#wnc strong

Rescue School Director Casey Silvers lent his expertise by helping neighbors dig out of the debris, adeptly wielding chainsaws, ropes, and ladders.

The bond among emergency workers, especially during a crisis, is strong. Wesley shared that the experience of responding together through Hurricane Helene strengthened relationships within the emergency department, not just among colleagues, but also between faculty and students. He added that some Blue Ridge students who were pursuing more advanced emergency certifications were also in the field at work during the hurricane. This real world experience brought the classroom to life and reinforced the importance of shared learning.

“No matter where we were in the storm, all of us witnessed some difficult things,” Wesley said. “We were able to come back and reflect and ask each other, ‘What did you deal with, and what do you need now? How can we support you and support one another?’”

He succinctly summed it up for all of us: “This is what we train for.”

Our first responder instructors provide us with a profound example of moving into action when the need is imminent. Our students are fortunate to learn from such experienced and principled leaders. Today, with the urgency of our

initial storm response receding, Western North Carolina needs many other types of professionals to respond to the extended challenge of recovery and rebuilding in the months and years to come.

Following Hurricane Helene, North Carolina’s Damage and Needs Assessment estimates approach $54 billion statewide, with $41 billion attributed to direct damage to businesses, housing, utilities, natural resources, transportation, and agriculture across 39 disaster-declared counties. To address this, our region needs to maintain and utilize a robust workforce of skilled trades professionals — electricians, plumbers, carpenters, roofers, HVAC technicians, masons, equipment operators, and more. We’ll also need engineers, machinists, social workers, automotive mechanics, accountants, small business advisors, and myriad other occupations working synergistically.

As a community college, this is also “what we train for.”

At each step of this disaster, I have been struck that so many of the essential professionals saving our lives and leading the way toward recovery received their training here at Blue Ridge or at a nearby community college. This work begins with exceptional instructors. Just as they are at community colleges across the ‘Great 58,’ Blue Ridge faculty members are highly-skilled professionals who teach students to venture into the world with capacity and intention to do the work at hand, whether that be responding to a crisis, building or repairing a home, fortifying our community infrastructure, or manufacturing the supplies necessary for long-term recovery.

We salute our faculty teammates who walk the talk and lead by example. Together, we are here to help in the present moment, whatever the moment demands. We are also committed to rebuilding the potential of our region through a strong workforce — one step, one graduate, at a time.

Collaboration and Care During a Crisis

By UNC Health Pardee

As a healthcare organization, planning for emergencies is part of our DNA. We analyze endless scenarios and drill rehearsed responses to maintain a constant state of preparedness. However, no amount of planning could have prepared us for the destruction and disruption caused by Hurricane Helene. Despite this, UNC Health Pardee remained open and operational from the moment the storm hit.

Pardee’s ability to keep the doors open during an extreme crisis was no accident. Our community-first culture and foundational relationship with UNC Health and local partners enabled us to serve even in the most challenging times. We were responsive and collaborative in our mission to continuously serve the region. The storm presented numerous logistical challenges for everyone – from a lack of cell phone and internet services to the inability to physically get from point A to point B. Like so many, Pardee simply had to adapt in the face of unheard-of conditions. Information initially presented itself in the form of or word of mouth or patients arriving at the hospital, then later via social media posts or texts from peers in the community.

Days after the storm, many residents found themselves displaced and needing a safe space. Pardee’s doors were open not only to those needing medical care, but also to members of our community seeking shelter. Early on, our hospital lobby was converted into a temporary shelter to accommodate discharged patients who could not return home. Anyone physically in the hospital was able to have a hot meal, and those who stopped by were given information about community resources. Our staff, concerned about the state of homes and travel conditions that patients might encounter upon leaving

EMS students train to offer assistance in times of need.

the hospital, personally ventured out to check on the conditions of roadways and patients’ homes.

Pardee’s foundational relationships and collaboration with key partners across the state and region, especially our connection with UNC Health, played a critical role in our ability to offer these services and resources to those in need.

UNC Health immediately deployed clinical teams from across the state to Pardee in our community’s time of need. Having these folks on site enabled us to leverage resources and connections to not only serve our patients but the broader community. UNC Health’s Carolina AirCare flight team and ground crew spent a week in Henderson County, reinforcing local emergency management services and Pardee’s patient transport needs. Their support in helping transport patients to higher levels of care allowed Henderson County EMS crews to stay in the county and continue their rescue work locally.

When a neighboring facility faced water outages and informed their late-term patients that they would likely not be able to deliver babies, Pardee’s obstetrics and gynecological medical director reached out to his network and offered help. With the reach of social media, Pardee was able to help several women avoid having to leave the region to deliver their babies safely. For a period of time when other hospitals were on diversion or physically inaccessible, Pardee received all ambulance traffic –even though our own patient numbers were already high. Henderson County EMS director Mike Barnett shared that his department experienced significant problems with communications and getting to emergencies, while the calls for service grew exponentially. He shared that knowing that Pardee was accepting all of their ambulance traffic and offering critical care long enough for patients to be stabilized meant that their teams could stay focused on rescue operations in the community.

Caring for the community during a crisis also means caring for the caregivers. Pardee implemented several support measures for teammates including crisis pay, temporary sleeping arrangements, childcare, and laundry services. By removing this burden from our team and ensuring their needs were met, we were better able to provide quality care, even in the most difficult circumstances. This support continues today through the Pardee Hospital Foundation. As all WNC residents understand, recovery and rebuilding will take some time.

When we talk about how our team came together to serve the community, without fail, teammates will note that they did what they did because it was the right thing to do. They led with their heart – oftentimes in the face of what was financially possible or normally done. That sense of integrity helped us stay the course and maintain stable operations throughout the days following Helene.

Launching The Grant Guides Amid Unprecedented Need

By John Hornsby, and Founder and CEO at Hornsby Creative Group.

The Grant Guides LLC, led by Tanya Ledford, is a newly-launched grant writing and strategic support service for nonprofits. Ledford’s teaching background and expertise in nonprofit grant writing and funding make her uniquely suited to help organizations navigate the complex grant process. Her work focuses on education, strategic budgeting, and providing nonprofits with tools to grow sustainably.

When Hornsby Creative Group began working with Ledford, our goal was to craft a professional brand and website to launch The Grant Guides. Midway through the project, Hurricane Helene devastated Western North Carolina, creating urgent needs for recovery funding. Nonprofits required immediate support, and our team adapted quickly, accelerating timelines while maintaining quality. After

pumping water from under his house and locating a neighboring Starlink during the communication blackout, John Hornsby got back to work, focusing on three key projects: this launch, another impacted client’s launch, and fundraising for affected creatives through AIGA Asheville, where he serves as President.

They collaborated with another local business – Online Training Concepts – to spearhead creation of The Grant Guides’ custom database software to support streamlined operations for their growing client base. In tandem, Hornsby Creative Group designed a website that integrates their tools and highlights their mission. The result? A cohesive, professional platform that positions The Grant Guides as trusted experts during a critical time. The Grant Guides launched just as nonprofits faced unprecedented demand for funding support. Ledford’s new brand and website have become a vital resource, helping organizations secure funding and rebuild. Her expertise resonates deeply with nonprofits seeking resilience and sustainable growth in the wake of Hurricane Helene.

The Asheville Artist Flood Collection: Supporting Artists and the Creative Economy

By Emma Castleberry, Associate Editor at The Laurel of Asheville

Watercolor artist Erica Schaffel quit her job to become a full-time artist less than six months before Hurricane Helene. Her sole source of income was sales of her art at The Marquee Asheville and participation in art markets, many of which take place in October at the height of tourism season. “I had a wall in Marquee where I lost about a dozen framed original paintings and maybe 30 or so prints,” she says. She was able to salvage two works from the debris. Towards the end of the storm, Schaffel and her partner drove to a bridge overlooking the River Arts District. “I saw a painting continued on next page

float by and I felt such a unique, unfamiliar type of grief,” says Schaffel. “As artists, we pour little pieces of ourselves into every single piece of art we make. All I wanted to do was jump into the river and save the art.”

She knew she couldn’t do that, but the grief stayed with her, as grief does. She had a “nagging sensation” that she needed to save the art. “A friend suggested I make prints of all my lost work and call it ‘The Flood Collection,’” she says. “And that was it. I knew I had to somehow create not my flood collection, but our flood collection.”

Schaffel started a Kickstarter campaign to raise money for The Asheville Artists Flood Collection, which will ultimately be a coffee table book and card deck featuring the work of 54 artists affected by Hurricane Helene. Her $15,000 goal was reached within four days, and when the Kickstarter ended on November 3, it had raised $157,989. All proceeds from The Flood Collection go directly to the participating artists.

“We get to give artists a lot more money upfront than I ever imagined,” Schaffel says. “We raised so much that we are also giving a cash gift to artists who applied but weren’t accepted into the project.”

Schaffel selected works for the project with the help of Mira Gerard, owner of Tyger Tyger Gallery. “Our goal was to curate a collection that would adequately reflect our creative community here in WNC,” says Schaffel. The curators considered geographic diversity, endeavoring to represent as much of WNC as possible, as well as diversity of artist experience level and medium. Artists were asked to submit a “before” photo of an original artwork that had been lost or destroyed in the storm.

“The submission window was very short—three weeks—so the collection isn’t quite as diverse as we would have liked,” Schaffel says. “It’s a balancing act. I wanted to give artists enough time to

see this opportunity and submit, but I also know artists need money soon.”

Hannah Rothstein, a self-taught artist whose work focuses on climate change, had a studio at Foundation Studios in the RAD prior to Helene. Her watercolor piece New American Gothic, one of a six-part series, will be featured in The Asheville Artists Flood Collection.

“The irony of seeing my studio and work crushed by the very issue I fight against is not lost on me,” she says. “The Flood Collection is one small piece of rebuilding and revitalizing this art scene—and in turn, Asheville’s ineffable charm.”

Aaron Fields is a landscape painter that uses acrylic, paint markers and spray paint to create his works on wooden doors and cabinet panels. He was also an assistant manager at The Marquee before the flood. A photograph of The Road Back Home, the largest work Fields has ever painted, will be featured in the collection.

“The Flood Collection is bringing us together to never forget this experience and to preserve what we lost,” he says. “While things are at a stand-still with the economy of Asheville, this is also a great way to keep the flame lit for artists.”

While the images in The Flood Collection cannot replace the original works themselves, the project honors the loss, and, perhaps more importantly, creates financial support and hope for the artists that shape our community.

“Artists contribute significantly to our region’s economy,” says Schaffel. “It is imperative we find a way to keep them here, and this project is one way we can help do that.”

The Flood Collection is available for pre-order at TheFloodCollection.com. Businesses can also make wholesale orders to sell the book and card deck in their stores. The card decks will be available in February and the coffee table books in April.

Down, But Never Out

By Brooke Souhail and Co-owner of Casablanca Cigar Bar.

When Hurricane Helene struck, it felt as though everything we had worked for vanished overnight. Casablanca Cigar Bar was destroyed in a matter of hours. This wasn’t just a business loss for us; it was deeply personal. We have been entrepreneurs in Asheville since our early 20s, starting our first business on Eagle Street in 2011. To see years of hard work and sacrifices erased by this storm was a blow we never anticipated. Despite the devastation, we knew we couldn’t give up—not after everything we had built, and not with the incredible support we have received from our community.

The impact was immediate and overwhelming. Our physical space, where we had created so many memories with our coworkers and customers, was gone. It was just as painful when it became financially necessary to make cuts to our team—people we had worked with for years, and who we expected to work with for years to come.

We have been very fortunate that we are still operational at our Casablanca Cigar Bar location in downtown Hendersonville and at Wall Street Market, our convenience store in downtown Asheville. The weight of the devastation still weighs heavily on everyone. It lingers in the air and in the interactions with others. There is a sense of vulnerability and openness that didn’t exist before. It is painful, but also, there is healing and catharsis, even in the monotony of daily life.

The road to recovery hasn’t been easy, but it has forced us to be more creative than ever before. One of our first steps was launching an online store, allowing customers to shop online and continue supporting us during this uncertain time. We also launched a GoFundMe campaign to help us recoup some of our losses. The unfortunate truth is that while our building structure was

covered by flood insurance, our contents, furniture, fixtures, equipment, and inventory were not. This has been a huge financial loss that we are still navigating. We have connected with other local businesses for support. The spirit of collaboration in Asheville has been one of the bright spots in our recovery. Taking part in the Miracle on Wall Street Sunday Street Fairs has been a wonderful way for us to connect with our neighbors and lift our spirits. It’s been a joy to see Wall Street come alive with such festive holiday cheer. We’ve had the chance to collaborate with businesses we hadn’t previously worked with, expanding our reach and growing our network. We now have a humidor pop-up at Greenman’s Dirty Jack’s, where people can enjoy their cigar along with the finest craft beer in Asheville. We also have exciting upcoming events, including a Sip and Smoke collaboration at Hemingway’s Cuba and a New Year’s Eve rooftop pop-up at Antidote at Chemist Spirits, where we intend to ring in the New Year with hope and optimism. It’s been incredible to see the ways in which our community has come together, supporting each other in the face of adversity. These collaborations remind us that even in the toughest times, resilience and innovation can lead to new opportunities. We know that we are not facing any of our current obstacles alone. Our story is also the story of many others. Business owners know that they must enter into any endeavor with a sense of adventure. We know that there is risk in the road we take. What we have faced and continue to navigate now is much bigger than us—bigger than what we could have ever imagined or prepared for. We also counter the feeling of this hardship, which is deeply personal to us, with the knowledge and understanding that our struggles are very minor in the face of the human loss and suffering that has affected our community. Losing our space, our staff, and the life we had built was heartbreaking. The storm has taught us something powerful.

We are learning to embrace change and move forward. We are learning to adapt and be flexible. The loss may have been painful, but it also makes us stronger, more connected, and more passionate about what we do.

The road ahead is still uncertain. We know there are more challenges to come, especially as the economic impacts continue to unfold. The calm that remains after the storm is as daunting as the storm itself. We are not deterred. The support we’ve received from our customers, our neighbors, and fellow business owners has been overwhelming. We feel more connected to this community than ever before.

We have learned that resilience isn’t just about surviving. It is about evolving and growing, even in the face of hardship. We are ready to face whatever comes next.

That is the spirit that will carry us and Asheville into this new phase of growth and renewal. Casablanca may have been knocked down, but it isn’t out. Asheville may have been knocked down, but it isn’t out. The majority of businesses that are the beating heart of this city are open and operating. For those who are able and want to be a part of the comeback, the best thing to do is to simply go out. Help revive our local economy. Shop at a local retail store instead of making another purchase from Amazon. Treat yourself to dinner and a drink at one of our independent restaurants or bars. We are all anxiously waiting to welcome you back through our doors. Your visits truly make a difference. Asheville still has so much to offer, and there isn’t anywhere else we would rather be.

Economic Impacts

The continuing aftermath of Hurricane Helene significantly impacts the economies of WNC and the entire state of North Carolina.

Statewide – What We Know So Far About the Employment Impact of Hurricane Helene

On November 19, 2024, the US Bureau of Labor Statistics released its first batch of official statistics covering the impact of Hurricane Helene on North Carolina’s economy.

Preliminary estimates indicate that NC lost a net total of 5,500 jobs in October, representing 0.1% of overall employment in our state. This decline was more than accounted for by losses in the Asheville metropolitan area, which shed 8,200 jobs in October, representing 4.0% of all jobs in the region.

Meanwhile, NC’s unemployment rate decreased from 3.8% in September to 3.7% in October, and the number of unemployed individuals declined 1,103 over the month.

It’s important to emphasize that these numbers are preliminary. Economic statistics are typically revised in the months and years after they’re initially released as additional information comes in. As data collection processes have been disrupted, it is even more important than usual to wait until the final numbers are published before arriving at any firm conclusions about Helene’s impact.

To the extent that we can derive any meaning from these numbers, they only shed light on Helene’s short-term impact.

The longer-term impact could take months to unfold; storm damage might complicate rebuilding efforts, and some businesses that lost revenue during the hurricane and its aftermath could eventually decide to close their doors permanently. Then again, if recent history is any guide, the economies of Helene-affected areas could recover surprisingly quickly. For example, the job losses that followed Hurricane Matthew in 2016 and Hurricane Florence in 2018 were short-lived, and communities impacted by these storms saw only temporary downturns in their local labor markets.

While the latest numbers can help us understand the impact of Helene on employment levels, they are insufficient to

depict the scale of the storm’s disruption on affected businesses and workers. If a business closed its doors temporarily, but continued to pay its employees during the October pay period, then the jobs on that employer’s payroll would continue to be counted in the official numbers despite the temporary disruption. If an individual was prevented from getting to work or saw a reduction in work hours, but still had a job, then they would be counted as employed, not unemployed, in the unemployment rate calculation.

