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Gastonia Reimagined
Shook Kelley produced an urban mixed-use and infill development strategy for the Gaston Business Association and Downtown Gastonia, NC to transform the 20th century downtown into a regional center of relaxation, living and gathering. The new strategic plan considers the next logical steps along a path to repositioning the traditional downtown to serve the expanding needs of a growing Gastonia and region. With an enviable stock of early 20th century historic mercantile structures and unbuilt public land, the city is positioned to capitalize upon continued growth of the region.
Guided by a Steering Committee composed of representatives of the Gaston Business Association (GBA), the City of Gastonia, Gaston County government, an Advisory Committee of real estate development professionals, and Shook Kelley—this collaborative journey reflects a significant public-private partnership dedicated to meaningful change. The GBA served as a catalyst for the project, managed its execution, and provided support.
The team assessed current downtown conditions, referring to multiple city-sponsored planning documents—particularly Gastonia’s 1999 Downtown Masterplan, to evaluate past progress and chart a path forward. A SWOT analysis was undertaken through conversations with real estate developers, providing insights into the obstacles and prospects facing Gastonia. Following these initial evaluations, nine organizing principles were developed to guide the planning, ensuring future development aligns with Gastonia’s overarching goals for inclusivity, growth, and enhanced quality of life.
Indeed, the businesses of the world have and continue to come to Charlotte and its surroundings in increasing numbers. People follow, from the region and all over for the jobs created. The realities of this growth, and the impact of it upon the various systems– utilities, transportation, schools, public safety, and the various social networks that support and sustain society are realties are no doubt being considered and conversed in the halls of local governments and by social service providers. Growth also introduces conversations about responsibilities to address the need for “soft infrastructures” that leverage growth for a better quality of life for old time residents and new ones alike.
Other counties like Gaston that surround Charlotte-Mecklenburg County, and the towns and cities within them, have experienced this same growth over the past couple of decades. Much of this growth has been suburban, and along with it came suburban traffic patterns and sprawl development. Gaston is in an enviable position, to learn from the efforts of these other communities in both the I-77 and I-85 corridors. Moreover, the desire by growing numbers of the population— both native born and transplant—is for a walkable urbanism punctuated by gathering places for residents and visitors alike.
Some may say: This does not “fit” Gaston or Gastonia. “We are more traditional in our values and our lifestyle” or “our jobs and incomes do not support it.” The truth is that many residents—particularly the younger ones—now seek out this living situation and lifestyle. Some residents are compelled to move away for it, and with them they take their spending power and often their community capital. What is community capital? That’s the social connections they form, in churches, clubs, friendship groups, and in the form of community giving. With new industry and the corresponding higher paying jobs coming into the area, retaining local talent and attracting new will be essential to community well-being and stability. Downtowns are essential, and not just for the individuals who would choose to live or to socialize in an urban environment. They give a city, and the county, an identity and area that holds the promise of bringing citizens of diverse backgrounds, interests and values together, to build a place for the common good.
Gastonia, with both an enviable stock of early 20th century historic mercantile structures and significant unbuilt land in public ownership, is positioned as much as any regional municipality to capitalize upon the middle of this growth. Capitalize is a pivotal word, with multiple beneficiaries: The existing citizens of the city and the county through an enhanced quality of civic life; People moving into the region looking for a new urban community; The future tax base of the city and the county; and last but not least, the private capital through the investments they will make within the city.
The team identified key development and revitalization opportunities in the downtown with ideas and goals of redeveloping, restoring and renewing downtown Gastonia. Most of these revitalization opportunities include buildings and land in private ownership. Within it, opportunities for successful developments are shown along with the many benefits of what can become a highly valued future downtown over the course of time. However, in the rebirths of downtowns, the private sector should not be the only actor. The public sector is always an important player. The City and County have important underdeveloped property holdings whose value can be unlocked to both kickstart the next phase of revitalization and to deliver tangible quality of life benefits to its citizens. Bringing this vision into reality is in large measure dependent upon a series of Organizing Principles that will come together to unlock the value of Gastonia’s and Gaston County’s substantial non-performing assets through public-private partnerships that leverage them to achieve particular results for the common good.
