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HomeMy WebLinkAbout260-24 RESOLUTION113 West Mountain Street Fayetteville, AR 72701 (479) 575-8323 Resolution: 260-24 File Number: 2024-582 ECONOMIC VITALITY MASTER PLAN (ADOPTION): A RESOLUTION TO APPROVE AND ADOPT THE 2024 ECONOMIC VITALITY MASTER PLAN WHEREAS, the City's current economic development strategic plan, Fayetteville First, was adopted in 2016 and resulted in the creation of the Department of Economic Vitality; and WHEREAS, on March 16, 2021, City Council passed Resolution 92-21 expressing its intent to develop a new Economic Vitality Master Plan; and WHEREAS, the 2024 Economic Vitality Master Plan is the product of more than three years of community engagement, reflecting more than 30 working sessions, subcommittees, focus groups, and public input sessions and offers a vision for economic vitality in Fayetteville moving forward. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF FAYETTEVILLE, ARKANSAS: Section 1: That the City Council of the City of Fayetteville, Arkansas hereby approves and adopts the 2024 Economic Vitality Master Plan, a copy of which is attached to this Resolution. PASSED and APPROVED on October 15, 2024 Page 1 Attest: YtTT``�',_'__ ;FA ems• �� •�� :1•C V, ii i ii ► ���, CITY OF FAYETTEVILLE ARKANSAS MEETING OF OCTOBER 15, 2024 TO: Mayor Jordan and City Council THRU: Susan Norton, Chief of Staff FROM: Devin Howland, Director of Economic Vitality SUBJECT: 2024 Economic Vitality Master Plan CITY COUNCIL MEMO RECOMMENDATION: Staff recommends approval of the City's 2024 Economic Vitality Master Plan. BACKGROUND: 2024-582 The City's current economic development strategic plan, Fayetteville First, was adopted in 2016 and resulted in the creation of the Department of Economic Vitality. Since its passage, the Department has continued to expand its core service areas, and the 2024 Economic Vitality Master Plan offers a vision for economic vitality in Fayetteville moving forward. In 2020, the COVID-19 pandemic introduced a range of economic and social impacts felt globally and locally. Fayetteville's small business community and its workforce experienced hardships as the pandemic ushered in new issues and accelerated existing challenges within the community. The pandemic recovery period significantly influenced the evolution of the Department's work as outlined in the Department of Economic Vitality's COVID-19 Response Report. As our economy continued to grapple with a range of national and international variables, one certainty remained: we needed to reshape our economic vitality efforts to meet the needs of our community. In March 2021, the Fayetteville City Council expressed its intent to develop a new Economic Vitality Master Plan with the passage of Resolution 92-21. The 2024 Economic Vitality Master Plan is the product of over three years of community engagement, reflecting more than 30 working sessions, subcommittees, focus groups, and public input sessions. Other municipal divisions, boards, and commissions were engaged throughout the development and socialization of the 2024 Economic Vitality Master Plan, including several sessions with the Fayetteville Arts Council as well as a September 2024 presentation to the Environmental Action Committee. Multiple forms of public input and community engagement are documented in Appendix C: Stratified Random Sampling and Community -Wide Survey Responses and Appendix D: Community Engagement Report, which accompany the 2024 Economic Vitality Master Plan. DISCUSSION: Economic vitality work touches nearly every facet of a community. As evidenced by this Master Plan, a strategic planning approach grounded in an economic vitality framework advances twin goals of growing the local and regional economy and enhancing residents' quality of life. Subsequently, the 2024 Economic Vitality Master Plan outlines goals, supporting strategies, and action items for the following strategic focus areas: Mailing address: 113 W. Mountain Street www.fayetteville-ar.gov Fayetteville, AR 72701 Small Business, Entrepreneurship, and Industry. Creating conditions to render small businesses, the creative economy, and target industry sectors more resilient to changes in economic conditions Workforce Development, Employment, and Economic Mobility. Advancing equitable, sustainable economic growth by increasing job skill training opportunities, eliminating barriers to economic mobility for historically underserved and underrepresented resident populations, and raising standards of living for all residents through increased employment opportunities within in -demand career pathways Community Development. Developing and activating neighborhood centers throughout the City, emphasizing the creation and preservation of affordable housing for low- and middle -income residents as well as the creation of quality places throughout Fayetteville by enhancing existing community assets and a commitment to public art and sustainability The plan also introduces three new economic development paradigms underpinning City staff's approach to achieving sustainable economic growth, prosperity, and inclusion in Fayetteville's economic vitality initiatives: • High -quality places • Equity -oriented workforce systems • Stable care networks, including childcare and eldercare A taxable sales analysis (Appendix A) and a macroeconomic analysis and data repository (Appendix B) are summarized in the 2024 Economic Vitality Master Plan and are also available to the public in addition to an interactive economic story map created in collaboration with the City's GIS team. These resources provide an example of the wide array of data that will continue to inform economic vitality strategy and work in Fayetteville's future. BUDGET/STAFF IMPACT: None. ATTACHMENTS: SRF (#3), 2024 Economic Vitality Master Plan (#4), Appendix A: Taxable Sales Analysis (#5), Appendix B: Macroeconomic Analysis and Data Repository (#6), Appendix C: Stratified Random Sampling and Community -Wide Survey Responses (#7), Appendix D: Community Engagement Documentation (#8), Circles NWA Letter of Support (#9), Excel by Eight Letter of Support (#10), Startup Junkie Letter of Support (#11), ROX Radio Group Letter of Support (#12), Meredith Lowry Co -Chair Letter of Support (#13), Fayetteville Public Library Letter of Support (#14), Fayetteville Public Schools Letter of Support (#15) Mailing address: 113 W. Mountain Street www.fayetteville-ar.gov Fayetteville, AR 72701 == City of Fayetteville, Arkansas y 113 West Mountain Street Fayetteville, AR 72701 (479)575-8323 - Legislation Text File #: 2024-582 2024 Economic Vitality Master Plan A RESOLUTION TO APPROVE AND ADOPT THE 2024 ECONOMIC VITALITY MASTER PLAN WHEREAS, the City's current economic development strategic plan, Fayetteville First, was adopted in 2016 and resulted in the creation of the Department of Economic Vitality; and WHEREAS, on March 16, 2021, City Council passed Resolution 92-21 expressing its intent to develop a new Economic Vitality Master Plan; and WHEREAS, the 2024 Economic Vitality Master Plan is the product of more than three years of community engagement, reflecting more than 30 working sessions, subcommittees, focus groups, and public input sessions and offers a vision for economic vitality in Fayetteville moving forward. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF FAYETTEVILLE, ARKANSAS: Section 1: That the City Council of the City of Fayetteville, Arkansas hereby approves and adopts the 2024 Economic Vitality Master Plan, a copy of which is attached to this Resolution. Page 1 Devin Howland Submitted By City of Fayetteville Staff Review Form 2024-582 Item ID 10/15/2024 City Council Meeting Date - Agenda Item Only N/A for Non -Agenda Item 9/25/2024 ECONOMIC DEVELOPMENT (050) Submitted Date Division / Department Action Recommendation: STAFF IS RECOMENDING APPROVAL OF A RESOLUTION ADOPTING THE 2024 ECONOMIC VITALITY MASTER PLAN. Account Number Project Number Budgeted Item? No Does item have a direct cost? No Is a Budget Adjustment attached? No Budget Impact: Fund Project Title Total Amended Budget $ - Expenses (Actual+Encum) $ - Available Budget Item Cost $ - Budget Adjustment $ - Remaining Budget V20221130 Purchase Order Number: Previous Ordinance or Resolution # 92-21 Change Order Number: Approval Date: Original Contract Number: Comments: Economic Vitality Master Plan Protecting Fayetteville's Economic Future OCTOBER 2024 DRAFT - Plan has not yet been approved by the City of Fayetteville l�1 ---Nwm- Gulley Park playground area I Photo courtesy of City of Fayetteville TABLE OF CONTENTS Acknowledgements............................................................................................................. 4 Letterfrom the Mayor.......................................................................................................... 8 Letter from the Director....................................................................................................... 9 I. Introduction....................................................................................................................10 ExecutiveSummary.............................................................................................................. 11 PlanFramework.................................................................................................................... 13 PlanningProcess.................................................................................................................. 14 II. Local Economic Landscape.............................................................................................22 Taxable Sales Analysis Summary........................................................................................... 23 Macroeconomic Analysis Summary....................................................................................... 27 III. Governing for Economic Equity and Mobility...................................................................54 Defining Economic Vitality..................................................................................................... 55 New Economic Development Paradigms............................................................................... 57 IV. A Plan for Fayetteville's Economic Future.......................................................................91 Small Business, Entrepreneurship, and Industry.................................................................... 94 Workforce Development, Employment, and Economic Mobility.............................................109 Community Development....................................................................................................126 V. Our Shared Financial Future..........................................................................................143 Local Revenue Stability........................................................................................................144 Governing for Local Fiscal Health.........................................................................................146 VI. Key Terms, Acronyms, and Abbreviations.....................................................................150 KeyTerms............................................................................................................................151 Acronyms and Abbreviations................................................................................................155 Endnotes.........................................................................................................................157 F pT TRA CT too TA oar ��� �� FAYETTEVILLE ECONOMIC VITALITY 2 12024 Economic Vitality Master Plan v r 4 Oak so wil A�i�i»fit QV• caa spnNf Ra r 4 MN.... I N AYY[RSCMYIO� Fayett� Municipal YPYT RIGHT Fayetteville, the iconic Hill I Photo courtesyof Experience Fayetteville! ACKNOWLEDGEMENTS CITY OF FAYETTEVILLE RESIDENTS ECONOMIC VITALITY DEPARTMENT Devin Howland, CEcD I Economic Vitality Director Chung Tan, CEcD I Employment and Industry Director Marlee Stark I Economic Equity and Mobility Project Manager Startup Junkie Consulting I Entrepreneurship and Innovation Contractor DEVELOPMENT SERVICES DEPARTMENT Jonathan Curth, AICP I Development Services Senior Director Britin Bostick, AICP I Long Range Planner/Special Projects Manager PARKS, NATURAL RESOURCES, AND CULTURAL AFFAIRS DEPARTMENT Alison Jumper I Parks, Natural Resources, and Cultural Affairs Director Joanna Bell I Arts and Culture Director PUBLIC WORKS DEPARTMENT Chris Brown I Public Works Senior Director ECONOMIC VITALITY MASTER PLAN STEERING COMMITTEE Co -Chairs Mervin Jebaraj I Director, Center for Business and Economic Research, University of Arkansas Meredith Lowry I Partner, Wright Lindsey Jennings and Woman -Run Council Members Sarah Bunch, Council Member —Ward 3 Sonia Harvey, Former Council Member —Ward 1 Brett Amerine Jeff Amerine Dr. Nicole Calhoun Quintin Canada Jeannette Balleza Collins Tim Conklin Bo Counts Brain Crowne Angela DeLille Jordan Garner Sarah Goforth Lisa Hotsenpiller Eileen Jennings Dr. Pete Kohler Dr. Sarah Elaine Lewis Mary McGetrick Elvis Moya Molly Rawn Keaton Smith Allison Thurmond Quinlan Kent Watson ECONOMIC VITALITY MASTER PLAN SUBCOMMITTEES CHILDCARE Chair Meredith Lowry I Partner, Wright Lindsey Jennings and Woman -Run Lakisha Bradley Jeannette Balleza Collins Tenisha Gist Kathleen Hale Eileen Jennings Laura Kellams Mary McGetrick Kris Paxton Tammy Rowland Allison Thurmond Quinlan Michelle Wynn INFORMATION TECHNOLOGY Chair Kent Watson I Chief Technology Officer, Emory Solutions Jeff Amerine Casey Kinsey G.B. Cazes Thomas Lago Zane Chenault Kelly Miller Sarah Daigle Chuong Nguyen Jay Davidson Chris Oswald Dr. Christine Davis Joe Rollins Angela DeLille John Simmons Jia Di Christine Tan Lonnie Emard Victoria Wilbourn Sarah Goforth Jeremy Williams RESTAURANT, HOTEL, AND BAR RECOVERY Chair Molly Rawn I Director, Experience Fayetteville Allen Brummet Jose Romero David Culpepper Chrissy Sanderson Jerry Davis Erica Vaughn Grant Feltner Dr. Kelly Way Jason Piaza Tyler Wilson Reese Roberts ECONOMIC MOBILITY Kelly Colebar John Newman Wendell Huggins Pastor Curtis Smith Dr. Denise Hoy Ananda Rosa Monique Jones Rose Sparrow Mark McCoy Noel Suza Sarah Moore, Council Member - Ward 2 Christina Williams GROWTH CONCEPT ORIENTED DEVELOPMENT Chair Mervin Jebaraj I Director, Center for Business and Economic Research, University of Arkansas Tom Brown Dr. Sarah Elaine Lewis Zane Chenault Matthew Petty, Former Council Member - Ward 2 Ward Davis Evelyn Rios Stafford Quintin Canada Keaton Smith Jonathan Curth Dr. David Snow Ted Jack Allison Thurmond Quinlan Mervin Jebaraj Mike Wiederkehr, Council Member - Ward 2 Alison Jumper CITY BOARDS, COMMISSIONS, AND ADVISORY COUNCILS ARTS COUNCIL Chairs Council Members Chloe Bell Sonia Harvey, Former Council Member - Ward 1 Abby Hollis Bob Stafford, Council Member -Ward 1 Jessica DeBari Lara Hightower Abigail Hill Taylor Johnson MAYOR'S AFRICAN AMERICAN ADVISORY COUNCIL Chair Lakisha Bradley Spencer Brown Raven Cook Dr. Denise Hoy Wendell Huggins Dr. Claretha Hughes Emily Miller Mary Sue Price Amanda Reyer Ellen Woodson Council Member Dr. D'Andre Jones, Council Member - Ward 1 Cory Perry Lance Reed Micah Shaw Nate Walls Brice White lions all MundbyLocoiartist Olivia Trimble (2O2O)|Photo courtesy ofExperience Fayetteville 2024Economic Vitality Master Plan 7 LETTER FROM THE MAYOR Friends, Fayetteville is a community that works together to protect and expand the things that make this place special. Green spaces, arts and culture, natural resources, historical preservation —our community has invested its time and energy to help these community assets flourish. This new Economic Vitality Master Plan puts the same level of focus and energy into our economic development efforts. Before the Covid-19 pandemic, we were beginning to make some adjustments to our economic vitality focus areas, primarily around workforce training. Those efforts became outdated quickly as our community began realizing the social and economic impacts of the pandemic. But through those hard times, we worked more closely than ever before with our community, small business owners, nonprofits, first responders, governmental partners, and displaced members of our workforce. The result is this plan's inward focus on protecting Fayetteville's existing small business community, expanding equitable access to workforce development efforts to unlock economic mobility for our residents, and co -designing high -quality places across Fayetteville to meet the needs of all residents. I want to thank every resident, focus group, subcommittee, business, nonprofit, and City Council member for lending their time, insights, and expertise to the development of this plan. I am confident that our work to implement this plan in the coming years will lead to a more economically inclusive and resilient Fayetteville. Mayor Lioneld Jordan 8 12024 Economic Vitality Master Plan LETTER FROM THE DIRECTOR Fayetteville, When our economy, our sense of place, our natural resources, and even our long -celebrated funkiness are at stake, we must work together to face today's challenges that threaten the fabric of what we love about our community. Passion and concern about residential and commercial real estate development projects come from a place of protection —protection of the factors that land Fayetteville on Best Places to Live lists, of our urban forests and other natural resources. Whether you've spent decades or days in Fayetteville, its sense of community —embodied in the people, places, and spaces we love —is indelible. The vision of economic development put forth by the 2024 Economic Vitality Master Plan is fundamentally about channeling the remarkable growth around us to lift up the members of our communitywho are at risk of being left behind if we do not act. It is as much about keeping the eclectic patchwork of resilient small businesses alive as it is about ensuring our friends and neighbors can remain in the place they call home. Our ability to realize these aims is indivisible from the City's economic and financial health. We can sustain this transformative level of growth if we direct it toward the equitable betterment of our community. The consequences of ignoring growth are evident in the peer communities that experienced rapid population growth before us and resisted what was at their doorstep, sprawling outward to accommodate housing pressures and threateningthe natural environment and quality provision of public services in the process. The flight of lifelong residents and the ever -rising cost of operations were too much for many cherished small businesses. In short, these communities were so fearful of losing their downtowns that they unintentionally choked the very businesses and cultural institutions they aimed to shield from change. We don't want to lose what we love about our community. Yet this is the price we will begrudgingly pay if we do not alter our approach, particularly when it comes to housing. We must utilize all available tools to respond responsiblyto Fayetteville's new reality: 30 people per day moving into our region while residents are also being displaced by housing costs in Washington County that are up over 70% in the past five years and increasingly out of reach for our prime -age working population. Managing growth is more complex than debating growth. The good news is that many communities before us have gotten it right. Armed with community partnerships and a framework for equitable development, Fayetteville will rise to the occasion, too. Throughout the development of this plan, staff retained two core perspectives. First, policy and program interventions should be geared toward efforts stimulating publicly beneficial outcomes that would not arise without the City's involvement, often referred to as a "but for" principle. Second, while a focus on economic growth trains our eye on the future, we also understand the importance of growing what is already here. This looks like providing additional support for our neighbors who face persistent barriers, working closely with other municipal divisions to improve the efficiency and quality of our work, and continuing to build the resiliency of Fayetteville's beloved small business community. We may be economic developers, but we are also stewards of assets money can't replace: our culture, our tree canopy, and the people who already call Fayetteville home. This plan was forged from the expertise shared by thousands of residents, business owners, nonprofits, essential workers, advocates, and countless community partners since 2021. Reorienting efforts around the principles of economic vitality is a product of new voices joining the discussion of local economic development, and the 2024 Economic Vitality Master Plan is stronger with them at the table. Devin Howland, CEcD Director of Economic Vitality 2024 Economic Vitality Master Plan 19 I. INTRODUCTION EXECUTIVE SUMMARY he City of Fayetteville is committed to aiding the development of a dynamic and inclusive economythat promotes shared economic prosperity, opportunity, and mobility for all residents across income levels and phases of life. Between 2021 and 2024, City staff engaged in a strategic planning process to produce the City's 2024 Economic Vitality Master Plan, which will guide the City's economic development work moving forward. This Master Plan updates the 2016 Fayetteville First Strategic Plan, reorienting the citywide strategy from a more traditional economic development approach (i.e., a focus on employer attraction) to a more balanced suite of activities that foster equitable and sustainable economic growth, a school of thought we call economic vitality. Economic vita litywork touches nearly everyfacet of a community. As evidenced bythis Master Plan, a strategic planning approach grounded in an economic vitality framework advances twin goals of growing the local and regional economy and equitably enhancing residents' quality of life. Subsequently, the 2024 Economic Vitality Master Plan outlines goals, supporting strategies, and action items for the following strategic focus areas: •Small Business,-• - Creating conditions to render small businesses, the creative economy, and other target industry sectors more resilient to changes in economic conditions o Four goals, nine supporting strategies, and 80 action items Advancing equitable, sustainable economic growth by increasing job skill training opportunities, eliminating barriers to economic mobility for historically underserved and underrepresented resident populations, and raising standards of living for all residents through increased employment opportunities within regionally in -demand career pathways o Four goals, seven supporting strategies, and 100 action items • - • • Developing and activating neighborhood centers throughout Fayetteville, emphasizing the creation and preservation of affordable housing for low- and middle -income residents as well as the creation of quality places o Three goals, five supporting strategies, and 75 action items The interplay between industry, employment, and place drives Fayetteville's economic growth. Action items in each strategic focus area were developed concurrently, recognizing that topics are relevant across strategic focus areas and will likely overlap during the implementation process. While action items are intended to steer the implementation of the supporting strategies required to achieve the City's economic development goals, the list of action items in the Economic Vitality Master Plan is non -exhaustive and subject to change based on evolving community needs. Goals may be achieved without executing all action items detailed in each strategic focus area, but action items represent an array of activities that can render our community more economically resilient. The City's in-house economic development resources housed in the Department of Economic Vitality will implement the Economic Vitality Master Plan in coordination with other municipal departments and critical community partners across the private, public, and nonprofit sectors. This includes Startup Junkie Consulting (the City's entrepreneurship and innovation contractor) and Fayetteville Public Schools. Table 1 previews the goals guiding each focus area of the Economic Vitality Master Plan. 2024 Economic Vitality Master Plan 111 Table 1. Economic Vitality Master Plan Goals by Focus Area 1 Increase the one-year and five-year survival rates of new small businesses • 1A. Increase the one-year and five-year survival rates of women -owned small businesses • 1 B. Increase the one-year and five-year survival rates of minority -owned small businesses • 1C. Increase the one-year and five-year survival rates of small businesses owned by other historically disadvantaged groups (e.g., veterans, individuals with disabilities) 2 Achieve a 70% positive customer service score on new business license issuances and renewals 3 Sustain a 10% annual growth rate for the accommodation and food services sector through 2029 4 Increase the number of jobs within Fayetteville's targeted industry sectors from 63%to 70% of private sector employment by 2033 1 Make raising the median household income of Fayetteville residents the City's highest economic vitality priority • 1A. Support targeted policies and programs that build financial and social capital for Black, Latinx, and Asian residents; women; and low-income individuals and families 2 Remove barriers to short-term and long-term career trajectories for Fayetteville's parents and caregivers by promoting more accessible, stable care networks 3 Increase the number of residents working in Fayetteville's target industries and in high -wage, high -skill, high -demand (1-13) careers 4 Raise the City of Fayetteville's Arts Vibrancy Index score by increasing the supply of independent artists working in Fayetteville • 4A. Increase the retention rate from 13.4%to 16.9% of University of Arkansas students graduating from the Fulbright College's arts programs or the Fay Jones School of Architecture Ensure Fayetteville is a vibrant, livable community for current and future residents through intentional growth management Reduce housing cost burdens for residents making under 120%of Fayetteville's Area Median Income (AMI) • 2A. Target direct municipal intervention to create or maintain housing units affordable at or below 80%AMI (i.e., for low- and very low-income residents) • 2B. Stabilize the City's affordable rent ratio for low- and middle -income residents as well as residents on fixed incomes (e.g., seniors, individuals with disabilities) 3 Increase the percentage of individuals who both live and work within Fayetteville by 2030 • 3A. Increase the number of affordable, accessible studio spaces available to Fayetteville's artists and other members of the creative economy 12 12024 Economic Vitality Master Plan PLAN FRAMEWORK n approach to economic development work grounded in economic principles and community input requires well-defined outcomes the City wishes to accomplish with the Economic Vitality Master Plan. This includes what we want to change in our community's economy and why Fayetteville needs these changes as well as identifying groups whose outcomes the City's economic development work will target as well as a strategy for measurement and evaluation. Drawing inspiration from the City's 2018 Energy Action Plan, the Department of Economic Vitality developed measurable, proactive, and actionable goals in the Economic Vitality Master Plan across three strategic focus areas: Utilizing a strategic planning approach, Chapter IV documents goals, supporting strategies, and action items for each of the three strategic focus areas. Goals are overarching outcome -oriented, measurable, and time -based objectives for economic vitality work in Fayetteville, established and tracked primarily by the Department of Economic Vitality. Each goal is operationalized by specific supporting strategies that speak to the processes Measurable Goals necessary to enact desired goals. Under each supporting strategy, the Plan outlines a list of action items, activities that City staff and community partners can begin implementing immediately. The Department of Economic Vitality has also identified four key themes that are integrated throughout each of the strategic focus areas, Supporting Strategies precisely because they are intertwined with the economic fabric of Fayetteville's cultural identity: • Arts and the creative economy • Diversity, equity, and inclusion, including an explicit focus on populations who face persistent barriers to economic mobility • Environmental stewardship • Quality of life and sustainable growth, Specific Action Items including continued response to pandemic - related economic impacts and economic uncertainty 2024 Economic Vitality Master Plan 113 PLANNING PROCESS Strategic Planning The 2024 Economic Vitality Master Plan updates the 2016 Fayetteville First Strategic Plan, which identified five target business sectors for future development as well as seven strategic focuses to guide the City's economic development efforts over the following five years.' Fayetteville First also included a comparative analysis of demographic data, a summary of stakeholder input, and a review of peer cities' economic delivery systems, providing recommendations for the City's economic development work moving forward. Perhaps the most consequential outcome of the Fayetteville First Plan was the creation of the Department of Economic Vitality, providing the City with in-house economic development resources who coordinate a wide and expanding range of core services and special projects. The Department hired its first employee, the Director of Economic Vitality, in 2017 and has additional full-time staff dedicated to business retention and attraction and projects to advance economic equity and mobility. The Department of Economic Vitality also manages a long-term contractual relationship with Startup Junkie Consulting to support the local entrepreneurial ecosystem, fulfilling the Fayetteville First recommendation to install a dedicated resource focused on entrepreneurship and innovation. The 2024 Economic Vitality Master Plan aims to better facilitate implementation work relative to its predecessor. Target industry sectors have been revised to encompass a more diverse array of Fayetteville's strengths and growth opportunities, and a taxable sales analysis as well as a detailed macroeconomic analysis were developed as a fundamental building block of the plan. 14 12024 Economic Vitality Master Plan Table 2. Comparison of 2016 and 2024 Economic Development Plans Targeted Business Sectors • Corporate services • Entrepreneurs and innovators • Legacy manufacturers • Retail • Specialized technologies Strategic Focuses • Arts and culture • Business retention and attraction • Education/workforce • Entrepreneurship and innovation • Lifestyle quality • Marketing and communications • Sustainability Benchmark Research: Fayetteville was benchmarked against five cities (Asheville, NC; Boulder, CO; Chapel Hill, NC; Fort Collins, CO; and Lawrence, KS), comparing population growth, educational attainment, income, and cost of living. Comparative Analysis: Demographic data for Fayetteville was compared with that of five other Arkansas municipalities (Bentonville, Conway, Jonesboro, Rogers, and Springdale), the State of Arkansas, and the U.S. Stakeholder Summary: Input from Fayetteville residents, employers, and entrepreneurs documented public perceptions of Fayetteville and economic development. Targeted Industry Sectors • Advanced manufacturing • Circular economy and sustainability • Creative economy • Healthcare • Information technology • Infrastructure, including construction and clean technology • Outdoor recreation • Professional services • Research and development Taxable Sales Analysis: Appendix A documents a review of all taxable sales in Fayetteville between 2019 and 2023. The Department, in coordination with the City's Budget Director Kevin Springer, developed a tool to convert tax reporting into sales figures, allowing for monthly year -over -year sales analysis to assess the economic health of different segments of the City's economy. Strategic Focus Areas • Small business, entrepreneurship, and industry • Workforce development, employment, and economic mobility • Community development Macroeconomic Analysis: Utilizing various public, internal, and proprietary data sets, Appendix B outlines the City's workto analyze trends associated with local population demographics, industry and labor, income and cost of living, and housing. Stratified Random Sampling Results: Appendix C documents key findings from a community -wide, statistically valid survey issued to randomly selected Fayetteville residents in each Ward. The City also conducted a survey of the general public through the Speak Up Fayetteville system. Community Engagement Report: Appendix D provides a summary of feedback from key subcommittee stakeholders as well as public input obtained through in -person outreach. 2024 Economic Vitality Master Plan 115 Community Engagement In March 2021, the Department of Economic Vitality requested City Council's support for the study and development of a new five-year Economic Vitality and Recovery Plan to allow the Department to respond to an array of economic changes that transpired since the Fayetteville First strategy was adopted in May 2016.ii In addition to the ramifications of the Covid-19 pandemic, these changes also included key citywide initiatives and planning activities such as the Energy Action Plan, City Plan 2040, and the forthcoming Arts and Culture Master Plan. In May 2021, the Department of Economic Vitality launched a community planning process to develop the Economic Vitality Master Plan's goals, supporting strategies, and action items with the support of City staff, a dedicated Steering Committee, five subcommittees, the City's Arts Council, and the Mayor's African American Advisory Council. As Mayor Jordan noted in the Steering Committee's kickoff meeting, the Economic Vitality Master Plan was intended to reimagine economic development efforts in Fayetteville in order to 1) respond directly to extant impacts of the pandemic on the City's labor market and small business community and 2) advance the economic mobility and social inclusion of Fayetteville's residents. or "Our city is a welcoming city, and it's important that we build a plan that benefits all of US." Mayor Lioneld Jordan City staff identified an opportunity to reset economic development activities in Fayetteville through the coordinated creation of a new strategy as a result of empirical analysis and early community engagement, including: • Ongoing discussions with Mayor Jordan's Small Business Resiliency Task Force • Analysis of taxable sales demonstrating severe impacts to local businesses • Opportunity to incorporate the previously paused Workforce Development Plan to respond to industry and labor market shifts • Citywide discussion at the January 12, 2021 City Council Agenda Session to shift priorities to small business support, equitable economic development, growth concept - oriented development, and direct placemaking efforts. Figure 1. Economic Vitality Master Plan Timeline PHASE1 PHASE3 Foundation Development Review, Evaluation, and and Data Analysis Development of Recommendations May 2021 December 2021 March 2021 July 2021 City pauses Economic Vitality Master Plan efforts to focus PHASE 2 solely on responding to Community Guidance economic impacts of the CoAd-19 pandemic PHASE 4 Final Revision, Community Review, and Adoption Economic Vitality Master Plan efforts resume • Refreshed economic data • Release of the Fayetteville Housing Assessment • Working sessions with key community stakeholders y1 C � o e pte m be r 2023 City staff aim to deliver the final Economic Vitality Master Plan for City Council review and public comment in Q3 of 2024 16 12024 Economic Vitality Master Plan Figure 2. Economic Vitality Master Plan Timeline: Phases 1-3 March 16, 2021 City Council approved the study and development of a new five-year Economic Vitality April -July 2021 and Recovery Plan with Resolution #92-21 Small Business focus groups 181 April 16.2021 Steering Committee April29.2021 membership finalized Press release informing public of plan and kickoff activities May3.2021 First Steering Committee May 2021 meeting African American Advisory Council May 17, 2021 working sessions (4) Press release issued inviting public input via Speak Up Fayetteville public engagement May -June 2021 portal Arts Councitworking sessions 12) May 24, 2021 June 2021 Second Steering Committee Workforce Development meeting focus groups f4) June 14. 