These numbers also fail to capture much of the individual-level impact of the hurricane. While top-line employment estimates can display the overall number of jobs and workers in the affected regions, they can’t quantify which businesses are employing those workers, or which workers are filling those jobs. Shocks like natural disasters can induce “churn” in local labor markets – some businesses might close, and some residents might move away, but it’s possible that new businesses and new residents could take their place. The state will need more data and more time to determine the extent to which this type of churn is happening in communities affected by Helene.

Finally, the labor market is but one part of the overall economy; evidence on the impact of Helene on consumer spending, business investment, and other types of economic activity are yet to arise. Also, the economy isn’t the only aspect of life affected by the storm. Helene touched hundreds of thousands of North Carolinians, and local communities may continue to grapple with ecological, social, and public health impacts for generations to come. In the meantime, measuring Helene’s labor market impact is a small but important first step toward quantifying the overall cost of the hurricane and setting the stage for post-hurricane recovery.

Source: NC Department of Commerce

October Economic Indicators Highlight Helene’s Impact

Prior to Hurricane Helene, the Asheville Metro economy was experiencing modest growth, with employment distributed across all major industries, reflecting a relatively diverse employment structure. This diversity is considered a strength, as it may help the region weather disruptions and support recovery efforts. The data highlights early signs of impact, which will require further analysis as more information becomes available and as recovery and restoration efforts continue in both the short and long term.

The Asheville Metro’s October 2024 economic indicators are preliminary estimates and will be revised over time as more data becomes available. These early figures do not account for individual experiences or social impacts, which may vary across the region.

The Asheville Metro faced significant economic challenges in October, largely due to the aftermath of Hurricane Helene. Estimates indicate a year-over-year decline of 6,300 jobs — a 3% decline compared to the same time the previous year – with total employment dropping from 207,500 to 201,200. While job growth had been slowing in 2024, the hurricane and its aftermath compounded this trend.

Sector Highlights: Sectors with Employment Growth, Stability, or Minimal Change

■ Construction

Employment increased 1.9% yearover-year in October, reaching an estimated 10,800 jobs. Despite short-term impacts from the storm, this marks the highest October employment estimate for the Construction sector in at least a decade. Construction industries

economic impacts

can often experience long-term employment growth as recovery and rebuilding efforts unfold following major events.

■ Health Services & Private Education

Employment grew 2.1% to 38,500 jobs, reflecting sustained demand despite temporary closures of some healthcare offices.

■ Wholesale Trade, Information, and Financial Activities In each of these sectors employment remained stable yearover-year, indicating resiliency.

■ Manufacturing, Retail Trade, and Professional & Business Services Employment held relatively steady without significant change in these three sectors. Preliminary estimates suggest that many businesses in these sectors adapted to disruptions.

Sectors with Employment Decline

■ Leisure & Hospitality

This sector experienced the largest decline, down 14.8% year-over year, with employment falling from 30,500 in 2023 to 26,000 jobs in 2024. The hurricane significantly affected tourism, hospitality, and related industries such as the arts.

■ Transportation & Warehousing and Government (Federal, State, and Local)

Employment declined in both sectors. This may be due to shifts in consumer demand and impacts on infrastructure such as roads, bridges, and buildings. Temporary closures of public schools and other facilities in the Government sector may have also contributed to this drop.

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economic impacts

Unemployment Rate Spikes

The preliminary October unemployment rate in the Asheville Metro was estimated at 7.3% for a 4.4 percentage point increase year-over-year. Over the past decade, this is the highest unemployment spike, second only to the 2020 pandemic, and represented an estimated 17,700 unemployed.

At 8.8%, Buncombe County had the highest unemployment rate among the four counties in the Asheville Metro. This was followed by Madison County at 7.5%, Haywood County at 4.8%, and Henderson County at 4.6%.

Asheville Metro Wages Outpaced State and National Growth

Average hourly wages for private-sector workers in the Asheville Metro increased by 7.7% year-over-year, rising from $28.99 in October 2023 to $31.23 in October 2024. This growth outpaced North Carolina (3.8%) and the US (3.3%), though Asheville’s average hourly wage remains below both state ($33.04) and national ($35.40) averages. The increase suggests a narrowing wage gap.

Residential Real Estate Market Reflects Mixed Trends

The Asheville Metro’s real estate market showed resilience despite a sharp decline in sales that reflected broader economic challenges.

■ Closed Sales

Closed sales dropped 29.5%, from 580 in October 2023 to 409 in October 2024. This notable decline may reflect broader economic conditions, including higher interest rates, evolving lending standards, and potential short-term disruptions in the aftermath of Hurricane Helene.

■ Home Prices

The average sale price increased by 2.5% to $582,562, while the median

price rose 0.8% to $453,690, suggesting steady mid-market demand.

■ Days on Market

Days on market increased 23.7%, from 38 days to 47 days, signaling a shift toward a more balanced market and somewhat reduced urgency.

Impact on Airport Traffic was Notable

■ Airport Activity

Passenger traffic at the Asheville Regional Airport dropped 53.4% year over-year, reflecting considerable disruptions to travel and a rise in cancellations linked to the hurricane.

Lodging Sales Faced Steep Decline

■ Lodging Sales

The most current data for lodging sales is September. Lodging sales dropped 34.7% September yearover-year, likely signaling the impact of cancellations as the hurricane approached. Earlier in the year, the industry faced additional headwinds, with average yearto-date lodging sales through September showing an estimated year-over-year decline of 3.5%.

Comparing MoM and YoY Employment Change

For the Asheville Metro, the table below provides a preliminary side-by-side employment comparison of October 2024 to the previous month (monthover-month), as well as October 2024 compared to the same point a year ago (year-over-year). The additional MoM context sheds light on shorter-term shifts in the local economy, particularly as the impacts of Hurricane Helene became more pronounced in October.

As the region rebuilds, the sectors showing growth offer a foundation for recovery, and wage increases may help stabilize consumer confidence. The community’s resilience and support, coupled with strategic investments, will be crucial in addressing the long-term effects of Hurricane Helene.

Source: Asheville Area Chamber of Commerce.

Data released November 20, 2024.

Hurricane Helene Disaster Recovery Grant Program Creates Cleanup and Humanitarian Jobs in WNC

The Land of Sky Regional Council has been at the forefront of economic recovery and development following Hurricane Helene. As a regional planning and development organization serving in many ways including job creation, job retention, entrepreneurship, and economic competitiveness, their role in business support has grown in the last quarter of 2024.

Mountain Area Workforce Development Board Assistant Director Barbara Darby said Land of Sky helped businesses with connectivity in the early days following the storm. , Offering Starlink equipment, refurbished laptops, and iPads right away helped many businesses that lost their technology resume communication and operation. Connecting businesses with resources and referrals offered support and direction for those struggling with various stages of reopening.

Into 2025, many of WNC’s small businesses will continue to rely on support, and many will shift business models altogether. Millions of dollars in funding has been made available for small business loans, but following COVID in 2020 and Tropical Storm Fred in 2021, many businesses are not able to take on new loans, and others may not be comfortable repaying large sums with interest. As the business continued on page 32

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landscape will remain affected for months and years, help in determining proper resources or restructuring operations will remain a priority for many.

“So many of our businesses want to stay afloat, but they may need a small business rebuild consultant to guide them through the process,” Darby said. “So many small business needs have been changed by the hurricane, so we have to reassess what they need, consolidate the resources, and share that.”

With many area businesses either directly affected by wind or water destruction or secondary effects from damaged infrastructure, especially water systems, a large concern for the area is maintaining its workforce. Many individuals were laid off, lost their business completely, lost their homes, or a combination of those issues, and many had to relocate, even if temporarily, to outside areas to find work, shelter, or both. As the area was experiencing a housing challenge before the storm, and thousands of housing units have been destroyed or damaged, the housing and workforce issues have been further exacerbated.

The North Carolina Department of Commerce’s Division of Workforce Solutions has received funding from the US Department of Labor to launch a temporary employment program aimed at addressing the damage and needs caused by Hurricane Helene. This program provides jobs for up to a year, where participants can help with cleanup, labor, or humanitarian work for public, private, or nonprofit organizations in FEMAapproved counties. Local Workforce Development Boards across the state manage these funds, connecting eligible individuals with employers who need help recovering from the disaster.

According to Nathan Ramsey, Executive Director of the Land of Sky Regional Council, a 27-county region in Western North Carolina received an initial $250,000 to begin this initiative; however, the funding

is effectively unlimited as once 60% of the first distributed amount is spent, more federal money will be made available.

Beginning in January, program participants can pay individuals a minimum of $15 per hour for up to 2,080 hours. These jobs can replace work for individuals who have been dislocated or who have lost their job, and with the jump in unemployment rate in the last several months of 2024, these jobs can help entire communities recover.

“This initiative can provide organizations some key resources that they wouldn’t necessarily have to pay for,” Ramsey said. “Our area has a lot of dislocated workers and this is a temporary solution, so we are going to continue trying to find permanent solutions for these workers as well.”

“For the longer term, in a conversation with a FEMA representative, his thought is that this is going to take 10 to 12 years to rebuild, and it’s going to look different,” Darby said. “We’re going to get a lot of money initially, but we’re going to need money for the long term.”

Historically, the 1916 flood was a bad time for Asheville and the WNC area. The growth trajectory of Asheville was remarkable into the 1920s, but could possibly have been even more so if the 1916 disaster had not occurred. Currently, there is a lot of economic activity stimulated by federal and state monies being injected into the region, in addition to philanthropy and other sources. The more those funds are able to go to local firms and local contractors, the greater the long-term positive impact of those funds on our economy.

“If you read the national news, almost every story starts out talking about what an awesome place this is,” Ramsey said. “It’s a place people want to be, it’s known for its thriving economy, and it’s known for all of its natural splendor. After the flood of 1916, people didn’t quit coming. If the last weeks have shown us anything, it’s that if we can keep up the collaboration

and the goodness that is happening in our community, there’s no telling what we can do.”

Communities Face Challenges and Opportunities Amid Disasters and Policy Shifts

Ben Harris, Vice President and Director of Economic Studies at the Brookings Institution, presented at the Asheville Area Chamber of Commerce’s 2024 Annual Economic Outlook. As a recognized expert in fiscal policy, labor markets, and the macroeconomy, Harris offered an overview of economic insights, trends, and approaching shifts heading into 2025.

In the wake of multiple challenges ranging from natural disasters to shifts in political policies, communities across WNC face a complex recovery landscape. The interplay between policy decisions, economic resilience, and disaster recovery underscores the urgency of addressing vulnerabilities in small businesses, labor markets, and broader societal structures.

Immigration Policy and Economic Impacts

The incoming administration has pledged sweeping changes to immigration policy, including the deportation of 10 million individuals, primarily undocumented immigrants. This goal — partially reliant on executive actions — would entail limiting asylum and parole, increasing internal deportations, and altering legal statuses. For instance, temporary protected statuses for individuals from specific countries could be revoked, effectively rendering many deportable overnight. While questions linger about the feasibility of deporting such a large number of people, experts highlight that a “chilling effect” on immigration could produce significant out-migration without dramatic enforcement measures. This scenario, where fewer people enter the country and more leave, could have profound implications for industries reliant on

immigrant labor, including construction, hospitality, and agriculture.

“Immigrants are not just workers; they’re also consumers,” Harris said. “A reduction in immigration impacts overall consumption, entrepreneurship, and innovation.”

The economic ripple effects could be stark. A decrease in the immigrant population could lead to labor shortages, pushing up costs for businesses and consumers. Historically, economists have noted the positive correlation between immigration and GDP growth, citing increased spending, innovation, and workforce contributions. However, restrictive policies could shift this dynamic, potentially decreasing GDP by up to 0.4% in certain scenarios.

Small Business Vulnerabilities in Disaster Recovery

As communities navigate policy shifts, they also face challenges in recovering from natural disasters. Small businesses are key drivers of local economies, and particularly vulnerable to recovery challenges. Research highlights that many operate with limited disaster planning and financial cushions. Nearly half of small and medium-sized enterprises function with less than a month of cash reserves.

“Small businesses often lack the resources to weather prolonged disruptions,” Harris said. “This makes them more susceptible to long-term closures, especially in sectors heavily reliant on foot traffic or vulnerable supply chains.”

Disparities in disaster recovery further complicate the picture. Minority- and women-owned businesses tend to have less access to capital, while renters often receive less federal assistance compared to property owners. For instance, after a major hurricane, fewer than 20% of impacted rental units received aid, compared to two-thirds of property owners.

Supply chain disruptions also play a critical role in slowing economic recovery.

Damaged infrastructure, from highways to local distribution networks, hampers the flow of goods, disproportionately affecting industries like construction and retail. Additionally, neighborhood-wide impacts can ripple through local economies, even if individual businesses escape direct damage.

Lessons from Past Recoveries

Despite these challenges, historical data shows that communities can and often do emerge stronger after disasters. Studies from the past four decades reveal that regions affected by hurricanes and tornadoes tend to experience higher household incomes, increased employment, and rising home prices within a year of recovery efforts. This resilience is driven by rebuilding efforts, which often reallocate capital and resources to more productive uses.

economic impacts

However, the path to recovery is uneven, with disparities in access to aid and technical expertise. Lessons from events like Detroit’s bankruptcy demonstrate the importance of providing targeted assistance and expertise to help businesses and individuals navigate recovery programs.

“Sometimes it’s not just about funding,” Harris said. “It’s about ensuring people understand how to access available resources.”

A Fragile Economic Landscape

Layered atop these localized challenges is a broader economic narrative shaped by wealth disparities and misinformation. While lower-income households have seen wage gains in recent years, wealth accumulation has disproportionately benefited highercontinued on next page

COMMERCIAL & INDUSTRIAL ROOFING EXPERTS

economic impacts

income groups. Additionally, access to accurate information about economic trends remains a hurdle. Surveys reveal that many Americans misperceive the state of the economy, often swayed by pessimistic news narratives or social media misinformation.

This disconnect between perception and reality could impact policy support for critical sectors like education, where public sentiment appears to undervalue long-term economic benefits. Experts caution that negative rhetoric about education, including the minimization of its importance and overstating costs, could undermine future workforce readiness.

Building a Stronger Future

Amid these challenges, optimism persists. With strategic investments in disaster preparedness, equitable recovery programs, and clear communication, communities can rebound more effectively. Supporting small businesses with forgivable loans and grants, addressing disparities in aid distribution, and ensuring access to technical expertise are critical steps.

“Communities have repeatedly shown their resilience,” Harris said. “By learning from past recoveries and addressing systemic vulnerabilities, we can build stronger, more equitable local economies.”

As the nation braces for new challenges, the interplay between policy decisions, economic resilience, and community support will determine the path forward. In navigating this complex landscape, the strength and adaptability of local communities will remain a cornerstone of recovery and growth.

Restoring Asheville’s Economy Through Unity and Innovation

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

strengthen the economy.

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

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

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

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

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

“While we don’t lobby, we see these as critical things that will speed recovery, and so the Chamber will incorporate those into their advocacy agenda,” Duncan said. Entrepreneurship and startup businesses, often the most impacted during disasters,

Ben Harris shares economic projections at the Annual Economic Outlook.

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

In mid-December, Duncan said working with Holloway and leveraging her understanding of disaster recovery solutions has highlighted that collaboration and community will continue to be at the forefront of the region’s ability to recover. “United communities accomplish things together they should never accomplish, and divided communities fail at things they should never fail at,” Duncan said. “I think we’ve always taken great pride in that sort of Appalachian unity here, and I think we’re going to have to really continue to draw on that.”

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

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

“The TDA remains the lead agency on

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

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

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

Cleanup and thoughtful planning around

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

While positivity, strength, and resilience are frequently-heard words across the region, Duncan reiterated that these are indeed sobering times. Experiences and challenges vary widely from person to person and business to business. People have showed up, cleaned up, and are trudging forward the best way they know how, but everyone is dealing with very different versions of the same trauma. “It’s not realistic to say that’s behind us; that we’re moving into 2025 and all that’s over now,” Duncan said. “As humans, we want to rush to ‘it’s over now.’ It’s probably better to set our expectations of this as a multi-year effort. We’re going to have ups and we’re going to have downs. I think planning helps us organize our thoughts, and pulling together helps us find comfort. I’m hoping that’s what this plan can accomplish.”

Community Spotlights

As WNC works toward recovery, even the hardest-hit areas combine efforts to rebuild.

the historic Biltmore Village endured catastrophic flooding during Hurricane Helene, with water levels reaching up to 26 feet in some buildings. Kara Irani, Director of Public Relations for Historic Biltmore noted that while some businesses in the area are adept at managing minor flooding, nothing could have prepared them for the storm’s unprecedented severity.

