For more than 40 years, Kinston has talked about revitalizing its downtown. The names, programs, organizations and strategies have changed, but the objective has remained remarkably consistent: preserve the historic core, attract investment, create a reason for people to come downtown, and make downtown an economic asset for the entire community.
But when we compare the last 40 years—not simply the last few—we see an important distinction. Downtown revitalization is not one continuous success story. It is a series of chapters, with periods of enthusiasm, periods of stagnation, and, most recently, a much more aggressive approach to economic development and community transformation.
1984–2017: Preservation Without Enough Momentum
Beginning in the 1980s, Kinston's downtown revitalization efforts helped establish an important foundation. Historic preservation became part of the community conversation. Buildings were recognized as assets rather than simply old structures to be replaced. Downtown organizations, public agencies and volunteers worked to stabilize the historic district and encourage reinvestment.
Those efforts mattered.
But preservation alone does not create a healthy downtown.
For much of the period from 1984 through 2017, revitalization often centered on individual buildings, beautification projects, grants, plans and special events. There were successes, but they were often isolated. A renovated building could sit beside another building that remained vacant. A new business could open without enough surrounding activity to support it. Downtown could look better without necessarily becoming significantly stronger economically.
The result was a downtown that had tremendous potential but struggled to generate sustained momentum
That distinction is important. Revitalization is not simply making downtown prettier. It is changing the economic trajectory of downtown.
2018–2026: From Preservation to Economic Development
The approach changed significantly beginning around 2018.
Rather than treating historic preservation and economic development as separate objectives, Downtown Kinston Revitalization began treating them as interconnected parts of the same strategy; considering the economic impact of each endeavor.
Historic buildings became economic development tools.
Events became economic development tools.
Downtown lighting became economic development tools.
Façade improvements became economic development tools.
Entrepreneurship, tourism, residential development, restaurants, retail and the overall experience of downtown became part of a larger strategy.
Perhaps most importantly, the organization began thinking beyond individual projects toward creating a downtown ecosystem.
The results are measurable. More than $500,000 has been raised, largely through private support and a relatively small number of grants. Downtown events have developed regional reputations. The Christmas Parade was fundamentally reimagined, moving from a conventional daytime small-town parade to an evening event with lights, a red carpet and social-media coverage that has attracted an audience far beyond Kinston. Participation grew to more than 2,000 people in the parade, with as many as 8,000 people lining the streets.
These are not simply successful events.
They demonstrate that Kinston can create experiences that people want to attend—and that the community can think bigger than its traditional expectations.
The Biggest Difference: Momentum
Perhaps the most significant difference between the two eras is momentum.
Earlier revitalization efforts often had to fight against decline. The question was whether downtown could survive.
Today, the question is increasingly different: How much more can downtown become?
That is a profound change, particularly with the sale of over 40 downtown buildings, a significant flip of more businesses opening than closing, and a scarcity of habitable, leasable retail spaces.
Residential and commercial real estate activity has remained remarkably resilient, even through the pandemic. Downtown has developed a new reputation. Outside organizations and other communities have taken notice of what Kinston is doing. The work is increasingly viewed not simply as beautification, but as a model for how a small community can use its historic downtown as an economic engine.
That does not mean the work is finished.
Far from it.
Vacant and neglected buildings remain one of downtown's greatest obstacles. Some property owners continue to hold buildings without investing in them or bringing them to market. Code enforcement remains important. Housing opportunities need to expand. Businesses must continue to be recruited, supported and retained. And the organization itself must maintain strong leadership, accountability and a clear mission.
Forty Years of Lessons
The greatest lesson from four decades of downtown Kinston revitalization may be that there is no finish line.
The work of the 1980s and 1990s created a preservation ethic. The years that followed demonstrated both the possibilities and limitations of traditional revitalization. The past decade has shown what can happen when preservation, economic development, entrepreneurship, events, investment and community pride are treated as pieces of one strategy.
The next chapter should not be about starting over.
It should be about building on what has already been accomplished.
Kinston has spent 40 years proving that downtown is worth saving.
The opportunity now is to prove something even more important:
Downtown Kinston is worth investing in—not because it is historic, but because its history gives us a foundation for its economic future.