2021 July-August2021 Third Steering Committee Childcare Subcommittee meeting meetings f2) July 12.2021 July 19.2021 Fourth Steering Committee Economic and labor analysis meeting published on Department's website July 2021 IT Subcommittee meetings 12) July -August 2021 Growth Concept-Onented July27.2021 Development Subcommittee Economic Vitality and Recovery meetings f2) Plan update at City Council agenda session July 30.2021 Public input session #1: CDBG August 21, 2021 Event in the Park Public input session R2: Farmers' Market September 2021 Economic Mobility September 2, 2021 Subcommittee meetings f2) Public input session rr3: First Thursday September 26.2021 Public input session #4: Hispanic October -November 2021 Heritage Festival Hospitality and Accommodation Subcommittee November 18. 2021 meetings (2) Survey released through the Speak Up Fayetteville public engagement November23.2021 portal News release to invite public input on Master Plan December 2.2021 Survey reminder postcards mailed out December 17.2021 End of survey 2024 Economic Vitality Master Plan 117 Public feedback and engagement with Fayetteville residents as well as local and regional subject matter experts were essential to generating the Economic Vitality Master Plan's recommended goals, supporting strategies, and action items. The Economic Vitality Department employed two primary methods to gather public input to inform the Economic Vitality Master Plan. Appendix C summarizes the Department's general public questionnaire, a statistically valid survey implemented via the City's Speak Up Fayetteville portal. Appendix D documents additional information gathered through the Master Plan Steering Committee, subcommittee breakout session surveying, and public engagement sessions held throughout the past few years. The Department of Economic Vitality temporarily paused work on development of the Economic Vitality Master Plan in December 2021 to give its full attention to economic recoverywork and other large-scale economic development projects. Notably, this included advising on the City's administration of approximately $17 million in ARPA funding. City staff leveraged the framework emerging from the Economic Vitality Master Plan Steering Committee and subcommittees to guide priority focus areas for ARPA-funded projects, including job skills training and the provision of childcare to low - and middle -income residents. During this time period, the Department of Economic Vitality supported the City's efforts to secure a $3 million federal award to support development of the SLS Community. Once the project is completed, the SLS Community will provide access to clinical, educational, employment, and housing opportunities to neurodivergent residents and their families in partnership with South Cato Springs Holdings and the University of Arkansas for Medical Sciences. Economic Vitality staff likewise supported multiple projects that rapidly re- entered the development pipeline over the course of 2022 and 2023 and also played an active role in supporting the Fayetteville Public Library as it launched the Level Up job skills training program. Pandemic recovery efforts proved to be fruitful grounds for pressure -testing core tenants of the draft Economic Vitality Master Plan. Work completed during this timeframe strengthened the tri-sector partnerships crucial to action item implementation, underscoring the benefits of a go -slow -to -go - fast approach. Supporting Fayetteville's ARPA-Related Work in 2022 and 2023 The City of Fayetteville received $17,911,418 in State and Local Fiscal Recovery Funds (SLFRF) from the U.S. Department ; of Treasury. Authorized by the American Rescue Plan Act (ARPA), the SLFRF program provided local communities with funding ("ARPA funding") to address unique local community needs and to create a stronger national economy. Aligning well with the Department's commitment to shared economic vitality, ARPA funds were intended to maintain vital public services and guide a strong, resilient, and equitable recovery. The City disbursed funding through nonprofit subrecipient grants, city -sponsored projects, and additional economic assistance to local nonprofits. Throughout 2022 and 2023, the Department of Economic Vitality supported the City's ARPA efforts by: 1. Providing technical assistance to nonprofit applicants applying to the City's four programs for grants and economic assistance 2. Developing six project proposals for City Council review, including projects focused on the creative economy, restaurant and hotel workers, and childcare 3. Supporting Fayetteville Public Library's funding request to develop the Level Up Skills Development program, providingjob skill trainingto residents disproportionately impacted bythe pandemic . ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ i 18 12024 Economic Vitality Master Plan Figure 3. Economic Vitality Master Plan Timeline: Interim Break December 2021-January 2022 Analysis of survey results January 31, 2022 City of Fayetteville signed a memorandum of understanding with the Federal Reserve Bank of Atlanta to pilot the CLIFF Dashboard in Fayetteville February -March 2022 B-Unlimited retention and expansion project support May -December 2022 Department of Economic Vitality internally supported various business expansion projects re-entering pipeline January 7, 2023 City Council appropriated $724K to UpSkill NWA program March 28, 2023 Department of Economic Vitality requested a budget adjustment to hire a third FTE May -July 2023 Additional action item review and revision from GCOD Subcommittee December 2021 City paused Economic Vitality Master Plan efforts to focus solely on responding to economic impacts of the Covid-19 pandemic January 2022-January 2023 Economic Vitality, Community Resources, and Internal Audit administered $17 million of ARPA funding March 22, 2022 City notified of its $3 million federal Community Project Fund award for the SLS Community and South Cato Springs project December 6, 2022 City Council appropriated $1.2 million to the library's workforce training program developed in partnership with the Department of Economic Vitality March 14, 2023 Economic Vitality Director presented to City Council to provide overview of proposed departmental restructuring April 4, 2023 City Council authorized the requested budget adjustment and new FTE with Resolution 81-23 July 2023 Economic Vitality Master Plan Co -Chairs requested assessment of Fayetteville's housing market 2024 Economic Vitality Master Plan 119 After resuming work on the Economic Vitality Master Plan in Summer 2023, City staff continued to receive feedback from Steering Committee and subcommittee members as well as key community partners. In response to the Growth Concept -Oriented Development (GCOD) Subcommittee's work on the third section of the Economic Vitality Master Plan, the Steering Committee Co - Chairs requested a baseline assessment of housing in Fayetteville. This aligned with the Long Range Planning division's ongoing research into Fayetteville's housing data, resulting in the 2023 Fayetteville Housing Assessment. The Department of Economic Vitality subsequently reframed the focus of housing -related items in what ultimately became the Community Development section based on the assessment's findings. A new staff member focused on economic equity and mobility projects joined the Department of Economic Vitality in August 2023, refining content related to a range of topics including growth concept -oriented development, housing production, K-12 career and technical education, the needs of a a 7 the creative economy, and childcare. Broadening the plan's focus on stable care networks to include a variety of care needs (i.e., for children, elders, neurodivergent residents, and individuals with disabilities) as well as a direct focus on the needs of childcare providers and the care workforce resulted from working sessions with Arkansas Advocates for Children and Families, Child Care Aware of Arkansas, Excel by Eight, state officials, and the University of Arkansas's Early Care and Education Projects team. Throughout 2023 and 2024, staff refreshed the preliminary sales tax analysis and the macroeconomic analysis with new data from the Arkansas Department of Finance and Administration and the 2022 American Community Survey respectively. Two final public input sessions at CDBG in the Park and First Thursday as well as conversations with the Downtown Fayetteville Coalition and Experience Fayetteville provided invaluable qualitative feedback that were utilized to finalize goals, supporting strategies, and action items across all three sections of the 2024 Economic Vitality Master Plan. 20 12024 Economic Vitality Master Plan Figure 4. Economic Vitality Master Plan Timeline: Phase 4 September 7, 2023 Public input session 95: First Thursday+ Welcome Fayetteville event September -October 2023 Economic Vitality staff support Long Range Planning's Fayetteville Housing Assessment October 2023-February 2024 Taxable sales, economic, snd labor force analyses updated with 2022 ACS data and 2023 ADFA data February -March 2024 Draft childcare action items workshopped with Arkansas Advocates for Children and Families and the University of Arkansas Early Care and Education Projects team March 2024 Department of Economic Vitality hosted Arkansas Economic Development Commission April 11, 2024 Preliminary plan walkthrough with Circles NWA June 13, 2024 Child Care Aware quarterly rounctab�e meeting used to refine childcare provider action items July 11, 2024 Preliminary plan walkthrough with Downtown Fayetteville Coalition July 23, 2024 Preliminary plan walkthrough with Experience Fayetteville August 2024 Internal socialization and revision of the Community Development section Fail 2024 Economic Vitality Master Plan submitted to City Council for approval August 21, 2023 New Economic Equity and Mobility Project Managerjoined Department of Economic Vitality September 2023 Department of Economic Vitality began managing City's HUD HOME funding allocation October 26-27, 2023 Economic Vitality staff invited to Harvard Reimagining the Economy Project working group on local economic development capacity December 12, 2023 Economic Vitality update delivered to City Council March 2024 Department of Economic Vitahtyjoined Excel by Eight's Business Coalition to support childcare policy development April4, 2024 Joint Fayetteville Public School Board and City Council meeting featuring walkthrough of career and technical education -related action items June 6-8.2024 Economic Vitality staff accompanied Rep. Denise Gamer and Excel by Eightat Prenatal-to-3 Policy Symposium co - hosted by NCSL and NLC July 2024 Preliminary plan walkthroughs with City ICouncil membership July 19, 2024 Public input session rr6: CDBG in the Park July -August 2024 Overhaul of GCOD section into Community Development in alignment with cross -divisional Neighborhood Center Advancement Plan September 5, 2024 Public input session rt7: First Thursday 2024 Economic Vitality Master Plan 121 II. LOCAL ECONOMIC LANDSCAPE TAXABLE SALES ANALYSIS SUMMARY ppendix A of the 2024 Economic Vitality Master Plan documents the Department of Economic Vitality's analysis of all taxable sales in Fayetteville between 2019 and 2023. This sector -level analysis of taxable sales is organized by North American Industrial Classification System (NAICS) code. NAICS codes are organized by the number of digits in the code. Two -digit codes represent a broader segment of the economy, and each additional digit provides another level of specificity about the organization from which activity was generated. Example NAICS code classification NAICS 44-45: Retail Trade [two -digit] NAICS 4451: Grocery Stores [four -digit] NAICS 445110: Supermarkets and Other Grocery Stores [six -digit] NAICS 445120: Convenience Stores [six -digit] To conduct taxable sales analyses, City staff developed an internal tool that leverages local tax data from the Arkansas Department of Finance and Administration (ADFA). While the first iteration of the taxable sales analysis aimed to assess the sweeping impacts of the Covid-19 pandemic by comparing taxable sales in 2019 and 2020, Department staff have continued to use this tool to analyze monthly and annual sales tax trends. In 2024, City staff revised Appendix A to include data through the end of 2023. Given the seasonality inherent to many industry sectors, it can be helpful to compare taxable sales in a given month to the same month of previous years in addition to a month -over -month comparison. For example, it is common for retail trade sales to increase during the holiday season. Between 2019 and 2023, there were also several sharp fluctuations in monthly taxable sales, including during the Covid-19 Recession (February to April 2020) and early 2021. Figure 5. Total Monthly Taxable Sales in Fayetteville (2019-2023) — 2019 — 2020 — 2021 2022 — 2023 $300M 280M 260M 240M 220M 200M 180M — 160M Jan Feb Mar Apr May Jun Source: City of Fayetteville, https://www.datawrapper.de/ /hOft/ Jul Aug Sep Oct Nov Dec 2024 Economic Vitality Master Plan 123 While total monthly taxable sales have varied over the five-year period, the overall composition of the local economy has remained fairly consistent as it continues to grow. Fayetteville generated over $3.2 billion in taxable sales during 2023, increasing from approximately $2.4 billion in 2019. Retail Trade (NAICS 44-45) and Accommodation and Food Services (NAICS 72) generate the lion's share of Fayetteville's annual sales tax revenue, collectively representing almost 70% of Fayetteville's taxable sales in 2023. Wholesale Trade (i.e., buying large quantities of items for resale), Utilities, and Manufacturing are the other top three sales tax -generating sectors. All other sectors combined have accounted for approximately 15% of the City's taxable sales since 2019. Figure 6. Top Five Sales Tax -Generating Sectors in Fayetteville (2019-2023) Retail Trade E Accommodation and Food Services MAII Other Sectors Wholesale Trade NUtilities Manufacturing S4B 3B $3.10B $3.23B $2.85B - �JL' 2020 2021 2022 Source: City of Fayetteville, https://www.datawrapper.de/ /GX19S/?v=5 Like many municipalities nationwide, Fayetteville's local government is predominantly funded by sales tax revenue. Continued revenue growth is critical to maintaining and expanding quality public services. For example, a retail business that produces $20 million in annual sales generates approximately $400,000 in sales tax revenue each year for the City. A restaurant that produces $6,000,000 in annual sales generates $240,000 in sales tax and hotel, motel, and restaurant (HMR) tax. Given that retail trade and accommodation and food services constitute over two-thirds of Fayetteville's taxable sales, continued growth of appropriately located firms in these sectors must be a prominent feature of the City's economic development strategies to ensure stability of the local economy. The five largest sources of taxable sales within Fayetteville's two largest sectors include general merchandise stores ($556 million); full -service restaurants and other eating places ($333 million); electronic shopping and mail-order houses ($168 million); grocery and convenience retailers ($131 million); and clothing stores ($88 million). General merchandise stores —traditionally referred to as "big box" stores —generate the majority of sales within the retail trade sector, bringing in over half a billion dollars in taxable sales in 2023. 24 12024 Economic Vitality Master Plan — 2019 — 2020 — 2021 $170M 160M 150M 140M 130M 120M 110M Figure 7. NAICS 44-45: Retail Trade 2022 — 2023 100M / 90 M ::::: Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /6k9TU/ Figure 8. NAICS 72: Accommodation and Food Services — 2019 — 2020 — 2021 2022 — 2023 20f= 15M Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /hEXmj/ 2024 Economic Vitality Master Plan 125 While brick and mortar retail contributes significantly to the City's sales tax revenue, Electronic Shopping (NAICS 4541), also referred to as e-commerce, is of increased importance to the local economy's stability. For online shopping transactions, companies remit sales taxto the government entity in the jurisdiction where the purchase is initiated. As Fayetteville's population continues to grow, the potential for increased e-commerce sales tax revenue increases. The City has begun to realize the potential of this new sales tax revenue stream since 2019 after the Arkansas state legislature enacted Act 822, requiring all online retailers making sales in excess of $100,000 annually or completing more than 200 transactions per year to remit sales tax. Figure 9. Known Annual E-Commerce Taxable Sales (2019-2023) Year 2019 2020 2021 2022 2023 Source: City of Fayetteville, https://www.datawrapper.de/ /YwAOB/ Taxable Sales Online shopping continues to enjoy steady growth nationwide, growing 8.6% in the first quarter of 2024."' While large online retailers like Amazon accounted for almost 40% of e-commerce sales in the U.S. in 2023,'" it is important to note that it is challenging to account fully for all online shopping sales given the way state tax data are maintained. Internet -based sales are reflected across virtually all segments of the retail trade industry. For example, if a resident purchases a chair from an online furniture store, the sale may be categorized under the Furniture Store NAICS code instead of the Electronic Shopping NAICS code if the business is registered with the State of Arkansas as a furniture store. With these data limitations in mind, taxable sales growth associated with e-commerce is likely understated but nonetheless another key trend to monitor moving forward. 26 12024 Economic Vitality Master Plan MACROECONOMIC ANALYSIS SUMMARY ppendix B of the 2024 Economic Vitality Master Plan documents the Department of Economic Vitality's macroeconomic analysis and also functions as a repository for a wide variety of data sources that informed the strategic planning process and will continue to be relevant to the Department's working movingforward. The summary below functions as a preview of Appendix B and highlights foundational trends over the past several years that are critical to understanding the economic development paradigms outlined in Chapter III. The full appendix document provides additional data and other key findings. Demographics The Demographics sub -section of Appendix B explores Fayetteville's population growth as well as demographic changes over time by different groups (e.g., age, sex, race, educational attainment). Population Growth According to the 2022 American Community Survey (ACS) conducted by the U.S. Census Bureau, Fayetteville is now home to just under 100,000 residents. Since the release of the Fayetteville First Plan in 2016, Fayetteville's population has grown by 18.4%with annual growth rates hovering around 2% until 2021 (8.7%) and 2022 (4.3%). Figure 10. Fayetteville Population (2010-2022) 5,000 75,000 70,000 2010 '11 '12 '13 '14 '15 '16 '17 '18 '19 '20 '21 '22 Source: 2010-2022 ACS 1-Year Estimates, DPO5, https://www.datawrapper. de/ /TXCdN/?v=3 2024 Economic Vitality Master Plan 127 In 2022, there were 41,718 households with an average household size of 2.19 as well as 19,224 families with an average family size of 2.90. While the average household size in 2022 was similar to that of 2010, the average family size has increased from 2.83 to 2.90 during the same time period. Table 3. Households and Families in Fayetteville (2010-2022) Year Total Households Average Household Size Total Families Average Family Size 2010 29,469 2.20 14,966 2.83 2016 33,903 2.28 14,748 3.19 2022 41,718 2.19 19,224 2.90 Source: 2010-2022 ACS 1-Year Estimates, SP1101, https://www.datawrapper.de/ /088XQ/?v=2 Between 2019 and 2022, Fayetteville's population grew by 13.4%, a rate which outpaced that of the State of Arkansas more generally (0.9%). Fayetteville has consistently experienced higher annual population growth relative to that of its peers in Northwest Arkansas (i.e., Bentonville, Rogers, and Springdale) as well as the state's capital city, Little Rock. Figure 11. Arkansas MSA vs. State Annual Population Growth Rates (2011-2022) — Fayetteville Little Rock —Arkansas 7 F 5 4 3 2 4.3 1 V 0.7% 0 0.4% 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 Source: 2010-2022 ACS 1-Year Estimates, DP05, https://www.datawrapper.de/ /oKIW6/?v=2 28 12024 Economic Vitality Master Plan Located in one of the fastest growing regions of the state, Fayetteville is no stranger to higher -than - state -average population growth rates. Over the past century, Fayetteville's population growth has been higher than the State of Arkansas's overall growth. Per the last U.S. Decennial Census, Fayetteville's population increased 27.7% while the State of Arkansas's population increased by 3.3%. Fayetteville has not experienced decade -over -decade population decline since 1870, and the city has enjoyed population growth rates over 25% since 2000. Figure 12. Decade -Over -Decade Population Growth in Fayetteville and Arkansas (1920-2020) —Fayetteville —Arkansas 1003- 90 80 70 60 50 40 30 20 10 1920 1930 1940 1950 1960 1970 1980 1990 2000 2010 2020 Source: 1920-2020 U.S. Decennial Census, https://www.datawrapper.de/ /SCX6i/ Age As the home of the state's flagship university, the University of Arkansas, Fayetteville has long been grounded in its identity as a college town. The University not only serves as a cultural hub and engine for local economic growth but also represents a significant portion of Fayetteville's population.' Understanding this segment of our population is critical to projecting future economic development needs as the student population utilizes community resources and functions as a direct talent pipeline for current and future employers in the region. The University's enrollment increased by 50.2% between 2010 and 2023. While annual undergraduate enrollments nationwide have struggled to bounce back from the pandemic," the University has enjoyed strong growth over the past three years with a record -breaking 32,140 students enrolled in Fall 2023. 1 College students are a notoriously hard -to -count sub -population because of high levels of mobility, frequent changes of residence, and formal ties with other geographies. The U.S. Census typically counts out-of-state college students based on the principle of "usual residence" (i.e., where a person lives and sleeps most) instead of legal residence (i.e., the jurisdiction in which an individual pays taxes, votes, or has a permanent address). This practice was intentionally continued during the pandemic when some students completed coursework virtually from their state of legal residency. The Economic Vitality Master Plan considers both age -specific population data from the American Community Survey as well as enrollment data provided by the University to fully capture the young adult cohort in Fayetteville. 2024 Economic Vitality Master Plan 129 Figure 13. University of Arkansas Fall Enrollment (2010-2023) and Projected Enrollment to 2025 — Enrollment "" Projected Enrollment 40,000 38,000 36,000 34,000 32,000 30,000 28,000 26,000 24,000 22,000 20,000 18,000 16,000 '10 '11 '12 '13 '14 '15 '16 '17 '18 '19 Source: University of Arkansas, https://www.datawrapper.de/ /uWGAI/?v=2 '20 '21 '22 '23 '24 '25 36,000 32,140 More recent enrollment growth is an extension of a longer trendline, with total enrollment more than doubling over the last two decades and plans to reach 36,000 enrolled students by 2025. Since 2010, the University of Arkansas enrollment growth rate has been higher than Fayetteville's overall population growth for eight of 12 years.Z Figure 14. University of Arkansas Decade -Over -Decade Enrollment (1980-2020) — Enrollment "" Projected Enrollment 40.000 "7 nn 30.000 25.000 20.000 15.000 ! 36.000 27,562 10.000 1980 1990 2000 2010 2020 2030 Source: University of Arkansas, https://www.datawrapper.de/ /7wC3v/?v=7 2 2020 American Community Survey Experimental Estimates for Fayetteville's population were not used for this calculation or throughout the Economic Vitality Master Plan. 30 12024 Economic Vitality Master Plan Figure 15. Total Population Growth vs. Student Population Growth (2010-2022) Student Total Population Population Percent Change Percent Change 2010 -3.4% -- - 7.8% 2011 1.6% 8.4% 2012 2013 2014 2015 2016 2017 2018 2019 2021 2022 2.4% 5.8% 2.7% f 6 3.3% 2.1% 0- - - - - - - - - 03.5% 2.0% 2.8% 1.2% 0­6 1.6% 1.3% 0­0 1.7% 0.8% 1.8% -0.8% 0.9% 1.4% 5.5% 4.3% 6.4% 3.0% -2.0% -1.OP/ 0.0% 1.0% 3.0% 4.0% 5.0% 6.0% 7.09/ 8.0% 9.0% Source: ACS 1-Year Estimates; University of Arkansas, https://www.datawrapper.de/ /BueWX/?v=9 Given that 80% of University of Arkansas students seek off -campus housing options, the increased student population is a critical component to understanding local housing demand and pressure on Fayetteville's housing stock. The influence of this sub -population is evidenced by an increase in by - the -bedroom leases, in which multiple tenants of the same housing unit have individual leases. In 2023, the University commissioned a housing growth study that resulted in the construction of two new residence halls in the Maple Hill district to help "better position its student life offerings in the face of enrollment growth that has outpaced the university's ability to accommodate students in on - campus housing."' Given that the private housing market will continue to absorb excess housing demand for university students, it remains important for the City to collaborate with the University through the Town and Gown Advisory Committee and other cross -divisional efforts. 2024 Economic Vitality Master Plan 131 While residents are accustomed to conversations about the student population's position in Fayetteville, there is another student population of concern for our collective economic future. The Fayetteville Public School (FPS) district is comprised of nine elementary schools (grades K-4), three middle schools (grades 5-6), two junior high schools (grades 7-8), two high school campuses (grades 9-12), and the Fayetteville Virtual Academy (grades K-12). FPS is actively engaged in two key data -driven strategies to manage overcrowding issues at specific schools and to balance school demographics. First, FPS is piloting a middle school -level choice program, offering specialized curriculum focused on science and the environment. Second, FPS plans to transition to a newfeeder pattern for the 2027-2028 school year, which will involve both reshuffling existing school facilities and constructing new facilities to establish three middle schools and three junior high schools. Figure 16. Fayetteville Public School District Enrollment (2010-2023) 10.161 '18 119 '20 '21 '22 '23 Source: Arkansas Department of Education Data Center, 2010-2023 Enrollment Count, https://www.datawrapper.de/ /Uo5fO/?v=3 During the 2023-2024 school year, approximately 91.1 % of the school district's 2,599 students in grades 9 through 12 attended Fayetteville High School's main campus, with another 8.9% (254) attending the Agee Lierly Life Preparation Services School (ALLPS) School of Innovation. ALLPS programs aim to accommodate the development of students whose educational needs are not met by traditional programs and curricula (e.g., students identified as at -risk for dropout, pregnant or parenting teens). ALLPS students have full access to coursework and activities offered at the main high school campus. Launched in 2016 as the state's first virtual charter school, the Fayetteville Virtual Academy (FVA) has also expanded the district's school options across the K-12 system. FVA's enrollment spiked duringthe pandemic at 466 students (over a 200% increase) duringthe 2020-2021 academic year. More recently, 129 students were enrolled at FVAwith a slightly higher concentration of students at the high school level. The school district's annual growth rate is on average slightly above one percent, and the K-12 student population in Fayetteville increased by approximately 15% (1,326) between 2010 and 2023. FPS's 10-year demographic projections predict relatively flat enrollment, even as Fayetteville's overall population continues to grow at record rates. With this discrepancy in mind, it is important to consider the cost -of -living needs for young families in Fayetteville. 32 12024 Economic Vitality Master Plan Figure 17. Fayetteville Public School District Enrollment by School Type (2010-2023) —Elementary School — Middle School —Junior High School High School 5,000 4,000 4.114 Grades shifted slightly as 9th grade moved into the high school 3,000 2,930 2,000 1,667 1,453 1,000 2010 11 '12 '13 '14 15 '16 '17 '18 19 '20 '21 '22 '23 Source: AIDE Data Center, 2010-2023 Enrollment Count, https://www.datawrapper.de/ /y9yS1/?v=2 The age distribution of Fayetteville's population was relatively stable between 2010 and 2022. Adolescents and young adults (ages 15 to 24 years old) and prime -age workers (ages 25 to 54 years old) consistently represent the two largest segments of Fayetteville's population, accounting for approximately two-thirds of the overall population. At 4.6% in 2022, children under the age of 5 are the smallest segment of Fayetteville's population. Figure 18. Population by Age (2010, 2016, 2022) 04orunder 05to14years 015to24years 025to54years 55to64year, 65 years or older 2010 Source: 2010-2022 ACS 1-Year Estimates, DP05 and S0101 2016 2022 Fayetteville enjoys a healthy prime -age working population (ages 25-54), constituting approximately one-third of the city's overall population. Residents ages 30 to 34 and 40 to 44 experienced the largest increase within the prime -age working population between 2017 and 2022. 2024 Economic Vitality Master Plan 133 Figure 19. Prime -Age Working Population (2017-2022) — 25 to 29 years 30 to 34 years — 35 to 39 years — 40 to 44 years 45 to 49 years — 50 to 54 years 10,000 9.000 8.000 8,033 8,023 7,000 6,000 6,427 5.000 5.161 4.000 3,895 3.000 2,634 2.000 2017 2018 2019 2020 2021 2022 Source: 2017-2022 ACS 1-Year Estimates, DP05, https://www.datawrapper.de/ /QpCsE/?v=2 Between 2010 and 2022, the share of residents ages 20 to 24 years old increased by almost eight percentage points, growing from 10.8% of Fayetteville's population in 2010 to 18.6% in 2022. The growth in this age cohort is at least partially driven by enrollment growth at the University of Arkansas. The other three age cohorts within this range increased by approximately two percentage points each during the same time period. Figure 20. Population Ages 20 to 39 as a Percentage of Total Population (2010-2022) — 20 to 24 years — 25 to 29 years 30 to 34 years — 35 to 39 years 20.0% 18.0 18.6 % 16.0 14.0 12.0 10.0 8.1% 8.0 8.1% 6.0 6.5 % 4.0 2.0 0.0 10 '12 '14 16 18 '20 '22 Source: 2010-2022 ACS 1-Year Estimates, DP05, https://www.datawrapper.de/ /wXAt4/?v=2 34 12024 Economic Vitality Master Plan Sex, Race, and Educational Attainment In 2023, Fayetteville's population by sex was nearly even, with 50.4% of its population representing males.' Approximately 69% of Fayetteville's residents identified as white in 2023, with two or more races (20%) and Black of African American (4.8%) representing the next largest racial groups. Figure 21. Fayetteville Population by Sex (2023) Source: 2023 ACS 1-Year Estimates Subject Table DP05, https://www.datawrapper.de/ /ZVKIE/ Figure 22. Fayetteville Population by Race (2023) American Indian and Alaska Native (783) White (70,205) Source: 2023 ACS 1-Year Estimates Subject Table DP05, https://www.datawrapper.de/ /xH285/ Asian (4,263) Black or African American (4,877) Native Hawaiian and Other Pacific Islander (600) Some Other Race (1,055) Two or More Races (19,911) 3 U.S. Census data distinguishing between men and women draws on data related to individuals' sex, not gender. While the Department is constrained to using binary data, the Economic Vitality Master Plan's discussion of gendered disparities in economic opportunity aims to recognize that Fayetteville's residents reflect a more diverse set of gender identities and experiences. 2024 Economic Vitality Master Plan 135 Approximately 94% of Fayetteville's population 25 years or older has an educational attainment level of high school graduate or higher, which is approximately four percentage points higher than the U.S. rate for this population. Approximately half of residents ages 25 or older have obtained a bachelor's degree or higher. Figure 23. Fayetteville Population Age 25 or Older by Educational Attainment (2023) No high school degree or equivalent (3,348) Graduate or professional degree (11,685) Bachelor's degree (16,274) Source: 2023 ACS 1-Year Estimates Subject Table S1501, https://www.datawrapper.de/ /c5T8R/ High school graduate (includes equivalency) (12,402) Some college, no degree (8,509) Associate's degree (4,265) 36 12024 Economic Vitality Master Plan Industry and Employment The Industry and Employment sub -section of Appendix B documents both the composition and distribution of businesses and full-time jobs in Fayetteville and Washington County. Citywide Business and Job Composition Retail trade represents the largest industry concentration of businesses in Fayetteville and also functions as the largest source of sales tax revenue for the City. Other services excluding public administration is the second largest segment of businesses, composed of a wide range of activities such as personal care services. Lastly, healthcare and social assistance is the third largest concentration of businesses in Fayetteville. Figure 24. Businesses by Industry in Fayetteville (August 2024) Acc^ ^ ^ ,^•°^^ and Source: City of Fayetteville, https://www.datawrapper.de/ /8ycmc-/ While healthcare and social assistance is the third largest sector by number of businesses, this sector provides the greatest number of private sector jobs with nearly 8,300 full-time employees working within this sector. Retail trade as well as accommodation and food services provide over 6,000 jobs each. The table below is derived from business license data maintained by the City and does not reflect public sector employment (e.g., over 5,000 full-time jobs at the University of Arkansas and approximately 1,600 full-time Veterans Affairs employees). Lastly, manufacturing as 2024 Economic Vitality Master Plan 137 well as professional, scientific, and technical services represent two other major sources of full-time employment in Fayetteville. Table 4. Industry by Businesses and Full -Time Employees (August 2024) NAICS Industry Sector Number of Businesses Number of Full Time Employees Percent of Businesses Percent of Workforce 11 Agriculture, Forestry, 10 25 0.2% 0.1% Fishing, and Hunting 22 Utilities 5 623 0.1% 1.5% 23 Construction 187 2,164 4.6% 5.0% 31-33 Manufacturing 98 4,054 2.4% 9.4% 42 Wholesale Trade 66 905 1.6% 2.1 44-45 Retail Trade 687 6,373 16.8% 14.8% 48-49 Transportation and 44 424 1.1% 1.0 Warehousing 51 Information 42 492 1.0% 1.1% 52 Finance and Insurance 157 1,896 3.8% 4.4% 53 Real Estate Rental and 432 1,164 10.5% 2.7% Leasing 54 Professional, Scientific, and 450 4,614 11.0% 10.7% Technical Services Management of 55 Companies and 23 851 0.6% 2.0% Enterprises 56 Adminstrative and Support 72 513 1.8% 1.2% and Waste Management 61 Educational Services 64 977 1.6% 2.3% 62 Health Care and Social 457 8,289 11.1% 19.3% Assistance 71 Arts, Entertainment, and 147 600 3.6% 1.4% Recreation 72 Accommodation and Food 414 6,657 10.1% 15.5% Services 81 Other Services (except 467 1,931 11.4% 4.5% Public Administration) 92 Public Administration 7 177 0.2% 0.4% Source: City of Fayetteville, https://www.datawrapper.de/ /1wgVU/?v=4 38 12024 Economic Vitality Master Plan Businesses and Employees by Ward Ward 3 is home to over a third of Fayetteville's licensed businesses (1,220), followed by Ward 2 (974) and Ward 1 (712). Ward 4 represents the smallest concentration of licensed businesses (382) in Fayetteville. Figure 25. Businesses by Ward (August 2024) Ward 4 (382) Ward 1 (712) Ward 3 (1,220) Ward 2 (974) Source: City of Fayetteville, https://www.datawrapper.de/ /bktwU/ Ward 3 is also home to the highest concentration of employees in Fayetteville, with a total of 17,451 employees, excluding public sector employment. Washington Regional Medical Center is the largest employer in this region with over 4,000 full-time employees. While Ward 1 (9,539) and Ward 2 (9,942) are similar in terms of total employees excluding public sector employment, Ward 2 (15,608) more closelytrails Ward 3 (17,855) in terms of total employment with public sector employment included. Both the University of Arkansas and the U.S. Veterans Administration Hospital contribute significantly to full-time employment within Ward 2. 