Since the late September flooding, the Biltmore Village Association has been holding weekly triage meetings with municipal officials. These discussions cover critical topics such as updating flood maps, streamlining permitting processes, and expediting rebuilding efforts. While the City of Asheville has been working

“There are a lot of conversations with structural engineers, electricians, and others about what rebuilding looks like in Biltmore Village,” Irani said. “When people have the ability to, they are doing as much as they can to rebuild in a way that’s better than before. We have these nuisance floods that are not to the severity of Helene’s, but this foresight will put these people in a good position to get their buildings back open.”

Collaboration with city officials has proven beneficial, as both Asheville and Buncombe County depend on the economic vitality of Biltmore Village. Joint efforts are underway to accelerate recovery and restore the area.

The Historic Biltmore Village Association has worked to identify grants and loans to aid rebuilding efforts. While small business loans offer some relief, many businesses require grant funding to fully recover. Organizations like the Historic Preservation Society and the Preservation Society of Asheville and Buncombe County have offered microgrants, and the HBVA continues to offer guidance to help owners navigate the restoration process.

The challenges of rebuilding are compounded by the financial burden on business owners. Many lacked flood insurance, and for those who had it, the coverage often falls short of the actual damages. Some owners are exploring creative solutions, such as raising building elevations, but these efforts must balance modern resilience with preserving the Village’s historic charm.

Interestingly, older structures like the Cathedral of All Souls have proven more resilient than newer buildings.

“Old hardwood timber frames did not get destroyed nearly as much as some of the newer-built buildings,” Irani said. “That’s been interesting to watch, and I’m hoping that’s a learning experience for folks — when you use these high-quality materials, yes, they’re much more expensive, but they are also far more resilient.”

The storm has fostered a sense of unity among Asheville’s business community. To sustain operations, many Biltmore Village businesses have partnered with others to set up temporary locations or expand their e-commerce offerings. Biltmore Village businesses have begun collaborating with their counterparts in the River Arts District, which experienced similar flooding. Together, they are

Casablanca Cigar Bar in Biltmore Village required many hands to assist with cleanup efforts.

developing marketing campaigns aimed at boosting visitation while advocating for stronger infrastructure and improved flood mitigation along the region’s rivers. “If they’re going to be doing this work, they are looking at how they are doing it so they can mitigate the ongoing nuisance flooding that we know is going to happen with heavy rains in general,” Irani said. In late November, about 90% of Biltmore Village remained closed and under construction. However, the Biltmore Estate reopened on November 2, 2024, providing visitors with a glimpse of Asheville’s resilience while highlighting the storm’s profound impact.

“We’ve had a ton of folks reaching out asking who’s open,” Irani said. “People from outside of the area still have Asheville in their hearts, and they want to make sure that everybody’s going to be able to come back the way they were, if not better. It’s been an interesting balance to strike; the businesses who can get open and up and running as fast as they can are doing that, and for everyone else, we’re trying to get them resources and point them in the right direction of where they can start that cleanup and rebuild process. When the storm first hit, people were saying it’s going to take six to eight months to open back up, but we have seen that it is moving a lot faster than we originally anticipated, which is honestly pretty amazing.”

Bryson City

Economic Aftermath Despite Minimal Storm Damage

While Hurricane Helene significantly reshaped the economy of much of Western North Carolina, some areas experienced less physical impact but continue to face economic challenges.

In Swain County, local businesses reported relatively minor physical damage but encountered short-term disruptions. Communication systems, including Wi-

Fi and cellular networks, were severely limited or nonexistent in the first few days, making sales difficult. For nearly a week, cash was the only viable means of payment. According to Swain County Chamber of Commerce Executive Director Karen Proctor, the downturn in short-term rentals hit the area hardest.

“Platforms like VRBO and Airbnb have an automatic cancellation policy if it’s declared a natural disaster or state of emergency,” Proctor said. “Who knew, right?! Several Chamber members said they would have been fine if their renters could have called and they could’ve alleviated their fears surrounding their ability to reach their destination, but instead, the media portrayal and the public’s mental correlation of us to Asheville created a difficult position.”

Short-term rentals account for at least 90% of Swain County’s hospitality businesses,

and many cancellations stemmed from public messaging that WNC was closed to visitors. Media coverage, statements from politicians, and automatic refunds compounded the economic challenges for less-affected areas of WNC. For nearly two weeks, the Chamber received 50 to 70 calls daily from prospective tourists inquiring about local conditions.

“Certainly I understand,” Proctor said. “Having spoken with the governor’s Western representative, especially in the early days, we understand the undesirable impact of basically lookie-loos visiting Bryson City then driving over to areas like Chimney Rock to see what’s still standing. You’ve still got the westernmost counties in their busiest time of the year, and it’s like — it’s killing us.”

Bryson City is fortunate to host the Polar Express, a popular excursion on the Great Smoky Mountains Railroad. In 2023, the

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Bryson City businesses were eager to greet holiday shoppers.

community spotlights

Polar Express attracted 120,000 visitors in November and December. The 2024 season, which began November 7, offers hope to mitigate some of the economic losses from the Fall season. However, Proctor noted that tourism revenue might not decline as steeply as initially feared following Helene.

Typically, by October 15, the county sees Fourth-of-July-sized crowds every weekend.

“On any Friday or Saturday, you can hardly drive through our town,” Proctor said. “We didn’t experience quite that level this year. On any typical Saturday, the train could see 2,200 to 2,500 passengers booked throughout the day, and I know we didn’t see those numbers. Conservatively, if we lost 1,000 passengers on each of those days, that’s an overall loss of approximately 12,000 visitors for the season, just revolving around the train itself.”

Beyond short-term rental cancellations, area campgrounds suffered significant physical damage, reducing lodging options. One campground operated by the Eastern Band of the Cherokee was particularly affected, displacing long-term residents more than short-term visitors.

“Just like the rest of Western North Carolina, we struggle with low-income or affordable housing, even for working professionals and young families,” Proctor said. “As we’ve become a destination for Airbnb rentals, we had about 40 families living at campgrounds who were basically evicted because of unsafe living conditions. They were flooded out, and now they are unhoused with nowhere to go. It highlights the housing crisis we have here, and as a county, we need to get ahead of it, one way or another.”

Before Helene, inflation and political uncertainty likely contributed to a slight decline in tourism during early and mid2024. Despite this, national trends and survey data indicate a continued interest in travel. Proctor believes the upcoming holiday season will provide key insights into tourism trends heading into 2025,

and hopes visitation in WNC’s far western counties will rebound quickly.

WNC is well-positioned as a tourist destination, being within a day’s drive for much of the Eastern US population. The reopening of interstates is expected to encourage tourists to return, aiding the recovery of operational businesses. However, Proctor emphasized the importance of strategic messaging to rebuild confidence in the region.

“Messaging is going to be so important for us, and it can’t start in the Spring,” Proctor said. “I understand the TDA was allocated multiple millions of dollars by NC legislature to start a new campaign, but we are going to have to really ramp it up. Returning visitors have developed relationships with residents and local businesses, and we are likely to keep them. It’s the 15% to 20% of visitors that are first timers that have to be reassured that we’re good to go.”

Downtown Marshall

Helene’s Wrath Meets

Slipping through the mud on Hill Street in Downtown Marshall, Connie Molland of the Downtown Marshall Association was stunned by the extent of the town’s destruction. Even opening the door to her downtown art studio proved difficult— the thick mud pressed against the inward-swinging door, and the historic

hardwood floors had buckled and swollen beyond repair.

Nestled along the French Broad River, Marshall was founded in 1851 and has experienced its share of flooding over the years. However, Hurricane Helene brought devastation on an unprecedented scale. While previous storms caused issues primarily due to drainage, the town had made significant investments in its water infrastructure over the past decade. Though Marshall managed to maintain its city water system during the storm, the sewer system on Blannahassett Island, located in the middle of the river, sustained extensive damage.

Even with improved drainage, the overwhelming force of Helene’s floodwaters was impossible to mitigate. Businesses were inundated with 15 feet or more of rushing water. Some suffered shattered windows and total loss of inventory, while others were completely wiped away.

Kate Sonuskus, a Downtown Marshall Association member and co-owner of the Star Diner, traveled from Asheville to check on her business the Monday after the storm. She was greeted by a surreal scene of trucks, heavy machinery, and business owners tirelessly mucking out their properties.

“I came into town, and people were just scooping and dumping things,” Sonuskus said. “One guy was coming and trying to pick up a piece of equipment and toss it into the back of a truck. I was like, ‘Woah, woah, woah—do we have take piles and leave piles?’ It was wonderful so many people were trying to help, but I was concerned in those first few days that things were getting thrown out that people needed pictures of. You had to be there to protect your property from the kindness of strangers.”

Looting wasn’t a concern for business owners, according to Molland. The police blocked both ends of town to ensure

safety, as the streets were littered with mud and debris.

“Just two weeks after the storm, 2,000 tons of material was delivered to the Madison County landfill,” Molland said. “We’re not talking about vegetative material. In that two-week period, the landfill accepted what they normally take during the span of a year, for free.”

Marshall’s early cleanup efforts were largely driven by business owners and community members, with little formal coordination and much emotional uncertainty. Within days, volunteers began gathering on the courthouse steps for daily debriefings. Grassroots initiatives and local organizations quickly mobilized to provide support.

Nanostead, a local tiny-home builder, spearheaded shuttle operations to

minimize traffic downtown, reducing dust clouds from dried mud in the streets. The company distributed personal protective equipment, prepared food for volunteers, and helped connect business owners with local service providers.

The road to reopening is a long one. Every building in town suffered some level of damage, and 10 of the town’s 75 structures were completely lost. Business owners must coordinate with structural engineers, electricians, and architects to rebuild, all while grappling with mounting costs.

Financial challenges loom large. While some grants and loan programs are available, they often fall short of the significant expenses required to rebuild. Many business owners are hesitant to take on additional debt, and navigating the maze of financial assistance adds

overwhelming recovery process.

Despite the destruction, the Downtown Marshall Association is looking ahead, working on plans to welcome visitors back by the spring of 2025.

“We’ve been getting together to talk about how we will collectively help each other through this process,” Molland said. “There are some businesses that will be ready sooner than others, but we still want to have a first-phase reopening or grand opening kind of thing. We also don’t want to push anyone to open their business before they feel comfortable. When we think about what we’re going through, I am super grateful for the community that we have, that it’s a small town, and we all know each other. As much as the last two months have sucked in a lot of ways, we have a lot to be grateful for.”

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community spotlights

River Arts District

Despite Helene destruction, River Arts District Artists aim to Unite and Recover

The River Arts District is emerging with resilience and creativity after the impact of Hurricane Helene. Despite facing significant challenges, local artists are rallying to rebuild their studios, restore their works, and reinforce the community spirit that defines this vibrant district. Hurricane Helene brought unprecedented rainfall and flooding to the area, damaging 80% of structures and displacing as many as half of the artists. In the aftermath, the River Arts District Association has initiated a comprehensive recovery plan aimed at supporting affected artists and revitalizing the local arts scene.

Key Highlights of the Recovery Efforts:

■ Community Fundraising Initiatives: RADA has launched a fundraising campaign to assist artists with repairs and lost materials. Donations can be made through the RADA website, with all proceeds going directly to

impacted artists and rebuilding.

■ Displaced artists programs: RADA is currently sourcing temporary and permanent spaces for displaced artists.

■ Art supply donations: RADA, in partnership with several large art suppliers, is securing large donations for lost supplies that will go directly to the artists.

■ Collaborative Projects: Artists are encouraged to collaborate on community art projects that symbolize hope and renewal. These projects will not only beautify the district but also foster connections among artists and residents.

“In the weeks and months ahead, we will rely on one another, and we will need each other to get through this,” said Jeffrey Burroughs, President of RADA. “Our strength lies in our collective community. Though it’s hard to think of the future now, this is not the end – it’s a new beginning. While parts of the District are still standing, much will need to be rebuilt. We will rebuild – not just the physical spaces but the dreams, passion, and creative energy that makes our community so vibrant.”

As the River Arts District looks to the

future, the strength and determination of its artists serve as a beacon of hope. The community invites everyone to join in these recovery efforts, whether through donations, attendance at events, or simply supporting local artists by buying online.

RAD Artists Unite in Effort to Rebuild, Recover

By Gina Malone, and Editor at The Laurel of Asheville.

The creative nature inherent in artists, along with some determination and optimism, are fueling plans to rebuild Asheville’s beloved River Arts District (RAD), a thriving area for the arts since artists began moving into the historic buildings in the 1980s and turning them into vibrant art studios and galleries. When Hurricane Helene roared into Western North Carolina on September 26, the RAD bore the full brunt of floodwaters. Eighty percent of the District was damaged and nearly half of its artists displaced.

Almost immediately afterwards, the River Arts District Association rolled up its sleeves and got to work, initiating a comprehensive recovery plan to support affected artists and look to the future for revitalization of the RAD’s arts scene. Highlights of the plan include fundraising to assist artists with repairs and replacement of materials, helping displaced artists find temporary and permanent spaces, securing large donations of art supplies that go directly to artists and fostering collaborative community projects among artists.

In Phase 1, artists are being helped monetarily. “Currently, RADA is distributing a $300 stipend to artists that were members of RADA and were showing in the RAD during the storm,” says Heather Divoky, RADA’s marketing chair. “We are also giving $150 to non-member artists showing in the RAD during the storm as well.” Phase 2 will include grants to benefit artists directly, and Phase 3 will include larger-scale projects. “In addition,” says

Artists create a mural out of rubble in the River Arts District. Photo credit; Renee Treece.

Divoky, “we are working with our partners in Asheville and from the City to find space for displaced artists. We’re also collecting and distributing art supplies for artists, which has already started happening. Just last week Bob Ross, Inc. donated eight pallets of art supplies for artists in the RAD!”

A scroll through social media sites for artists and studios shows an astounding drive and willingness to volunteer, shovel out, clean up, feed and help one another—all actions necessary to get to a day when the District can thrive again. Perhaps no one seeing the devastation immediately afterward could have dreamed that less than a month and a half afterwards, on November 9, artists would be able to host visitors again with a two-day soft opening—RadFest 1.0. Participating were the studios that received not as much damage and were able to reopen as well as many displaced artists. “Holy moly!” Divoky says. “I have never

seen the community come out and show up like that before! On both days, we had thousands of visitors supporting artists in ways I personally have never seen. It was a moment of resilience and a moment of normalcy. Every community member I talked to was nothing but supportive. I think I can speak for most of the artists when I say we all felt the love those two days.”

Although it’s too soon to say what a newly rebuilt RAD will look like, collaborative projects among artists including auctions, art sales and fundraisers are in the works— bringing awareness and much-needed funds to artists who are hoping to rebuild and regain their livelihoods.

Robert Nicholas, owner of Marquee Asheville, is one of those looking ahead with optimism. Marquee’s 50,000-squarefoot building on Foundy Street was devastated by floodwaters. Home to small

businesses, makers and antique dealers, the marketplace also housed the art of more than 300 artists. “Marquee and Foundy Street are seeing a lot of positive improvement through clean-up efforts with both volunteers and contracted assistance,” Nicholas says. “Marquee is moving forward with the rebuild. We do, however, need financial support to see it through to fruition.” For those wanting to help, find a link to Marquee’s GoFundMe page at MarqueeAsheville.com.

“We are all of us—every single RAD artist—working in some way to rebuild,” says Divoky. “Riverview Station, as of midNovember, is still in the middle of volunteer clean-up. So is Trackside. Folks who have studios have made room for displaced artists. The only constant in life is change, and artists know this. It’s why we are so adaptable. And it will work in our favor.”

Relief Funds Support Businesses Around WNC

In October and November 2024, thousands of impacted businesses and organizations applied for millions of dollars in grants and loans, many of those funded by local, state, and federal governments as well as private businesses, community foundations, and nonprofit organizations.

Funding resources included:

■ Hope for the High Country: Hurricane Helene Business Resiliency Disaster Grants – Boone Area Chamber of Commerce Foundation – $344,500 to a total of 86 High Country businesses in its opening round of funding.

■ SBA Disaster Loans – US Small Business Administration – $48 million across 700 loans; may increase pending additional Congressional funding.

■ WNC Strong: Helene Business Recovery Fund – Mountain BizWorks, Appalachian Regional Commission,

and Golden LEAF Foundation – $14.8 million across 280 businesses as of November 12.

■ Transylvania Tomorrow Small Business Emergency Relief Fund

– Community Focus Foundation –$300,000 as of November 21.

■ NC Arts Disaster Relief Fund – NC Arts Foundation – To artists: $275,000; to non-profit arts organizations: $315,000 as of November 1.

■ Always Asheville Fund Grants –Explore Asheville – $1 million in financial support to 322 local travel and hospitality businesses as of November 26.

■ Western North Carolina Small Business Initiative – Dogwood Health Trust and Appalachian Community Capital – $10 million available at launch.

■ Small Business Hurricane Recovery grant program – US Chamber of Commerce Foundation and American Express – $5 million in philanthropic funding available at launch.