The Gastonia Reimagined Strategy was approved by Gastonia City Council and the Gaston County Board of Commissioners in August of 2026.
Guided by a Steering Committee composed of representatives of the Gaston Business Association (GBA), the City of Gastonia, Gaston County government, an Advisory Committee of real estate development professionals, and Shook Kelley—this collaborative journey reflects a significant public-private partnership dedicated to meaningful change. The GBA served as a catalyst for the project, managed its execution, and provided support.
The team assessed current downtown conditions, referring to multiple city-sponsored planning documents—particularly Gastonia’s 1999 Downtown Masterplan, to evaluate past progress and chart a path forward. A SWOT analysis was undertaken through conversations with real estate developers, providing insights into the obstacles and prospects facing Gastonia. Following these initial evaluations, nine organizing principles were developed to guide the planning, ensuring future development aligns with Gastonia’s overarching goals for inclusivity, growth, and enhanced quality of life.
Indeed, the businesses of the world have and continue to come to Charlotte and its surroundings in increasing numbers. People follow, from the region and all over for the jobs created. The realities of this growth, and the impact of it upon the various systems– utilities, transportation, schools, public safety, and the various social networks that support and sustain society are realties are no doubt being considered and conversed in the halls of local governments and by social service providers. Growth also introduces conversations about responsibilities to address the need for “soft infrastructures” that leverage growth for a better quality of life for old time residents and new ones alike.
Other counties like Gaston that surround Charlotte-Mecklenburg County, and the towns and cities within them, have experienced this same growth over the past couple of decades. Much of this growth has been suburban, and along with it came suburban traffic patterns and sprawl development. Gaston is in an enviable position, to learn from the efforts of these other communities in both the I-77 and I-85 corridors. Moreover, the desire by growing numbers of the population— both native born and transplant—is for a walkable urbanism punctuated by gathering places for residents and visitors alike.
Some may say: This does not “fit” Gaston or Gastonia. “We are more traditional in our values and our lifestyle” or “our jobs and incomes do not support it.” The truth is that many residents—particularly the younger ones—now seek out this living situation and lifestyle. Some residents are compelled to move away for it, and with them they take their spending power and often their community capital. What is community capital? That’s the social connections they form, in churches, clubs, friendship groups, and in the form of community giving. With new industry and the corresponding higher paying jobs coming into the area, retaining local talent and attracting new will be essential to community well-being and stability. Downtowns are essential, and not just for the individuals who would choose to live or to socialize in an urban environment. They give a city, and the county, an identity and area that holds the promise of bringing citizens of diverse backgrounds, interests and values together, to build a place for the common good.
Gastonia, with both an enviable stock of early 20th century historic mercantile structures and significant unbuilt land in public ownership, is positioned as much as any regional municipality to capitalize upon the middle of this growth. Capitalize is a pivotal word, with multiple beneficiaries: The existing citizens of the city and the county through an enhanced quality of civic life; People moving into the region looking for a new urban community; The future tax base of the city and the county; and last but not least, the private capital through the investments they will make within the city.
The team identified key development and revitalization opportunities in the downtown with ideas and goals of redeveloping, restoring and renewing downtown Gastonia. Most of these revitalization opportunities include buildings and land in private ownership. Within it, opportunities for successful developments are shown along with the many benefits of what can become a highly valued future downtown over the course of time. However, in the rebirths of downtowns, the private sector should not be the only actor. The public sector is always an important player. The City and County have important underdeveloped property holdings whose value can be unlocked to both kickstart the next phase of revitalization and to deliver tangible quality of life benefits to its citizens. Bringing this vision into reality is in large measure dependent upon a series of Organizing Principles that will come together to unlock the value of Gastonia’s and Gaston County’s substantial non-performing assets through public-private partnerships that leverage them to achieve particular results for the common good.
The Gastonia Reimagined Strategy was approved by Gastonia City Council and the Gaston County Board of Commissioners in August of 2026.