2024 Economic Vitality Master Plan 139 Figure 26. Employees by Ward (August 2024) Full -Time Employees (excluding Public Sector) Full -Time Employees Part -Time Employees Ward 1 2,034 Ward 2 6,682 12,348 3,260 Ward 3 5,917 Ward 4 1,139 Source: City of Fayetteville, https://www.datawrapper.de/ /BXxOG/ While Ward 1's licensed business concentration exhibited relative variety, manufacturing, accommodation and food services, and retail trade represented the highest employment levels. Table 5. Ward 1 Licensed Businesses and Employment (August 2024) Full -Time Equivalent (FTE) NAICS Code Industry Licensed Businesses Employees 11 Agriculture, Forestry, Fishing, and Hunting 22 Utilities 23 Construction 31-33 Manufacturing 42 Wholesale Trade 44-45 Retail Trade 48-49 Transportation and Warehousing 51 Information 52 Finance and Insurance 53 Real Estate Rental and Leasing Professional, Scientific, and Technical 54 Services Management of Companies and 55 Enterprises Administrative and Support and Waste 56 Management 61 Educational Services 62 Health Care and Social Assistance 71 Arts, Entertainment, and Recreation 72 Accommodation and Food Services Other Services (except Public 81 Administration) 92 Public Administration Source: City of Fayetteville, https://www.datawrapper.de/ /OYUmK/ 3 1 62 41 21 129 17 6 10 86 70 2 18 10 28 28 88 91 0 3 74 602 3,816 474 1,010 119 5 44 187 265 2 101 67 221 41 1,145 351 0 40 12024 Economic Vitality Master Plan Ward 2's largest concentration of licensed businesses was retail trade, which also had the second highest level of employment by industry. Accommodation and food services, however, represented the industry with the highest concentration of employment. Table 6. Ward 2 Licensed Businesses and Employment (August 2024) Full -Time Equivalent (FTE) NAICS Code Industry Licensed Businesses Employees 11 Agriculture, Forestry, Fishing, and Hunting 22 Utilities 23 Construction 31-33 Manufacturing 42 Wholesale Trade 44-45 Retail Trade 48-49 Transportation and Warehousing 51 Information 52 Finance and Insurance 53 Real Estate Rental and Leasing Professional, Scientific, and Technical 54 Services Management of Companies and 55 Enterprises Administrative and Support and Waste 56 Management 61 Educational Services 62 Health Care and Social Assistance 71 Arts, Entertainment, and Recreation 72 Accommodation and Food Services Other Services (except Public 81 Administration) 92 Public Administration Source: City of Fayetteville, https://www.datawrapper.de/ /iWiXw/ 0 1 28 !�6. 144 183 0 75 247 86 70 1,639 6 57 15 178 33 540 109 240 128 857 6 ■ 603 8 30 11 83 110 754 38 267 127 1,967 138 508 3 116 2024 Economic Vitality Master Plan 141 Health care and social assistance was Ward 3's highest concentration of both licensed businesses as well as employment. Professional, scientific, and technical services as well as retail trade were also significant drivers of employment. Table 7. Ward 3 Licensed Businesses and Employment (August 2024) Full -Time Equivalent (FTE) NAICS Code Industry Licensed Businesses Employees 11 Agriculture, Forestry, Fishing, and Hunting 4 10 22 Utilities 2 226 23 Construction 36 771 31-33 Manufacturing 1 9 42 Wholesale Trade 17 318 44-45 Retail Trade 206 2,403 48-49 Transportation and Warehousing 10 100 51 Information 10 73 52 Finance and Insurance 80 564 53 Real Estate Rental and Leasing 143 329 54 Professional, Scientific, and Technical 134 2,534 Services 55 Management of Companies and 12 209 Enterprises 56 Administrative and Support and Waste 19 79 Management — ■ 61 Educational Services 21 375 62 Health Care and Social Assistance 211 3,608 71 Arts, Entertainment, and Recreation 46 213 72 Accommodation and Food Services 119 1,976 81 Other Services (except Public 131 61 Administration) 92 Public Administration 0 0 Source: City of Fayetteville, https://www.datawrapper.de/ /Y40Mc/ 42 12024 Economic Vitality Master Plan While retail trade constituted Ward 4's greatest number of licensed businesses, the accommodation and food services sector reemployed more than twice as many FTE employees. Table 8. Ward 4 Licensed Businesses and Employment (August 2024) Full -Time Equivalent (FTE) NAICS Code Industry Licensed Businesses Employees 11 Agriculture, Forestry, Fishing, and Hunting 22 Utilities 23 Construction 31-33 Manufacturing 42 Wholesale Trade 44-45 Retail Trade 48-49 Transportation and Warehousing 51 Information 52 Finance and Insurance 53 Real Estate Rental and Leasing Professional, Scientific, and Technical 54 Services Management of Companies and 55 Enterprises Administrative and Support and Waste 56 Management 61 Educational Services 62 Health Care and Social Assistance 71 Arts, Entertainment, and Recreation 72 Accommodation and Food Services Other Services (except Public 81 Administration) 92 Public Administration Source: City of Fayetteville, https://www.datawrapper.de/ /g9ZEa/ 2 8 1 249 33 235 14 4 1 69 294 4 107 2 68 7 53 40 111 48 242 0 0 14 25 10 155 29 307 15 1 44 883 46 48 0 0 2024 Economic Vitality Master Plan 143 Job Density The Economic Vitality Master Plan story map developed in partnership with the City's GIS team utilizes residential address data and internal business license data to depict and compare the concentration of residential addresses with the full-time employees associated with local businesses. Figure 27. Concentration of Residential Addresses vs. Total Employees in Fayetteville ro A,+. • Source: City of Fayetteville GIs • • ft j He .deoW Add,es"s FN. Pop sense ' Done* iui Time Env"• • 0 37 • J8 - 13/ • 115-357 03U-e61 Ow- low The story map also includes an interactive 3-D map demonstrating the number of total employees, including full-time and part-time employees, within building footprints across town. The darker the purple shading, the greater the number of employees that work within a building. Multiple businesses may be housed within a single building, providing a different view of this data relative to the Where Fayetteville Lives and Work module of the story map. 44 12024 Economic Vitality Master Plan Figure 28. Employee Density by Building 49 a � P Sao - — 4 � --A 7 Af- Source: City of Fayetteville GIs While approximately 79% of employees in Fayetteville are employed by individual businesses, approximately 21 % of employment comes from the nonprofit sector and the public sector. The story map also captures the number of employees within a building, with shading of the extrusion representing the type of building. Figure 29. Employee Density by Building Classification Class Symbol cnme.Ual Gpwrnmant GroupMIWV Group 11arsMg (ron-0iJt) " wushul Non-kmt Unniersiy of AAkamas • e t M 'r • 0 so 100 200 ►lws tLt, i Source: City of Fayetteville GIs 1'•a- lift. :.pay,,,,,. . 2024 Economic Vitality Master Plan 145 Labor and Workforce The Labor and Workforce sub -section of Appendix B includes content related to employment and labor force participation, income, and cost of living. Employment While individuals are most familiar with the standard unemployment statistic reported in the news, economists actually monitor several different types of unemployment rates: • U1: includes only those unemployed at least 15 weeks (long-term unemployment) • U2: includes only those unemployed for less than one month (short-term unemployment) • U3: traditional, headline metric • U4: unemployed and discouraged workers (marginally attached workers who do not think jobs are available) • U5: U4 plus other marginally attached workers • U6: counts those unemployed plus those who work part-time but would prefer full-time work (marginally attached to the workforce) Some economists argue that U3 understates the true level of unemployment within an economy, while others argue that U6, the broadest unemployment metric, does not capture long-term discouraged workers. Given the various forms of this metric, the Department of Economic Vitality discourages an overreliance on the unemployment rate as an indicator for overall economic health. Unemployment for the region peaked in 2020 at 8.1%, driven by growing economic and social uncertainty caused by the Covid-19 pandemic. In 2024, the unemployment rate for the Fayetteville - Springdale -Rogers MSA has fluctuated between 2.3% and 2.8%. Figure 30. U3 Unemployment Rate (2000-2022) U.S. Fayetteville- Springdale- 0 Rogers MSA 2000 '02 '04 '06 '08 110 '12 '14 '16 '18 '20 '22 Source: U.S. Bureau of Labor Statistics, https://www.datawrapper.de/ /MG4¢v/ 46 12024 Economic Vitality Master Plan Labor Force Participation A region's labor force is comprised of both people who are working (i.e., employed) as well as those who are not working but are seeking work (i.e., unemployed). The labor force participation rate is the percentage of the civilian noninstitutional population age 16 and older that is working or actively looking for work. A labor market is strongly correlated with the business cycle, so it is important to understand who is and is not participating in the labor force. Fayetteville has steadily experienced a labor force participation rate higher than the state laborforce participation rate. In 2022, Fayetteville's labor force participation rate was approximately 66%. Figure 31. Labor Force Participation Rate (2010-2022) 70 % 66 Fayetteville 64 65.6% MM .Q 58 Arkansas 56 57.0% 54 52 50 2010 '11 '12 '13 '14 '15 '16 '17 '18 119 '20 '21 '22 Source: U.S. Bureau of Labor Statistics, https://www.datawrapper.de/ /mvgfR/ 2024 Economic Vitality Master Plan 147 Worker Mobility This section utilizes data from the U.S. Census Bureau's OnTheMap tool. The latest data available for Fayetteville in the tool is 2018, but the Department has elected to include this information to demonstrate how future data releases in this tool may be utilized. Understanding the inflow and outflow of Fayetteville's workforce sheds light on the ongoing impact of Fayetteville's affordable housing crisis and underscores the need for future analysis of housing needs. Figure 32. Workforce Inflow and Outflow (2018) Tonca.— sir Farmington Source: U.S. Census Bureau, OnTheMap Johnson 20,741 "` ,nffv J -, 71 Greenland r� F Elkins Central to the 2024 Economic Vitality Master Plan's focus on growth concept -oriented development is the importance of combining population growth management, economic vitality, and sustainability. Reducing commute times decrease residents' individual carbon footprints and increasing Fayetteville's housing stock in parts of town that are best suited to handle higher density and higher intensity are critical pieces of the puzzle for delivering the housing affordability levels required to encourage a live -work -play lifestyle in Fayetteville. 48 12024 Economic Vitality Master Plan Ala bor shed analysis explores where residents are employed. In 2018, 44% of residents who lived in Fayetteville also worked in Fayetteville.' Springdale was the city with the second greatest share of Fayetteville residents as employees. Figure 33. Labor Shed Analysis (2011-2018) Fayetteville 05pringdale Bentonville ERogers E All Other Locations ;000 .000 �000 2011 2012 2013 2014 2015 2016 2017 2018 Source: U.S. Census Bureau, OnTheMap, https://www.datawrapper.de/ /ELsvm/ Talent Retention As the state's flagship university, the University of Arkansas functions as a massive economic development engine for Fayetteville, the Norwest Arkansas region, and the state more broadly. Subsequently, the City's economic health is enhanced by retaining talent from the University of Arkansas upon graduation. On an annual basis, the University of Arkansas provides a high-level overview of retention of students graduating each year. Approximately 44% of graduates from the Class of 2023 who entered the workforce remained in Northwest Arkansas while approximately 45% left the state altogether. Half of graduates pursuing continued education opportunities remained in Northwest Arkansas. Figure 34. University of Arkansas Class of 2023 Outcome Destinations Northwest Arkansas EArkansas Out -of -State Undisclosed Working Continuing Education Military Service Volunteering Total: Total: Total: Total: 3,196 1,004 45 8 Source: University of Arkansas, https://www.datawrapper.de/ /IloF5/ 4The Department of Economic Vitality acknowledges the discrepancy for this statistic as evidenced in Appendix B. Due to limitations of available public datasets, the Department altered the language of Goal in the Community Development section to allowfor further determination of the goal percentage of residents who both live and work in Fayetteville once the City engages a professional demographer as outlined in the Community Development action items. 2024 Economic Vitality Master Plan 149 Income Median household income in 2023 was $51,513, down almost three percentage points from the previous year. This is particularly challenging given that the U.S. has experienced annual inflation rates of approximately 7% for two years in a row. Figure 35. Median Household Income (2010-2023) $65,000 60,000 55,000 50,000 45,000 40,000 35,000 30,000 2010 '12 '14 '16 '18 '20 '22 Source: 2010-2023 ACS 1-Year Estimates, S1901, https://www.datawrapper.de/ /1f9c�S/ Washington County Living Wages $51,513 Housing, transportation, and childcare are typicallythe most significant expenditures in a household budget. Data suggest that many of Fayetteville's residents do not earn or have a clear pathway to earning the wages required to meet these needs on a consistent basis, which forces many households to make tradeoffs. Raising median household income and lowering the cost of housing, transportation, and childcare is perhaps the most significant opportunity to promote shared economic prosperity in Fayetteville. Table 9. Wage Levels for One Adult (2024) Wage Level 0 Children 1 Child 2 Children 3 Children Living Wage $19.35 $32.30 $39.80 $52.17 Poverty Wage $7.24 $9.83 $12.41 $15.00 Minimum $11.00 Wage Source: MIT Living Wage Calculator, https://www.datawrapper.de/ /oF5G1/ 50 12024 Economic Vitality Master Plan Table 10. Wage Levels for Two Adults -One Working (2024) Wage Level 0 Children 1 Child 2 Children 3 Children Living Wage $27.07 $32.25 $36.69 $39.66 Poverty Wage $9.83 $12.41 $15.00 $17.59 Minimum $11.00 Wage Source: MIT Living Wage Calculator, https://www.datawrapper.de/ /WOMMc/ Table 11. Wage Levels for Two Adults - Both Working (2024) Wage Level 0 Children 1 Child 2 Children 3 Children Living Wage $13.35 $18.22 $22.42 $25.81 Poverty Wage $4.91 $6.21 $7.50 $8.79 Minimum $11.00 Wage Source: MIT Living Wage Calculator, https://www.datawrapper.de/ /ZhFsX/ 2024 Economic Vitality Master Plan 151 Place The Place sub -section of Appendix B features content related to mapping economic inequality, assessed value per acre, and affordable housing. Assessed Value Per Acre The Economic Vitality Master Plan story map also provides an interactive map of the assessed value per acre across Fayetteville, utilizing local property tax data. The higher the assessed value of the parcel, the darker the parcelwill appear in the map. The higher the assessed value per acre, the more raised the parcel will appear in the 3-D interactive map. Figure 36. Assessed Value Per Acre Story Map Ar AW j+ . 4 Y . Y Ayb ii yrl i "S 4'Rtt NL4N0 Source: City of Fayetteville GIs, https://storymaps.arcgis.com/stories/bea98586a2d24Ob588eaddO7fc85eebd Downtown Fayetteville has the greatest concentration of parcels with high assessed property values as well as high levels of assessed value per acre. With the exception of several clusters of commercial and institutional parcels, South Fayetteville has the lowest levels of assess value per acre and overall assessed value of property. Figure 37. Downtown Fayetteville Assessed Value Per Acre ■ ■ IRL -�AKIU }_ T4 w t' 'FP off Offlm4 I Source: City of Fayetteville GIs, https://storymaps.arcgis.com/stories/bea98586a2d240b588eadd07fc85eebd 52 12024 Economic Vitality Master Plan Dickson Street during the Fayetteville Pride Parade Photo courtesy of City of Fayetteville Y �"-p IL AAL t -►,� a III. GOVERNING FOR ECONOMIC EQUITY AND MOBILITY DEFINING ECONOMIC VITALITY he phrase `economic development' encompasses a wide range of activities but continues to elude a universally accepted definition. The U.S. Economic Development Administration (EDA) currently defines economic development as "creating the conditions for economic growth and improved quality of life by expanding the capacity of individuals, businesses, and communities to maximize the use of their talents and skills to support innovation, job creation, and private investment."' At its core, public sector economic development work aims to tackle common and recurring policy challenges created by various market failures. Perhaps the economy has created too few good -quality jobs for workers without college degrees. Or women and people of color account for too few members of the local entrepreneurial community. Or wealth gaps along racial, ethnic, socioeconomic, and gender lines are stubbornly persistent. Complex economic problems call for nuanced economic development policies, rooted in economic theory but enhanced by local context and expertise. Moving toward a new economic development strategy requires reflection on economic development work of the past. Modern economic development planning has roots in the U.S. South, with Mississippi producing the first economic plan to balance agricultural and manufacturing industries at the onset of the Great Depression.""' Even as economic development grew into a standardized profession throughout the 20th and 215t centuries, emphasis was often placed on commercial real estate development and business attraction.'X A narrower approach to economic development nationwide has created several challenges over the course of decades: producing siloed, short-term economic gains; targeting individual firms or incorrect sectors instead of supporting regional cluster growth; and offering incentives and subsidies that have limited long-term community benefit. Alternatively, the City of Fayetteville and the Department of Economic Vitality are committed to economic development activities that foster equitable and sustainable economic growth, a practice known as economic vitality. An approach grounded in an economic vitality framework advances twin goals of growing the local or regional economy and enhancing the prosperity and quality of life of our community's residents. Growth, prosperity, and inclusion are complementary goals for economic development in the City of Fayetteville. The Economic Vitality Master Plan forgoes reactionary, traditional economic development —often motivated by state and local politics to deliver short-term wins —in favor of an approach that applies economic theory to economic development policy. Economic development is fundamentally about creating conditions for increased productivity of land, labor, and technology. Both strategies share an emphasis on connecting jobs and workers as well as improving an entire region, but they vary in The capacity for survival or for the continuation of a vit I I ty meaningful or purposeful existence 2024 Economic Vitality Master Plan 155 approach (e.g., recruiting new companies vs. enhancing local resources, expanding aggregate activity vs. including previously excluded groups). And in many instances, economic developers engage in work that advances both equity and efficiency principles. From an economist's perspective, there are two broad justifications for engaging in economic development work: equity rationales (the distribution of resources persistently disfavors historically disadvantaged individuals or groups) and efficiency rationales (resources are spatially misallocated). Job creation and capital investment remain critical to the project of advancing economic vitality work in Fayetteville, but the City also values job quality and career sustainability, wealth - building for residents facing barriers to View from Mount Sequoyah I Photo courtesy of City of Fayetteville mobility, and equitable opportunities to participate in the local economy. The Economic Vitality Master Plan employs a range of place -based economic development policies including, but not limited to: • Business retention and recruitment to attract capital to the region • Assistance to small- and medium- sized businesses to improve technology and innovation • Targeted and broad -based workforce development to enhance labor force participation and productivity • Redevelopment of land and infrastructure to enhance land productivity and promote affordability • Development and implementation of regional strategies to solve coordination problems When we bring business, government, academia, nonprofits, and civil society together, our community can achieve more prosperous and equitable local economic outcomes. Economic vitality is more than economic development for economic development's sake —it's about ensuring that Fayetteville is a place anyone can call home and where everyone can enjoy a high standard of living. 56 12024 Economic Vitality Master Plan NEW ECONOMIC DEVELOPMENT PARADIGMS hile the pandemic accelerated the need for a new economic development strategy, a growing body of policymakers and practitioners nationwide have called for a paradigm shift to retrain economic development's focus from aggregate growth to broad -based prosperity and economic inclusion. As Brookings Metro co-founder and researcher Amy Liu noted in 2016, "Top -line growth doesn't ensure bottom -line prosperity. The potential of economic development is to do what markets alone cannot do: influence growth through action and investments."' The goal of economic development is to achieve growth, prosperity, and inclusion: To put a regional economy on a trajectory of higher growth that increases the productivity of firms and workers and raises standards of living for all, thus achieving deep prosperity —growth that is robust, shared, and enduring. Adapted from "Remaking economic development: The markets and civics of continuous growth and prosperity" Some of the contents of this Master Plan include topics one might traditionally associate with a municipal economic development organization: small business development, talent attraction, and job creation. This chapter, however, underscores three newly integrated economic development paradigms underpinning City staff's approach to achieving sustainable economic growth, prosperity, and inclusion in Fayetteville's economic vitality initiatives: High -quality places. The ongoing project of economic development is inevitably intertwined with envisioning prosperity at the community -level and neighborhood -level in addition to considering the needs of industry and workers. Community development strategies must balance a desire to preserve Fayetteville's community character and cultural institutions with a mandate to responsibly manage growth. As recent years have demonstrated, reducing disparities in housing affordability and accessibility is the linchpin of preventing involuntary displacement of residents. Equity -oriented workforce systems. City -supported workforce development initiatives should focus on enabling regionally in -demand, sustainable, and good -paying career pathways and targeting resources for residents facing persistent barriers to employment. This includes a renewed emphasis on the importance of career and technical education for younger residents as well as the value of non -four-year degree programs. Stable care networks. Infrastructure extends beyond a traditional inventory of our community's physical assets, representing any underlying system that facilitates other critical functions for workers and families. As such, childcare is vital civic infrastructure, and public interventions to improve the quality, affordability, and accessibility of childcare can increase the productivity and economic well-being of Fayetteville's parents and caregivers. Policies should focus on increasing the supply of available seats while lowering costs. Many of Fayetteville's households likewise require additional community support when it comes to caring for elders and individuals with disabilities. Developing stable care networks prioritizes policies and programs that serve individuals across stages of life and income Levels. While Fayetteville has long been a community that prides itself on welcoming others and finding strength in diversity, the Economic Vitality Master Plan aims to build on the City's legacy to catalyze economic inclusion and prosperity for years to come. Each of the three economic vitality paradigms above are described in further detail in the following sections. 2024 Economic Vitality Master Plan 157 High -Quality Places Affordable Housing National Context Affordable housing shortages are persistent problems nationwide and within Northwest Arkansas. Today's housing challenges are often reflective of an array of factors and policy choices compounding over time. In 2023, sharply rising interest rates impacted affordability for homeowners and renters, and increased construction and land costs triggered a slow -down in construction of new single-family homes in the face of a years -long housing shortage in the U.S.' 2024 ushered in record -high housing cost burdens, with affordability pressures climbing the income ladder for renters in particular."' While the American housing crisis looms large in national discourse, it can be helpful to reframe conversations about housing policy in terms of a series of interrelated housing crises. Namely, production of housing has not adequately kept pace with housing demand, and stagnant wages have exacerbated the population of individuals facing housing cost burdens. These national trends are evident within Fayetteville's housing market. Figure 38. Median House Value and Median Household Income in Fayetteville (2000-2022) —Median House Value —Median Household Income $300,000 250,000 200,000 150,000 100,000 50,000 0- 2000 2009 $323,500 $52,991 Figure 39. Cumulative New Housing Production vs. Cumulative New Population (2014-2022) — Cumulative Permitted Housing Units - - Cumulative Permitted Housing Units Completed —Cumulative New Population 20,000 18,000 16,000 14,000 12,000 10,000 8,000 6,000 4,000 2,000 20,321 ' 11,329 11,061 V 14 '15 16 '17 '18 '19 '20 '21 '22 '23 The U.S. housing system is defined by a patchwork policy landscape and is largely privatized (i.e., significantly lower levels of social housing relative to peer countries). Under these conditions, state and local governments are critical players in the housing system, though they might not always view themselves as such. To assert that local governments do not play a role in housing policy is to ignore their daily role in local housing market (dys)function. In a federal political system, local governments are vested with the key tools for expanding or constricting housing production via zoning and permitting as well as supporting the flow of federal and state dollars to vulnerable resident populations, including low-income residents, seniors, and individuals with disabilities. In the absence of unified guidelines and stable funding for housing at the federal level, carefully structuring housing policy decisions on the local level can lead to more socially optimal outcomes. 58 12024 Economic Vitality Master Plan Defining Housing Affordability Establishing a shared language around housing affordability is important to understanding the housing -related action items in the Economic Vitality Master Plan and productive community discussion. While housing affordability is a pervasive problem in Northwest Arkansas and across the U.S., the language we use to discuss affordable housing can often be confusing or imprecise. Housing is considered affordable when an occupant pays no more than 30% of gross income for housing costs, including utilities. Attainable housing references housing that is affordable (i.e., not more than 30% of income) to people earning around the Area Median Income (AMI), typically between 80% and 120% of AMI. Low- and middle -income housing, sometimes referred to as workforce housing, expands this range to between 60% and 120% of AMI and theoretically targets low- and middle -income workers who are indispensable to the local community like childcare professionals, firefighters, health care workers, police officers, teachers, and recent graduates. Table 12. Housing Affordabilitv Levels in Favetteville (2022) Extremely/very low- income Low-income Moderate -income Percent of Annual Household Monthly err Fayetteville AM I 30% Income $15,897 Housing Maximum $397 50% $24,496 $662 60% $31,795 $795 80% $42,393 $1,060 100% $52,991 $1,325 120% $63,589 $1,590 Source: Adapted from the 2023 Fayetteville Housing Assessment Residents in need of attainable or low- and middle -income housing often do not qualify for public housing assistance, like subsidies provided through U.S. Department of Housing and Urban Development (HUD) or low-income tax credits, but still struggle to find affordable options within the market -rate housing stock. That the need for affordable middle -income housing is evident in Fayetteville and communities nationwide does not diminish the stark need for housing policy measures to serve residents and families making 50% or below of AMI. Some policy analysts favor a measure of affordability based on combined housing and transportation costs, acknowledging the linkage between where a person lives and the expenses they incur to travel between their home, work, and recreational activities. Residual income metrics can also support analysis of housing affordability across income levels or household size.x Figure 40. Housing Affordability Terms by AMI Level Gross Income as a Percentage of Area Median Income 0% 20% 40% 60% 80% 100 % 120% Public Sector Affordable Attainable Low- and Middle -Income or Workforce Housing affordability is associated with a different nominal amount for every individual based on household income. Generally, housing costs should be less than 30% of gross income to classify as affordable. 2024 Economic Vitality Master Plan 159 While workforce housing has gained traction in regional affordable housing conversations, the Department of Economic Vitality consciously elects to use the term "low- and middle -income housing" in its place in alignment with a growing body of housing policy practitioners who view workforce housing as a misnomer. A recent study suggests that most state and local workforce housing programs determine eligibility based on levels of area median income —not profession or employment status as the term would imply —and "in operationalizing one common definition... do not serve most working renters with affordability challenges, who are overwhelmingly lower - income."' While the Department acknowledges that affordability concerns are creeping up the income ladder, it remains important to be precise in the way we describe the resident populations we aim to support with various housing policies and programs. When we talk about affordable housing, we are talking about supporting a wide array of residents as they move between income groups and across stages of life. Local Context In October 2023, the City's Long Range Planning Division released the 2023 Fayetteville Housing Assessment, which was first socialized as a series of presentations at City Council meetings." Conducted in response to rapid population growth and increasing housing affordability challenges, the assessment recommended that the City of Fayetteville use directly available policy tools such as land use regulation, infrastructure investment, and other management strategies to address ongoing housing affordability and availability concerns. This included continuingto implement long- range plans through housing -focused action items as well as protecting existing affordable housing stock, especially in areas close to employment or education centers. 2023 Fayetteville Housing Assessment Key Findings 1. Fayetteville requires approximately 1,000 units of housing annually to keep pace ; with projected population growth. 2. Thirty-eight percent of Fayetteville's households (15,853) were housing cost- ; : burdened in 2022. 3. More than half of Fayetteville's households need housing priced at a rate belowthe ■ ■ current citywide average rent rate. ■ 4. The City requires 8,426 housing units available at costs calibrated to specific ; income levels to provide enough affordable housing options for the projected population by 2045. ■ 5. Fayetteville's zoning code is similarto what itwas in 1970, emphasizing low -density ; ■ development. 