■ Asheville-Buncombe Rebuilding Together Grant Fund – Asheville Area Chamber of Commerce, City of Asheville, and Mountain BizWorks –$1.3 million available at launch.

■ Lowe’s Western North Carolina Small Business Recovery Fund – Lowe’s and LISC – $2 million total grants across 100 small businesses.

■ The Women Entrepreneurs Asheville Recovery Endeavor – WE ARE, Hatch AVL Foundation – goal to distribute $1 million.

■ LoveHendo Business Recovery Fund – Community Foundation of Henderson County, the Henderson County Chamber of Commerce, the Henderson County Tourism Development Authority, the Henderson County Partnership for Economic Development, the Small Business Center at Blue Ridge Community College, and the Friends of Downtown Hendersonville.

■ CFWNC has activated its Emergency and Disaster Response Fund to accept and disburse funds supporting a regional response and relief

efforts in 18 counties of Western North Carolina including the Qualla Boundary. Funds will ensure that nonprofits have the resources they need for the critical early response and continuing recovery. Administrative fees are waived so that every dollar goes directly to assistance.

■ CFWNC began distributing grants on October 7. From October 7 to October 21, grants were processed and awarded daily. During that time, $4,227,490 in 163 grants was distributed throughout Western North Carolina. Program staff continues to process requests daily to accommodate the volume.

◆ October 22 to 23 - 39 grants distributed totaling $819,089

◆ October 24 to 30 - 52 grants distributed totaling $1,842,000

◆ October 31 to November 630 grants distributed totaling $1,188,100

◆ November 7 to November 1333 grants distributed totaling $1,368,700

◆ November 14 to November 20 - 26 grants distributed totaling $3,341,100

WNC Business understands this is a dynamic list, and may not be exhaustive of every organization or dollar amount. Please share additional information at WNCBusiness.com/SubmitNews.

Capital is Critical for Economic Recovery

About 45% of the state’s small businesses are located in counties impacted by Hurricane Helene, representing about 471,000 businesses, 1.1 million workers, and $168 billion in revenue, according to McKinsey & Company, a global management consulting firm. The Federal Emergency Management Agency says 40% of small businesses do not reopen after a disaster. Providing relief to affected businesses can help restore jobs, heal communities, and create positive ripple effects toward recovery.

On October 23, 2024, Governor Cooper issued a $3.9 billion proposal for initial recovery efforts following Hurricane Helene and included damage estimates reaching $53 billion.

The following day, the legislature reconvened to unanimously approve its second recovery relief package, which was signed into law by Governor Cooper on October 25, 2024. The bill appropriated a total of $604 million with $75 million in matching funds for federal disaster assistance. Major components of the bill include:

Local government support

■ $50 million for state agencies and units of local governments to assist unmet needs not covered by insurance or available federal aid.

■ $5.5 million to the NC League of Municipalities, NC Association of County Commissioners, and NC Association of Regional Councils of Governments to provide technical assistance to local governments.

■ $12 million for local health departments to assist in restoring essential functions.

■ $100 million for emergency loans to local governments for water and wastewater infrastructure repair and an additional $7 million for technical assistance for infrastructure assessment and design repair efforts.

■ $100 million to the Local Government Commission for a cash flow loan program for local governments.

Education

■ $55 million for public schools for unmet capital needs and technology not covered by insurance or available federal aid.

■ Funding for grants and scholarships for eligible community college, state university, and private college and university students.

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resources

Households

■ $1 million for rental assistance to households facing crisis such as imminent risk of eviction.

■ $9 million for household energy assistance.

■ $10 million for weatherization projects.

Business

■ $10 million to Smart Start Local Partnerships to assist child care centers in reopening and maintaining operations, including cleaning and repairs.

■ $50 million to Golden LEAF for small business loans.

■ $6 million for EDPNC for tourism promotion and business loss assessments.

■ A measure directing state agencies to “acquire goods and services” from historically underutilized business vendors during rebuilding and relief efforts.

Other

■ $40 million for continuing recovery efforts from past natural disasters.

■ Support for mental health needs and for human service needs of vulnerable populations.

■ Further policies and regulations creating administrative leniency during recovery efforts.

Source: North Carolina Office of the Governor

Grant and Loan Funds Bring Hope to Helene-Hit Small Businesses in WNC

Understanding the pressing need for small business support following Helene, Mountain BizWorks has played a pivotal role in helping businesses across the region secure grant and loan funding.

On October 7, the WNC Strong: Helene Business Recovery Fund was launched

with support from the Golden LEAF Foundation. The initial fund began with $7.5 million, later augmented by an additional $3.5 million from the Appalachian Regional Commission. Despite this, Mountain BizWorks received a staggering 890 requests totaling $58 million within about one month, according to Executive Director Matt Raker.

In response, the NC General Assembly pledged $50 million to the fund, and Dogwood Health Trust contributed $1 million to support Mountain BizWorks’ small business assistance team.

Businesses in need can apply for up to $100,000 through this short-term bridge loan program, designed to maintain operations until funds from the federal Small Business Administration or other long-term relief programs become available. The average loan request was $65,000, and as of November 12, $14.8 million in requests had been funded, helping businesses collectively maintain employment of 7,317 workers.

Requests for assistance have come from 31 counties within the declared disaster area, with approximately 60% originating in Buncombe County. By industry, hospitality, accommodation, and food services businesses accounted for the largest share of requests at 20%. Retail businesses made up 15%, while food and beverage businesses (including breweries) comprised 10%.

These funds are designed to be flexible, addressing a wide range of recovery needs. From building repairs and payroll to inventory replacement and water filtration services, businesses are using the loans to tackle varied challenges. However, many businesses are still repaying loans from the COVID downturn or Tropical Storm Fred, making additional debt a difficult choice.

“While many business owners struggle with the idea, the reality is that many will have to take the loan option if that’s what it takes to stay open,” Raker said.

As many application rounds closed in late November and December, Raker emphasized the need for additional federal aid.

“We’re really pushing on Congress to consider some sort of relief for folks caught with double disaster loans,” he said. “Other big news is that the SBA ran out of money. They basically came into the storm with no money left in that program. A huge priority is to get money available on the grant side, but that’s tough.”

A local grant program, the Western North Carolina Small Business Initiative, spearheaded by Appalachian Community Capital with a $10 million lead grant from Dogwood Health Trust, has also provided critical relief. Within its first week, the program received more than 1,500 applications.

“Of course, there’s going to be a tremendous need for grants,” Raker said. “If folks can get grants instead of loans, that’s the way to go. They’ve had more than $30 million in requests, so we need to raise more money. There are a number of other funds available on our WNC Strong Together website, and a bunch of folks across the region helping to populate that.

“If every funding request was met, Governor Cooper put forward a number around $250 million, and that’s probably in the ballpark of what it would take,” Raker added. “That would go a long way toward helping our local businesses reopen and recover. That investment would pay itself back so fast, because otherwise, we’re going to have a regional generational loss.”

Mountain BizWorks has fielded countless calls from business owners on the brink of closing their doors. To address these urgent needs, the WNC Strong Together website also provides guidance to help business owners navigate their options, including resources for disaster unemployment and tailored solutions for specific industries. Partners such as the Small Business and Technology Development Center and local Small Business Centers are also offering assistance, while Mountain BizWorks continues to host regular webinars to share updates and advice.

As businesses, organizations, and individuals across the region are collaborating to help each other recover, Raker said the same community spirit is helping support organizations collectively share new knowledge and opportunities as they arise. Community Development Financial Institutions, community colleges, and others shared weekly calls to determine how to spread news, deliver information, and get the word out.

“There’s just so much collaboration happening,” Raker said. “I think that’s the real strength of Western North Carolina.”

Truist Financial Corporation Launches ‘Truist Cares for Western North Carolina’

A three-year, $725 million commitment to support and sustain hurricane recovery and resiliency will focus on critical areas of need: small business assistance, housing, and infrastructure.

Truist Financial Corporation announced a new initiative - Truist Cares for Western North Carolina - a three-year, $725 million commitment to support critical small business, housing, and infrastructure efforts in Western North Carolina as communities impacted by Hurricane Helene recover and rebuild.

The commitment will include new, dedicated capital for local small businesses, residents, and municipalities;

impact capital from Truist Community Capital; philanthropic giving from Truist Foundation; and additional on-theground humanitarian support from Truist teammates to help establish long-term resiliency in this devastated region. To optimize this new initiative, Truist will work closely with community partners, including key civic and business stakeholders, and disaster response organizations, to help assess specific needs in the region and tailor programs in direct response to community feedback. These program resources are expected to be available beginning in December 2024.

“Western North Carolina, a community Truist has proudly served for decades, has begun the journey to recovery, and today, we are sharing the depth of Truist’s long-term commitment to supporting those efforts,” said Truist Chairman and CEO Bill Rogers. “Our purpose is to inspire and build better lives and communities. Through this new initiative, Truist will address areas of critical need in Western North Carolina, including a focus on small businesses as well as housing and infrastructure projects. By listening to the needs of the community and leveraging our expertise, capital, and partnerships, we believe we can make a meaningful difference.”

Truist Cares for Western North Carolina will include the following dedicated support over three years:

■ $650 million in new, dedicated capital to support rebuilding and resiliency, including:

◆ $340 million in dedicated lending for qualified small businesses, residential mortgages, and commercial real estate.

◆ $310 million in low-cost, taxexempt municipal lending for infrastructure projects.

■ $50 million in loans and/or investments in Community Development Financial Institutions by Truist Community

Capital.

■ $25 million in philanthropic grants to local and national nonprofit organizations from Truist Foundation through trusted disaster response partners.

■ Rallying Truist teammates to serve the community with a challenge to volunteer 10,000 hours.

The regional need for small business, housing, and infrastructure support over the long term is clear. Small businesses contribute immensely to the economic backbone and social vibrancy of Western North Carolina and are particularly financially vulnerable in the recovery period of a natural disaster. Additionally, Hurricane Helene caused billions of dollars in home and property damage, while also devastating critical infrastructure including roads, bridges, and water systems.

To express interest in participating in the Truist Cares for Western North Carolina initiative, nonprofits, local small businesses, government offices, and consumers can call 844-4TRUIST, contact their relationship manager, or visit their local Truist branch. More information can be found at Truist.com/TruistCares.

Source: Truist Financial Corporation

Connecting Small Businesses to Resources as New Developments Arise

The Small Business and Technology Development Center offers counseling and educational services to help small businesses increase sales, create jobs, and access capital. As Helene affected so many of the small businesses in Western North Carolina in one way or another, the SBTDC pivoted its role toward helping connect small business owners to available recovery resources and has been identified as a key partner for business recovery in the NC government’s disaster recovery framework.

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resources

According to SBTDC’s Regional Center Director Elena Gupta, the largest need following the storm was for financial assistance. Businesses needed help navigating loan options available from the US Small Business Administration versus local bridge loans from Community Development Financial Institutions like Mountain BizWorks.

“Business owners have a lot of questions and want to compare and contrast these two different things,” Gupta said. “We help them figure out the best way to go about the disaster loans and bridge loans that are currently available, and in some cases, we can assist our clients to reconstruct financial statements out of tax returns if the business lost their financial statements due to flooding.”

As SBA loans can take months to materialize, bridge loans can be very useful because they have achievable terms and conditions like offering 1% interest for the first year, and can often be realized within a couple of weeks. This can help businesses sustain themselves by paying salaries, utilities, and rental fees while the SBA loans kick in slightly later.

Heidi Swann – the owner of Asheville Emporium, a gift and souvenir shop in downtown Asheville who faced significant challenges in her business journey – is just one individual who received this type of support with the help of SBTDC. After opening a second location on Biltmore Avenue in the summer of 2024, Hurricane Helene disrupted her operations, forcing her to close the original store on Wall street. In the aftermath of the disaster, Swann took proactive steps to stabilize her business. She applied for the Mountain BizWorks WNC Strong: Business Recovery bridge loan, which was approved and provided essential funds to address immediate needs of the business.

Since Swann first reached out to SBTDC for assistance, SBTDC business counselors have worked closely with her to navigate these challenging times. They provided

support by helping her consolidate operations, refine her disaster recovery plan, manage staffing effectively, and explore opportunities for additional funding. These efforts aim to ensure the long-term success and stability of her business.

The SBTDC also helps businesses find and apply for grants, though many of the grants available are for smaller dollar amounts than what the business needs to sustain themselves through a long recovery period. Gupta said grant application is a balancing act — determining the time it takes to complete the application, compile documents, and wait for approval, and considering the chances of one application being approved. The SBTDC helps best align businesses with the grants they are most likely to receive. Gupta and her team are also focused on obtaining information on new grants as they become available.

In addition to supporting financial resource acquisition, the SBTDC provides several types of general business support. Consultations include topics like labor resources, human resources questions, and unemployment systems. Technical support is also provided, and following the storm, many of these topics have included how to adopt new digital tools if a physical business location was damaged or destroyed. Determining the overall state of business is another focus, as many can no longer continue to operate as they did before.

According to Gupta, the hospitality industry was the hardest hit in various locations across the region. Many short term rentals were directly damaged, and bookings at others were impacted by the lack of tourism during the busy fall season. Restaurants and breweries experienced impacts similar to lodging facilities which were further exacerbated by the availability of clean water. Counties in the far west region of WNC experienced less physical damage, but were also impacted by the reduced number of tourists.

“People depend on October and leaf season, and it’s coming up on the slow

time of the year,” Gupta said. “A lot of tourists are canceling their winter plans, and I’m afraid during the Christmas season, there will be very, very reduced amounts of tourists in comparison to the previous year.”

While a FEMA statistic shows about 40% of businesses will close because of a disaster, Gupta remains hopeful for the local startup ecosystem. Following the financial crisis in 2008 and the pandemic in 2020, many new business startups began to appear. Already, she has seen one of her counselors working with a client on a new business plan following the complete destruction of a former business in Marshall.

Moving into 2025, Gupta believes every business owner should have disaster preparedness and resilience at the top of mind. Considering risk assessments, response strategies, and implementing resilient infrastructure will be important for every business. Investing in independent internet service providers, generators, and recovery plans can help businesses continue to operate when conditions are not otherwise suitable, and those who are able to “jump on the train of digital tools” can also benefit from implementing new strategies. Additionally, cross-training employees on various tasks can support the business if certain positions are not able to be filled, or staff for those positions is unable to physically make it to work.

Continuing community engagement will remain helpful for businesses as well. While many shifted to providing humanitarian efforts immediately following the storm, Gupta said this kind of involvement is essentially indirect marketing effort that can pay off later.

“It’s not all about the business; it’s about the community,” Gupta said. “Everybody will know these businesses’ names, and that’s good to boost promotional efforts. Once the company is stable, it also supports the economic growth of the region, so in the end, community engagement is a win-win for everybody.”

Support is Still Available for Small Businesses

Small Business Centers offer a range of services and assistancew with accessing emergency funding opportunities to help businesses rebuild and stabilize during this challenging time.

Services offered by Blue Ridge Community College’s Small Business Center include:

■ Small Business Disaster Counseling: Blue Ridge’s SBC team provides one-on-one disaster recovery counseling to help business owners identify losses, navigate the insurance claim process, and build comprehensive disaster recovery plans.

■ Dislocated Business Incubator Space: For businesses unable to operate due to physical damage, the SBC offers incubator space on campus for temporary operations, pending availability and priority needs.

■ Marketing and Operations Pivot: The SBC assists businesses in adjusting their marketing strategies and diversifying operations for both short- and long-term recovery efforts.

■ Financial Data Recreation: For businesses that have lost vital financial records due to the storm, their team can help reconstruct essential financial data.

The Small Business Center can assist businesses in applying for emergency funding opportunities, such as:

■ Small Business Administration Disaster Loans: The SBC is working closely with the Small Business Administration, which has set up a Business Recovery Center on Blue Ridge’s Transylvania County Campus. The SBA is a federal agency dedicated to providing low interest loans to businesses that have experienced loss of revenue or business property

damage due to a disaster declaration by the president.

■ Mountain BizWorks’ WNC Strong: Helene Business Recovery Fund: These Helene Business Recovery Fund loans are designed to provide rapid relief with 1% interest for the first year and no prepayment penalties. These rapid relief loans help small business owners bridge the gap between the disaster and the approval of federal loans, insurance payouts, and other disaster relief funds.

Ben Smith, Director of the Small Business Center at Blue Ridge Community College, emphasized the importance of acting quickly to take advantage of available resources.

“Many of our local businesses have suffered immense physical and financial damage due to the hurricane,” he said. “The grants, loans, and counseling services we’re offering are designed to be lifelines, helping them get back on their feet and prepare for the long road to recovery.”

Business owners can contact the Blue Ridge SBC at 828-694-1658 or visit BlueRidge.edu/SBC for more information on available support and events.