6. Continuing to develop new housing through low -density development would burden Fayetteville with additional costs for land, streets, water, and sewer for : each additional unit of housing required to address current affordable housing needs and population growth. Affordable housing -related content in the Economic Vitality Master Plan is likewise oriented around three key patterns evident within the Fayetteville Housing Assessment's analysis about rising housing cost burdens for Fayetteville's residents: 60 12024 Economic Vitality Master Plan Renters making up to $34,999 were the most cost -burdened group in 2022. Approximately 19.6% of renter -occupied households making less than $20,000 and 21.3% of renter - occupied households making between $20,000 and $34,999 were housing cost -burdened. The majority of renter -occupied households are low- and moderate -income households. Forty-eight percent of renter -occupied households had an annual income of $34,999 or less with another 33% making between $35,000 and $74,999. Affordable housing production is required across income levels. Recent data indicate that Fayetteville needs more than 6,000 additional units of housing available below $875 per month with more than half of those units needed at a rate below $500 per month to relieve current low-income cost -burdened households. The current citywide median gross rent is $927, and it is worth emphasizingthat additional housing stock is also needed at price points above the current median rate. Failure to address this segment of the market will exacerbate pressure on the lower end of the market. Taken together, these patterns suggest that the City needs to develop and implement a range of tools to induce local housing production affordable across the income spectrum. Outside of directly alleviating affordability challenges for middle -income households, middle -income housing programs can encourage the creation of mixed -income communities, provide a bridge for low- income households increasing their earnings over time, and incentivize the production of housing at lower price points than what the market would have otherwise produced. But there are inherent policy tradeoffs at play. Middle -income housing policies should be carefully targeted and additive to programs that support low-income households, not replacements. While housing policy solutions are required across income levels to address increasingly far-reaching cost escalations, there remains a pressing need to prioritize direct municipal interventions to address the needs of renters and low-income households. Figure 41. Projected Affordable Housing Units Needed (2023-2045) Below $500 Between $500 and $875 Between $875 and $1,250 Between $1,250 and $1,875 779 Source: City of Fayetteville, 2023 Fayetteville Housing Assessment, https://www.datawrapper.de/ /vgIBE/ The senior community is an often -overlooked population in the affordable housing discussion. But as demonstrated by the Macroeconomic Analysis Summary section, individuals over the age of 65 are an increasingly larger segment of the population as the Baby Boomer generation ages, with one in five householders belonging to the 65+ cohort. Monitoring changes in demographics can help a community understand age -based discrepancies in housing preferences and affordability, which, in turn, can support more proactive measures to support individuals who desire to age in place within their communities —sometimes in their existing homes and other times in facilities with smaller footprints or enhanced accessibility features. If homeownership is a source of stability and wealth - building at a household level, the housing characteristics of seniors can provide a great deal of information about residents' long-term quality of life in Fayetteville. With many seniors living on fixed incomes, housing costs represent an even larger portion of their household budgets, and, for some, 2024 Economic Vitality Master Plan 161 the equity of a home may be factored into transitioning into retirement or intergenerational wealth building. Approximately 70% of Fayetteville's population age 65 or older lived in owner -occupied housing units in 2022. Relative to the overall population (2.41), the average household size was smaller (1.79) for senior households, reflecting the absence of children or spouses. Housing cost burdens for seniors who own their homes were similar to the overall population at around 14% of owner -occupied households. Table 13. Selected Housing Characteristics for Fayetteville's Total Population and Population 65 Years and Over (2022) Population 65 Total Population Years and Over Occupied housing units 39,763 5,660 Average household size 2.41 1.79 Cost -burdened 14.6% 14.2% Median home value $291,300 $278.500 Median monthly costs with a mortgage $1,703 $1.340 Median monthly costs without a $502 $538 mortgage Average household size 2.07 1.42 Cost -burdened 45.9% 55.9% Median gross rent $944 $905 Source: 2022 ACS 1-Year Estimates, S2502 While fewer seniors are renters, 55.9% of the senior renter population faces housing cost burdens, a full ten percentage points higher than Fayetteville's overall renter population. Many seniors live on fixed incomes associated with Social Security benefits or personal retirement savings, and the difference between monthly rents and median monthly housing costs for seniors without a mortgage may be one factor driving the higher incidence of housing cost -burdened senior renters. Older residents face a dual burden of affordability as they age, bearing both the cost of housing accommodations and the cost of and proximity to care in their community required to age in place. Affordable housing is of increasing concern for both low- and middle -income older adults. In 2022, 60% of Fayetteville's residents 65 years and older had household incomes below $60,000, roughly 120% of the city's AMI. 62 12024 Economic Vitality Master Plan Figure 41. Annual Household Income of Householders 65 Years or Older (2022) Annual Household Cumulative Income Households Percentage Percentage Less than $10,000 578 6.9% 6.9% $10,000 to $14,999 509 6.0% 12.9% $15,000 to $19,999 390 4.6% 17.6% $20,000 to $24,999 970 11.5% 29.1% $25,000 to $29,999 335 4.0% 33.1% $30,000 to $34,999 242 2.9% 35.9% $35,000 to $39,999 132 1.6% 37.5% $40,000 to $44,999 590 7.0% 44.5% $45,000 to $49,999 180 2.1% 46.7% $50,000 to $59,999 1,126 13.4% 60.0% $60,000 to $74,999 472 5.6% 65.6% $75,000 to $99,999 1,081 12.8% 78.5% $100,000 to $124,999 469 5.6% 84.1% $125,000 to $149,999 512 6.1% 90.1% $150,000 to $199,999 299 3.6% 93.7% $200,000 or more 530 6.3% 100.0% Source: 2022 ACS 1-Year Estimates, B1 9037 Status quo strategies for reducing housing cost burdens for seniors are broadly targeted in Arkansas instead of focusing on the highest -need senior populations (i.e., low-income seniors, especially low- income renters). For example, eligibility for state -level property tax relief is determined by age or disability status alone, regardless of income level or assets, instead of modeling a true "circuit breaker" approach that would stabilize property taxes at an affordable rate.""' Property tax relief and reverse mortgages are two of the most common policies to reduce housing cost burdens for seniors living on a fixed income; notably, neither of these policies address the needs of renters. In the absence of sufficient federal appropriations for public assistance for seniors, municipalities can play a critical role in filling the gap with policies, programs, and projects that meet the needs of low- income seniors and seniors without significant financial assets. 2024 Economic Vitality Master Plan 163 Better Housing Outcomes Taking stock of Fayetteville's housing affordability challenges in relief against nationwide housing crises, it becomes clear that the federal housing policy landscape has systematically underprovided public assistance for our most vulnerable populations, including low-income renters, seniors, and the asset -limited, income - constrained, employed (ALICE) community. While significant strides can be made through market -based policy solutions, the need for publicly subsidized housingwill never be zero. The Economic Vitality Master Plan draws heavily on the research and analysis of the 2023 Housing Assessment, prioritizing the lesson that affordable housing needs exist across the income spectrum. While the woes of Fayetteville's current housing market have commonalities with communities across the U.S., our community has the opportunity to differentiate itself by crafting local housing policy cast in the mold of the standards that already define our community, namely our core values of inclusion and environmentalism. While one might assume that economic development and conservation are inherently at odds, an equity -centered approach to development emphasizes the importance of environmental justice. Smart growth is an urban planning principle and development approach that helps communities conserve the natural environment, protect public health, and make our cities "more attractive, economically stronger, socially diverse, and resilient to climate change."x" Central to smart growth is the practice of concentrating growth in compact, walkable urban centers to avoid the negative environmental impacts of sprawl and straining public infrastructure and services against an ever-expanding growth boundary. This includes mixed -use development and proactively cultivating complete neighborhoods, pockets across town where a resident can easily access housing, employment, goods and services, and amenities, ideally on foot. At its core, smart growth is about increasingthe sustainabilityof our short-term decisions —in both the environmental and temporal sense. So, what does smart growth look like in the context of Fayetteville's affordable housing future? Mitigating climate change and addressing its disproportionate impact on low-income residents and communities of color should be front and center of our local housing policy solutions. As the 2024 Climate Action Plan sharply points out, "Extreme weather events and constrained resources directly affect our residents, especially those who live in low-income and disadvantaged communities. How we address the crisis will affect current and future generations' abilities to thrive and exist.""""' Energy efficiency measures and other home rehabilitation strategies can improve affordability through reduced utility expenditures, and keeping the City's floodplain from expanding is important 64 12024 Economic Vitality Master Plan for the future livability of a range of neighborhoods across town. Deploying an equitable development framework to future housing initiatives in Fayetteville can unify the tenants of smart growth, environmental justice, and economic equity, integrating "people -focused strategies (efforts that support and are informed by community residents) with place -based strategies (efforts that stabilize and improve the neighborhood environment).""' If Fayetteville's residents are its greatest assets —the true drivers of the small businesses and cultural institutions that make the community recognizable —then displacement and sprawl are the greatest foes to the future of equitable economic growth in Fayetteville. Under a smart growth framework, the false dichotomy of environmental conservation and affordable housing advocacy is eliminated; community advocates work side -by -side to ensure that long-term residents can afford to live in our community while supporting a flourishing outdoor recreation economy that welcomes visitors from afar. Economist and housing policy expert Jenny Schuetz offers four key characteristics of a well -functioning housing system': • Housing supply is reasonably responsive to demand • Some new housing should be added in places where people most want to live • Markets provide housing options that match household budgets and preferences • All people can afford decent quality, stable housing in healthy communities, regardless of income While it takes time to observe the impacts of new housing policy in a largely privatized durable goods market, the City can view these characteristics as guides to which Fayetteville's housing market can aspire. In a recent presentation sponsored by Northwest Arkansas's own Groundwork, urban policy expert and writer Bruce Katz provided an overview of the recent surge in state and local housing policymaking. While zoning reform is a necessary element in any community's toolkit, he argued, it is not sufficient to address our housing crisis alone.xx' He likewise outlined a taxonomy of state and local innovations that Fayetteville's staff and housing policy stakeholders can use to craft a suite of policy solutions. Table 14. State and Local Policv Tools Goat Land. Enable • Actions Land use reform production to happen . Public asset faster disposition Construction. Reduce . Energy efficiency the cost to build and . Modular decarbonize housing construction Capital. Innovate on . Housingtrust funds capital stacks . Special purpose credit programs Regulation. Protect . Rental registries renters . Building code reform Delivery. Build • New intermediaries capacity for affordable . New functions for old housing at scale intermediaries Key groupings of action items under the housing -related strategies in the Community Development section are structured to be responsive to branches of the national housing crisis (production and preservation of housing stock) as well as high -need groups locally. Advancing a diverse set of policy options to support affordable housing construction and preservation in the face of continued population growth can help ensure Fayetteville remains accessible to current and future residents alike. The community must collectively treat housing issues as the complex challenges they are, advocating for short-term solutions while we work toward more structural change to enable better housing outcomes. The Department is committed to collaborating with the City's Housing Crisis Task Force to develop and implement these short-term solutions in tandem with other implementation work outlined in the Economic Vitality Master Plan. 2024 Economic Vitality Master Plan 165 Neighborhood Center Advancement Plan Overview This Neighborhood Center Advancement Plan (NCAP) outlines the Department of Economic Vitality's proposed process for moving forward with the development of Neighborhood Centers in collaboration with Development Services, Parks, Natural Resources, and Cultural Affairs, and Public Works. Building on the Tier Center concept of City Plan 2040's Growth Concept Map, Neighborhood Centers are pedestrian -oriented places that provide convenient proximity to a diverse mix of goods, services, jobs, and housing options accessible to all residents. The City aims for the NCAP to be an additional tool for development in Fayetteville, but it is by no means the sole solution for generating desired development outcomes. Context City Plan 2040 Adopted by City Council in 2020, City Plan 2040 is Fayetteville's latest comprehensive plan. A comprehensive plan functions as a key tool for supporting zoning decisions and expressing a vision for Fayetteville's future. Notably, City Plan 2040 provided new planning tools, including the Growth Concept Map and the Infill Assessment Map, to support the City's growth management. Six goals undergird City Plan 2040's framework: • Goal 1: We will make appropriate infill and revitalization our highest priority • Goal 2: We will discourage suburban sprawl • Goal 3: We will make compact, complete, and connected development the standard • Goal 4: We will grow a livable transportation network • Goal 5: We will assemble an enduring green network • Goal 6: We will create opportunities for attainable housing The NCAP follows in City Plan 2040's tradition of providing a framework that balances growth while maintainingthe characteristics we love about Fayetteville: community and neighborhood character, preservation of natural resources, accessible public art, and commitment to a culture of welcoming and inclusion. Economic Vitality Master Plan The forthcoming 2024 Economic Vitality Master Plan complements the goals outlined in City Plan 2040, proposing goals, supporting strategies, and action items intended to grow the local and regional economy while advancing shared prosperity and enhancing quality of life for Fayetteville's residents. The third section of the Economic Vitality Master Plan focuses on community development, establishing the following goals: • Goal 1: Ensure Fayetteville is a vibrant, livable community for current and future residents through intentional growth management • Goal 2: Reduce housing cost burdens for residents making under 120% of Fayetteville's Area Median Income (AMI) • Goal 3: Increase the percentage of individuals who both live and work within Fayetteville by 2030 The NCAP aims to operationalize the theoretical planning concept of complete communities in Fayetteville in the pursuit of creating high -quality places across Fayetteville, not just in its urban hubs. To translate this in terms of the Growth Concept Map, the NCAP focuses primarily on activating 66 12024 Economic Vitality Master Plan community -centric development in Tier Two and Tier Three Centers in a way that prioritizes community values, livability, and sustainability. Figure 42. Growth Concept Map (City Plan 2040) Paved Trail •`-= Ciry Limits •Tier 1 Center *Tier 2 Center. • Special District Tier 3 Center, High -activity Corridor •••• Transit Corridor •, Park ----- Planning Area _ Enduring Green Network Figure 43. Neighborhood Center Advancement Plan Map Corresponding with a range of action items in the Community Development section of the Economic Vitality Master Plan, the NCAP is a complementary methodology in the City's planning toolkit to encourage desirable development and ensure that local and regional growth contributes to a shared future for the City's current and future residents. By focusing on development outside of existing Urban Centers, the City aims to proactively address a continued pattern of undesirable development outcomes throughout Fayetteville (e.g., gas stations on a Neighborhood Center's prime corner lot). Key Terms To support discussion of NCAP implementation work, staff have continued to refine geographic terminology derived from the City's comprehensive planning work. Drawing on the Place Type model developed by the City of Charlotte and terms outlined in City Plan 2040, the NCAP defines and leverages several key terms summarized in the following table. 2024 Economic Vitality Master Plan 167 Table 15. Key NCAP Terms Term Description Place Type is an umbrella category which encompasses Urban Centers, Neighborhood Centers, Special Districts, and High -Activity Corridors. Place Type terminology enables Place Type a more holistic discussion of the characteristics we associate with the built environment beyond basic parcel -based zoning. Relevant components of each Place Type include land use, character, mobility, building design, and open space. Also known as a Tier 1 Center in the Growth Concept Map, Urban Centers are the most urban places in the region, attracting visitors from both Fayetteville and farther afield. These centers are and will become the retail, cultural, recreational, and entertainment Urban Center destinations of Northwest Arkansas. Buildings found in Urban Centers include multi- story residential and commercialwith a dense mix of shops, homes, jobs, and amenities. Examples: Downtown Fayetteville; Uptown Fayetteville Neighborhood Centers encompass both the Tier 2 Center and Tier 3 Center described in the Growth Concept Map. Tier 2 Centers are smaller scale urban hubs with fewer services, residents, and jobs relative to Tier 1 Centers. These centers largely exist to provide services and employment to residents within two to three miles and are characterized by housing that ranges from one -to -three-story detached dwellings to duplexes, row houses, and mid -rise apartments. Commercial uses are mixed -use as well as office buildings. Neighborhood Center Examples: Crossover Road/Mission Boulevard; Wedington Road/Steamboat Road; North Street/Garland Avenue; 15th Street/School Avenue Tier 3 Centers are intended to serve the immediately surrounding residential areas and cater to specific small -market needs, meaning they exhibit a fair degree of variation in terms of both housing options and commercial uses. The nodal nature of these areas often provides a distinct sense of place. Examples: Mission Heights; Cato Springs Road/School Avenue; Mount Comfort Road/Salem Road; Township Street/Gregg Avenue Special Districts are segments of the city historically intended for more intensive Special commerce and correlate with special -use, semi -autonomous campuses. District Examples: Washington Regional Medical Center; University of Arkansas; Fayetteville Commerce Park High -Activity Corridors are dual-purpose streets, functioning as major transportation routes for people and goods that link other routes and activity centers as well as destinations in and of itself. Activities and uses may include a variety of housing types and horizontal and vertical mixed -use shopping patterns. They are often a series of Neighborhood Centers that have grown together overtime and typically evolve into more High -Activity walkable environments. Corridor For the purposes of the NCAP, High -Activity Corridors also encompass what City Plan 2040 labels a Transit Corridor, or a regional frameworkfor more frequent transit services that can support denser housing and commercial development. Examples: College Avenue/71 B Corridor; Wedington Drive; Martin Luther King Jr. Boulevard Terms adapted from City Plan 2040 68 12024 Economic Vitality Master Plan Shared working definitions of these Place Types can inform future revisions to the City's Unified Development Code, which functions as the primary tool for realizing the City's vision for high -quality places and complete communities. Figure 44. City of Fayetteville Place Types Urban Centers Also known as Tier 1 Centers Proposed Process and Benefits Place Types Special Neighborhood Centers District Also known as Tier 2 and Tier 3 Centers High -Activity Corridor Links one Neighborhood Center with another Neighborhood Center or transit route Step 1: Identify a Preliminary Set of Neighborhood Centers for Review Utilizing the Tier Two Centers, Tier Three Centers, Special Districts, and High -Activity Corridors identified in City Plan 2040's Growth Concept Map, staff will develop a comprehensive list of preliminary Neighborhood Centers for inclusion in the NCAP process. This working list will serve as a starting point for City staff and is subject to change. Step 2: Conduct a Citywide Utility Capacity Assessment of Neighborhood Centers Staff recommends first assessing each Neighborhood Center's utility capacity for additional development -driven demand. While other utilities may be relevant at the time of analysis, water and sewer utilities will be the primary focus of this utility capacity assessment. Given the extensive costs associated with projects that increase public utility utilization, a utility capacity assessment will provide the City with a sense of which Neighborhood Centers are best positioned to handle increased demand and therefore should be prioritized for development. Why is this important? Utility capacity -driven decision -making for Neighborhood Centers prioritization expedites implementation by mitigating the risk of exorbitant water and sewer infrastructure costs. Reducing per project cost burdens from potential housing projects throughout Neighborhood Centers lessens downstream costs evident in a home's price. Utility capacity -driven prioritization subsequently supports the development of much -needed missing middle housing types (e.g., duplexes, fourplexes, cottage courts, multiplexes) and encourages mixed income communities within Neighborhoods Centers by eliminating barriers to entry for smaller scale developers. Step 3: Standardize Analysis of Neighborhood Centers Staff will develop more detailed analyses of each preliminary Neighborhood Center, exploring current economic conditions, social and community factors, infrastructure capacities, and preliminary land use assessment. Analysis will support the prioritization of Neighborhood Centers across Fayetteville. The Department of Economic Vitality currently has internal capacity to conduct the Economic and Community Development Analysis. Key components of each focus area are outlined below. 2024 Economic Vitality Master Plan 169 Table 16. Neighborhood Center Analysis Components DevelopmentEconomic and Community • Composition of businesses within the Neighborhood Center • Composition of businesses within a 10-minute walk of the Neighborhood Center • Employment concentrations by parcel Industry and • Federal zoning status (e.g., Historically Underutilized Business Zone, Employment Opportunity Zone) • Goods and services assessment (e.g., restaurants, personal care services, exercise) • Proximity to major employment centers • In -bound and outbound commuter patterns • Primary destinations of employment (i.e., commuters leaving Fayetteville for Labor -Shed employment) • Primary destinations of residence (i.e., commuters traveling to Fayetteville for employment) • Accessibility, affordability, and quality of childcare and eldercare options Community • Food and nutrition security Services and • Proximity to K-12 education Amenities • Proximity to healthcare services . Proximity to nearest park, trail, and recreational amenities • Public art located within the Neighborhood Center • Dwelling unit and population concentrations Housing • Current median household income Affordability • Current concentration of poverty • Subsidized affordable housing within the Neighborhood Center Built Environment Analysis • Current level of residential water capacity • Current level of residential sewer capacity Infrastructure • Fiber optic providers • Presence of City information technology connection points • Publicly accessible Wi-Fi • Unsheltered and sheltered bus stop locations • Sidewalk gaps within 10-minute walk shed, including a detached sidewalk analysis (e.g., tree or safety buffer) Transportation • Presence of on -street bicycle infrastructure • Street light infrastructure coverage • Traffic counts (if available) • Traffic crashes • Current zoning • Vacant or underutilized parcels • Municipally -owned land Parcel Analysis • Parcels with ecosystem services (e.g., floodplains, streams, tree protection areas) • Historically or culturally important parcels • Infill scores Why is this important? Additional examination of the current conditions of a Neighborhood Center across multiple economic development factors serves as a standardized tool to support future cross -divisional conversations between City staff. 70 12024 Economic Vitality Master Plan Step 4: Engage with Community Members Successful development projects in Fayetteville have one thing in common: a receptiveness to listening to concerns from the community, even ones that lack substantive quantitative support or which do not align with the City's long-term goals for growth. Community engagement is the linchpin of staff's recommended approach to Neighborhood Center activation, and treating residents as the experts of the places where they live and work will provide better outcomes for Fayetteville. Staff recommend the following community engagement strategies for the NCAP: • Utilize the Speak Up Fayetteville platform to conduct a randomized survey of residents within a 10-minute walk shed of the Neighborhood Center to understand existing residents' preferences that can guide rezoning entitlements (e.g., use, height) • Conduct visioning and listening sessions with the community to survey visual preferences and uses and to identify services and amenities gaps • Identify the neighborhood's key cultural assets that positively contribute to neighborhood identity to better inform staff's ability to protect and emphasize these assets throughout the development process • Consider using community ambassadors to strengthen engagement with historically underrepresented community members Why is this important? Positioning residents as true partners in NCAP implementation allows the City to advance key growth management strategies like appropriate infill and affordable housing production while protecting and bolstering the character of the community we all call home. Mitigating potential resident displacement is part and parcel of achieving better outcomes for the community. Step 5: Assess Cross -Divisional Land Acquisition Opportunities The Department of Economic Vitality will coordinate with applicable departments to explore municipal acquisition of parcels of land to strategically provide public goods and equitable community benefit. For example, coordination with other departments could necessitate amendment to other key master planning documents and processes. The proposed approach mirrors the City's current land banking strategy in the Fayetteville Commerce District in which land is reserved for employers within the City's target industry sectors. Land banking is a common strategy deployed by municipalities across the country for the purposes of economic development as well as future housing needs. Strategic land acquisition should include review of key corners of Neighborhood Center intersections or sites that could be leveraged for future public -private partnerships or publicly supported housing development. Why is this important? Deploying the municipal land banking approach not only activates a keytool for affordable housing development in Fayetteville but also allows the City to reserve land within a Neighborhood Center for future employment opportunities. Land prices in areas participating in the NCAP process will likely rise more quickly relative to other areas. Acquiring municipally -owned land when the City's financial health and economic outlook allow it provides the Citywith the opportunity to lock in land prices critical to making the math pencil on future publicly beneficial projects driven by public -private partnerships. 2024 Economic Vitality Master Plan 171 Step 6: Recommend Land Use for Neighborhood Centers The Department of Economic Vitality will develop a Neighborhood Center Report utilizing synthesized information gathered during Step 2 and Step 3 of the proposed NCAP process. This report will include staff's recommendation on land use in a Neighborhood Center. Similar to the review and approval sequence used in the 71 B Corridor planning process, the recommendation from Development Services would move to the Planning Commission and ultimately to the City Council for final consideration. The process deployed for the 71 B Corridor planning and rezoning process is a strong model for the approach to reviewing land use in Neighborhood Centers. Why is this important? Rezoning property can protect it from undesirous development and ensure projects advance the goals established by the City and residents within the Neighborhood Center. Development entitlements can activate catalytic projects to jumpstart subsequent development in the Neighborhood Center under newly established standards paired with infrastructure investment. Staff acknowledge the benefit of working with multiple Neighborhood Centers at once given the everchanging nature of development in Fayetteville, but internal capacityto manage simultaneously multiple efforts of this scale is unknown. Step 7: Coordinate and Plan Infrastructure Enhancement Cross -Divisionally The following divisions should be engaged to coordinate Neighborhood Center implementation work: Development Services; Parks, Natural Resources, and Cultural Affairs; Public Works; Sustainability; and Water and Sewer. A cross -divisional approach to Neighborhood Center implementation makes resources go further on construction projects and minimizes interruption to the neighborhood through efficient coordination. This type of coordinated plan implementation can facilitate future voter -approved bond packages, support long-term fiscal planning, and improve service delivery. Coupled with rezoning and housing production tools, direct involvement in construction projects can incentivize the private sector to invest in priority Neighborhood Centers, to increase and more evenly distribute Fayetteville's affordable housing stock, and to constructwell- designed buildings that match the character of the neighborhood. Notably, NCAP implementation will run concurrently with other municipal work associated with major capital projects, making cross -divisional awareness of projects critical to NCAP's success. Why is this important? Cross -divisional infrastructure coordination benefits the neighborhood, the City, and prospective developers. Beyond process and funding efficiencies, cross -divisional coordination and planning minimizes disruption to residents, makes the area more attractive for investment, and demonstrates a holistic approach to the City's economic development and housing production efforts. Coordinating and channeling investment into a Neighborhood Center creates a new community development program that encourages revenue -generating development, utilizing existing municipal funding streams. Step 8: Recruit and Market Neighborhood Centers Proactively The NCAP approach is intended to promote the development of mixed -use, mixed -income neighborhoods while prioritizing the design of beautiful places authentic to neighborhood character and residents' preferences. Equipped with land use entitlements, housing production tools, infrastructure coordination, and a resident -backed approach, Neighborhood Centers are attractive 72 12024 Economic Vitality Master Plan places for small businesses to flourish, for residents to access goods and services, and for developers to add much needed housing. It is important that the NCAP process concludes with proactive recruitment and marketing that enhance the full activation of a Neighborhood Center. Proposed strategies for recruitment and marketing to be spearheaded by the Department of Economic Vitality include: • Cultivating strong working relationships with commercial real estate brokers and local developers of all sizes. While the City should play an active role in Neighborhood Centers, private sector partnerships are crucial to long-term success. This includes promoting redevelopment and development opportunities at national industry convenings such as the annual retail real estate convention (RECon) hosted by Innovating Commerce Serving Communities (ICSC) as well as Consultant Connect's ECONOMIX conference. Local entrepreneurs and small businesses —including smaller scale developers —should also play an active role in redevelopment plans, and the Department of Economic Vitality is well - positioned to facilitate this continuous relationship -building. • Developing a marketing plan to attract and retain residents, businesses, and quality investment in Neighborhood Centers and developing presentations for industry conferences where appropriate. This activity should start with a comprehensive marketing strategy to promote redevelopment opportunities and the benefits of investing in the City's Neighborhood Centers. While Fayetteville has not historically needed to utilize economic development marketing efforts to realize growth, the City intends to foster quality, sustainable growth through development not currently provided by the private market. Marketing efforts should be aimed towards three groups of stakeholders to bring awareness to the opportunities, benefits, and incentives of Neighborhood Centers: o Residents who live, work, and utilize the Neighborhood Center o Local, regional, and state -based housing and mixed -use developers o National housing and mixed -use developers • Raising awareness about municipal tools to induce strategic development and growth management. As the City leverages municipally -owned land to secure catalytic projects through competitive procurement and develops place -based incentives to attract desirous project types that meet high -priority resident needs, marketing efforts should highlight profit potential for private investment in Neighborhood Centers and should sell the broader vision of the area set by residents. Why is this important? Implementing this step is critical to realizing the full potential of the NCAP approach, solidifying the City's goal to proactively recruit development that is desirous to Fayetteville's existing residents. Strategic development, deployment, and promotion of the City's place -based incentives and resources not only bring developers to the table but also ensure that the community's preferences and needs are made clear at every step of the NCAP process. 2024 Economic Vitality Master Plan 173 Rezoning for High -Quality Places In the absence of systemic changes in federal housing policy, measures to address mounting concerns about the production and preservation of affordable housing stock are increasingly within the purview of state and local governments. Given zoning's role in regulating development within a city, conversations about rezoning have gained traction with local governments exploring policies to address affordable housing issues through increased housing stock production since the mid- 2010s.x ' At the forefront of rezoning discourse today is the potential reduction or elimination of single-family residential zoning as multi -family developments are typically less costly to build on a per -unit basis than single-family housing. Messaging around this rezoning topic can often create confusion in the sense that eliminating single-family zoning does not equate to outlawing the existence of single-family homes. Instead, pivoting awayfrom single-family exclusive zoning districts expands the total potential housing stock allowed in existing residential areas. Rezoning conversations —especially those informed by smart growth principles —may also emphasize the potential benefits of encouraging higher density, mixed -use development in historically commercial - only zoning districts. The City's Unified Development Code and associated zoning regulations divide Fayetteville into zones, each of which outlines how parcels of land within those zones can or should be used. Fayetteville's zoning map depicts over 30 distinct zoning districts, 15 of which are residential. Other zoning district categories include commercial, extraction, industrial, and institutional (i.e., property owned by public or religious institutions) as well as planned zoning districts (PZDs). Figure 45. Fayetteville Zoning Map (as of September 23, 2024) 11" CDZD Urake IIC R RDtD Source: City of Fayetteville RESIDBJTIALSINGLE-FAMILY Ra RSF.t RSFti RSL3 RSF.) RSF-8 I RSF.tB RESIDENTIAL MULT-GAMILY RI.12 ■ RIL RMF.6 ■ RMF 1. ■ RMG.tE � ■ RMFL ■ RMFJD r' NDUSTRML 41 Q E%1RACTION I COMMERCULL R-O C-t . C.3 ■ C3 FORM BASED DISTRICTS ■ DC MSC ■ DG N5 N_ ■ NC D NED ZONING DLSTRICTS DID lSTRUTIDNAL D.1 74 12024 Economic Vitality Master Plan As detailed in the 2023 Fayetteville Housing Assessment, Fayetteville adopted its first clear policy for zoning in 1951 as a response to post-war population growth, emphasizing an intent to prevent overcrowding and to separate commercial and industrial activities from residential areas. Even with amendments to the City's zoning districts and mapping in 1970 and 2003, Fayetteville's land use policies continue to prioritize low -density development, resulting in a largely auto -dependent community facing rising housing costs today."' As of 2023, the two most common zoning districts by acreage in Fayetteville were Residential -Agriculture (R-A), which allows half a housing unit per acre, and Residential Single Family -Four Units Per Acre (RSF-4), together representing almost 48% of Fayetteville's zoned area. The next three zoning districts with the greatest acreage include Institutional (P-1), Residential Multi -Family (RMF-24), and Thoroughfare Commercial (C-2). 5,00 4,000 s.uuu 2,000 1.000 Figure 46. Fayetteville Acreage by Zoning District (as of September 24, 2024) 9,066 Q N U H N v n . T H . O O N ei O .. N l7 U H U J YU U o o Q .. p� �y LL lL 4 li LL IL N C, - = IL d'. U U U 7 U N yj Z D N N N d Source: City of Fayetteville, https://www.datawrapper.de/ /oEfZQ/?v=4 The 2023 Fayetteville Housing Assessment also demonstrated the undesirable outcomes of continuing a commitment to low -density development through the City's zoning code: increased environmental impacts of the land consumption required to meet growing housing needs and larger carbon footprints of residents as well as increased strain on municipal infrastructure. Leveraging a range of demographic and internal zoning and permitting data, the assessment found that RMF-24 zoning could accommodate 95% of the housing units allowed bythe combined R-A and RSF-4 zoning 2024 Economic Vitality Master Plan 175 in under a tenth of the land area."" While this finding is not to suggest that the City should only allow multi -family development moving forward, the assessment emphasized that the City has options for addressing rising housing cost burdens through additional housing density in core areas that are already characterized as high -intensity and offer nearby and equitable access to services and amenities crucial to residents' quality of life. Recent work to rezone property along the 71 B Corridor in Fayetteville through a robust community planning process has provided an example of the role that rezoning might play in Fayetteville's development and planning future. Approved by City Council on September 17, 2024, a new zoning district, Urban Corridor, was developed as part of the 71 B rezoning project and its goal to create opportunities for mixed -use developments that provide new housing needed for Fayetteville's growing population. The Urban Corridor zoning district allows both housing and commercial uses in the same district, on the same property, or in the same building.' While the introduction of this new zoning district does not require redevelopment of existing properties or require housing to be built within the zoning district, it removes a significant obstacle to mixed -use development along the backbone of Fayetteville. While rezoning will not be a cure-all solution for the challenges Fayetteville faces today, it is a critical component of the City's future growth management. Without significant and strategic changes to many of the City's zoning districts that focus on allowing only narrowly -defined housing options, the community will be limited in its ability to fully realize goals related to affordable housing, placemaking, and quality of life outlined in the 2024 Economic Vitality Master Plan. Accordingly, City staff across multiple divisions recommend that the City not only move forward with the targeted or wholesale redevelopment of Fayetteville's Unified Development Code but also assert that this effort should be prefaced by an updated comprehensive plan. While it is a best practice to update a comprehensive plan approximately every decade, Fayetteville's above -projected population growth starting in 2019 and an array of changes stemming from the Covid-19 pandemic may support a timelier community validation of the plan's goals and objectives. Updating the City's Land Use Plan (currently City Plan 2040) will allow the code to be reformed in alignment with the community's vision as established through the comprehensive planning process. 76 12024 Economic Vitality Master Plan *r a u1 t R " T / ~ L' `i . •s%!3" �� -i't ,J• / � i-� _ )�j� J�2 - ��•r��l` Tel• ` •/\ ��`� �� 0. jo _ i'"kj�t�� . � w : � Ij�'i'�l�i jnt°i f i�'� � i � y�)i����� y •- � � � f••a,Tv'K '� <n y ��� / Jam('} J��!'` Jr ii4 M > � ` .� I �ti t•�/ � •t'' f 4, 1s / •lam . MCA n ••* -; y, , ` �, - I �,1 �" • � • � _ �'.� .�`//: ,ail amp* or Tin , • k ki It Trail alongside the Lower Ramble I Photo courtesy of City of Fayetteville Equity -Oriented Workforce Systems Removing Barriers to Economic Mobility Like the broader field of economic development strategy for the past few years. development, the face and focus of the U.S. Fueled by once -in -a -generation funding workforce development system has through the Infrastructure Investment and experienced a remarkable amount of change Jobs Act (IIJA), the Inflation Reduction Act over the past several decades. With the (IRA), and the CHIPS and Science Act, Department of Labor's origins in the federally administered grant programs have Progressive Era, it has a history of playing a prioritized workforce development programs pivotal role in responding to national crises that emphasize career pathway building like the Great Depression and World War II.xx"' through on-the-job training in regionally in - This heritage provides a clear throughline in demand sectors and provide a suite of workforce development, even as the U.S. supportive services for workers (e.g., workforce system has evolved: robust and childcare, transportation). Given that the responsive labor markets are the engine of advanced manufacturing, construction, clean economic growth. technology, and other STEM fields face persistent challenges with workforce diversity The Workforce Innovation and Opportunity Act (WIOA) of 2014 functions as the primary piece of federal legislation governing the national workforce development system. Appropriation of WIOA funding is largely decentralized with funding flowing through formula -based state allocations that are disbursed through coordination with regional or local workforce development boards to fund programs at the local level. Fayetteville falls under the purview of the Northwest Arkansas Economic Development District. While WIOA reauthorized many of the programs offered under its predecessor, the Workforce Investment Act (WIA) of 1998, it placed a greater emphasis on employer engagement, sector partnerships, and industry -based career pathways as well as increased accessibility to job seekers that face significant barriers to employment.xx"" As a local economic development organization, the Department of Economic Vitality is committed to increasing its capacity to support regional workforce development by defining it as one of the Department's core service areas. Ambitious industrial policy and an emphasis on high -quality, good -paying jobs have been the hallmarks of federal economic and inclusion, recent federal workforce development policy has likewise prioritized strategies to increase access for historically disadvantaged or underrepresented working populations. Pre -apprenticeship and apprenticeship programming, seamless integration of secondary and post -secondary education, and tailored talent recruitment and retention strategies are other common features of today's workforce development landscape, underscoring the importance of mentorship, relationship -building, and case management in workforce development. Though WIOA defines a list of populations that face barriers to employment, the 2024 Economic Vitality Master Plan identifies specific target resident populations of focus for implementation work associated with addressing barriers to economic mobility. This includes residents facing income or transportation insecurity, dislocated or underemployed workers, justice -involved individuals, immigrants and refugees, and older workers. It is likewise important to acknowledge that many residents experience multiple, overlapping barriers that perpetuate intergenerational poverty and economic instability. 78 12024 Economic Vitality Master Plan Understand ingthe integra I role that workforce development plays in the local economy and in residents' individual financial security levels, the City launched an effort to create a Fayetteville Workforce Development Plan in 2019 and operationalize the targeted industry sectors identified in the 2016 Fayetteville First Plan. While the Workforce Development Plan was ultimately paused at the onset of the Covid-19 pandemic, it set into motion the conversations with community partners and advocates that shaped the direction of the 2024 Economic Vitality Master Plan. For example, conversations with Lakisha Bradley, Chair of the Mayor's African American Advisory Council and local entrepreneur, were crucial to integrating a focus on tackling barriers to economic mobility into the City's emerging workforce development strategy. Other community organizations including Circles NWA and the Fayetteville Housing Authority provided indispensable first-hand accounts of the challenges with economic instability some of Fayetteville's residents face on a daily basis, shedding light on momm structural socioeconomic issues that require a paradigmatic shift in the way the City thinks about Fayetteville's collective economic well- being. The Department of Economic Vitality aims to center the needs of workers in its support of educational and training programs and believes that removing barriers to economic mobility is the key to raising household incomes for Fayetteville residents. As local economic developers, we aim to deploy a quality jobs approach to workforce development, ensuring that work not only provides for residents' basic needs but also fulfills higher order needs of personal growth, belonging, achievement, and meaningfulness in one's professional and personal life. Job skill training is a large part of the economic mobility equation, but workforce development programs must be paired with adequate supportive services and social capital -building strategies in orderto be truly equitable in design. 2024 Economic Vitality Master Plan 179 The Cliff Effect Low-income residents face a wide array of barriers to economic mobility. Chief among them is the financial barrier posed by a swift and substantial loss of public assistance benefits or tax credits (e.g., Medicaid, Supplemental Nutrition Assistance Program, subsidies for childcare or housing) as their household income increases. Often referred to as the cliff effect or a benefits cliff, workers face a perverse challenge in which receiving a pay raise or increased working hours can result in a net financial loss to their monthly household budget. Net Financial Resources = (Income + Benefits) — (Taxes + Expenses) Developed through its Advancing Careers initiative, the Federal Reserve Bank of Atlanta released a suite Career Ladder Identifier and Financial Forecaster (CLIFF) tools to support low- and moderate - income workers navigating benefits cliffs as they pursue and progress within new career pathways. These career and financial planning tools aim to advance upward economic mobility and resilience and function as a strong research tool for economic developers focused on broad -based economic well-being within a community. Understanding how benefits cliffs interact with career pathways is one tool communities can use to advance equity -oriented workforce systems by empowering workers to make informed decisions while they explore or pursue new training and employment opportunities. This information is also beneficial for employers to better navigate compensation management in a way that benefits employees as intended. Given the frequencywith which the cliff effect appeared in early meetings with the Economic Mobility Subcommittee and the Mayor's African American Advisory Council in mid -to -late 2021, City staff began integrating research on the cliff effect into economic vitality strategic planning efforts. In January 2022, the City signed a memorandum of understanding with the Federal Reserve Bank of Atlanta to pilot the CLIFF Dashboard to raise awareness about benefits cliffs and empower low- and moderate -income workers to pursue career pathways that advance economic mobility and resilience. The dashboard can also be used to analyze and structure proposed policy and program interventions to mitigate the impact of benefits cliffs. For example, the figure below documents the difference in annual net financial resources of an individual with a two -year -old and a five -year -old in Washington County as the individual's hourly wage increases beyond the state minimum wage ($11/hour). Even as income steadily increases, there are multiple points in which the household would suffer a net loss in net financial resources as a result of a nominal wage increase, illustrating the fundamental challenge of the cliff effect. Figure 47. Cliff Effect Illustrative Example: Hourly Wage vs. Annual Net Financial Resources Net Financial Resources $15.00 20.00 25.00 30.00 35.00 45.00 Source: CLIFF Policy Rules Database 80 12024 Economic Vitality Master Plan Career and Technical Education For decades, the conventional wisdom within the U.S. education system was that pursuing four-year college degrees significantly improved an individual's chances for upward economic mobility due to betterjob prospects and higher future earnings, sometimes referred to as the golden ticket fallacy. Under this framework, the cost of a bachelor's degree was akin to a downpayment on one's long-term economic prospects. But this reality has changed. College tuition rates have increased 747.8% since 1963 after adjusting for inflation, and annual college tuition inflation averaged around 12% between 2010 and 2022."" Stagnant wages and rising costs of living combined with higher levels of student debt are a lethal combination for many workers across the U.S. and within our community. While 57% of jobs in Arkansas require skills training beyond a high school level but not necessarily a four-year degree, only 48% of Arkansans have had access to the skills training needed to fill these in -demand career slots."" This growing skills gap not only poses a problem for individual economic mobility but also hinders critical industries such as advanced manufacturing, construction, healthcare, infrastructure, information technology, and skilled trades. Across all target industries remains a continued need to equip Fayetteville's residents with the requisite digital skills to enter career pathways in local target industries. Recent research from the National Skills Coalition indicates that 89% of jobs in Arkansas require or likely require digital skills, notably within key in -demand industries like healthcare, manufacturing, information technology, and hospitality.' Fostering industry sector partnerships and investing in programs that teach job -specific digital skills and yield industry -recognized credentials should be central to the state and region's implementation and allocation of federal dollars from the Broadband Equity, Access, and Deployment (BEAD) program. In the face of these challenges, many young learners are turning to career and technical education (CTE) programs, which teach career -specific skills to students across a range of ages. While diverse, K-12 CTE pathways generally follow a similar progression:"" • Elementary and middle school. Focus on career awareness and exploration, often bolstered by industry partnerships and module - based career information • High school. Cultivation of a learner pathwaywith ongoing capstone career experiences with strong integration of support resources and receipt of postsecondary credit or industry certifications • Post -secondary or apprenticeship. Strong CTE programs make the transition from high school to technical college, community college, university, apprenticeships, or the job market as seamless as possible and provide multiple entry and exit points • Career. Learners have direct access to potential employment options because of the progressive skillsets developed over the course of their educational experience High -quality CTE programs are defined by an aim to provide students with the requisite skillsets needed to excel in satisfying and sustainable careers within in -demand industries, providing long-term economic stability across an individual's life. In other words, strong CTE programs can help young adults navigate the transition from secondary education to working adulthood. While this trend in workforce development is emergent and evolving, a recent study by the U.S. Department of Education found that eight years after their expected graduation date, students who focused on CTE coursework in high school had higher medial annual income 2024 Economic Vitality Master Plan 181 relative to students who did not focus on CTE.xxx° CTE is fundamentally about allowing students to explore potential career pathways through experiential learning with the ultimate goal of those experiences translating into obtaining a high -wage, high -skill, high - demand (H3) job. In this sense, the expansion and diversification of CTE offerings in Fayetteville is critically important to talent development and retention. In 2023, the University of Arkansas's Office for Education Policy performed an analysis of CTE programs offered throughout the state. One of the most notable findings in the report was the lack of alignment between the state's top 10 occupations, H3 occupations, and CTE programs of study offered within Arkansas schools. None of the top 10 program offerings in terms of student uptake were STEM -related fields or advanced manufacturing, and relatively few CTE completers (i.e., students completing three or more courses within a career cluster program of study) earned early post -secondary credit, attained an industry credential, or matriculated to a post- secondary program afterfinishing high school. While the report did not provide region- or city - specific CTE program data, its findings make clear the need to align CTE programs with regional industry needs in critical industries and to integrate additional supports for students interested in CTE coursework to ensure equitable access and program uptake. At the start of the 2023-2024 school year, City staff and representatives from the Fayetteville Public School district resumed discussions about strengthening collaboration between the public school system, the Department of Economic Vitality, and local employers by strategically investing in FPS CTE programs. These conversations built on previous discussions during the development of the Workforce Development Plan related to the Characteristics of High -Quality CTE Pathways • Align with H3 career sectors and occupations • Align vertically with post- secondary credential programs • Reflect courses that are sequential and progressive • Possess course standards that are robust and accurately represent the academic technical and employability knowledge and skills learners must master • Incorporate courses and/or exams eligible for early post- secondary credit • Include opportunities to earn industry credentials valued by employers • Incorporate a continuum of work - based learning alignment of industry and education through expanded career and technical education options. In April2024, the Fayetteville Board of Education, the Fayetteville City Council, Superintendent Dr. John Mulford, and Mayor Lioneld Jordan held a joint meeting. City and FPS staff presented on current and future projects and planning work, including a draft excerpt of the 2024 Economic Vitality Master Plan. CTE-related action items were developed and refined in alignment with the 2024-2028 Fayetteville Public Schools Strategic Plan, particularly in relation to content focused on equitable access to learning and collaboration with industry. Together, the City and FPS will advance a generational investment in career and technical education, ensuring that today's FPS students are the local economy's workers of tomorrow. 82 12024 Economic Vitality Master Plan Table 17. Alignment of FPS Strategic Plan and Economic Vitality Master Plan FPS Strategic Plan Objective 2. Equitable Access: Ensure equitable access to learning for all students in Advanced and CTE coursework, co - curricular programs, and extracurricular activities Action: Address inconsistencies of student enrollment for underrepresented student groups in advanced and CTE coursework and programs Objective 4. Post -Secondary Readiness: Prepare students to be life and career ready after graduation Action: Enhance career -focused pathways to ensure alignment with regional labor data to accurately reflect workforce needs Action: Increase access to relevant career experiences and career pathways in grades K- 12 by exposing students to career options and industry professionals Economic Vitality Master Plan Supporting Strategy 3. Align labor supplywith industry demand through expanded career and technical education options within Fayetteville Public Schools Action item: Support the review of current enrollment patterns and areas to expand enrollment in CTE for special student populations Action item: Support the identification of existing barriers to participation in CTE or concurrent credit coursework and develop strategies to overcome each barrier Action item: Support the development of targeted outreach to parents to overcome negative perceptions associated with CTE Supporting Strategy 3. Align labor supplywith industry demand through expanded career and technical education options within Fayetteville Public Schools Action item: Analyze local and regional labor market trends and provide a list of target industry sectors to FPS on at least an annual basis to enhance career pathway offerings and regional workforce needs Action item: Provide the Stephen M. Percival Adult Education Center with relevant data and resources related to career pathways and supportive services available for adult learners Action item: Explore the creation of training and pre -apprenticeship programs within target industry sectors and ensure accessibility to current FPS students and recent graduates Action item: Encourage all students age 16 and older to either volunteer or work part-time to gain work experience and prepare them for resume writing, interviews, and compensation negotiation 2024 Economic Vitality Master Plan 183 Objective 2. Business and Industry Partnership: Create, continue, and expand opportunities for collaboration with community, industry, and business partners Action: Establish partnerships and formalize commitments from local employers in high demand industry sectors to contribute to learning activities and approaches Action: Ensure alignment of career education curriculum with current industry standards Action item: Develop programming to expose FPS students to Fayetteville's entrepreneurial ecosystem, including youth entrepreneurship activities targeting K-8 students Action item: Explore the creation of mentorship programs matching students with industry professionals, centering the importance of fostering relationships between industry leaders and students who are historically underrepresented in CTE or concurrent credit programs Action item: Explore the development of shared -use agreements with FPS magnet schools to provide public use of facilities for adult education and job skill training opportunities outside of school hours Supporting Strategy 3. Align labor supplywith industry demand through expanded career and technical education options within Fayetteville Public Schools Action item: Provide technical assistance to support industry partnership tracking Action item: Organize industry talks, tours, internships, apprenticeships, job shadowing, and competitions for high school students Action item: Explore the creation of reserved seats for student entrepreneurs in regional entrepreneurship incubators or accelerators 84 12024 Economic Vitality Master Plan 7oto courtesy of City of Fayetteville A OF Is Ao Ib p r • • t. • _ *"W. pp�- - Al , PF -r \1 � 4C Stable Care Networks The Childcare Crisis While mention of the U.S. housing crisis is common in discussions about the cost of living, the pandemic ushered in a renewed national focus on the sister crisis in the nation's childcare system. The national childcare supply has stagnated, with a nominal increase in the number of childcare centers and a downward trend in family childcare homes."""' In Arkansas, the annual cost of childcare for two children in a center - based setting is higher than the annual cost of housing, with the average cost of care for both infants and toddlers exceeding the affordability measure of 7% of household income recommended by the U.S. Department of Health and Human Services.` Fayetteville's parents and families see evidence of this crisis in their household budgets, growing daycare waitlists, and tough conversations about whether or not a second income is worthwhile if it is used almost exclusivelyto cover the cost of childcare. But the woes of the U.S. childcare system can also be explained in terms of three classic market failures, as outlined in a recent report from the U.S. Department of Treasury.' First, the childcare market suffers from an inherent liquidity constraint, namely that parents tend to need childcare when they are least able to afford it (i.e., earlier in their careers when they are more likely to have lower wages). This challenge is likewise compounded with competing financial goals important to household economics such as saving for a home downpayment, seeding retirement accounts needed to cover costs of living later in life, and paying down student loan debt. Second, high -quality childcare offers well -documented spillover benefits — referred to in economic literature as positive externalities —for children, parents, and even Long-term public budgets and the economy as a whole. That is to say that the private cost of childcare is mismatched with the public benefit of childcare and early childhood education, necessitating need for public subsidization of childcare services. Investing in quality childcare today can confer community benefits that contribute to future economic growth in ways that are sometimes hard to measure, though recent research has begun to quantify intragenerational and intergenerational benefits of early childhood investment." Lastly, it is also important to acknowledge that the childcare market exhibits a pattern of labor market discrimination associated with larger structural issues that result in an underpaid and undervalued childcare workforce, which is largely comprised of women and people of color. As a result, action is also required to improve labor market conditions in the childcare industry, including but not limited to public subsidization of education and training for early childhood educators as well as technical assistance for childcare providers just as a communitywould do with other small businesses. Under the status quo childcare system, communities can continue to expect childcare shortages, care quality issues, and 86 12024 Economic Vitality Master Plan lower labor force participation rates for parents, particularly women. Simply put, the economics of early childhood education and childcare do not pencil out in the private market, requiring carefully coordinated community action from a wide array of actors including multiple levels of government, nonprofits and private philanthropy, and the private sector itself. There are many reasons that motivate additional community engagement around the provision of accessible, affordable, high - quality care, but two factors provide a particularly compelling case to economic developers: labor force participation and talent retention in target industries and critical service sectors. A local economy's labor supply is a function of both its population size and its labor force participation rate. When caregivers are faced with rising care costs or insufficient care options, it is not uncommon for working -age adults to drop out of the workforce altogether for a period of time, be that a few months or several years. Reduced labor force participation is of particular concern for women who are more likely than their male counterparts to miss work, reduce hours, or exit the labor force for an extended period of time to care for children. Even as maternal employment recovered from pandemic -era declines, the employment rate of mothers nationally (71.7% as of February 2024) remains lower than that of fathers (92%).XXXvHi As members of the Childcare Subcommittee noted during early stages of the strategic planning process in 2021, caring for children tends to pose the greatest challenge for parents before children are old enough to enter the public K-12 education system. Over the past decade in Fayetteville, labor force participation rates are typically lower for 20- to-64-year-old women with children underage six or women with children in different age cohorts (i.e., at least one child is under age six and at least one child is six to 17 years old) than the labor force participation rate of women with no children under the age of 18. While labor force participation rates for women converged around 75% across these groups in 2022, the trendlines exhibit a fair amount of variation, suggesting multiple factors are at play. Nonetheless, when we talk about public investment in early childhood infrastructure, it is critical that the prenatal - to -three cohort receives investment commensurate with the resources we dedicate to pre-K and the K-12 system. Figure 48. Labor Force Participation Rates of Females Age 20-64 (2010-2022) —Overall —No children under 18 —Only children under —Children under 6 and 6-17 Only children 6-17 2010 '11 12 '13 '14 15 '16 '17 '18 '19 '20 '21 '22 2024 Economic Vitality Master Plan 187 While attaining affordable childcare may only be a temporary challenge for any given household, there exist lifetime employment - related costs to parents, particularly women, when it comes to earnings. This reality is true for both women that exit the workforce for a period of time as well as caregivers who choose to transition to part-time employment or must miss work shifts due to insufficient or inconsistent childcare options. A recent study utilizing dynamic microsimulation techniques to project the lifetime employment -related costs of providing unpaid family care by women to children, parents, parents -in-law, and spouses with care needs totaled to an average loss of $295,000 over a woman's lifetime.'i Approximately 80% of this average loss was directly associated with missed earnings while the other 20% was associated with lost retirement income from Social Security and employment -based retirement plans. Lifetime costs of unpaid care tended to be higher for mothers of multiple children as well as mothers with higher levels of education (e.g., lifetime costs averaged at $420,000 for mothers with a bachelor's degree or higher). Practically speaking, lost wages also heighten economic instability for lower income families who already face broader cost burdens and often lack emergency savings to cover temporary income gaps. Loss of income associated with parents' diminished labor force participation is also evidenced in extant gender -based pay gaps. Figure 49. Gender Pay Gap in Fayetteville (2015-2022) $50,000 45,000 40.000 35,000 XOOs 25,OOC 20,OOO 2015 Figure 50. Earnings of Fayetteville's Full - Time, Year -Round Workers in the Past 12 Months by Gender (2022) $1 to $24,999 $25,000 to $49.999 ■ $50,000 to $74,999 $75,000 to $99,999 $100,000 or more le 1, P 21% 28% Men Women Total Full -Time Workers: Total Full -Time Workers: 18,879 15,175 On a macro level, caregivers exiting the workforce can also have negative repercussions for the local and state economy, artificially restricting the available talent pool in an already tight labor market. A recent study by the U.S. Chamber of Commerce Foundation, the Arkansas State Chamber of Commerce, and the Excel by Eight Foundation estimated that Arkansas employers lose an estimated $865 million annually due to absences and employee turnover.' Key Findings from the Arkansas Untapped Potential Report • An estimated $200 million is lost annually in tax revenue due to childcare issues • Approximately 11% of parents voluntarily left a job due to childcare issues • Thirty-four percent of respondents reported thatthey or someone in their household has left a job, not taken a job, or greatly changed jobs because of problems with childcare in the last 12 months • Seventy-six percent of parents who voluntarily leave their jobs do so when their child is two years old or younger, indicating that childcare for infants and toddlers is the greatest need Attending to early childhood needs is no longer a personal or household -level issue. Employers and economic developers alike have a vested interest in ensuring that the City's workforce has access to affordable quality childcare so that the local, regional, and state economy can flourish to its fullest extent. 