Additionally, the Small Business Center Network advises small businesses in WNC to use these resources:

■ NC Division of Employment Security: Find unemployment benefits and support for North Carolina workers and small business owners. DES.NC.gov

■ SBA Disaster Assistance for Hurricane Helene: Get disaster loans to help your business recover due to physical damage or economic injury caused by Hurricane Helene.

■ FEMA Information and Resources: Access FEMA’s help and resources for disaster recovery.

■ Farmers.gov Disaster Tool: A tool for farmers to determine their qualification for assistance following a disaster.

Source: Small Business Center at Blue Ridge Community College

Disasters can create overwhelming challenges for business owners.

The SBTDC helps businesses recover, rebuild, and emerge stronger by providing guidance on navigating ways to overcome these challenges.

Here’s how they can assist:

1. Assessing the Financial Impact: Helping businesses determine the full extent of financial damage caused by a disaster to create a clear understanding of where the business stands.

2. Reconstructing Financial Statements: If records are lost or updated figures are needed, the SBTDC can assist in reconstructing the financial picture of your business.

3. Developing Forward-Looking Plans: Rebuilding isn’t just about recovering what was lost; it’s about setting up businesses for long-term success. The SBTDC can work with business owners to create plans that align with future goals.

4. Evaluating Options with Creditors, Vendors, and Suppliers: Guidance on managing relationships with key stakeholders during difficult times, helping negotiate terms and explore workable solutions can help businesses move forward.

5. Preparing Disaster Loan Applications: Whether applying for support through Mountain BizWorks, the Small Business Administration, or other funding sources, the SBTDC helps navigate the application process and strengthen the business’s case.

6. Providing Up-to-Date Information on Disaster Loans and Grants: The types of support available can change rapidly, and the SBTDC team ensures businesses have the most current details on the options available.

Ways to Help

Those who feel called to offer support to local businesses, organizations, and individuals can find many opportunities to do so.

Practically every individual, business, and organization throughout Western North Carolina was impacted by Hurricane Helene in some way. The community has shown incredible support for each other throughout the fall of 2024, but the need for support will continue into the months and years ahead.

Local small businesses are especially vulnerable. The following organizations are working to support WNC small businesses and their employees while creating jobs and educating the upcoming workforce. If you are able, please consider supporting the organizations supporting the livelihood of Western North Carolina.

NC Disaster Relief Fund

The North Carolina Department of Commerce’s Rural Economic Development Division, the Main Street & Rural Planning Center, and the Appalachian Regional Commission extend deepest sympathies to all those affected by Hurricane Helene. They are dedicated to providing support to Western North Carolina communities: basic needs come first, then months of clean up, and years of rebuilding. The devastation is like nothing North Carolinians have ever seen, and our friends, neighbors, and fellow North Carolinians need our support now more than ever.

The North Carolina Disaster Relief Fund is now accepting contributions to help with the unmet needs of hurricane victims. Contributions can be made online by secure link after submitting the form.

To donate by mail, please send your contribution to: North Carolina Disaster Relief Fund 20312 Mail Service Center Raleigh, NC 27699

For questions, visit NC.Gov/Disaster-Relief-Fund-FAQs.

Learn more at NC.gov/Donate or Pay.PayItGov.com/NCDonations.

Mountain Strong Fund for Business Recovery

Continuity of businesses translates to household income and the stability needed to repair and restore our communities. To support Asheville and Buncombe County businesses, please make a donation to the Mountain Strong Fund for Business Recovery through the Asheville Area Chamber of Commerce Community Betterment Foundation, a 501(c)(3) charitable organization. All donations are tax-deductible and will include an email confirming the value of your donation. Learn more at Web.AshevilleChamber.org/Atlas/ Forms/Donation/12.

WNC Long Haul - Recovery and Resilience Fund

Contributions to this fund support broad charitable purposes, including but not limited to supporting Western North Carolina’s recovery from Hurricane Helene by focusing on continued support in Culture and Arts, Local Business, and Long-Term Support for individuals impacted or displaced. The fund will adapt its grants to meet the evolving needs of the community at the three month, six month, one year, and three year marks post-storm, ensuring resources are directed where they are most critically needed at each phase of recovery. This flexible, structured approach will help our region not only recover but thrive.

Learn more at CFWNC.FCSuite.com/ERP/Donate/ Create/Fund?FUnit_ID=10306.

Chief Cares Foundation

The mission of this Foundation is to help for the long haul, starting by immediately building homes for 100 families in Avery County and the surrounding areas, and keeping these communities preserved and rebuilt. The Foundation created a Blueprint for the Blue Ridge, and is also helping to address longer term needs like creating jobs, rebuilding schools, and supporting local businesses. Often when disaster strikes, funds flow in from great people wanting to help, but when the world turns its eye to the next devastation, a lot can get lost and fall through the cracks. Chief Cares is committed to the long-term rebuilding of these communities.

Learn more at ChiefCares.org.

Brands of WNC

Helene ravaged North Carolina, but it does not have to ruin its residents’ livelihoods. These communities are resilient, but they need your help. Shop the directory of WNC businesses and help inject vital funding into the local economy. Each listing will take you directly to their website to browse and purchase.

Learn more at BrandsOfWNC.com.

ShopWNC is a grassroots effort led by local volunteers in Western North Carolina to create a collective resource where people can shop online, view upcoming events, learn which businesses are open and accessible, and help support local communities and small businesses in impacted areas.

Learn more at ShopWNC.com.

Love Asheville From Afar

In the wake of Hurricane Helene, many beloved Asheville and Buncombe County businesses have been deeply affected by the storm. While the community comes together to rebuild, you can lend a helping hand from afar by shopping at these businesses’ online stores or contributing to fundraising efforts. Local, independent businesses are the heart of Asheville, home to growers who are artists and artists whose work grows. Thought leaders and thought provokers, musicians and storytellers, entrepreneurs and educators, foodies and beer lovers, hippies, healers, adventurers, creators and innovators. We craft and brew and paint and carve, handcrafted by real hands. Real hands that need a helping hand. And a hug. Your support sustains the deeply-rooted culture that makes the Asheville area so special, and every purchase counts.

Learn more at Always.ExploreAsheville.com/Love-Asheville.

Always Asheville Fund

Explore Asheville has established the Always Asheville Fund to help small independent travel and hospitality businesses throughout Asheville and Buncombe County recover from the devastating impacts and aftermath of Hurricane Helene. To seed the fund, Explore Asheville transferred $300,000 from its earned revenue fund to the Always Asheville Fund. Assisting our small businesses with emergency grants, not loans, will aid in part to sustain this deeply rooted, creative community that we all love.

This support is crucial: according to the Federal Emergency Management Agency, 40% of small businesses do not reopen after a disaster. The goal is to change that statistic for WNC’s local entrepreneurs, ensuring their stories continue to shape our community’s future.

ways to help

Now is the time to stand with Asheville’s resilient small businesses — the artists, chefs, brewers, makers, and more who create the ever-evolving Blue Ridge Mountain community and its character. Your donation — large or small — will aid in part to sustain this deeply rooted, creative community that we all love.

Learn more at Always.ExploreAsheville. com/Always-Asheville-Fund.

Arts AVL Emergency Relief Fund

Hurricane Helene had a devastating impact on the arts community in Western North Carolina. ArtsAVL is working to secure relief aid to support WNC artists in need and to help our creative community rebuild in Asheville and Buncombe County.

ArtsAVL is a nonprofit 501(c)3; EIN 581371546 - Asheville Area Arts Council (dba ArtsAVL).

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ways to help

If you are interested in making a large contribution via an alternate giving method such as a donor advised fund or gift of stock, please contact our Development Director Rebecca Lynch at Rebecca@ ArtsAVL.org. Gifts of $1,000 or below should be made via the ArtsAVL online form or via Venmo to @ArtsAsheville. Learn more at ArtsAVL.org.

NC Arts Disaster Relief Fund

The North Carolina Arts Foundation has established a disaster relief fund to provide assistance to artists and arts organizations affected by Hurricane Helene. WNC is well-known for its rich cultural traditions and vibrant creative communities, and artists and arts organizations are among those that have suffered enormous losses. Businesses and individuals can help in the recovery of the arts sector by contributing directly to the NC Arts Disaster Relief Fund or by supporting a project featuring artists of Western North Carolina that will inspire and help heal those who suffered the trauma of losing homes, businesses, personal possessions, and loved ones.

Learn more at NCArtsFoundation.org/#How-You-Can-Help.

All in for Hendo

At the heart of our community lies resilience, and Love Hendo is a testament to that spirit. When challenges arise, we come together to help one another. Through the Henderson County Chamber’s crisis response fund – All in for Hendo –immediate support to local businesses can be provided when they need it most. In addition to helping businesses with immediate needs, it also funds key programs, such as Business and Banking Apprenticeships, Mission Acceleration, scholarships, and more.

Love Hendo T-shirts are available for $20, with half of the proceeds going directly into All in for Hendo. Lists of member

businesses have been created, many have gift cards available for purchase, and most are open and operational. Their support is critical, especially following the tourist season that was heavily impacted by Hurricane Helene.

Learn more at HendersonCountyChamber.org/Love-Hendo.html.

High Country Small Business Support

Though the storm is over, recovery is ongoing. As most visitors know, the fall leaf season is vital to businesses in the High Country, but that kind of robust economic activity wasn’t possible in the fall of 2024. Additionally, many local businesses are showing up for the community in big ways. Several are directing a large portion of their resources to relief efforts like providing free meals, resident and responder support, and supply collection work. This directory offers a list of High Country businesses who need support.

Learn more at BlowingRock.com/Helene-Aftermath-Support.

Ashe County Recovery & Restoration

Ashe County Recovery & Restoration was founded with the sole purpose of helping Ashe County Build Back Stronger from Hurricane Helene. The organization recognizes that the recovery will take months, and in some cases, years. Funds will be used to help our neighbors fill the gaps from federal and state assistance with the goal of keeping residents on their homesites.

Learn more at AsheCountyRecovery.com.

Boone Area Chamber of Commerce Foundation

The Boone Area Chamber of Commerce Foundation is a 501(c)3 organization created to solicit, manage, and distribute funds and resources to further the

development and welfare of the Boone and Watauga County area. The recovery and viability of businesses in the High Country is the primary focus of the BACC Foundation. Donations help the High Country during this challenging time and in the months to come.

Learn more at BooneChamber.com/Foundation.

Visit Haywood: Small Business Support

In the wake of Tropical Storm Helene, Haywood County businesses are facing unprecedented challenges, and now more than ever, they need support. One of the simplest and most meaningful ways to help is by purchasing gift cards or experiences to support favorite local shops, restaurants, and services in the Western North Carolina mountains.

Whether it’s buying a gift card to enjoy a meal at a beloved restaurant, shopping online for unique gifts, or planning a future trip to Haywood County, these purchases can make a lasting impact. Supporting these businesses now means helping to rebuild and sustain the heart of this vibrant community.

Learn more at VisitHaywood.com/ Blog/Give-The-Gift-of-Haywood.

Mitchell County Development Foundation

Mitchell County was one of the hardest hit by Hurricane Helene and needs support. With a twenty-year record of serving the people of Mitchell County, the Mitchell County Development Foundation offers a trusted way to support recovery efforts countywide. Post-hurricane rebuilding efforts bring together a vibrant crosssection of the community focused on supporting all of Mitchell County, including community leaders, education leaders, and business leaders. One hundred percent of received funds will

support post-hurricane rebuilding efforts across Mitchell County.

Learn more at MitchellCountyDevelopmentFoundation.org.

Blue Ridge Community College’s Educational Foundation

Donations to Blue Ridge’s Educational Foundation will provide assistance to students affected by the hurricane and tropical storm, ensuring that they have the resources needed to rebuild and recover. The funds will help people to restore access to vital services, support academic continuity, and address both immediate and long-term needs. Every tax-deductible contribution, no matter the size, plays a vital role in helping students and families recover and rebuild.

Learn more at BlueRidge.edu/Foundation.

NC Hospitality Workers Relief Fund

In order to support the workers in the industry, the NC Restaurant & Lodging Association Foundation has created the NC Hospitality Workers Relief Fund to administer relief for extraordinary hardship and adversity including but not limited to: lack of access to housing institutions or structures, major health conditions and cost of extraordinary health care, and general decline in the standard of living due to unemployment, underemployment, or other lack of economic opportunities. All funds raised will go directly to support restaurant and hotel employees in Western North Carolina facing significant financial hardship in the aftermath of the storm. Businesses and individuals may donate directly to the fund or consider

ways to help

establishing fundraising efforts in your business and remitting proceeds directly to the fund.

Learn more at NCRLA.org/Foundation/NCHospitality-Workers-Relief-Fund.

Southern Smoke Foundation

Southern Smoke Foundation is offering emergency assistance and mental health resources to workers in the food and beverage industry in North Carolina who have been affected by Helene. Every dollar goes to F+B workers in need. Donations support general operations, our Emergency Relief Fund, our nationally expanding mental health initiative, and other programs benefiting in-need industry workers. Corporate donations give larger groups the opportunity to become noted annual partners and

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ways to help

sponsors of events.

Learn more at SouthernSmoke.org/How-To-Help.

Tip It Forward

GBX Group, ArtsAVL, and Asheville Independent Restaurants have launched WNC Tip It Forward — an urgent relief fund to provide critical support for local artists and food service workers who have been directly impacted and to support the ongoing charitable efforts of ArtsAVL and AIR.

These are the servers, painters, line

Every donation, big or small, means another day of support, another chance to rebuild, and a brighter future for Asheville and Western North Carolina’s culinary and creative workers.

Your tax deductible donation will be processed by ArtsAVL, a nonprofit 501(c) (3) (EIN 58-1371546), and divided equally between ArtsAVL and the Asheville Independent Restaurant Association to support their relief efforts.

If you are interested in making a large contribution via an alternate giving method such as a donor advised fund or gift of stock, please contact ArtsAVL’s

Community Foundations

Western North Carolina is home to several community foundations that consistently work to provide funding to local nonprofit organizations, which in turn support the community in various ways. These community foundations can help determine the nonprofit organizations that match donors’ intentions.

Foundations consistently working on supporting Western North Carolina include:

Community Foundation of WNC

CFWNC.org

Community Foundation of Burke

CFBurkeCounty.org

Community Foundation of Henderson

CFHCForever.org

Foundation for the Carolinas FFTC.org

North Carolina Community Foundation

NCCommunityFoundation.org

Polk County Community Foundation

PolkCCF.org

WNC Bridge Foundation

WNCBridge.org

Volunteer Opportunities

Many organizations are still in need of volunteer support. Find an updated list of volunteer opportunities at NC211. org/Hurricane-Helene-Volunteer-

With hundreds of thousands of trees damaged across the region, many of WNC’s trails are in need of clearing and repair. A large part of WNC’s tourism draw, helping to revitalize the region’s trails simultaneously offers immediate gratification and work-life balance.

Back Country Horsemen of Pisgah

BCHA.org/Volunteering

Carolina Climbers Coalition

CarolinaClimbers.org/Content/ Volunteer-US.html

Index.CFM/Do/Pages.View/ ID/29/Page/Volunteer

Conserving Carolina

ConservingCarolina.org/GetInvolved/Volunteer-With-US

Pisgah Area SORBA

PisgahAreaSORBA.org/EventsVolunteer

The Pisgah Conservancy

PisgahConservancy.org/HowYou-Can-Help/Volunteer.html

Waterfall Keepers of North Carolina

WaterfallKeepersOfNC.org/ Volunteer

WNC Business understands this list may not include the vast opportunities to help businesses and organizations throughout the region that have been impacted by Hurricane Helene. If you have information about other ways to support our local businesses and nonprofits, please share them with us at WNCBusiness.com/ SubmitNews.

Volunteers help clear and maintain WNC trails with the help of organizations like Carolina Mountain Club.

Industry Spotlights

Hurricane Helene affected every industry in Western North Carolina, but each of them has been affected in different ways. Various challenges persist, though the resiliency of the region comes through in every sector.

Arts & Entertainment

Recovering WNC’s Creative Economy

Western North Carolina is forever changed in the wake of Helene’s devastation. The impact to infrastructure and the economy has been staggering, with artists and creative businesses hit especially hard. Arts and culture are often mistakenly seen as a “nice to have” extra rather than a vital part of the region’s ecosystem. In 2022, creative industries in this region were responsible for nearly $1.2 billion in sales and more than 17,500 creative jobs, excluding extended proprietors or “gig” workers. Additionally, the area is one of 62 federally designated national heritage areas because of its rich craft and music traditions.

Buncombe County in particular is a leading arts destination. According to a recent study by Americans for the Arts, Buncombe County was home to 483 establishments in the arts and culture sector during 2022, and ranked #1 out of all 100 North Carolina counties for arts and culture establishments per capita. By this same measure, Buncombe County ranked 47th out of all 3,144 US counties.