88 12024 Economic Vitality Master Plan Expanded Care Considerations Much of the supporting research that frames this Stable Care Networks paradigm specifically focuses on the provision of childcare, but the Department of Economic Vitality acknowledges that residents' caregiving concerns and responsibilities may encompass children, household members with disabilities, and aging parents or grandparents. Subsequently, we focus on the creation of stable care networks more generally and aim to support policy solutions and programmingthat address a wide breadth of care needs. The Department of Economic Vitality likewise recognizes that publicly available federal data poses limitations in quantifying cost impacts and pay discrepancies for all types of families in Fayetteville (e.g., multi -generational households, households with same -sex couples). Additional assessment is required to establish a baseline understanding of Fayetteville's care needs and to identify discrepancies in the ability to access or afford care. Taking a data -informed approach —as opposed to data -driven approach —to generating policy and programming solutions to meet Fayetteville's care needs is the Department's approach to mitigating these limitations and allows us to integrate community feedback that documents the lived experiences of the City's residents. Based on this approach, the Economic Vitality Master Plan's care network -related action items also focus on care needs for senior residents and individuals with disabilities. In many ways, the challenges that plague the childcare market are mirrored in the long-term care market for older adults. Escalating care costs combined with an insufficient supply of accessible care providers and services have resulted in countless seniors not receivingthe long-term care and supportive services required to age in place comfortably. Notably, the U.S. is one of few developed countries without federal universal long-term care insurance despite that fact that most adults will require long-term care at some point in their lifetime and that few are prepared to cover the associated expenses.x'As the baby boomer generation ages, individuals in the 55- to 64-year-old and 65+ cohorts represent an increasingly larger segment of the population. In 2022, these groups represented approximately 22% of Fayetteville's population, a five percentage point increase from 2010. Figure 51. Fayetteville Residents Age 55 or Older (2010-2022) f Combined 55+ 21,837 65+years 12,472 55 to 64 years 9,365 1, 7s '20 22 A greater volume of older residents that represent a larger proportion of the City's population translates into increased demand for support services and long-term care. Senior -oriented services cover a broad spectrum of activities, including home health care, community support services (e.g., recreational activities, socialization, and transportation), nursing homes, and assisted living and retirement communities, including specialized living arrangements like memory care. A community that provides a suite of options for seniors ensures that all residents have the option to age in place if they wish to do so, and public data suggests they often do. A recent AARP survey found that 77% of adults age 50 and olderwantto stay in their homes as they age."' But navigating the financing maze of long-term care or supportive services is challenging for seniors nationwide, with less than half of adults age 65 or older reporting they have enough money set aside to cover future living assistance expenses." 2024 Economic Vitality Master Plan 189 Sixty percent of Fayetteville's residents age 65 or older live in low- or moderate -income households, with approximately one-third of seniors reporting incomes that would classify them as extremely or very low-income. Insufficient resources for the senior population at the community level mean that prime -age workers often face resource burdens for both childcare and elder care, often referred to as the sandwich generation. From a policy prioritization perspective, addressing elder care challenges is invariably tied to enabling labor force productivity and ensuring that local economic growth is strong and inclusive. The community may also view elder caregiving as a moral imperative, a means of ensuring that those who have contributed to the economy throughout their lives are treated with dignity and respect as they age. While many of the traditional policy tools attached to elder care reside at the state or federal level, the City can serve as an advocate for its seniors while expanding targeted resources to meet the evolving needs of this demographic. Vision for Community Interventions The Department of Economic Vitality asserts that the City can play a more active role in building "an equal infrastructure of care: a set of arrangements and institutions that allows citizens to flourish not only in the pursuit of their individual goals but also in their relationships to one another." Stable care networks are vital civic infrastructure, and public investment in care infrastructure is as much of an economic development decision as is public investment in the City's physical infrastructure. As detailed in a recent report from Heartland Forward, ideal market interventions in the U.S. childcare sector increase the supply of childcare, resulting in more seat openings and lower prices.x"v Given that block grants to states are the federal government's primary intervention in the childcare market, many of the nationally tested policy tools to support more accessible, affordable, and quality childcare options are primarily under the state's purview. As such, the City and its community partners can participate in this process by advocating that programs are structured to achieve our desired outcomes, especially when it comes to prioritizing assistance to low- and middle -income families. This includes targeting tax policies to support target resident populations (e.g., tax credits for employer childcare assistance or childcare worker education) instead of broad - based income tax cuts to ensure more efficient use of federal dollars and state match funding. Municipalities can deploy several practical strategies to make it easier for childcare providers to open and operate center -based and home -based childcare facilities (e.g., zoning, technical assistance, start-up funding) as well as to foster public -private partnerships to provide more childcare seats within the community. Evident within each of these approaches is shared community investment in early childhood education and care networks, including the early childhood education workforce. 90 12024 Economic Vitality Master Plan IV. A PLAN FOR FAYETTEVILLE'S ECONOMIC FUTURE hapter IV outlines the goals, supporting strategies, and action items for each of the three strategic focus areas identified in Chapter I's framework for the Economic Vitality Master Plan. These components were developed in consultation with the Steering Committee, subcommittees, subject matter experts, community partners, and Fayetteville residents. In addition to input from the community and City staff, best practices from peer cities and other regions nationwide were reviewed and, where appropriate, adapted to fit Fayetteville's local context. 1 Small Business, Entrepreneurship, and Industry 2 Workforce Development, Employment, and Economic Mobility 3 Community Development This Master Plan provides a five-year strategic approach with 11 goals, 21 supporting strategies, and 255 action items. Each action item is assigned key stakeholders necessary to achieve its intended outcome —including various City of Fayetteville departments and community partners —as well as one of four timeline classifications: • Short-term. Implementation of action item to occur within the next two years (by 2026) • Mid-term. Implementation of action item to occur within the next two to four years (between 2026 and 2028) • Long-term. Implementation of action item to occur before the kickoff of the next Economic Vitality Master Plan in 2030 • Ongoing. Implementation will occur on a continuing basis, understanding that the action item may be a part of a Department's or community partner's business as usual (BAU) activities or will continue to evolve based on external factors (e.g., responding to shifting community needs over time or to policies administered by the state or federal government) Action items are labeled using the following stakeholder key to document proposed ownership for implementation. Stakeholder Key • AC: Arts and Culture • ATTY: City Attorney's Office • CCP: Local childcare providers • City: City of Fayetteville • CON: Contractors • CR: Community Resources • DFC: Downtown Fayetteville Coalition • DS: Development Services • EF: Experience Fayetteville • EMP: Local employers • EV: Economic vitality • FPL: Fayetteville Public Library • FPS: Fayetteville Public Schools • GIS: Geographic Information Systems • IT: Information Technology • LRP: Long Range Planning • NP: Local nonprofits • NWAEDD: Northwest Arkansas Economic Development District • P: Purchasing • PNRCA: Parks, Natural Resources, and Cultural Affairs • PW: Public Works • S: Sustainability • UA: University of Arkansas 92 12024 Economic Vitality Master Plan The Department of Economic Vitality crafted certain action items in alignment with other major citywide planning initiatives or tools in other City departments: • 71B Corridor Plan (2018). Aims to support a range of projects that alleviate congestion issues, increase affordable housing options, improve safety and convenience, and support the corridor's economic vitality • Arts and Culture Master Plan (forthcoming). Will provide strategic direction for Fayetteville's arts and culture sector and will reinforce Fayetteville's identity as a hub of cultural richness and artistic innovation • City Plan 2040 (2020). Establishes a framework of goals, policies, and guidelines to direct future physical, economic, and social development (i.e., the City's comprehensive plan) • Climate Action Plan (2024). Outline strategies, goals, and actions in transportation, energy supply, buildings, waste, and cross -sector activities • Park and Recreation System Master Plan (2023). Provides guidance for the next 10 years to plan for improvements to properties and facilities, development of future parks and facilities, and recreation programming The Department of Economic Vitality's involvement in successfully implementing proposed actions items will vary based on collaborative efforts with other municipal divisions, community organizations, and residents. As a strategic planning tool, the Economic Vitality Master Plan is undergirded by a belief that the future of Fayetteville can be influenced by the actions the City, its partners, and its residents choose to take collectively today. The Department of Economic Vitality offers the following plan for Fayetteville's economic future as an acknowledgement of the community's economic self-determination toward long-term prosperity. 2024 Economic Vitality Master Plan 193 SMALL BUSINESS, ENTREPRENEURSHIP, AND INDUSTRY ayetteville's first small business opened its doors in February 1830, following the construction of the first commercial building on the city's square. Over 190 years later, the community's consistent support for its thriving hub of small businesses has permitted notable longevity compared to national chains within the same sectors. Today, 84% of private sector employment in the City of Fayetteville comes from small businesses, and nearly 97% of the 3,900+ active businesses in Fayetteville employfewer than 50 individuals.'" The Covid-19 ���( �N FAYETTFV���� pandemic had 0, c0� widespread s impact on both o 84% 0 individuals and u businesses �3 nationwide and ~7/ in Fayetteville. d �4 In March 2020, ��bJ0 .35c, Fayetteville's small businesses were forced to navigate commercial health restrictions and great economic uncertainty. The resilience of the city's local business community is attributable to the determination of entrepreneurs who refused to give up and continued to innovate —separately and together —in the face of adversity. Recognizing the urgency to support our small businesses in this journey, the City's Economic Vitality Department joined forces with team members in Community Resources, Development Services, Parking and Special Events, the Police Department, and Transportation to provide direct guidance to and engage in thought partnership with Fayetteville's small businesses. Code revisions, parklets, the Outdoor Refreshment Area, parking reservations, and rotating pop-up lounges were some of the innovative solutions deployed by the City alongside detailed guidance to navigate state and federal resources programs. For more information on the City's response to the economic impact of the Covid-19 pandemic, see the Department of Economic Vitality's Covid-19 Response Report. Fayetteville is the sole Arkansas municipality boasting an ongoing contractual agreement for entrepreneurial and innovation support services, currently fulfilled by Startup Junkie Consulting LLC. Stemming from recommendations in the Fayetteville First Plan, the entrepreneurial and innovation contract is now a cornerstone of the City's overarching economic vitality framework and complements a wide array of other entrepreneurial resources partners including the Brewer Family Entrepreneurship Hub, the Fayetteville Chamber of Commerce, KIVA, SCORE, the Small Business Administration, and the University of Arkansas's Small Business Technology and Development Center. "Small businesses are our innovators and job creators. They are solving the problems of tomorrow through the pursuit of their dreams today." Mayor Lion eld Jordan The Small Business, Entrepreneurship, and Industry strategic focus area has four overarching goals, nine supporting strategies, and 80 action items, which are detailed in the following subsections. Goals Small businesses, arts and entertainment, the recreation economy, and the hospitality sector are four segments integral to Fayetteville's local economy. Continuing to grow and render these sectors more resilient to economic change is a focal point of the Small Business, Entrepreneurship, and Industry section of this Master Plan. The following goals were developed to inform the Department's existing core services around small business development, retention, and attraction as well as future services provided under the next entrepreneurship and innovation support services contract. Given Fayetteville's key position in the Northwest Arkansas region's entertainment and recreation landscape, input from the Restaurant, Hotel, and Bar Recovery Subcommittee; the Parks, Natural Resources, and Cultural Affairs Department; and the Downtown Fayetteville Coalition was indispensable to the formation of the Small Business, Entrepreneurship, and Industry section of the Master Plan. 1 Increase the one-year and five-year survival rates of new small businesses • 1A. Increase the one-year and five-year survival rates of women -owned small businesses • 113. Increase the one-year and five-year survival rates of minority -owned small businesses • 1C. Increase the one-year and five-year survival rates of small businesses owned by other historically disadvantaged groups (e.g., veterans, individuals with disabilities) 2 Achieve a 70% positive customer service score on new business license issuances and renewals 3 Sustain a 10% annual growth rate for the accommodation and food services sector through 2029 4 Increase the number of jobs within Fayetteville's targeted industry sectors from 63% to 70% of private sector employment by 2033 2024 Economic Vitality Master Plan 195 Supporting Strategies and Action Items The followingtable outlines nines up porting strategies forth e Small Business, Entrepreneurship, and Industry section of the 2024 Economic Vitality Master Plan. Each supporting strategy and the associated 80 action items in this section are grouped under three themes: diversified entrepreneurship ecosystem; expanded support services; and targeted industry growth. Supporting Strategy 1. Streamline pathways to Supporting Strategy 6. Focus on building a robust entrepreneurship and eliminate barriers to entry for culture of customer service for entrepreneurs and all residents small businesses Supporting Strategy 2. Target technical assistance Supporting Strategy 7. Prioritize continued and resources for historically disadvantaged small economic growth and resiliency of restaurants, businesses and entrepreneurs bars, and hotels Supporting Strategy 3. Provide tailored Supporting Strategy 8. Prioritize continued entrepreneurial support to artists and other economic growth and resiliency of arts, members of the creative economy entertainment, and recreation Supporting Strategy 4. Facilitate and support the Supporting Strategy9. Deploy proactive employer expansion and retention of Fayetteville's small expansion and attraction program to create high - businesses quality jobs paying living wages Supporting Strategy 5. Partner with local anchor institutions to accelerate the growth of local entrepreneurs 96 12024 Economic Vitality Master Plan Diversified Entrepreneurship Ecosystem Access to working capital is a key aspect of growing and scaling a small business. For women entrepreneurs, however, accessing capital comes with its own set of distinct challenges. While these disparities have long been recognized by women, these issues have gained increasing recognition from federal government agencies tasked with supporting small businesses and the academic community within the past decade. Women receive only 16% of conventional small business loans and only 2% of venture capital funding."' A 2014 study conducted by researchers from Harvard, Wharton, and MIT suggested that gender stereotypes invariably shape investment decisions as evidenced bythe study's finding that investors showed greater preference for business pitches from male entrepreneurs even when the content of the pitch was identical to that of female entrepreneurs. Moreover, the study found that investors tended to pose questions to men about opportunity for potential gains while women were more frequently asked about potential losses.x"' While dismantling deeply rooted gender stereotypes will not happen overnight, Fayetteville's economic development ecosystem can implement initiatives to promote equal access to capital, mentorship and networking, and other entrepreneurial resources to ensure that Fayetteville women entrepreneurs have an equitable footing. Supporting Strategy 1 and Supporting Strategy 2 likewise center the need to remove barriers to entry for other historically disadvantaged or underrepresented groups, including minority -owned businesses. A growing body of research has documented persistent income and wealth gaps for people of color, particularly Black Americans relative to their white peers. Black household income has fluctuated significantly in Fayetteville, while income levels and annual year -over -year changes for white households have more closely mirrored the overall trend in household income. Figure 52. Median Household Income in Fayetteville (2010-2022) Overall Household Income White Household Income Black Household Income 54,000 46,000 38,000 30,000 10 '22 Overall Population 120K 100K 80K 60K '10 '22 63,000 43,500 53,000 36,500 43,000 29,500 33,000 22,500 White Population Black Population 73,500 8,700 66,500 5,800 59,500 2,900 52,500 Source: 2010-2022 ACS 1-Year Estimates, S1903 Income gaps and the wealth gaps they produce over time can likewise perpetuate issues for current and aspiring entrepreneurs of color. A 2021 survey by the U.S. Federal Reserve Banks found that 40% of white -owned firms fully secured funding needs relative to 31% of Asian -owned firms, 20% of Hispanic -owned firms, and only 13% of Black -owned firms. Strong credit scores did little to close the gap in financing, with white -owned firms stilltwice as likelyto have full financing relative to black - owned firms.""" Disproportionate experiences in accessing capital and credit can force 2024 Economic Vitality Master Plan 197 entrepreneurs of color to rely on credit cards or other sources of personal funding that fuel their small business dreams with greater risk.x`fx Taken together, this section offers action items focus on removing barriers to entry for all of Fayetteville's entrepreneurs. In addition to broadly targeted interventions to make pathways to entrepreneurship more accessible, significant focus is given to structuring targeted technical assistance and networking opportunities for historically disadvantaged populations (i.e., women, people of color, veterans) as well as members of the creative economy. Ongoing Action Items Action Item 1. Identify and mitigate regulatory and marketing barriers for small businesses (e.g., changes to federal accredited investor regulations, providing coverage for ordinary income tax credits for investments in opportunity zones) [EV] Short -Term Action Items Action Item 2. Create an easily accessible one - pager posted online in multiple languages to identify required steps for starting a business in Fayetteville [EV, C] Action Item 3. Work toward streamlining the business license approval process, including same - week approval for all business license applications [DS] Mid -Term Action Items Action Item 5. Worktoward same -week approval for all commerce expansions in public right-of-way (e.g., sidewalk cafes, parklets) [DS] Action Item 6. Audit the City's Code to identify potential impacts or barriers to entrepreneurship, removing and revising as needed [DS, EV] Long -Term Action Items Action Item 9. Explore sustainable utilization of City -owned land in Downtown Fayetteville to create a micro -business park to enable high -traffic locations and infrastructure resource sharing [City] Ongoing Action Items Action Item 11. Advocate for municipalities to have the ability to award a percentage of municipal purchasing contracts to historically disadvantaged businesses, similar to that of the State of Arkansas [City] Action Item 4. Explore enacting an adjusted business license fee schedule for home -based businesses [DS] Action Item 7. Create an Entrepreneur in Residence program to apply entrepreneurial problem solving to municipal departmental challenges [EV] Action Item 8. Create a tailored small business mentorship program, building on existing mentorship programs operated by Startup Junkie Consulting and the University of Arkansas [EV] Action Item 10. Work with local utility providers to advocate for targeted utility rebates or revised cost structures to address pricing disparities between personal and business accounts [EV] Action Item 14. Provide targeted awareness of the City's small business resources, including technical support, legal assistance, location analysis and market research, broadband access, finance, and mentorship for businesses owned by women, 98 12024 Economic Vitality Master Plan Action Item 12. Advocate for municipalities to have the ability to dedicate a percentage of total purchasing contracts to businesses that have been in operation for less than five years [City] Action Item 13. Partner with or create a woman - owned business mentorship program, tailoring to the needs of women entrepreneurs and ensuring mentors are representative of the mentee population [EV] Short -Term Action Items Action Item 16. Provide minority-, woman-, veteran- , and neurodivergent individual -owned businesses with engagement opportunities (e.g., trade fairs, networking opportunities) to increase social capital and expand networks [CON, EV] Action Item 17. Create an accessible, inclusive resource distribution center that provides customized support to underserved business groups [CON, EV] Action Item 18. Pursue Department of Labor grant funding opportunities to establish an on-the-job training program with local Black -owned businesses [EV] Action Item 19. Raise awareness of micro -financing and small dollar loan options for women and minority residents [EV] Mid -Term Action Items Action Item 24. Form a Small Business Advisory Committee composed of diverse business owners, which will meet with the City's Economic Vitality Director to aid with implementation of the Economic Vitality Master Plan [EV] Long -Term Action Items Action Item 25. Launch a public -private alliance between the City and businesses, nonprofits, and entrepreneurial support organizations that are committed to providing business support services to and fostering business networks for women in Fayetteville [CON] Action Item 26. Support development and operation of a small -batch manufacturing facility [CON] minorities, and other historically disadvantaged groups [EV] Action Item 15. Advocate for entrepreneurial ecosystem leaders to host events and trainings in partnership with other local organizations and companies for women and minority business owners [EV] Action Item 20. Create and promote a woman- and minority -owned business education program with structured curriculum on intellectual property, product development, marketing, commercialization, SBIR/STTR grant, negotiation, contractual agreements, finance and capital opportunities, and platform -based retail [CON] Action Item 21. Promote and support SBIR/STTR workshop for women and minority residents [CON] Action Item 22. Raise awareness about on -demand trainings provided by the Arkansas Procurement Technical Assistance Center (PTAC) and host in - person trainings in Fayetteville [CON, EV] Action Item 23. Advocate for the creation of a Fayetteville Minority Enterprise Development (MED) Week, bringing awareness to women and minority entrepreneurs [EV] Action Item 27. Advocate for a federal benefits portal allowing individuals to view, choose, and pay for benefits (e.g., retirement, health insurance, tax - advantaged savings accounts, disability insurance) regardless of whether an individual earns income from an employer or self-employment [EV] 2024 Economic Vitality Master Plan 199 Ongoing Action Items Action Item 28. Host educational events on financial literacy and the process for residents declaring themselves as artists on all applicable local, state, and federal business and tax forms [AC, CON, EV] Action Item 29. Communicate educational opportunities and resources proactively and with accessibility to artists in mind [AC] Short -Term Action Items Action Item 31. Integrate the creative economy into existing and future entrepreneurial programming funded by the City of Fayetteville [AC, CON, EV] Action Item 30. Pursue partnerships with artist - focused entrepreneurial services organizations (e.g., Artists, Inc., Creative Capital) [AC] 100 12024 Economic Vitality Master Plan Expanded Support Services The City's approach to small business development is advanced both by the internal business development, expansion, and retention program led by Citystaff as well as the entrepreneurship and innovation contract with Startup Junkie Consulting (SJC or Startup Junkie). The Department introduced the first municipal entrepreneurial support contract in Arkansas, in part at the suggestion of the findings of the Fayetteville First Plan. Thousands of one-on-one consulting sessions, hundreds of workshops and networking sessions, and several Startup Crawls later, the City renewed Startup Junkie's contract through another competitive procurement process. While Startup Junkie will undoubtedly play a role in steering the action items related to entrepreneurship support services for a diverse array of residents outlined above, the Department also views Startup Junkie as invaluable connective tissue between local and state government and the anchor institutions critical to the regional economy, including the University of Arkansas and the Fayetteville Public Library. Ongoing Action Items Action Item 32. Contact at least 150 small businesses a year to assess where in the business life cycle they are operating and to provide technical assistance [CON] Action Item 33. Consider expanding shovel -ready sites on City -owned Commerce Park land, reserving properties for small businesses [EV] Action Item 34. Include entrepreneurship and small business -related development tools in workforce development training programs (e.g., customer discovery, digital marketing, Lean Canvas, risk management) [CON] Short -Term Action Items Action Item 37. Launch a marketing campaign encouraging small businesses across industry sectors to engage in omni-channel sales (e.g., e- commerce) [EV] Mid -Term Action Items Action Item 38. Pursue federal funding to establish an evergreen funding source (e.g., revolving loan fund, revenue -based investment fund) and other resources to support businesses' expansion plans [EV] Long -Term Action Items Action Item 39. Establish an Evergreen Cooperative to promote the expansion of employee -owned businesses and to retain legacy institutions critical to the fabric of Fayetteville's economy [EV, CON] ACTION ITEM 35. Pursue renewed federal grant funding to reestablish a Scale Up program (i.e., a small business accelerator) [CON, EV] ACTION ITEM 36. Identify Fayetteville's emerging and expanding industry sectors and attract small - and medium-sized companies in complementary industries from other states [EV] Action Item 40. Leverage, expand, and strengthen a place -based identity or brand for locally produced goods and services to support local makers and entrepreneurs [EV] 2024 Economic Vitality Master Plan 1 101 Ongoing Action Items Action Item 41. Advocate for the placement of the University of Arkansas's entrepreneurial assets and programming in Downtown Fayetteville [EV, UA] Action Item 42. Assist with the full activation of and programming by the Fayetteville Public Library's Center for Innovation, including the maker -to - market program [EV, FPL] Short -Term Action Items Action Item 44. Create an entrepreneurial hub through the Urban Libraries Council [EV, FPL] Mid -Term Action Items Action Item 46. Pursue efforts that lead to the retention of international entrepreneurs and their companies, recognizing the significant economic impact these firms have on Fayetteville [EV, UA] Ongoing Action Items Action Item 47. Convene the top ten fastest growing small businesses on an annual basis to promote continuous customer service improvement and startup ecosystem development [CON, EV] Short -Term Action Items Action Item 48. Amend the City's business license application to include customer service -related questions upon initial issuance of a business license as well as upon annual renewal and compare performance to a 2025 baseline moving forward [DS, EV] Action Item 49. Explore the development of a streamlined business license application [DS, EV] Mid -Term Action Items Action Item 51. Enable the Department of Economic Vitality to provide Entrepreneurship Impact Statements for ordinances and code changes that impact small businesses [EV] Action Item 43. Grow the Startup Crawl to a multiple -day festival, adding professional development and educational offerings [CON, EV, UA] Action Item 45. Create a standard hand-off mechanism to connect student -run startups with local resource providers (e.g., Startup Junkie Consulting, SCORE, Arkansas Small Business and Technology Development Center, Small Business Administration) upon graduating from the University of Arkansas [CON, UA] Action Item 50. Continue to provide municipally supported entrepreneurship and small business support resources [EV, P] 102 12024 Economic Vitality Master Plan %,men�, I 4W rft r . I n2 Maxine's Taproom during Fayetteville Pride I Photo courtesyof Devin Howland El Targeted Industry Growth Economic development must create conditions for increased productivity in order to enable broad - based growth, prosperity, and inclusion. Industry clusters are foundational to regional economies, allowing for the creation of competitive advantages within a region. Economic development work should focus on shoring up shared assets and competencies that support advanced and emerging industries alike. In the preliminary phase of the planning process, an Information Technology (IT) Subcommittee was formed in response to heightened regional demand for IT talent, which supports a range of industries in addition to being an industry in and of itself. An early draft of goals, supporting strategies, and action items was developed with the needs of the IT sector in mind. This expansive set of recommendations was later integrated into the final iteration of the Economic Vitality Master Plan and, in some places, generalized to encompass multiple target industry sectors. To inform multiple local and regional industry support strategies, the Department of Economic Vitality maintains a list of the City's target industries, which is periodically reviewed and updated to reflect current priorities. The 2024 Economic Vitality Master Plan identifies the following target industries, which inform multiple action items throughout the document: • Advanced Manufacturing. Advanced Manufacturing is defined as "the innovation of improved methods for manufacturing existing products, and the production of new products enabled by advanced technologies."` Fayetteville has a strong manufacturing sector, predominantly located in the Fayetteville Commerce District in Ward 1. Currently, over 100 employers in Fayetteville are classified as manufacturers, providing over 4,100 full-time jobs." • Circular Economy and Sustainability. The U.S. Environmental Protection Agency defines a circular economy as one that keeps materials and products in circulation for as long as possible.`" The Fayetteville Climate Action Plan calls for the advocacyfor and participation in regional solutions to reduce waste and increase recycling, stimulating for regional circular economies.`" • Creative Economy. The creative economy consists of economic activity that depends on individuals and organizations using their creativity to drive jobs, revenue, community resources, and cultural engagement."v Few sectors are as deeply rooted in Fayetteville's history as the creative economy and the arts. Whether its world class theatre production along West Avenue, a range of local performances at the iconic George's Majestic Lounge, or film production at Rock Hill Studios, the arts sector not only provides hundreds of jobs throughout Fayetteville but also defines our sense of place and community culture. • Healthcare: Over 8,300 jobs, or 20% of private employment, are attributed to over 430 different businesses within Fayetteville's healthcare and social assistance sector? The City's efforts to support and grow this industry aligns with the Northwest Arkansas Council's efforts to bring specialty services to the region." • Information Technology. Information technology refers to a broad range of services centered around the utilization of computers. This includes building communication networks, new websites, data processing to the creation of applications of phones, or custom software as a service solution for nearly every non -information technology industry there is. Continued growth of this sector can increase the availability of high wage employment opportunities and aid in activating areas of Fayetteville with daytime activity. • Infrastructure. Continued growth in Fayetteville's housing and commercial real estate markets necessitates a strong emphasis on building out a pipeline of infrastructure firms and 104 12024 Economic Vitality Master Plan workers. Shoring up this sector is also beneficial for ensuring that the City's own hiring needs are met in its Public Works Department and its Water and Sewer Department. • Professional Services. Professional, scientific, and technical services encompass a wide array of critical services in a community, including the likes of lawyers, accountants, architects, engineers, marketing professionals, and veterinary services. This industry represents a significant portion of Fayetteville's economy with over 500 different establishments that provide over 9,000 full time jobs.` • Research and Development. It goes without saying that the University of Arkansas is a major engine for innovation and technological growth. With support from its Division of Economic Development, the Arkansas Research and Technology Park, and the Institute for Integrative and Innovation Research (I3R), the University aims to increase economic opportunity by providing a unified approach to commercialization of research and talent development. Fayetteville subsequently boasts a high concentration of specialized technology employers with a nexus to University research or entrepreneurship efforts. Lastly, the accommodation and food services sector and well as the arts, entertainment, and recreation sector not only contribute significantlyto Fayetteville's economy but also function as the heart of our community. A robust hospitality sector creates jobs, contributes to the community's taxable sales revenue base, and is critical to a burgeoning tourism industry. Likewise, a healthy creative economy continues a rich cultural history of arts in Fayetteville. Supporting these sectors ensures that Fayetteville will continue to be a place loved by residents and visitors alike. It is no coincidence that the economic recovery of these sectors was top -of -mind for City staff just as their continued growth will be under the 2024 Economic Vitality Master Plan. Ongoing Action Items Action Item 52. Expand Outdoor Refreshment Areas throughout Fayetteville, prioritizing areas with high concentrations of accommodation and food service businesses [P] Mid -Term Action Items Action Item 54. Leverage the City's purchasing power to reduce the cost of sustainable to -go containers (e.g., BPI -certified compostable) by opening a request for proposal to lock in a price for five years [P] Action Item 55. Advocate for the revision of Section 5.62 and 5.63 of Title 5, Subtitle F of Alcoholic Beverage Control regulations, which prevent private clubs from purchasing alcohol from distributors [City, EV] Action Item 56. Advocate for the repeal of Section 3- 3-211 of Title 3 of Alcoholic Beverage Control regulations, which prohibits the sale of intoxicating liquors on Christmas Day [EF, EV] Action Item 57. Advocate to revise Section 5.47 of Title 5, Subtitle F of Alcoholic Beverage Control Action Item 53. Launch a marketing and awareness campaign focused on local hospitality workers' contributions to the community [EF, EV] Action Item 58. Utilize Department of Labor apprenticeship programs to expand workforce training options for accommodation and hospitality businesses and to increase employee retention [CON] Action Item 59. Host human resources and professional development opportunities for hospitality and accommodation workers in partnership with the University of Arkansas's Division of Food and Life Sciences [EV, UA] Action Item 60. Explore creating a benefits cooperative for accommodation and hospitality businesses, providing benefits including affordable health, dental, and vision insurance [EV] 2024 Economic Vitality Master Plan 1 105 regulations, which prevents private clubs from advertising in a wet area without first saying "Notice to Members" [EV] Long -Term Action Items Action Item 61. Partner with a coalition of municipalities to advocate for revising Section 1.20, Subtitle C of the Alcoholic Beverage Control regulations, which requires outdoor service areas to be defined by fencing or barriers and include "no alcoholic beverages beyond this point' signs and prevents serving alcohol at parklets and sidewalk cafes [EF, EV] 106 12024 Economic Vitality Master Plan Ongoing Action Items Action Item 62. Continue to implement the Parking Master Plan to improve service, technology, availability, and convenience for residents and businesses [PW] Action Item 63. Survey the creative economy (i.e., businesses classified under NAICS code 71 — Arts, Entertainment, and Recreation) as part of the City's future business retention and expansion services [AC, EV] Short -Term Action Items Action Item 65. Explore the consolidation of the Entertainment District and the Downtown Business District into one parking district to ensure consistent application of programs, rate structures, and technology [AC, EV, PW] Mid -Term Action Items Action Item 67. Explore developing a promotional campaign to bring awareness to local business establishments, showcasing local art as a means of increasing business traffic and providing exposure to the local creative economy [AC, DFC] Action Item 68. Explore developing an external live - work -play marketing campaign to promote the creative economy and the recreation economy as contributing factors to Fayetteville's quality of life and community character [AC, EV, PNRCA] Ongoing Action Items Action Item 71. Survey the largest 50 employers and 25 startups with the highest growth potential through the City's existing business retention and expansion program [EV] Action Item 72. Develop and maintain a proactive employer recruitment strategy, including, but not limited to, traveling to surrounding markets to meet prospective industry employers at incumbent locations and attending Site Selector conferences [EV] Action Item 64. Continue to advocate for the expansion of state -level film tax credits through the Arkansas Film Commission [AC, EV] Action Item 66. Explore the creation of a municipal - level tax rebate program, tax credit, or other incentive to supplement the State of Arkansas's existing programs to support grassroots and independent film production, encourage local production hiring practices, and retain local industry talent in Fayetteville [EV] Action Item 69. Identify outdoor recreational assets that are well -positioned for targeted small business development (e.g., parkside or trailside businesses) [EV, PNRCA] Action Item 70. Define a strategy for recruiting and retaining businesses, supporting entrepreneurial ventures, and responding to employer recruitment needs in the recreation industry to provide a coordinated approach for growing this sector of the local economy [EV, PNRCA] Action Item 74. Pursue employers in targeted industry sectors (i.e., advanced manufacturing, circular economy and sustainability, creative economy, healthcare, information technology, infrastructure, outdoor recreation, professional services, research and development) and prioritize H3 job creation [EV] Action Item 75. Inventory active businesses within each of Fayetteville's targeted industry sectors to promote sustained collaboration and job growth [EV] 2024 Economic Vitality Master Plan 1 107 Action Item 73. Develop and maintain strong relationships with site selection professionals by biannually attending Consultant Connect Summits [EV] Short -Term Action Items Action Item 77. Conduct an annual workforce needs assessment to understand the current labor -related opportunities and challenges facing target industry sectors [EV] Mid -Term Action Items Action Item 79. Pursue the acquisition of municipally owned land to be reserved for future commerce and employment opportunities [City] Action Item 76. Support local and state entities, working groups, consortia, and companies pursuing federal funding opportunities to pilot and scale programs creating jobs in Arkansas's innovation economy and advancing technology -driven economic development [EV] Action Item 78. Explore partnerships with post- secondary institutions, the local public school system, and regional employers to align K-12 career and technical education and post -secondary offerings with local labor demand within target industries [EV] Action Item 80. Continue to make quality of life improvements and investments in the Fayetteville Commerce District [City] City staff representing Fayetteville at a real estate development conference I Photo courtesy of Devin Howland 108 12024 Economic Vitality Master Plan WORKFORCE DEVELOPMENT, ECONOMIC MOBILITY n many ways, this section of the plan originates with the inception of the Department of Economic Vitality itself. As the City approached a new decade, multiple master planning efforts were up for revision or newly introduced to lay groundwork for future generations of residents. New plans included the Fayetteville First Plan, the Welcoming Fayetteville Plan, the Energy Action Plan, the Fayetteville Mobility Plan, and the City began to embark on several critical projects including an update to City Plan 2030 and development of the 71 B Corridor Plan, the Digital Inclusion Plan, and a 10-year strategic plan for Parks and Recreation work.`""' At the start of 2018, launching a municipal workforce development plan was top of mind for the City as it brought on full-time, in-house economic development resources. City staff aimed for the Fayetteville Workforce Development Plan to function as an actionable, living document that addressed local industry needs and dynamics, developing strategies for the existing and future workforce.`' Focusing on career pathways that integrated employers, educational institutions, and training opportunities through development of strategic community partnerships was crucial to the future of this work. But as the Department prepared to deliver the City's first workforce development plan in early 2020, the global economy and the local labor market were fundamentally altered by the arrival of the COVID-19 pandemic. While the pandemic paused these original workforce development planning efforts and changed many facets of the world of work, the need to ensure that targeted industries have a sufficient talent EMPLOYMENT, AND pipeline and the critical role of cross -sector partnerships to build pathways to economic mobility through quality employment predate these changes. As staff resumed work on early drafts of the Economic Vitality Master Plan and the Fayetteville Workforce Development Plan, it became clear that these efforts were inextricably intertwined. The spirit of the original Fayetteville Workforce Development Plan —particularly the focus on equitable approaches to economic growth and removing barriers to employment for all residents —is at the heart of the final version of the 2024 Economic Vitality Master Plan. Additional time, research, and guidance from the community and a strong network of workforce partners has further strengthened the Department's proposed workforce development efforts. The bedrock of the City's economic development strategy is fighting to ensure our current residents are part of the incredible growth happening all around us in Fayetteville. There are clear overlaps between the Small Business, Entrepreneurship, and Industry section and the Workforce Development, Employment, and Economic Mobility section of this plan. For every high -wage, high -skill, high -demand job created in Fayetteville, the local economy requires a potential employee with the right skillset. Workforce development is economic development, and the Department aims to highlight that investing in Fayetteville's human capital through equity - oriented workforce systems is of equal importance to business recruitment and retention work. 2024 Economic Vitality Master Plan 1 109 The Workforce Development, Employment, and Economic Mobility strategic focus area has four overarching goals, seven supporting strategies, and 100 action items, which are detailed in the following subsections. Goals The Workforce Development, Employment, and Economic Mobility section is dedicated to advancing equitable, sustainable economic growth by increasing worker productivity and raising standards of living for all residents. Diversity, equity, and inclusion —including an explicit focus on and prioritization of populations facing persistent barriers to upward economic mobility —are key themes framing the Economic Vitality Master Plan. The Childcare Subcommittee and the Economic Mobility for Populations Who Face Barriers to Employment Subcommittee were instrumental to the development and refinement of goals in this section as were conversations with several key community partners, including Arkansas Advocates for Children and Families, Arkansas United, Circles NWA, Excel by Eight, Fayetteville Public Library's Center for Innovation, Fayetteville Public Schools, Harvard's Reimagining the Economy project, National Skills Coalition, staff and members of the National League of Cities and the National Conference of State Legislatures, and the University of Arkansas Early Care and Education Projects team. The Department also thanks its residents for sharing their lived experiences navigating the status quo workforce system across numerous public input sessions in the community. 1 Make raising the median household income of Fayetteville residents the City's highest economic vitality priority • 1A. Support targeted policies and programs that build financial and social capital for Black, Latinx, and Asian residents; women; and low-income individuals and families 2 Remove barriers to short-term and long-term career trajectories for Fayetteville's parents and caregivers by promoting more accessible, stable care networks 3 Increase the number of residents working in Fayetteville's target industries and in high -wage, high -skill, high -demand (1­13) careers 4 Raise the City of Fayetteville's Arts Vibrancy Index score by increasing the supply of independent artists working in Fayetteville • 4A. Increase the retention rate from 13.4%to 16.9% of University of Arkansas students graduating from the Fulbright College's arts programs or the Fay Jones School of Architecture 110 12024 Economic Vitality Master Plan Supporting Strategies and Action Items The following table outlines seven supporting strategies for the Workforce Development, Employment, and Economic Mobility section of the 2024 Economic Vitality Master Plan. Each supporting strategy and the associated 100 action items in this section are grouped under three themes: workforce training and employment in in -demand industry sectors; upward economic mobility; and care networks. Supporting Strategy 1. Deploy a proactive talent retention and attraction program to connect workers with employers offering jobs paying living wages in target industries Supporting Strategy 2. Expand skilled trade training, certification programs, pre - apprenticeships focused on recruiting/mentoring resident populations underrepresented in professions, and Department of Labor registered apprenticeship programs Supporting Strategy 3. Align labor supply with industry demand through expanded career and technical education options within Fayetteville Public Schools Supporting Strategy 4. Enable pathways to prosperity, meaningful careers, and living wages for residents who face barriers to employment Supporting Strategy 5. Pursue a data -informed approach to expanding quality care options for children ages 0 to 4 years old Supporting Strategy 6. Leverage public -private partnerships to establish a stable care network that is responsive to evolving workforce needs and supportive of caregivers Supporting Strategy 7. Support and scale programs that create opportunities for neurodivergent residents and provide tailored resources to their families and caregivers Action items for this supporting strategy were developed with the following target resident populations in mind: residents facing income and transportation insecurity; dislocated workers and underemployed residents; justice -involved individuals; immigrants and refugees; and older workers 2024 Economic Vitality Master Plan 1 111 Workforce Training and Employment in In -Demand Industry Sectors As discussed in greater detail in the Equity -Oriented Workforce Systems section, the City aims to advance a career pathways approach to Fayetteville's workforce development services. Career pathways -centric work centers the need to build skillsets that link residents with good -paying jobs within in -demand industries of a local or regional economy. The Department of Economic Vitality will continue to monitor and, as appropriate, revise its list of target industry sectors on an annual basis, grounding the City's talent retention and attraction program in labor market data and playing to the region's strengths. Cross -sector partnerships are the foundation of a career pathways approach, and the Department is committed to collaborating with Fayetteville Public Schools and local employers to tap into the full potential of career and technical education in Fayetteville. Strategically building a pipeline of workers that is responsive to industry needs improves the economic well-being both Fayetteville's workers and employers. Career exploration with community partners I Photos courtesy of City of Fayette t&L'Ic -7 i i 112 12024 Economic Vitality Master Plan Ongoing Action Items Action Item 1. Promote existing tools, equipment, and resources that are available for use by the creative economy (e.g., Fayetteville Public Library's Center for Innovation and tool lending library) [AC, EV] Short -Term Action Items Action Item 2. Expand the City's definition of the creative economy to include skilled trades (e.g., carpentry, masonry, welding) [AC, EV] Action Item 3. Identify jobs and sectors with age - based restrictions and advocate for proactive pipeline recruitment [EV] Mid -Term Action Items Action Item 6. Identify local opportunities for artist placement across a wide range of industry sectors, including industries not traditionally viewed as career pathways for fine artists [AC, EV, UA] Action Item 7. Create a citywide program to modernize the job fair process for students in Fayetteville similar to the Campus Philly program [CR, EV, FPL, UA] Long -Term Action Items Action Item 9. Create an online repository of all Fayetteville employers that provide career pathways within the City's target industry sectors, pay a living wage, and offer employee benefits [EV] Ongoing Action Items Action Item 10. Pilot Community Workforce Agreements (CWAs) for municipal construction and infrastructure projects, utilizing the City's construction activity to expand job skill training opportunities [EV, PW] Action Item 11. Explore the utilization of Department of Labor registered apprenticeship programs for applicable city divisions (e.g., Public Works, Public Safety, Transportation) [City, EV] Action Item 12. Demonstrate the short-term and long-term employment retention cost benefits of Action Item 4. Host industry exploration opportunities within the Fayetteville Public Library's Center for Innovation on a quarterly basis [EV, FPL] Action Item 5. Promote state and federal workforce resources available to residents and employers [EV, NWAEDD] Action Item 8. Convene employers, educators, and job seekers within in -demand industry sectors for round -table discussions at least annually to enhance industry -education relationships [EMP, FPS, EV, UA] Action Item 13. Coordinate with the Arkansas State Chamber of Commerce to bring the "Be Pro Be Proud" program to Fayetteville on at least an annual basis [EV] Action Item 14. Actively pursue Department of Labor grant programs, working in partnership with the Fayetteville Workforce Center, local employers, the Fayetteville Public Library, and the Arkansas Division of Workforce Services to expand access to free job skill training opportunities and supportive services [EV, NWAEDD] 2024 Economic Vitality Master Plan 1 113 employer -funded job skill train ingthrough registered apprenticeship programs [EV] Short -Term Action Items Action Item 15. Launch an awareness campaign highlighting the benefits and career pathways of non -four-year training programs, including early career exposure for children ages 12-17 [EV] Mid -Term Action Items Action Item 16. Actively pursue workforce training opportunities that support implementation of the Energy Action Plan [EV, S] Long -Term Action Items Action Item 18. Coordinate with Fayetteville employers to increase uptake of registered apprenticeship programs in key industry sectors not traditionally utilizing apprenticeship models (e.g., healthcare, IT, business services, creative economy) [EV] Ongoing Action Items Action Item 19. Analyze local and regional labor market trends and provide a list of target industry sectors (i.e., existing high -demand and emerging industries) to FPS on at least an annual basis to enhance alignment of career pathway offerings and regional workforce needs [EV] Short -Term Action Items Action Item 21. Explore the creation of training and pre -apprenticeship programs within target industry sectors and ensure accessibility to current FPS students and recent graduates, including online certification coursework and culturally responsive career counseling [EV, FPS] Action Item 22. Support the review of current enrollment patterns and areas to expand enrollment in CTE for special student populations (e.g., students with disabilities, English language learners) [EV, FPS] Action Item 23. Support the identification of existing barriers to participation in CTE or concurrent credit coursework (e.g., lack of transportation to work - based learning, program screening criteria, financial challenges, lack of supportive services, inflexible scheduling) and develop strategies to overcome each barrier [EV, FPS] Action Item 17. Explore partnership with the Division of Arkansas Heritage to develop a specialized training program aimed at the historic preservation of residential and commercial properties [EV, LRP] Action Item 20. Provide the Stephen M. Percival Adult Education Center with relevant data and resources related to career pathways and supportive services available for adult learners [EV] Action Item 24. Provide technical assistance to support industry partnership tracking [EV] Action Item 25. Support the development of targeted outreach to parents to overcome negative perceptions associated with CTE [EV, FPS] Action Item 26. Encourage all students age 16 years and older to either volunteer or work part-time to gain work experience and prepare them for resume writing, interviews, and compensation negotiation [EV] 114 12024 Economic Vitality Master Plan Mid -Term Action Items Action Item 27. Organize catalytic engagement opportunities (e.g., tours, internships, job shadowing, professional development) between high school students, teachers, and local industry professionals and employers) [EV, FPS, NWAEDD] Action Item 28. Develop programming to expose FPS students to Fayetteville's entrepreneurial ecosystem, including youth entrepreneurship activities targeting K-8 students [CON, EV, FPS] Long -Term Action Items Action Item 31. Explore the pursuit of federal and state grant opportunities to advance CTE in local career pathways systems [EV, FPS] Action Item 29. Explore the creation of reserved seats for student entrepreneurs in regional entrepreneurship incubators or accelerators [CON, EV, FPS] Action Item 30. Explore the creation of mentorship programs matching students with industry professionals, centering the importance of fostering relationships between industry leaders and students who are historically underrepresented in CTE/concurrent credit programs [EV] Action Item 32. Explore the development of shared - use agreements with FPS magnet schools to provide public use of facilities for adult education and job skill training opportunities outside of school hours [EV, FPS] 2024 Economic Vitality Master Plan 1 115 Spotlight: Fayetteville Public Library Level Up Skills Program Fayetteville Public Library broke ground on its facility expansion, including the J.B. and Johnelle Hunt Center for Innovation (CFI) and Walker Family Teaching Kitchen, in March 2019. As the facility opened its doors in January 2021, FPL introduced new library services through investment in a fabrication lab, audio visual recording studios, and skilled trade and heavy equipment simulators. As part of these efforts, City and FPL staff collaborated to develop a job skills training program to respond to labor market contractions across key sectors of the local economy. Partnering with the Fayetteville Independent Restaurant Alliance to offer ServSafe certification coursework at no cost to residents was a precursorto the larger role FPL's programming would play in Fayetteville's economic recovery. In December 2022, $1.2 million of the City's $17.9 million ARPA funding was approved for allocation to FPL's Level Up workforce skills development program focused on reaching target resident populations, including historically disadvantaged or underserved populations, dislocated workers, and under -or un-employed individuals. The strategic approach of the Level Up program aligns with the Economic Vitality Master Plan's workforce development goals, centering economic equity, mobility, and inclusion. These values are reflected in key features of the program, including a programming focus on workers facing barriers to employment, an emphasis on _ stackable credentials and on-the-job training, and an alignment with locally and regionally in -demand target employment sectors. / - Relative to its peer regions across the a� U.S., Northwest Arkansas has fewer and less spatially distributed workforce development programs. Peer regions benefit from offering registered apprenticeship programs, providing access to a variety of certificate CFI simulator in use Courtesy of Fayetteville Public Library programs and technical schools, and focusing on in -demand industries like healthcare, information technology, and skilled trades. Taking stock of existing programming in Northwest Arkansas, alternative programs are concentrated outside of Fayetteville, can be cost - prohibitive, and require stable access to transportation and childcare. The Fayetteville Public Library, however, is located centrally within Fayetteville's downtown with access to multiple transit options and no -cost children's and adult education programming. The Department of Economic Vitality's April 2024 program audit found that over 478 unique individuals benefited from the Level Up program, with at least 342 of those participants acquiring a certificate or completing a course. By deploying a place -based approach tojob skills trainingthrough strategic co -investment in long-term workforce development assets, this partnership demonstrates a shared commitment to making Fayetteville a more economically equitable and inclusive place. This work was made possible by having the library do what it does best: creating an accessible, supportive, and learner -centered experience. The Level Up program has proved that libraries are not only some of the most trusted sites of civic life within a community but also engines for economic mobility. Removing Barriers to Economic Mobility In the broadest terms, economic mobility is a measure of economic well-being overtime, both within and across generations. Research indicates that intergenerational economic mobility has declined since 1940, largely due to lower GDP growth rates and uneven distribution of growth across socioeconomic classes.` Declines in economic mobility are not only disproportionately distributed across groups of individuals but also influenced by multiple factors." The circumstances of economic insecurity preventing long-term economic mobility look different for different individuals. There is no silver bullet solution in workforce development, and communities must deploy strategies to promote economic mobility that are context -sensitive, flexible, and tailored to the unique needs of an individual. Supporting Strategy 4 subsequently provides a general framework to enable a workforce system that meaningfully removes or mitigates a wide range of barriers to employment that we observe in our community, focusing on the following target resident populations: • Residents facing income or transportation insecurity • Dislocated workers and underemployed residents • Justice -involved individuals • Immigrants and refugees • Older workers OVERARCHING Ongoing Action Items Action Item 33. Prioritize future economic development incentives through Arkansas Act 685 for job skill training opportunities, negotiation of local hiring provisions in any use of Act 685, and municipal cost shares with employers [EV] Action Item 34. Identify in -demand career pathways in Fayetteville that pay a living wage and provide benefits on an annual basis [EV] Short -Term Action Items Action Item 36. Adopt a formal business incentive assessment policy to prioritize the creation of jobs paying living wages for Fayetteville's residents and to increase transparency [City, EV] Action Item 37. Advocate for the continuation of the federal Work Opportunity Tax Credit beyond December 31, 2025 [City] Mid -Term Action Items Action Item 40. Explore and assist in the creation of a benefits cooperative for Fayetteville or regional nonprofits, aiming to lower the cost of and expand access to benefits for local nonprofit employees [City, EV, NP] Action Item 35. Disaggregate economic indicators (e.g., median household income, labor force participation rate) used in the Department of Economic Vitality's economic analyses to monitor discrepancies across race and gender [EV] Action Item 38. Create a robust network of accessible career counselors, mentors, and job coaches through a grassroots campaign to connect residents facing barriers to employment with local industry professionals [CR, EV] Action Item 39. Explore the elimination of all out-of- pocket costs for critical education tests (e.g., General Education Degree, Test for Adult Basic Education) [EV] 2024 Economic Vitality Master Plan 1 117 RESIDENTS WITH INCOME OR TRANSPORTATION INSECURITY Ongoing Action Items Action Item 41. Leverage the power of social capital by creating and supporting networking, mentorship and allyship opportunities across household income levels [CON, EV, NP] Action Item 42. Advocate for non -four-year educational pathways for key federal and state financial aid mechanisms (e.g., federal Pell grants, state lottery scholarships) [EV] Action Item 43. Provide departmental analysis on an annual basis to Fayetteville City Council to summarize data on the cliff effect (i.e., when a pay raise triggers a disproportionate loss of government assistance) and to set a target wage to meet eligibility requirements for local incentives [EV] Short -Term Action Items Action Item 46. Develop or amplify an awareness campaign about the cliff effect and the asset - limited, income -constrained, employed (ALICE) community in Fayetteville, including efforts to engage employers [CR, EV, NP] Action Item 47. Host regularly occurring financial literacy courses (e.g., personal finance, taxes, retirement, investment) [EV, FPL] Action Item 48. Create a new program promoting entrepreneurship as a career pathway for residents facing income insecurity [CON] Long -Term Action Items Action Item 51. Advocate for affordable broadband and support the continued implementation of the City's Digital Inclusion Plan by expanding free Wi-Fi access points throughout Fayetteville [City, IT] Action Item 44. Prioritize sheltered transit stops near publicly subsidized or other affordable housing developments [City] Action Item 45. Work with regional neighbors to explore additional transit routes through Razorback Transit and Ozark Regional Transit, focusing on expedited transit services for low-income residents along key employment corridors [City] Action Item 49. Establish a promotional campaign to advertise supportive services and no-costjob skill training opportunities available in Northwest Arkansas [EV, NWAEDD] Action Item 50. Partner across government departments and community partners to connect residents of publicly subsidized or other affordable housing developments with career counselors and workforce development resources [CR, EV] 118 12024 Economic Vitality Master Plan DISLOCATED WORKERS AND UNDEREMPLOYED RESIDENTS Ongoing Action Items Action Item 52. Continue to respond at the municipal level for all advance notices issued in compliance with provisions of the Workforce Adjustment and Retraining Notification (WARN) Act [EV] Short -Term Action Items Action Item 53. Create a consortium of community partners to centralize supportive services, job skill training, and dislocated worker resources to residents impacted by layoffs and facility closures that do not trigger a WARN Act notification [EV] Mid -Term Action Items Action Item 54. Consider acquiring transferrable skillset data (e.g., Lightcastjob data) to further equip local and regional workforce development partners with resources required to aid residents impacted by layoffs [EV] JUSTICE -INVOLVED INDIVIDUALS Ongoing Action Items Action Item 55. Provide information annually about supportive services, potential career pathways, and local second -chance employers to the Arkansas Division of Community Correction Reentry Services team [EV] Short -Term Action Items Action Item 56. Generate a list of second -chance employers in Fayetteville on an annual basis and encourage job fair participation [EV] Action Item 57. Explore advocacy efforts and best practices to change licensing requirements that exclude individuals with non-violent felonies or misdemeanors (i.e., discourage automatic disqualification for convictions that are not specifically relevant to work) [EV, NP] Mid -Term Action Items Action Item 59. Explore funding to continue Legal Aid of Arkansas's record -sealing program for individuals with a nexus to Fayetteville [City, NP] Action Item 60. Develop entrepreneurial programming and technical assistance to support justice -involved individuals [CON, EV] Action Item 58. Utilize programming and networks (e.g., the Good Grid for Reentry) to connect employers, jobseekers, volunteers, and service providers to enable successful reentry of justice - involved individuals into the community [City] Action Item 61. Work with state and federal -level corrections agencies and local educational institutions to develop new or advance access to existing post -secondary education programs associated with regionally in -demand careers for people who are currently incarcerated [EV, NP] 2024 Economic Vitality Master Plan 1 119 IMMIGRANTS AND REFUGEES Mid -Term Action Items Action Item 62. Explore how the establishment of an International Entrepreneurship Retention program at the University of Arkansas can be utilized to further expand visa availability for Fayetteville's immigrant community [EV, UA] Action Item 63. Advocate for immigrants and refugees living in Northwest Arkansas to qualify for in -state tuition rates at public universities and community colleges [EV] Long -Term Action Items Action Item 65. Develop job skill training and employment opportunity resources in regionally common languages other than English to share on the City's online Welcoming Hub and through local partners (e.g., Canopy NWA, Fayetteville's Arkansas Workforce Center) [CR, EV] Action Item 64. Revisit and update the 2017 Welcoming Fayetteville Plan [CR, EV] OLDER WORKERS Ongoing Action Items Action Item 66. Explore opportunities to promote new and existing job skills development programs and to expand access to older workers [FPL, NP] Short -Term Action Items Action Item 67. Explore the development of job fair programming targeting workers age 50 and older to connect employers with job seekers (e.g., AARP's Experience for Hire program) [EV, NWAEDD] Long -Term Action Items Action Item 69. Advocate for restored funding for the Senior Community Service Employment Program [EV] Action Item 68. Develop targeted programming to support older residents interested in pursuing self- employment, entrepreneurship, or freelance work [CON] Action Item 70. Explore the development of a healthcare program for Fayetteville's seniors to support better long-term health outcomes and ensure seniors have the environmental and task modifications needed to remain in the workforce if they choose [EV] 120 12024 Economic Vitality Master Plan Care Networks Childcare was undoubtedly a priority topic of focus for the Economic Vitality Master Plan Steering Committee in 2021, ultimately necessitating the creation of the Childcare Subcommittee. This group recognized that childcare was a critical piece of the puzzle for Fayetteville's economic recoveryfrom the pandemic as well as for future inclusive economic growth. They also emphasized that because childcare challenges are widespread, systemic changes are needed; in the process of addressing these issues, it remains important that the City prioritize the needs of low- and moderate -income families while working to deploy stop -gap solutions to support Fayetteville's workforce more broadly. Indeed, the City's ARPA-funded Childcare Assistance Program demonstrated the power of public investment in childcare for Fayetteville's low- and moderate -income families. With an injection of $2 million, the City provided 145 families with financial assistance to cover one year of childcare payments. In an internally administered survey, 99% of participant respondents indicated that receiving temporary financial assistance for childcare had positively impacted their future plans with reasons cited ranging from having the opportunity to complete graduate coursework to keeping a family from being unhoused. Participating childcare providers likewise indicated that the program helped sustain appropriate staffing levels to offer quality care and prevented facility closure during a period of ongoing economic uncertainty."' As outlined in the Stable Care Networks paradigm section, the Economic Vitality Master Plan is predominantly focused on supply-side interventions in Fayetteville's childcare market. Subsequently, many of the action items outlined in Supporting Strategy 5 and Supporting Strategy 6 are focused on expanding the total number of available high -quality childcare seats in Fayetteville and can be understood through the lens of the accessibility -affordability -quality framework. Accessibility of care concerns the geographic distribution of childcare facilities across Fayetteville and the surrounding region. Co- or near -location of childcare facilities and major employment centers can be particularly beneficial for working parents. Childcare affordability can be framed in terms similar to those of housing affordability. While the U.S. Department of Health and Human Services has set a federal benchmark for affordable family co -payments for childcare at 7% of household income,"" recent studies indicate that median childcare prices for one child ranged from 8% to almost 20% of median household income nationwide."v In Washington County, childcare price as a share of household income exceeded 8% in all but one category.'v In terms of quality, states across the U.S. utilize quality rating and improvement systems (QRIS) to encourage continuous quality improvement across state and local childcare networks. The State of Arkansas uses the Better Beginnings tiered QRIS with the goal of stimulating better outcomes for children through the provision of higher quality childcare and early childhood education." Open to every licensed and registered childcare provider in Arkansas regardless of facility format, the Better Beginnings system is split into six levels and encourages childcare providers to progress through each level over time. Advocates for high -quality childcare in the state typically focus on increasing the number of seats available at childcare facilities with a Level 3 or higher Better Beginnings rating. In 2023, approximately 31 % of childcare centers at or above a Level 3 with only six Level 6 facilities. Facilities not participating in the program or with Level 2 ratings are the two largest categories of childcare centers, suggesting potential entry points for increasing high -quality childcare options in Fayetteville. 