Many arts businesses, organizations, and individual artists had property damage from flood waters, landslides, wind, and falling trees. More than 250 artist studios, galleries, and venues were lost in the Asheville area alone. Even those spared from direct damage were cut off from work opportunities due to washed-out roads or being unable to open due to extended outages of electricity, water, sewer, and communications.

The timing of business interruption compounded the loss. Buncombe County receives nearly 30% of annual visitor spending in fall and early winter, totaling more than $2 billion during the 2023 fall season. Current data shows that tourism was down by 70% this year, according to Explore Asheville.

Early assessments by ArtsAVL showed many artists from across the region were suffering from complete income losses and needed immediate funding for things like groceries (54%) and bills (78%). This led ArtsAVL to launch the Emergency Relief Grant offering $500 stipends to impacted artists throughout the 26 county region. Since the grant opened on October 14, ArtsAVL has received over 2,300 applications from artists in need – craft (31%), visual (26%), performing [mostly musicians] (25%), interdisciplinary (11%), media (5%), and literary (3%) artists.

A staggering 21% of these applicants reported that they had lost their jobs as a result of the storm forcing a growing number to have to make the difficult decision to leave the area.

A survey of over 200 Buncombe County arts businesses (for profit and nonprofit) showed a strong desire to reopen, but without support, many will be forced to remain closed. Delays in small business support are also forcing many organizations to make the difficult decision to lay off workers.

Even in the face of these devastating challenges, arts and cultural organizations have shown up for the local community. Artists have turned rubble into public art, distribution centers into concert halls and concert halls into distribution centers,

Asheville’s River Arts District sustained significant damage during Hurricane Helene. Photo by ArtsAVL.

captured the beauty in our devastation, and given us the words to express our grief.

ArtsAVL – Buncombe County’s designated arts council and arts advocate for Western North Carolina – immediately sprang into action, providing needed support services and emergency relief funding and becoming the lead partner for arts recovery in WNC. In the last few months, ArtsAVL has awarded nearly $1 million in relief funding, and traveled to Chicago, Raleigh, Wilmington, and Washington D.C. advocating for arts relief aid for the region.

“Arts and culture are what make Western North Carolina a desirable place to live, work, and play,” said ArtsAVL Executive Director Katie Cornell. “These jobs and businesses are vital to economic recovery, resident retention, and the return of tourism. If we don’t act now, we are in danger of losing this substantial economic driver and an important part of our cultural heritage.”

Source: ArtsAVL

Agriculture

Appalachian Farmers Navigate Recovery and Adapt for the Future

In the region supported by the Appalachian Sustainable Agriculture project, including Western North Carolina, more than 900 farms sustained direct damage from flooding, landslides, and wind, as well as economic ripple effects on agritourism and restaurant sales.

For many farms, the plethora of restaurants in Downtown Asheville forms the economic center for their sales. With no restaurants open for weeks, and no visitors to dine at these restaurants during what is typically the busiest season, farm businesses had to pivot, according to ASAP’s Communications and Engagement Director Sarah Hart.

“In that sense, there was a similarity to

what we saw with COVID,” Hart said. “With agritourism, particularly in the fall with apple picking, hayrides, and pumpkin patches, there was a big question if things were happening or not happening, and if so, were they happening at the same level.”

Structural damage to high tunnels will play a big part in the overall impact of Helene on local farms. Particularly in the last five to 10 years, high tunnels, a type of greenhouse, allow farmers to maintain production throughout the winter and provide apples for winter markets and restaurants. Many farms lost their last harvest of the summer season, and many of those preparing for the winter season will no longer be able to have that harvest, either.

“Our role has been to spend as much time as we can being a resource to our area farms,” Hart said. “We’re collecting resources of different markets to sell to, different food relief organizations, and finding available federal programs and helping farmers apply for federal aid. It can be really difficult for small farms to figure

out what even applies to them, because most of those programs were created with large commercial farms in mind.”

ASAP has also been working with agricultural support agencies to determine what next steps local farm businesses should be taking. These will vary from farm to farm – some suffered landslides which took out everything and must start their business over from scratch, while others may not have lost anything, but are still in economic peril because their sales have plummeted. Federal organizations have representatives in WNC who are helping farmers with these programs. There have been disaster relief information meetings with participation from organizations like Carolina Farm Stewardship Association, NC Cooperative Extension, the USDA Farm Service Agency, Rural Advancement Foundation International, and more. ASAP is working with these organizations and local farmers to help them navigate federal support without duplicating efforts.

While some agencies are able to provide

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Flooding damages greenhouses at Ivy Creek Family Farm in Barnardsville.

industry spotlights

loans, that may be a longer-term approach for agricultural businesses. Immediate needs grants may be available, though these are often a much smaller dollar amount. Determining which grants and loans may be available can be frustrating, and Hart is concerned that over time, farmers may stop asking for support. ASAP continues to encourage qualifying businesses to follow up, visit the offices of these organizations, and maintain both stamina and patience while moving through the process of seeking assistance.

Surveys have shown ASAP that within their network of farmers, only 4% of farms in Western North Carolina are covered by crop insurance, as many of those plans apply to large, commodity farmers rather than farms growing diverse crops. While not an advocacy organization, ASAP is working to discuss why small farmers fall through the cracks, and Hart is hopeful this is a moment some of that advocacy may be heard.

As farmers determine how to restructure and rebuild, many have pivoted in the early days following the storm. Facilitating connections between farmers and food relief agencies has supported the purchase of local products, similar to programs put in place during COVID.

“There are a lot of ripple effects throughout the impact and recovery,” Hart said. “We know some things about how farmers are doing. We certainly have experience with helping, and farmers have experience with that kind of pivot — what do you do when all restaurants close because that happened during COVID. While it’s a little bit of returning trauma for many of us, some of those same lessons apply. I think there are some new partnerships or new projects that could come out of this, but I think we’re all still in the ‘figuring it out’ phase.”

Helping individual farms determine their pivot plan has been vital in late 2024, and will continue to be in early 2025. Pivot

plans involve language learned during COVID, and will vary from farm to farm. As some farms continue producing through the winter, others may be able to leverage the winter slow season to plan for the upcoming spring and summer seasons and determine in what direction they need to move forward.

ASAP’s Business of Farming Conference in February typically features a growerbuyer meeting — an event likened to speed dating for local food relationships. This year, there will be extra emphasis placed on this opportunity to help encourage connections between farmers and buyers that have capacity to help farmers continue to sell their goods through vendors outside the region.

“Farmers are, by nature, resilient and innovative,” Hart said. “This is a widescale regional setback, but farmers tend to have a way of surviving. The viability of the land is going to vary from farm to farm, and some may get through on thin, thin margins. My gut says we may lose some restaurants first, and then some smaller, newer farms, but the older farms and the farmers are going to find a way to survive.”

Diversifying field uses and income streams will continue to be part of the resiliency conversation for WNC’s agriculture industry. Whether it involves risk management or climate considerations, experts from ASAP’s partner agencies host local workshops discussing necessary shifts and how farming businesses can manage them.

“This goes beyond natural disasters,” Hart said. “It doesn’t rain in the same patterns it used to. Temperatures have different patterns. We get bugs and pests in different ways than we did before. What do we need to change? Farmers have been talking about this with us and with each other, and I imagine more of the same will continue, but this is not new.”

Construction Builders Tackle Restoration and Recovery in Western North Carolina

In response to Hurricane Helene’s impacts, a large portion of WNC’s construction industry has pivoted toward restoration work, though the demand for residential construction remains high, according to the President of the Builders Association of the Blue Ridge Mountains.

The urgent need for restoration and remodeling efforts took weeks to translate into jobs for contractors. Homeowners filed claims through their insurance agency or through the Federal Emergency Management Association, which takes time, and also sometimes results in low cost estimates and payouts. Some of Cope’s recent work involved hiring an insurance specialist to advocate with adjustors on behalf of his clients.

“Not all, but about 98% of adjusters are low-balling the heck out of people, so we’re trying to fight that,” Cope said. “People just don’t know what things cost or why certain things are necessary, so they don’t know how to take that information to adjusters.”

Across the construction industry, many companies have shifted their focus from new construction to remodeling and rebuilding, including retail and commercial projects. However, not all businesses are equipped to make this change. Remodelers, in particular, have adapted to meet the growing demand for restoration work. By late 2024, navigating the abundance of work became a significant challenge, prompting many companies to ramp up hiring efforts.

“Carpenters are typically a challenge to find,” Cope said. “More so now, the challenge is that there are a lot of unskilled carpenters and people that are now out of work who are handy and want to do carpentry stuff but don’t have a pedigree

of it. Office-type roles have been easier to fill, but as a general rule, skilled carpenters are tough to find.”

Looking ahead, 2025 is expected to be a record year for many construction businesses, driven by the overwhelming demand for restoration services across WNC. Builders are also collaborating to support rebuilding efforts for those most affected by the hurricane.

The Builders Association of the Blue Ridge established a Disaster Relief Task Force to assist the community. One of their first efforts is helping fellow Association members recover their own businesses, enabling them to return to work. Some have pivoted to working out of warehouse space, and some have had to permanently close their doors.

“We have several members whose offices are gone,” Cope said. “It’s going to be really hard to build back a community without our builder members able to be in business. The Task Force is centered around how we, as an organization, get our members back to the business of building, and that is the best way that we can help the region.”

With several subcommittees on the Task Force, fundraising to support fellow builders is a large part of the efforts. Another aspect involves putting community members who still require services in touch with builder members who are able and willing to volunteer or drastically discount the needed work.

A new Builders Association website, WNCFix.com, facilitates this type of communication, allowing people to ask for help and enabling builders to reach out and provide assistance.

“Our industry requires us to collaborate so much already,” Cope said. “From personal experience, I’ve developed more relationships with builders, and I would say collaboration has gotten stronger in terms of referring work to other builders and sharing ideas. There’s also been

collaboration from a donation perspective, helping collect donations and how to get them to the right people, which I assume is probably common in our region right now.”

Local municipalities are also collaborating with the construction industry by paving ways to make it easier to accomplish damage repair. Additionally, the state Home Builders Association has raised and donated about $400,000 to support rebuilding efforts in the region. Cope said the combination of donated funds and reduced bureaucratic barriers is helping to get jobs done faster.

Members of the Builders Association of the Blue Ridge have noticed an influx of out-of-town builders that are overcharging customers. Cope and other members are helping to spread awareness regarding the importance of doing business with local, reputable companies.

“The Attorney General just filed a case against a contractor out of Durham that was here price gouging people, which was great,” Cope said. “I hope they make an example out of that.”

Craft Beverages Crafting a Comeback for Asheville’s Brewing Community

With more than 50 breweries in the Asheville area alone, every business in the craft beverage industry was impacted by Hurricane Helene, according to Asheville Brewers Alliance Executive Director Karis Roberts.

Across WNC, infrastructure damage disrupted essential services like water, electricity, internet, and cellular communication—all critical for a craft beverage company’s operations. Regardless of physical damage, these impacts affected every business. In some areas, lack of power and potable water persisted for days and weeks, causing an extended gap in brewing capabilities. Bringing in potable water was a huge undertaking. Not only was it a costly solution for businesses already suffering revenue losses, limited storage space compounded the problem.

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Many local breweries transitions to supply distribution hubs to support the community.

industry spotlights

Additionally, breweries faced issues with the absence of non-potable water, which was essential for basic operations. Many businesses had to rely on portable restrooms, but early shortages of these facilities added further strain.

The challenges for the brewing industry didn’t end there. Many employees were unable to get to work due to downed trees and power lines, and damaged or blocked roads. Many breweries suffered flood damage to their delivery trucks. Computer systems were damaged. Despite these setbacks, many area breweries became community hubs for supply distribution.

“We were getting large donations coming in tractor trailers, but there were challenges of where to store them,” Roberts said. “Breweries were a great resource because they had easy loading docks. Their employees had transferable job skills of using palletizers and forklifts and knowing how to logistically operate large truckloads of resources coming in at one time, so it was really cool to see that.”

The local brewery community is also collaborating to support each other through fundraising initiatives. DISSOLVR launched Higher Calling, and Sierra Nevada dedicated $1 per barrel of their Celebration IPA, both donating proceeds to the NC Craft Brewers Guild Foundation.

The NC Craft Brewers Guild also began the Pouring For Neighbors initiative that encourages brewers from across the state to contribute $1 per pour to the Foundation, which will be redistributing funds to support impacted WNC breweries. Burial Beer Co. has announced collaborations with hard-hit breweries and has engaged in their own fundraising efforts.

Tourism, a key driver of the craft brewing industry, also took a significant hit. Throughout the fall of 2024, water shortages that directly impacted breweries also compounded the decline in tourism. “You can’t possibly entice folks to come to a city and say ‘don’t put your toothbrush under the faucet’,” Roberts said. “Water was the cause of declined tourism and brewing itself, which both have separate but equal impacts on the brewer. There’s not a lot enticing folks to come to Asheville right now. We’re still rebuilding, traffic’s insane, and there’s going to be trash in places there shouldn’t. We’re open and we’re ready, but how do we softly start promoting tourism so it’s a viable thing again?”

As potable city water has returned to Asheville, most of the local breweries have been able to reopen, apart from several that experienced devastating damage to their physical locations. Some have had to repurchase ingredients, brewing

equipment, and delivery trucks, and many have shifted their product selection and distribution goals. Whether shifting to a tap room focus, contract brewing in other facilities, or shipping products to areas where tourism is currently higher, breweries are doing what they can to stay up and running.

According to Roberts, as people begin to feel comfortable with visiting the area again, brewers will begin to feel the positive effects on their business.

“There is definitely hope on the horizon,” Roberts said. “Folks are eager and ready to rebuild, and I think the hope is that we get grants and an influx of funding so that Asheville can be rebuilt quicker and better than before, so if this ever does happen again, there is more structure and stability. We all have to take a deep breath and try to be pragmatic and understanding and patient, and we have to just take this in stride and figure out what to do next.”

Healthcare

Facing the Storm: How Healthcare is Shifting to Meet Community Needs After Helene

Healthcare organizations have been challenged by the effects of Hurricane Helene in various ways, and like other industries in WNC, had to pivot, reach out for assistance, and change their focus.

According to Barbara Dillie, President of the Board of Directors at the WNC Medical Managers Association, the overall mental health of the region has taken a beating. Americares, a global health-focused nonprofit organization that responds to various disasters, works with healthcare nonprofits to offer resources, medical supplies, and grants. The organization also works in a mental health capacity, bringing psychologists and counselors to communities experiencing disaster situations.

The WNC Medical Managers Association holds an annual meeting to discuss the status of the industry.

“They’re sending more than $50,000 worth of Tdap vaccines into urgent care offices so we can offer those to the community, free of charge,” Dillie said. “They’ve brought in free mobile medical clinics, have given $150,000 in grants, and are bringing in mental health support for the community and healthcare workers. I think this is going to be one of the greatest benefits that I can communicate with the Medical Managers Association — to reach out to the folks at Americares.”

Bimonthly WNCMMA meetings shifted focus from discussing general changes, coding, and other topics to determining what the area’s healthcare leaders need, what they have, and to speak about various unknowns in the current state of the industry.

Urgent care and primary care visits have changed. Patients visiting their healthcare providers for medical attention also want

to share their experiences. Many providers have experienced longer appointment times in an effort to engage with their patients, connecting them with any needed resources available to meet their current needs.

Patients have also shifted their own healthcare priorities. During early recovery phases, people delayed well-checks, followups, and other non-urgent medical attention. As many residents have worked physically hard in removing trees, debris, and other cleanup efforts, many will experience exhaustion following periods of high adrenaline, which makes more people susceptible to illness.

“This makes the next phase even more impactful for healthcare,” Dillie said. “Moving into what we call ‘respiratory season’ or flu season, combined with delays and impacts following the hurricane, it’s going to be an

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even busier season for healthcare.”

Another challenge for the healthcare industry, both in WNC and nationwide, has been the shortage of IV saline bags produced by Baxter in North Cove. Their manufacturing facility was greatly impacted, and as one of the only suppliers of this vital medical equipment, healthcare facilities from hospitals to primary care physicians have had to allocate these resources carefully.

Unemployment rates will also impact the area’s healthcare industry. Those who no longer have jobs may also no longer have health insurance, or experience a gap in coverage, potentially straining finances for providers and their organizations.

Challenges with the clean water supply have initiated many changes for healthcare providers. “Before this happened, if you

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were to ask someone in healthcare if it’s possible to operate without water, the answer would’ve been an absolute ‘no, we cannot’,” Dillie said. “When there was a need and there was no access to water, the question became ‘what do we have to do to serve patients’.”

Some organizations have imported tanks of potable water for their entire systems, and some are able to use non-potable water for things like flushing toilets. Many have set up hand washing stations for staff and utilized many cases of bottles of water.

“Unless you are a bigger system like Mission, you don’t have the resources to get big tanker trucks and have potable water flushed through your system,” Dillie said. “For many of our smaller local practices, this is an issue they have every single day.”

The impacts of Helene have shifted staffing needs for the local healthcare industry. With many free mobile medical clinics in temporary locations across the region, Dillie said there are likely more people looking for work than is available, but that dynamic will shift back to a workforce shortage in the coming months.

“Once the mobile clinics move out and patient visits increase for specialty practices and primary care, so will the need for medical assistants and nurse practitioners,” Dillie said.

During 2023 and early 2024, many healthcare organizations have been expanding, with new locations opening across the Western North Carolina region. Novant Health, Pardee Hospital, Mission Hospital, AdventHealth, and more organizations are opening new facilities to serve the increasing patient demand reflecting tourist and resident populations. Hybrid populations, those with one home in WNC and another elsewhere, may not be spending as much time in the area depending on how severely they were impacted. The decreasing populations also decreases the immediate need for healthcare services in the area.

In the early stages of restoring basic services, additional medical challenges appear. An increase of urinary tract infections, eye infections, and upper respiratory issues come along with the cleanup and clean water challenges many residents are experiencing. As recovery progresses, healthcare leaders are unsure if the growth of recent years will continue, and many moved toward a holding pattern during the late months of 2024.

“I think Western North Carolina will recover, but the impacts are a lot more widespread than we realize right now,” Dillie said. “What we’re doing now is putting a panel together to talk about how chief medical officers have handled the disaster and what challenges they see ahead. That will be part of the WNCMMA conference in December.”

Dillie saw an increase of collaboration between healthcare organizations in the immediate weeks following the storm. Some have put mobile or temporary clinics in place, and some are waiving copays as the cost of immediate visits can be allotted for charity care.

“Everyone’s looking at possibilities differently, and that’s helping each other,” Dillie said. “That’s less of a competitive nature and more about taking care of what people really need, and that need is only going to be greater as the FEMA and government-based free clinics move out over the next few months. The need for cooperation and collaboration may increase even into 2025. People will remember this, and it will unite Western North Carolina even closer.”

Manufacturing Manufacturing Resilience

Powers Henderson County’s Recovery After Helene

Compared to most other industries in Western North Carolina, the manufacturing

industry seems to have experienced the least significant overall impact from Hurricane Helene. The industry largely avoided major media-induced business decline, with ongoing expansion and new companies showing interest in relocating to the area, according to Henderson County Partnership for Economic Development’s President and CEO Brittany Brady.

The HCPED maintains relationships with all Henderson County manufacturers, and their first priority following the storm was reaching out to area manufacturing businesses ensuring every manufacturing employee was accounted for. The industry was fortunate in that aspect, and most manufacturers in the County were back in business by mid-October.

“We did have one area in Henderson County that was hit harder, but once power and water were restored, people got back in business,” Brady said. “It was actually a little shocking to me — many of them went back to work the Monday after the storm. It is such a blessing that our manufacturing could go back to work, employ their people, and make the products that we’re so proud of.”

Many manufacturers are large companies structured to minimize downtime. The use of generators, backup water supplies, and other redundancies allow them to operate continuously. This infrastructure played a critical role in keeping employees working and businesses running during the recovery.

“It was really impressive that they stood true to taking care of their people during the most catastrophic storm we’ve ever experienced,” Brady said.

While manufacturing as a whole displayed resiliency after Helene, there were challenges that came into play. Access to wastewater, electricity, and the internet created some of the greatest challenges. With utilities less robust than normal, many had to learn how to slowly phase

their return to operations. As companies returned to normal operations, the impacted rail line and the logistical challenges of lost warehouse space created additional hurdles. Logistical abnormalities disrupted supply chains, and for some, it is taking more time to iron out those wrinkles.

Interstate closures further disrupted supply chain logistics. Rerouting trucks and freight shipments around closed sections of Interstate 40 has added time to usual routes, but many established businesses have had to deal with that in the past and understand preferred alternate road routes. The damaged rail lines don’t have alternate choices; however, understanding how product comes into the region and managing costs associated with those shifts presented more complex challenges.

“We are fortunate that the North Carolina Railroad Company actually deployed $10 million to help businesses repair their stretch of railroad, which is fantastic,” Brady said. “But we have to make sure that the rail line coming into the community is restored completely before their stretch of the rail means anything. We continue to work with our rail partners across the state to make sure we can get that up and running. Hopefully that will happen in a Q1 timeline.”

Media portrayals of the WNC catastrophe have affected manufacturing businesses at a much lower rate than in other industries. Many manufacturers, bound by client contracts, continued fulfilling orders, and there are still corporations considering WNC for expansion locations.

“We have been unashamed to share that the business and manufacturing communities in Henderson County are open and ready for business,” Brady said. “That’s where we have to be to combat media and social media portrayal of complete devastation in our community. Don’t get me wrong, there is some devastation here and we want to

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acknowledge that, but again, we are proud of the resilience of the manufacturing community and the redundancy that was in place allowing us to get back to business as usual for most folks.”

As the state paused their marketing right after the storm, HCPED collaborated with the Economic Development Partnership of North Carolina. Their first campaign after the pause focused on the message that WNC is set back, but will not stay back, and HCPED tied into that marketing.

Manufacturers typically build outside of a flood plain with the guidance of location consultants. With large investments required to become established, it is imperative these businesses are strategic in their location choices. While there was some devastation in the manufacturing sector, most of these companies are built out of flood plain areas and will continue to build in similar locations away from risky areas.

Those that were impacted by flooding worked with HCPED and regional partners to find temporary space, sometimes across county lines. Some temporary locations were established outside of

the region. Brady said a large part of the Partnership’s recent work involved securing warehousing for manufacturers and supporting nonprofits that needed space for relief operations.

The Henderson County Distribution Center for Relief was set up at a site slated for an industrial space. As it happened to be vacant because its tenant has yet to move in, the nonprofits organizing that operation were able to leverage that space, with HCPED’s assistance, to best support the community.

“Most people are making necessary pivots,” Brady said. “Business owners who had buildings go down are refashioning their buildings, moving electrical units higher, or making sure there is a weak point water can move through. We’re seeing some improvements to building, and most manufacturers are figuring out how to build redundancy so when something goes down, backup plans are in place. I think we’ll continue to see that into 2025.”

The manufacturing sector’s relative stability creates opportunities for workers displaced from other industries. Henderson County’s manufacturing

Local manufacturing businesses like Kimberly Clark helped with supply distribution.

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industry accounts for 10% to 15% of the workforce. The changes in the region create an opportunity for manufacturing to grow. The Mountain Area Workforce Development Board recently hosted job fairs with more than 1,300 individuals in attendance, and campaigns marketing career opportunities in manufacturing are underway.

“These are great jobs with great wages,” Brady said. “We are getting the word out that there are positions available, and companies are ready and willing to hire new employees. Last year, we had 10% of our industry expand, and some of them expanded without incentive support. This is where people want to do business again. We recognize there may be some loss of business from the storm, but we have some really strong companies continuing to make smart decisions, and we’re going to continue to support those companies. We’re just really proud of our manufacturing base here in the community.”

Outdor Recreation

Trail Folk Strong: The Path to Recovery in WNC

As rescue and recovery transitioned to reopening and rebuilding, the place of trails in the whole scheme of things became clear. Trails are the backbone of Western North Carolina’s economy. They’re a place for bettering our mental health and desperately needed for that

in this time of hardship. As some like to say, few people come to the region to visit outlet malls. There’s no Carowinds, no beach. The outdoor beauty of The Great Trails State is one of its biggest assets, and it’s one of the most important pieces of the economy for the western part of the state. Whether it’s a drive on the Blue Ridge Parkway, a visit to Looking Glass Falls, a hike on Grandfather Mountain, or a mountain bike ride in DuPont State Forest, the trails are almost always at the forefront of WNC.

Knowing this, a lot of people have been working incredibly hard to get the trails open, and many of them are open and in good shape. In the first 10 days after the Pisgah Ranger District opened, volunteers and trails staff with Pisgah Area SORBA, the local mountain bike advocacy group, cleared dozens of multi-use trails in Pisgah of more than 300 downed trees and put in over 1,500 volunteer hours to get the vast majority of the District open, passable, and ready for visitors. Multiple other groups have been working tirelessly to do the same across the Ranger District, in our State Parks, and in other trail systems. Another great example of volunteers making a difference is Rocky Knob Park in Boone, which was cleared and opened in one weekend with over 30 volunteers. While this bubble of Pisgah, along with communities south and west of Asheville, are open and welcoming visitors, the situation is far different in the Grandfather and Appalachian Ranger Districts of Pisgah National Forest and the hardest hit communities within them. According to some estimates, 30% of the infrastructure – including roads, bridges, and developed recreation sites in the Pisgah Ranger District between Asheville and Brevard – was damaged or destroyed. In the Grandfather District, including the Old Fort area, Wilson Creek, and Linville Gorge, that number is closer to 70%. The Appalachian District, which includes Mount Mitchell,

Burnsville, Big Ivy, and Hot Springs, was the hardest hit, with an estimated 90% of forest infrastructure taken out.

The recovery in these harder-hit areas will take years and a lot of support. The Grandfather and Appalachian districts of Pisgah remain closed. The trails and roads in this area are completely unsafe at this time. The biggest thing that everyone here is asking is for people to visit the areas that are open, and to support officials and the organizations working to make more areas accessible to the public as soon as possible. It’s not the time to go in and explore unopened areas – there are roads and ground that are unstable, along with crews and heavy equipment working to help rebuild infrastructure in and around the communities in these zones. Sightseeing in these off-limit areas not only creates substantial personal risk but also delays progress in rebuilding and restarting lives.

It’s been incredible to see the trail community rally around our region. From the Great Outdoor Provision Co. coat drive to volunteers coming up and helping organizations here on the ground, the outpouring of help is appreciated and needed. This need isn’t going to go away anytime in the near future. While our SORBA, alongside others, was able to clear much of one zone of Pisgah in a couple of weeks, the group is now focusing on how they can help neighbors and trail partners in the other regions.

What can you do to help? Visit and support local businesses in the many places where it is appropriate. Some things are different, so certainly proceed with some caution. The biggest difference noted is that while many things are open, it feels as if no one is here. The leaves haven’t been crunched down quite as much as they typically are, and there’s a bit of anxiety hanging in the air with many people not knowing what the future holds, especially after missing the visitors who support their families and

Cleanup efforts in Pisgah National Forest. Photo source, Great Trails State Coalition

the economy on top of the devastation brought by Helene. Your continued help and support is the way to recovery.

Written by Daniel Sapp: WNC Resident, Communications, and Media for The Great Trails State Coalition.

Winter Sports Season Hopes to Lift NC Mountain Tourism

After a Hurricane Helene-impaired fall, optimism rises from the prospects of $240 million in spending generated by the state’s six ski areas with an additional infusion from tubing hills, ice rinks, and alpine coasters.

With the South’s highest peaks and coldest winters, the North Carolina mountains have welcomed skiers since 1961, when Cataloochee Ski Area opened in Maggie Valley. Appalachian Ski Mtn. followed the next year in Blowing Rock. In its most recent tracking of economic impact, the NC Ski Areas Association reported a record $244.3 million in direct, indirect and induced spending during the 2022-23 winter season. Given the loss of fall visitation to the mountains after Hurricane Helene, a robust winter is critical, according to Visit NC’s Executive Director Wit Tuttell.

“Even destinations that escaped the worst of Helene lost traffic as a result of travel concerns and a lack of awareness that our southern mountains were welcoming visitors for fall foliage viewing,” Tuttell said. “A robust winter for our ski areas, tubing hills and other slopeside attractions will add a bright spot to the economic picture.”

Kimberly Jochl, president of the North Carolina Ski Areas Association and vice president of Sugar Mountain Resort, said the ski areas are ready for action, several offering new updates, improvements, and additions to visitors.

About 30 miles north of Asheville, Hatley Pointe in Mars Hill restages the runs of the former Wolf Ridge Ski Area and adds a boutique approach to its amenities. After time on the 54 acres of skiable terrain,

guests can fuel up at the lodge, whose dining options include the full-service Smoke & Timber restaurant and bar, a café, grab-and-go food, and a walk-up bar with Peaks & Pies food truck serving pizza outside.

At Beech Mountain Resort, the 5,506’ Skybar returns with new design elements. Visitors arriving by chairlift to this favorite summit for bites and beer will find updated seating and additional televisions along with the sweeping views. The resort will also install new lights to create a cosmic tubing experience during night sessions.

Nearby Sugar Mountain, home of the double-black-diamond WhoopDeDoo trail, has partnered with SKIDATA on an RFID chip-based ticket system with various onsite and online lift/slope ticket purchasing options. Sugar has also doubled the width of its Northridge slope

LET’S GET TO WORK!

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from the 5,300-foot summit to the popular Gunther’s Way and Switchback.

“Winter weather is upon us, and the North Carolina ski resorts are prepared and ready to provide an electrifying winter experience,” Jochl said.

“The arrival of snow has never been more welcome,” said Tuttell. “Hurricane Helene limited fall getaways to many of our mountain destinations, but our ski areas were able to recover quickly and prepare for prime time on the slopes. That’s a double shot of good news. Travelers can enjoy the thrills and beauty of our peaks while destinations will appreciate the much needed economic vitality.”

Source: Visit NC

Real Estate

Shifting Foundations in the WNC Housing Market

The WNC real estate market has experienced several shifts over recent years. However, throughout 2024, the market began to restabilize, according to Broker in Charge at Looking Glass Realty and incoming Hendersonville Board of Realtors President Candi Guffey, though various challenges still persist in this sector.

In Henderson County, an estimated 10,000 new housing units need to become available within the next five years to meet current and future housing demand, with at least 2,000 of these units needed for low to moderate income households (low income for a family of four in Hendersonville is $86,100 annually).

Hendersonville’s housing supply was constrained even before Hurricane Helene. Over the past decade, household growth outpaced new housing construction by about two to one, and rental and for-sale vacancies dropped below 2%. Various household types live in unaffordable or low-quality housing, and more than 80% of these households are of low to

moderate income.

Across Western North Carolina, according to state estimates, approximately 126,000 housing units were damaged by the storm. Within the city, the lowest income neighborhoods have the greatest exposure to flood hazards.

Analyzing the number of housing units, overall volume is up and the number of units sold is down, which means residential home prices have risen. From the end of September when Hurricane Helene came through the region until the end of November, sales in Henderson County were down by 17%, and Buncombe County home sales declined by 50%.

Before the storm, rates of year-overyear sales decline were 1% and 3%, respectively. Year-to-date trends through November 30, 2024 showed a more minor impact, with Buncombe sales declining 13%, and Henderson County down by 3%.

“That time frame is significant,” Guffey said. “That’s where we’ll see the most direct impact from the storm, but it’s also a really busy selling season. I would say that we rebounded quickly and made up for our lost time from when transactions weren’t possible.”

Both Buncombe and Henderson Counties have proposed construction projects, with several currently underway. Guffey believes when completed, these projects can help capture some of the demand from before the storm.

“I think there are a lot of factors coming into play,” Guffey said. “I think what we’re seeing that came to a screeching halt was discretionary buying, but the majority of the housing market is the regular need of real estate. It’s a basic need, so it’s not something that can be put on hold for very long.”

The majority of those suffering from lost or damaged homes are opting to renovate or rebuild rather than purchase a new home. Increased prices paired with higher interest rates can make a new purchase cost-prohibitive.

In 2021, interest rates were at historic lows — below 3% on a typical mortgage. For reference, the same buyer who qualified for a $500,000 home loan with 2021’s interest rates would only qualify for a mortgage of $330,000 with a 6.25% interest rate. When rates recently elevated to around 8%, that same buyer only qualifies for a loan of about $290,000. At the same time, property values have skyrocketed by about 40% in the same timeframe, and homes in the high $200,000 and low $300,000 ranges are very hard to find.

“This is a big obstacle for buyers right now,” Guffey said. “It really squeezes you out of options. The new construction communities proposed to address housing needs are often, at a baseline, priced at more than $400,000. This has been the biggest impact on the housing market — the timing of value appreciation with climbing rates.”

While these shifts may affect buyer trends, Western North Carolina is still an end-game destination, according to Guffey. During slow times in the national real estate market, people continued to relocate to the region, whether to work or retire. During COVID and with the increased ability to work remotely, many younger families have moved to the area, and increased industry during the last 15 years has increased this draw as well. Currently, forward-looking market trends are difficult to predict. The large hospitality industry was already struggling to find affordable housing, and living through two months or more with no job following Helene caused some residents to leave the area.

“Asheville is still figuring out if these people will return or not,” Guffey said. “Henderson County wasn’t as uniformly impacted, so we have rebounded differently and I think more quickly. I heard a local leader say it’s like an oasis now for surrounding areas that still may not have things restored yet. As things in Asheville are restored, the demand may start to feel again like it did in 2021. There’s the beauty here that you can’t replace from anywhere.”

A decline in tourism may also impact the

short-term rental market. Many area rentals are vacant more often than they are booked, and many of these owners do not have the kind of savings to sustain these properties for extended periods of time. Some homes may return to the market for sale, and some may transition to long-term rentals. Guffey noted clients are choosing to operate longterm rentals due to over-saturation in the short-term market.

When making a primary home purchase, buyers typically prioritize four objectives — location, condition, size, and price. Compromises are inevitable. As price is currently dictating the majority of purchases, buyers without funds to make upgrades must opt to sacrifice location, and Guffey said this typically means about 1,000 feet less in elevation. Buyer expectations may shift if the current market trends continue. Even if additional housing units become available in the region, they may not be at a price people are willing to pay versus what they’re leaving.

While buyer demand is still present and likely to increase as tourism and business activity returns to the area, sellers must be strategic. Pricing high may seem like an attractive idea in order to leave room for negotiation, though if the house does not sell quickly, extended days on market can prove to be a critical mistake.

“Days on market is an indicator of interest,” Guffey said. “Desirability and competition formulate buyer offers, so if a home has been on the market, it’s an indicator. When I see a price reduction, I know that is not what price we’ll be offering. It’s like a double-edged whammy against the seller to start out high and come down.”

Buyers and sellers can both make beneficial decisions in the real estate market with the guidance of local real estate professionals. The National Association of Realtors settlement in mid-2024 caused some confusion and misconceptions around how real estate agents were paid as well as the general need to hire a professional; however, North Carolina already follows

stringent regulations.

“This is the biggest asset of your life,” Guffey said. “This is the thing you work your whole life for and put your savings into, and it is a complicated and tedious process. My advice is, no matter who you work with, hire someone to represent you in this process so that you are informed and you get the best outcome.”

Tourism

Tourism’s Vital Role in Rebuilding WNC’s Economy

Visitors have been an important part of the fabric of the Western North Carolina community for generations. In 2023, visitors brought $3 billion in spending to Asheville and Buncombe County alone. About 29,000 residents were employed

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in the tourism sector, with wages topping a combined $1 billion — about 20% of Buncombe County’s GDP. In the fourth quarter of 2024, throughout WNC, $2.1 billion which typically gets redistributed to other local businesses could be lost due to the devastated tourism industry.

For WNC, October is typically the busiest time for tourism. Tourism everywhere took a hit during COVID, but WNC quickly rebounded until the industry slowed in the first half of 2024. Due to the timing of the hurricane, there has been a significant loss of revenue and jobs, which severely impacts the community, but also ripples into the community in the form of lost sales tax revenue that pays for municipal services. Occupancy taxes collected by lodging businesses fund the Buncombe County Tourism Development Authority, or continued on next page

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Explore Asheville, whose role is to further promote area visitation and generate jobs and income for locals. Additionally, visitors spend 70% of their dollars in food and beverage outlets, retail shops, art galleries, tour outfitters, and transportation partners.

Explore Asheville President and CEO Vic Isley said immediately following Helene, the organization and its partners compiled programs to help support the local businesses that depend on tourism for their success. Within 15 days, Love Asheville From Afar was established.

Love Asheville From Afar is an initiative encouraging online shopping from local merchants and businesses. During COVID, a virtual holiday gift guide supported E-commerce when brick-and-mortar sales were down. Beginning with 300 participants, and consisting of approximately 750 by the beginning of December, this initiative encourages the support of local businesses while they are not in operation, keeping them and the community top of mind for would-be visitors.

“We know that this is working,” Isley said. “We’ve had feedback from folks actually getting sales through this process. We’re going to continue working on promoting Love Asheville From Afar while also supporting our business community in opening their doors safely when and where it’s safe to do so.”

Another initiative created by Explore Asheville and its partners is the Always Asheville Fund. This Fund was established to help small travel and hospitably businesses recover from Helene’s destruction and aftermath. Seeded with $300,000 from Explore Asheville’s earned revenue fund, the available funds grew to more than $770,000 in three weeks (more than $1 million by mid-November) and is still receiving donations; however, in less than one week, Explore Asheville received 307 grant applications adding up to an immediate need of nearly $3 million.

During COVID, Explore Asheville ran a Tourism Jobs Recovery Fund grant program, and of the 400 businesses that received grants through that program, 90% of them were still open four years later. With staggering statistics showing around 40% of businesses never reopen after a disaster like Helene and understanding how important small businesses are to Asheville, Buncombe County, and Western North Carolina as a whole, Explore Asheville continues to seek donations to support tourism-facing businesses like art galleries, tour outfitters, restaurants, and breweries.

While these initiatives specify Buncombe County businesses, Isley said the whole WNC region needs to work together to regain its vitality.

“I’ve heard many times from other small towns that they work with how we work,” Isley said. “Buncombe County often works as a heart pumping blood for the economy through these other places. Sadly, some of them don’t exist anymore, but some of

them are trying to build back in a stronger way. One thing about Western North Carolina is that I’ve never seen such grit, gumption, and determination and resolve around this in terms of how we’re coming out of it, so I feel very confident in that.”

Based on economics data collected with the help of Tourism Economics, the average recovery time for visitor spending in a community is 14 months. Infrastructure challenges in New Orleans after Hurricane Katrina caused a recovery time period of 42 months, and in Puerto Rico after Hurricane Maria it was about 24 months. Isley hopes the resolve of the region along with recovery resources can beat those odds.

To continue encouraging visitation throughout the region, Explore Asheville is working with Visit NC and regional partners in neighboring communities to promote tourism in outlying WNC towns. Their websites offer maps and itineraries to help visitors understand where they can visit safely, and the organizations are

RAD Fest invited visitors to return to Asheville’s River Arts District.

Photo by Reggie Tidwell, courtesy of Explore Asheville.

encouraging business leaders to schedule executive retreats and conferences to be held within the region for the months and years to come to help strengthen the comeback in WNC.

“The needs are going to be long, but we’re

Reviving Western North Carolina’s Economy Through Tourism

Following the devastation caused by Hurricane Helene, the Western

the back of a natural disaster.”

The Asheville Metropolitan Statistical Area has already lost thousands of jobs — nearly 5% of the workforce. The concern is more jobs will disappear if tourism does not rebound quickly. Unemployment

Stand

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remained empty throughout much of the season. With road reopenings anticipated in early 2025, there is cautious optimism that tourism will regain momentum.

Initial media messaging also posed a challenge, as early reports discouraged visitation. While some western counties reported minimal damage compared to the eastern part of the region, tourists often had to travel through heavily impacted areas to reach destinations that were open.

“We really had to thread the needle with that,” Tuttell said. “We started a digital campaign on social media to show those areas were open and available for leaf season, because the prevailing notion was that leaf season was gone for the entire mountain area. We targeted that toward people in states like Florida, Georgia, South Carolina, and Alabama, and were able to at least get a little bit of that message out there.”

To further support local businesses, Visit NC launched ShopWNC.com, a virtual Main Street allowing people to shop from or donate directly to local businesses instead of contributing to a general fund.

a significant role in tourism revenue, as many visitors use it as a base to explore surrounding mountain towns. There is value in the popularity of Asheville for the entire region, but in this case, it caused problems.

“Asheville may not have been ready for visitors right after the hurricane, but other places in the mountains were,” Tuttell said. “Everybody thought ‘well, what’s happening in Asheville is what’s happening throughout Western North Carolina’, and that’s a challenge. That’s one of the things we thought the map might help people to see.”

The economic stakes are high. The fall tourism season alone is worth approximately $2.1 billion. Lost revenue can not only potentially cripple the region’s economy, but also reduces its ability to market itself to future visitors. Sales tax dollars contribute to the cities and counties, so municipalities, as well as the state as a whole, are losing funding during a time when critical infrastructure repair is needed. This adds to the urgency of encouraging visitors and reopening businesses.

Visit NC has since ramped up a full-scale recovery campaign, aided by a $5 million federal grant. This initiative focuses on holiday visitation and leverages visitor mindset research. Early surveys revealed misconceptions, with some respondents believing the entire state of North Carolina was unsafe or that driving in the mountains was impossible.

“This was true in some places, but there were a lot of misunderstandings, particularly in key markets like Atlanta,” Tuttell said. “This campaign is focused on alleviating that, and we’re also beefing up a ski campaign with the North Carolina Ski Areas Association. Once we get more research back, we see if we have moved the needle and adjust the campaign as needed.”

To help visitors navigate the region, Visit NC added an interactive online map highlighting open areas. Asheville plays

The advantage, according to Tuttell, is the allure of Western North Carolina. The mountains and rivers are still beautiful, and people are going to continue to want that experience. In certain places, that experience is available now, and in those areas visitors can still find what they are looking for.

“Visitors need to understand that in certain areas, it’s not going to be the experience that it was before, but in most areas, it is,” Tuttell said. “In some areas, it’s even a new and different experience. I think there’s an opportunity here for us to build back and do some things in a better way than they were done before. All those great experiences you’ve had — the zip lines, the white water rafting, the gorgeous mountain views — they’re there and they’re ready, and we need to go out there and show them how much we love them.”

Collaboration and Resilience in Western North Carolina

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Balancing work-related responsibilities with recovery efforts offers purpose and hope in WNC communities.

In the aftermath of the recent storm, the spirit of collaboration and resilience has been a beacon of hope across Western North Carolina. Communities, businesses, and individuals have come together to foster unity and resilience in the process of rebuilding. Among these inspiring efforts, S.O.S. Senior Oral-health Services offers just one example of this kind of dedication and service.

S.O.S. Senior Oral-health Services, a local business providing essential preventive oral health care to dependent elderly residents, faced immense challenges after Helene. Despite widespread power outages and limited access to clean water, their team remained steadfast in their mission, ensuring no senior under their care was left behind. At the heart of these efforts was oral care clinician Kristi Haynie, whose remarkable contributions embody the #WNCStrong spirit.

Haynie’s dedication to the senior community extends beyond her role as a

clinician at S.O.S. Each week, she visits nursing facilities to provide essential preventive oral care services, fostering not only healthier smiles but also meaningful relationships with residents.

After the storm, Haynie rose to the occasion in extraordinary ways. Volunteering with Asheville Angels, she delivered critical supplies to homebound seniors who lacked access to necessities. In addition, she took on extra responsibilities, caring for residents in facilities when other clinicians were unable to reach the location. Her tireless efforts ensured even the most vulnerable members of the community received the care they needed during a time of great adversity.

The resilience of S.O.S. Senior Oral-health Services extended well beyond Haynie’s contributions. Other members of the leadership team also played vital roles in the recovery efforts. Pat Wagner and AnnMarie Miller joined Operation Blessing, dedicating their time to brush and tree cleanup in the Weaverville community with their families by their sides.

Meanwhile, Diana Moiseyev and her husband Yuriy opened their vacation rental at no charge to traveling volunteers. Their generosity provided a crucial space for rest and recovery for those offering relief efforts to the community.

The Moiseyevs also volunteered with Baptists on Mission disaster relief in Old Fort, further demonstrating their commitment to rebuilding the region.

The collective actions of the S.O.S. team illustrates how businesses can adapt and collaborate during times of crisis. Despite logistical and staffing challenges, the organization found innovative ways to deliver essential services. Their compassion and determination underscored the power of teamwork and the importance of community connections in recovery.

For the S.O.S. team, balancing their professional responsibilities with broader recovery efforts was no small task, yet they found a renewed sense of purpose through this dual commitment.

“Being there for our seniors when they needed us most wasn’t just our job — it was our way of giving back to the community that supports us,” Miller said.

The story of S.O.S. Senior Oral-health Services serves as a reminder that recovery is not an individual endeavor but a collective one. The strength of Western North Carolina lies in its people: businesses, individuals, and organizations coming together to rebuild and support one another.

Let the inspiring example set by Kristi Haynie and the S.O.S. team encourage us all to find ways to contribute to our #WNCStrong community.

Submitted by Pat Wagner, Care Services Director at Senior Oral-health Services

wnc business people to know

BILL GILLILAND

Award Winning Presenter, Entrepreneur, and ActionCOACH Business Coach

Bill is currently one of the top ActionCOACH business coaches in the world, speaks on a wide range of business topics, and loves to teach business owners how to build “commercial, profitable businesses that work without them.”

Bill lives in Montreat with his wife of 38 years, Lynn. They have two grown sons. In his spare time, Bill enjoys golf, fly-fishing, reading books on business and theology, and doing anything outdoors with his sons.

Schedule a Free Business Coaching session with Bill Gilliland to get started.

828-348-1787

BillGilliland.ActionCoach.com

NICK IOSUE

Sr. Commercial Loan Officer, United Federal Credit Union

As the Senior Commercial Loan Officer, Nick has more than 12 years of financial industry experience. Prior to joining United, Nick was a VP of Business Banking at First Citizen Bank. He has a degree in accounting and corporate finance from Western Carolina University and is a graduate of the North Carolina School of Banking at UNC Chapel Hill. Nick lives with his wife and two daughters and has served with the NC Young Bankers Association, the Brevard Chamber of Commerce, and Pisgah Forest Rotary.

CINDY KIMMEL

Owner/Benefits Advisor

Cindy Kimmel is tackling the diminishing value of health insurance by bringing alternative health plans to local businesses. Her 15-year career in corporate employee benefits has given her valuable insights into the challenges of providing competitive benefits. With a focus on sustainable health plan solutions, Kimmel Benefits+ is committed to ensuring businesses can access affordable, highquality health plans. Holding a Master’s in HR and serving on the Western NC HR board, Cindy is a trusted advisor to her clients.

Contact us today to schedule an introductory consultation.

828-275-6230

Cindy@KimmelBenefitsPlus.com

GREG ROBEL

CTO, Vistanet

828-708-6548

NIosue@UnitedFCU.com

Greg’s finance and economics degree from Mars Hill University means he’s fluent in cost savings and capital outlays. No matter your business goals, Greg’s telecom and network experience has given him a deep sense of appreciation of the powerful technology at the heart of Vistanet’s services and how it can help your company thrive. Greg’s professional experience includes: Inspecting, studying, and stress-testing every single Vistanet phone— ensuring that businesses, like yours, receive the most feature-rich and reliable tech on the market today.

828-348-5366, Ext. 304 grobel@vistanet.co

Business Events Across WNC

Wednesday, January 15

Brandfluence:

Connecting the Dots around Brand Marketing

11:30 AM - 1:00 PM

A-B Tech, Ivy Building

Delve into the symbiotic relationship between strong branding and sustainable revenue streams.

Friday, January 17

Business Voices for WNC Recovery

2:00 - 4:00 PM

Beacon Village, Swannanoa

Business leaders, state and federal officials, and community stakeholders convene to address the critical recovery needs of businesses impacted by Helene.

Tuesday, January 21

PROpel AVL Connect

6:00 - 8:00 PM

Ginger’s Revenge

PROpel AVL provides outstanding professional leadership development opportunities through educational seminars, service opportunities, and networking for Asheville professionals between the ages of 21 and 40.

Thursday, January 30

Henderson County Chamber of Commerce’s 102nd Annual Dinner & Awards

5:30 - 8:00 PM

Blue Ridge Community College Conference Hall

Join us for an evening of celebration, connection, and community as we honor Henderson County businesses and the legacy they’ve built while looking toward a bright future.

Monday, February 3

Equity Funding Trends and Resources for NC Businesses

12:00 - 1:00 PM

Virtual, SBTDC

Join the SBTDC’s Equity Funding Specialist, Andrea Giska, for an insightful look into the equity funding landscape for small innovation-based businesses in North Carolina.

Wednesday, February 5

Smart Series: Workforce Panel of Opportunities

12:00 - 1:00 PM

Asheville Area Chamber of Commerce Boardroom

A speaker panel discusses embracing recovery-friendly workplaces as a path to enhanced employee well-being and business success.

Wednesday, February 19

Small Business Lunch & Learn Series: Managing Balance & Burnout In Your Business

12:00 - 1:00 PM

Virtual, Haywood Community College

Small Business Center

This Lunch & Learn will share insights into maintaining a positive work-life balance to avoid business burnout.

Wednesday, March 5

Smart Series: The Ultimate Blueprint to Revolutionize your Team Meetings

12:00 - 1:00 PM

Asheville Area Chamber of Commerce

Esther Inman, Founder of 90 Day VA, presents a framework for business leaders to host efficient team meetings.

Tuesday, March 11

Attract New Customers to Your Business Through Google My Business

5:30 - 7:30 PM

Virtual, Blue Ridge Community College Small Business Center

Learn how to create your Google My Business site and build a loyal customer base..

Tuesday, March 18

DIY Tourism Marketing Conference

8:00 AM - 4:00 PM

Renaissance Asheville Downtown Hotel

Help for tourism-based businesses to hone digital skills, learn new online strategies, and work with tourism experts.

For more events, costs, registration links, and details, visit WNCBusiness.com/calendar.