2024 Economic Vitality Master Plan 1 121 Figure 53. Childcare Costs in Washington County (2023) Childcare Price as a Share of Estimated Median Yearly Care Type and Age Median Household Income Price (2023) Infant center -based 11.3% $8,339 Infant home -based 8.9% $6,580 Toddler center -based 10.7% $7,881 Toddler home -based 8.2% $6,044 Preschool center -based 9.6% $7,115 Preschool home -based 7.8% $5,738 School -age center -based 8.5% $6.258 School -age home -based 7.4% $5,432 Source: Women's Bureau, U.S. Department of Labor, https://www.datawrapper.de/ /TtmNX/ Figure 54. Fayetteville's Childcare Facilities by Better Beginnings Level Not Participating in QRIS ELevell MLeve12 Level 3 ELevel4 ELevel5 E Level 6 500 Total Allowed Capacity 200 Source: Arkansas Department of Human Services, https://www.datawrapper.de/ /IYwLQ/?v=3 122 12024 Economic Vitality Master Plan Kicking off implementation work with a community childcare needs assessment will better position the Department of Economic Vitality to ground all other early childhood -related initiatives in actual residents' childcare needs and preferences in terms of format and hour availability, not just an estimation of what gaps need to be filled. It is also important that programs to increase the pool of childcare providers citywide —be that through childcare centers, childcare family homes, employer - sponsored facilities, or public Pre-K—adequately support early childhood professionals and childcare business owners. The Department of Economic Vitality recognizes that local, regional, and statewide efforts should be thoughtfully concerted to ensure full coverage and avoid duplication. The State of Arkansas and the City's regional peers are important partners in improving early childhood outcomes across Northwest Arkansas, ensuring Fayetteville's parents have adequate childcare, and investing in early education at levels comparable to our investment in elementary and secondary education. As such, this section of the plan includes several advocacy -related action items, including state -level tax policies that benefit Arkansas's working families and the early childhood education workforce as well as mechanisms to provide more affordable dependent care and paid parental leave through blended funding mechanisms. Short -Term Action Items Action Item 71. Identify high -priority areas where additional childcare facilities are needed as part of updating the City's Growth Concept Map and implementing the Neighborhood Center Advancement Plan [CR, DS, EV] Action Item 72. Conduct a Fayetteville community childcare needs assessment to identify the number of additional childcare seats needed across income levels to accommodate current demand and projected growth [EV] Action Item 73. Actively work to expand local childcare capacity through partnerships with employers, family daycare centers, and nonprofits supported by braided, blended, and layered funding streams [CR, EV] Mid -Term Action Items Action Item 77. Work to establish and fund two additional Pre-K classrooms to expand program eligibility for district employees and other essential workers [CR, EV, FPS] Long -Term Action Items Action Item 79. Partner with existing nonprofits to increase education about potential grants, training, and professional development opportunities for licensed childcare facilities and raise awareness about existing programs offered through the University of Arkansas [CR, EV, UA] Action Item 74. Identify existing barriers to opening licensed family childcare provider businesses, including local zoning and permitting [EV] Action Item 75. Support the University of Arkansas's expansion of the family childcare home network and provide technical assistance to family childcare providers to develop quality infant and toddler care [EV, UA] Action Item 76. Advocate for a statewide refundable tax credit for early childcare educators to incentivize higher educational attainment and increase incomes [CR, EV] Action Item 78. Explore incentivizing all childcare facilities to become licensed through the State of Arkansas [CR, EV] Action Item 80. Explore and assist with the development of a benefits cooperative for local childcare businesses to lower the cost of and expand to benefits for workers in the childcare industry [CR, EV] 2024 Economic Vitality Master Plan 1 123 Short -Term Action Items Action Item 81. Form or support a coalition of nonprofit supportive services providers, childcare organizations, and private employers to advance common goals of expanding affordable childcare access throughout Fayetteville and addressing the childcare needs of Fayetteville's growing workforce [CCP, CR, EMP, EV, NP] Action Item 82. Identify businesses with third shift employees in need of childcare services and explore best practices for providing childcare tailored to this workforce sub -population [EV] Action Item 83. Coordinate with the Early Care and Education Projects team to develop and promote existing resource guides abouts starting in -home childcare businesses [CON, EV, UA] Mid -Term Action Items Action Item 87. Pursue state and federal grant funding to establish a local childcare provider retention program [EV] Action Item 88. Partner with a coalition of municipalities to advocate for the creation of a fully refundable state -level child tax credit and to expand the state's current child and dependent care tax credit [EV] Action Item 89. Explore the creation and supportthe development of childcare programs for key local employers (e.g., Fayetteville Public Schools, Washington Regional) [EV] Long -Term Action Items Action Item 92. Explore the creation of a Childcare Trust Fund to provide long-term subsidization of childcare costs for members of Fayetteville's workforce who face barriers to economic mobility [EV] Action Item 93. Explore and promote potential strategies for funding 12 consecutive weeks of paid parental leave after birth, adoption, or foster -care placement of newborns (e.g., modeling Arkansas's Act 770 for state employees) at key local employers [EV] Action Item 84. Explore potential funding mechanisms to cover start-up costs for childcare providers and develop resources to support navigation of licensing and permitting requirements [DS, EV] Action Item 85. Explore the development of a substitute pool of childcare providers to assist parents impacted by sudden school or childcare provider closures [EV, UA] Action Item 86. Advocate for the development of Dependent Care Assistance Plans (DCAPs) through the Excel by Eight Business Coalition and encourage adoption from local anchor institutions [EV] Action Item 90. Explore programming and funding sources to offset combined housing and care cost burdens for GAPS households (i.e., seniors making above the threshold to receive public subsidies but who cannot afford long-term care services) [EV] Action Item 91. Partner with a coalition of municipalities to advocate for the creation of a refundable state earned income tax credit for low- income seniors [EV] Action Item 94. Consider joining the AARP Network of Age -Friendly States and Communities, conducting a senior community needs assessment and action plan [EV] Action Item 95. Advocate for the state's development of a Master Plan on Aging to outline comprehensive policy and programming approaches to support aging Arkansans [EV] 124 12024 Economic Vitality Master Plan The Department of Economic Vitality remains committed to advancing equitable access to opportunities for and responding to the varied workforce needs of Fayetteville's neurodivergent residents. While the City recognizes a need to support workers of all abilities, the Economic Vitality Master Plan specifically focuses on the neurodiverse community in Fayetteville given the complex care considerations households with neurodivergent family members face as well as the national labor laws that codify wage discrimination and disproportionately impact individuals with intellectual and developmental disabilities."' Namely, Section 14(c) of the Fair Labor Standards Act of 1938 allows businesses to request a certificate from the U.S. Department of Labor that authorizes them to pay workers "whose earning or productive capacity is impaired by a physical or mental disability" a subminimum wage.""' Output -based pay provisions can result in workers with disabilities earning cents on the dollar relative to their nondisabled or neurotypical peers. As appetite for corrective legislation grows at the federal level, local communities can play a role in advocating for systems change that benefits workers with a range of disabilities while targeting programming support for neurodivergent residents through a growing network of community partners. The City's commitment to securing $3 million to date in federal funding for infrastructure support for Fayetteville's SLS Community and the South Cato Springs project is one recent example of the role local economic developers can play in ensuring that neurodivergent residents have the resources to flourish in Fayetteville. Through the deployment of a collective impact modelthat removes structural barriers and provides access to housing, employment, recreation, and support services, the SLS Community demonstrates Fayetteville's belief that neurodiversity is an asset to our community and emphasizes the City's responsibility to ensure that inclusion is accessible. Ongoing Action Items Action Item 96. Advocate for the passage of the Transformation to Competitive Employment Act or similar legislation, ending the federal rule that allows neurodivergent individuals to be paid less than the federal minimum wage [City] Action Item 97. Continue to support the development of the Supporting Lifelong Success (SLS) Community, which provides supportive services and job skills training opportunities to neurodivergent residents [City, DS, EV, PNRCA] Long -Term Action Items Action Item 100. Explore the development of a technical education facility dedicated to serving the needs of neurodivergent residents [EV] Action Item 98. Work with local employers to identify and socialize career pathways for neurodivergent residents and encourage changes to hiring, recruitment, and onboarding processes to enable success [EV] Action Item 99. Advocate for reform to federal law, enabling neurodivergent residents to earn a living wage without losing federal benefits (e.g., Medicaid) [EV] 2024 Economic Vitality Master Plan 1 125 COMMUNITY DEVELOPMENT hile industry and workforce development have long been the bread and butter of economic development work, the importance of place is integral to sustainable economic growth and quality of life. Improving or maintaining the City's physical environment and quality of life factors, which we refer to as community development, likewise overlaps with more traditional economic development focus areas. For example, strategic recruitment and placement of employers across town can ensure businesses are near- or co -located with appropriate utility servicing, complementary services, or key suppliers. Sufficient affordable housing stock, flexible workspace, and services are vital supports for talent retention and attraction. By installing community development as a core service area for the Department of Economic Vitality, the City acknowledges that quality of place necessarily conditions quality of life. For decades, segments of this community — like many communities nationwide —have spent countless hours fixated on the age-old debate as to whether or not and to what extent Fayetteville is growing. But after decades of population and economic growth outpacing projections and Arkansas as a whole, the questions we face in our community is now a normative one: How should we grow? The City and its residents must now grapple with how the community chooses to manage the tides of growth and whether those decisions will enable broad -based economic benefit for all of Fayetteville. With our new reality in mind, this section focuses on advancing the preservation and development of high -quality places across Fayetteville, not just in concentrated pockets of town. Our vision for the future includes a commitment to high -quality design, ease of access to amenities, and mixed -income neighborhoods to support residents in all phases of life. Offering the Neighborhood Center Advancement Plan as a new planning tool, the action items outlined in this section boil down to building economically productive communities and igniting a virtuous cycle in which a series of small actions build momentum to realize desired changes. The Neighborhood Center Advancement Plan not only defines the internal process for coordinating across municipal divisions but also aims to bridge the gap between Fayetteville's traditionalists and the new urbanist camp. Development guided by community preferences and resource efficiency can boost municipal sales tax revenue which, in turn, enables stable or even expanded citywide services. Good and dependable services enable higher quality of life for all residents. Three of the five supporting strategies in this section are dedicated to housing affordability for residents across income levels and stages of life. The Department acknowledges that Fayetteville's residents face a bundle of housing challenges, including remedying decades of housing underproduction and providing targeted assistance to help residents transition between periods of life with family and careers. Fayetteville requires not just a whole -of -government approach but instead a whole -of -community approach to change the terms of development so the market can provide the outcomes we desire. The Community Development strategic focus area prioritizes protecting and amplifying the parts of Fayetteville that make it a place we love: well-preserved natural beauty, public arts of all formats, and a sense that all people are welcome to make a life for themselves and their families here. Thoughtfully and strategically managing changes to the City's physical surroundings can demonstrate a reverence for Fayetteville's history without choking its legacy. 126 12024 Economic Vitality Master Plan J RrTM� 1 Fayetteville Square through the years I Photos courtesy of the University of Arkansas Libraries Digital Collection 2024 Economic Vitality Master Plan 1 127 The Community Development strategic focus area has three overarching goals, five supporting strategies, and 75 action items, which are detailed in the following subsections. Goals Economic development and community development are fundamentally about improving communities. While economic vitality has a broader mandate focused on the creation of wealth for a community's benefit, community development gets at the work required to make a community a better place to live and work. Formally expanding the Department of Economic Vitality's core services to include key community development activities (e.g., placemaking, neighborhood -level development, affordable housing) allows the City to proactively manage growth while protecting what we love about Fayetteville. Central to the Community Development section is the proposed Neighborhood Center Advancement Plan, the result of collaborative efforts with Development Services, Parks, Natural, Resources, and Cultural Affairs, and Public Works to translate theoretical growth concept -oriented development planning practices into an actionable process. The Economic Vitality Steering Committee likewise played an active role in advancing internal conversations about affordable housing production, and the analysis in the Long Range Planning team's 2023 Affordable Housing Assessment greatly enriched the housing -related goals outlined below. 1 Ensure Fayetteville is a vibrant, livable community for current and future residents through intentional growth management 2 Reduce housing cost burdens for residents making under 120% of Fayetteville's Area Median Income (AMI) • 2A. Target direct municipal intervention to create or maintain housing units affordable at or below 80% AMI (i.e., for low- and very low-income residents) • 2B. Stabilize the City's affordable rent ratio for low- and middle -income residents as well as residents on fixed incomes (e.g., seniors, individuals with disabilities) 3 Increase the percentage of individuals who both live and work within Fayetteville by 2030 • 3A. Increase the number of affordable, accessible studio spaces available to Fayetteville's artists and other members of the creative economy 2024 Economic Vitality Master Plan 1 129 Supporting Strategies and Action Items The following table outlines five supporting strategies for the Community Development section of the 2024 Economic Vitality Master Plan. Each supporting strategy and the associated 75 action items in this section are grouped under three themes: placemaking and quality of life enablers; neighborhood center activation; and housing affordability. Supporting Strategy 1. Preserve and bolster community character by integrating public art, greenspace, and recreational amenities into parcel - and neighborhood center -level development strategies as well as neighborhood -supported placemaking Supporting Strategy 2. Advance the creation of quality places by prioritizing the development of complete neighborhoods, strategically leveraging city -owned assets, and championing quality urban design Supporting Strategy 3. Pursue targeted policies to induce housing production and meet the needs of cost -burdened low- and middle -income renters Supporting Strategy 4. Expand resources and services to support the rehabilitation or preservation of Fayetteville's existing affordable housing stock or the conversion of market -rate housing units Supporting Strategy 5. Broaden programming that assists residents transitioning between income levels and expands or sustains access to affordable homeownership Action items for this supporting strategy were developed with the following target resident populations in mind: asset -limited, income -constrained, and employed (ALICE) households; seniors and individuals with disabilities 130 12024 Economic Vitality Master Plan Placemaking and Quality of Life Enablers Placemaking is another community development term with competing definitions and connotations, but it is fundamentally concerned with building communities around places. While placemaking as a term is relatively new, the concept has deep roots in urban planning and advocacy work and highlights the importance of building cities for the people who live in them.` Key elements of placemaking include sociability, uses and activities, access and linkages, and comfort and image. Figure 55. Project for Public Spaces Place Diagram What Makes a Great Place?,yp $ a = , f Project for Public Spaces E fHNCvs STREET LIf[ TRPfFlC o �^ OCESQ`45 M y � f �OE Zf41 REHC[L pE�OE WELCOMI 'LFR iryE ' 1 EB0.pfO0.'1 RO gOSTpINpBLE PLQ�=F co�rv0.To%M\TT E �E0O OOd 0 3R 2 � P 2 P� `JES pEN 0.ETp\LSPLES CRIME STRiISTlCS NC qY Commonly misunderstood and often contentious, placekeeping can be conceptualized as a sister theory or perhaps even an extension of placemaking work, focusing on the long-term maintenance or adaptation of high -quality places after they have been created. Placekeeping extends beyond physical preservation, aiming to keep "the cultural memories associated with a locale alive, which supporting the ability of local people to maintain their way of life as they choose."`' Inherent in all of these definitions is a shared understanding that place matters. Quality of place informs quality of life, positioning placemaking in its many forms as an economic vitality consideration. Given Fayetteville's rich cultural history as a site of grassroots arts organizations and activities, creative placemaking is of particular relevance to in discussions about how a sense of place can enhance the community's overall quality of life. Creative placemaking has been described by the U.S. Department of Arts and Culture as the "process of community development that leverages outside public, private, and nonprofit funding to strategically shape and change the physical and social character of a neighborhood using arts and cultural activities."" Within spaces advocating for local arts in Northwest Arkansas there exists a growing critique about creative placemaking efforts, with particular concern about "a network of tensions between privatized funding sources, local government, nonprofits, and community members."""' This public discourse emphasizes the status of art as a public good in Fayetteville that requires municipal investment and is strengthened 2024 Economic Vitality Master Plan 1 131 by community collaboration with existing residents in the arts community who offer indispensable institutional knowledge. But wholly divorcing creative placemaking from economic development goals fails to acknowledge the fiscal reality of municipalities as well as individual artists. More explicit ties to economic development matter for the long-term provision of public goods, including funding for arts and entertainment. The City can ensure that municipally -supported creative placemaking has accountability mechanisms in place to ensure work is tied to equitable planning and development policies and practices and to minimize displacement of resident populations or cultural assets. Approaching placemaking efforts with an equitable growth framework can take the best parts of these processes while advancing Fayetteville's core values. To strengthen placemaking efforts encouraged by the 2024 Economic Vitality Master Plan —and perhaps complementary to the forthcoming Arts and Culture Master Plan —the City can co -develop an equitable growth framework, including equitable growth metrics that can be integrated into the Neighborhood Center Advancement Plan (e.g., access to goods, services, and public amenities; access to housing opportunities; access to employment opportunities; environmental justice). Proactively co -developing an equitable growth framework alongside our community allows us to acknowledge that change is inevitable, but displacement is controllable with the appropriate community consultation, resources, and political will. Smart growth is another key component of advancing quality of life in Fayetteville. The Economic Vitality Master Plan integrates smart growth principles throughout the Community Development section, drawing on the work of the Climate Action Plan (CAP). Encouraging future growth in established neighborhoods throughout Fayetteville can safeguard against the negative environmental impacts of sprawl and avoid straining public infrastructure and services against an ever-expanding growth boundary. A focus on growth management also produces several key synergies between the Economic Vitality Master Plan and the CAP: • Reduced vehicle -based greenhouse gas emissions by concentrating further growth in compact, walkable neighborhoods • Lower household utility consumption by supporting energy efficiency improvements to existing housing stock and encouraging quality, energy efficient design of new development • Decreased land consumption by focusing on appropriate infill development in established neighborhoods Ongoing Action Items Action Item 1. Explore various placemaking strategies, including wayfinding and the incorporation of public art, to celebrate the unique community identities of neighborhood centers [AC, P N RCA] Short -Term Action Items Action Item 3. Support the adoption and implementation of the City's first Cultural Arts Master Plan under the guidance of the City's Arts and Culture Director and the Fayetteville Arts Council [City] Action Item 2. Prioritize infrastructure and placemaking projects that promote growth concept - oriented development in the City's annual budget and Capital Improvements Plan (CIP) process [EV] Action Item 5. Explore funding sources for studio space stipends for artists and members of the creative economy [AC, EV] 132 12024 Economic Vitality Master Plan Action Item 4. Explore a density bonus incentive within Fayetteville's neighborhood centers for the development of accessible studio space [AC, DS, EV] Mid -Term Action Items Action Item 6. Pass an ordinance adopting a Percent for the Arts funding stream for the City of Fayetteville's public capital improvement projects [AC, City, EV] Action Item 7. Pass an ordinance adopting a Coins for Conservation funding stream to support the expansion of the enduring green network and parkland acquisition [City, EV, PNCRA, S] Long -Term Action Items Action Item 9. Recognize the role of art in placemaking and include public art as core infrastructure for each of Fayetteville's neighborhood centers [AC, DS, EV] Mural on the Walker Park basketball courts designed by Action Item 8. Encourage and pursue concentrations of the arts and creative economy beyond Downtown [AC, EV] Action Item 10. Encourage alternative leasing arrangements and policies to ensure fair access for a diverse range of artists (e.g., short-term or alternative lease arrangements to activate vacant space) [AC, EV] 2024 Economic Vitality Master Plan 1 133 Neighborhood Center Activation Supporting Strategy 2 focuses on ensuring that the future of development in Fayetteville yields the community benefits we desire. Action items position the City to play a more active role in planning and supporting both residential and commercial development. Building on the Tier Center concept of City Plan 2040's Growth Concept Map, the Department of Economic Vitality developed the Neighborhood Center Advancement Plan as a complementary tool to support development of quality places across Fayetteville, not just its urban hubs. This tool deploys a cross -divisional approach to activating community -centric development, relying on both public input and cross - divisional subject matter expertise. Ongoing Action Items Action Item 11. Develop and socialize educational materials to begin implementation of City Plan 2040's Growth Concept Map and the Neighborhood Center Advancement Plan, outlining the roles and responsibilities of relevant City staff, commissions, and boards [DS, EV] Action Item 12. Perform an economic and community development analysis of each neighborhood center (e.g., economic, labor -shed, community development, infrastructure, transportation, and parcel analysis) [DS, EV] Action Item 13. Work with residents living near neighborhood centers to understand visual preferences, create neighborhood -specific pattern zones and design standards, and expedite housing development [DS, EV] Action Item 14. Proactively rezone neighborhood centers to protect areas from undesirous development [DS] Short -Term Action Items Action Item 19. Create a coordinated, cross - divisional approach to planning and developing priority neighborhood centers and associated infrastructure coordination [EV, DS] Action Item 20. Conduct five-year demographic studies with a professional demographer to aid infrastructure planning and service delivery [EV, DS] Action Item 15. Support equitable access to nature and greenspace in the implementation of the Neighborhood Center Advancement Plan [DS, EV] Action Item 16. Identify key catalytic parcels within priority neighborhood centers and meetwith existing property owners to gauge interest in potential economic development projects or rezoning [EV] Action Item 17. Inventory vacant and underutilized parcels, including municipally -owned parcels in priority neighborhood centers for potential public - private partnership development while ensuring stormwater management and watershed protection [EV, S] Action Item 18. Strategically acquire parcels located within priority neighborhood centers for proactive economic development projects, including housing [EV] Action Item 22. Host community charettes within each priority neighborhood center to kick off proactive development efforts, understand visual preferences, and ensure buy -in from residents [EV, DS] Action Item 23. Develop a community outreach campaign to increase citywide awareness of the need for quality, mixed -income housing options in neighborhoods across Fayetteville, including a housing policy educational primer for newly elected officials and City staff involved in planning and community development activities [EV] 134 12024 Economic Vitality Master Plan Action Item 21. Launch a community engagement campaign to discuss benefits of implementing the Growth Concept Map through the Neighborhood Center Advancement Plan [EV, DS] Mid -Term Action Items Action Item 25. Fund the targeted redevelopment of the City's Unified Development Code, ensuring the City maintains its sign ordinance and tree preservation ordinance [City] Action Item 26. Identify data requirements for performing an economic and community development analysis of each neighborhood center and Special District, establishing targets for residential, employment, service, and recreational opportunities [DS, EV] Action Item 27. Issue requests for proposal for economic development projects within priority neighborhood centers, advertising opportunities on national real estate platforms [DS, EV, P] Long -Term Action Items Action Item 31. Pursue the expansion of the City's land holdings in the Fayetteville Commerce Park (or other suitable land zoned 1-1 or 1-2) to reserve sites for quality employment opportunities [EV, City] Action Item 32. Develop interactive maps to depict selected economic development standards and visualize priority parcels within each neighborhood center, ensuring inclusion of environmental overlays (e.g., enduring green network, streamside protection) [EV, GIS] Action Item 24. Create an inclusive community by ensuring all City facilities, including current and future parks, are accommodating to the needs of all residents [PNRCA] Action Item 28. Conduct a citywide utility capacity assessment of neighborhood centers and define a cost-effective, utilities -driven growth boundary to prevent sprawl and to support implementation of the Neighborhood Center Advancement Plan [DS, PW] Action Item 29. Prepare City -owned land reserved for future employment to be shovel -ready by ensuring critical infrastructure is at or within proximity to sites [City] Action Item 30. Explore continued municipal support of the Downtown Fayetteville Coalition following a review of performance measures and contract deliverables [City] Action Item 33. Explore future economic vitality marketing opportunities to attract quality and complementary investment in priority place types [EV] 2024 Economic Vitality Master Plan 1 135 Spotlight: Downtown Fayetteville Coalition City Council passed Resolution 172-23 on August 1, 2023, committing $310,000 of municipal funding over a three-year period to the Fayetteville Advertising and Promotion Commission to support the Director of Downtown Initiatives and the Downtown Fayetteville Coalition (DFC). Until 2023, Fayetteville was the only of the big four communities in Northwest Arkansas without such an organization. In fall 2023, DFC engaged in a three-month process with the Public Sphere Project to adopt the organization's strategic framework, including four pillars of focus: • Common voice positions DFC as a proactive champion of downtown interests, providing trusted thought leadership and insight to elected officials • Welcoming describes a robust portfolio of events and public realm initiatives that make downtown more attractive, vibrant, and safe for visitors • Placemaking recognizes that the community can intentionally curate the mix of commercial and cultural activities within our district, incentivizing creative entrepreneurs and sustaining long-time anchor institutions • Capacity invites the DFC to invest in its own organizational infrastructure as it pursues new partnerships, recruits talent, and participates in a regional and national community of practice In the short time since the organization was established, the benefits of DFC's work are already apparent. From an event delivery perspective, the DFC executed two immensely successful festivals with the inaugural Falltoberfest in 2023 and the Strawberry Festival in 2024, boasting 12,000+ and 10,000+ estimated attendees respectively. While harder to quantify, DFC's other signature accomplishment to date is cultivation of a strong common voice and reputation as a reliable conduit between downtown stakeholders and local government. This communication and coordination channel is mutually beneficial and functions as an invaluable feedback loop. Funding the organization with revenues from the City's program has proved to be a worthwhile investment not only in DFC but in Fayetteville's downtown. As communities nationwide demonstrate, there are countless ways to structure an organization focused on a city's downtown area. The accomplishments of DFC and its members since 2023 is a testament to the organization's ability to realize its role as a steward and champion of Fayettevi lle's 4� `\\� downtown area and the memories "Jill III generations of Fayetteville residents have made and will make in this beloved segment of town. Dancing at the 2024 Strawberry Festival I Photo courtesy of Downtown Fayetteville Coalition Housing Affordability, Production, and Preservation Both the 2023 Housing Assessment and City Plan 2040 acknowledge the importance of creating opportunities for affordable housing across income levels and phases of life. While housing expenditures are often the most salient household budget item in conversations about cost of living, residents' housing needs are not solely a function of price. Proximity to school and work, access to multi -modal transit, ease of mobility and safety, and fears of being displaced from a beloved neighborhood are some of countless factors that surface in the community's discussion of housing development. The action items under the following supporting strategies collectively aim to anticipate and equitably respond to the housing needs of current and future Fayetteville residents. The 2023 Housing Assessment presented several key policy options for Fayetteville's housingfuture, emphasizingthe importance of strategically increasing housing density in places throughout the City that have existing services, infrastructure, and amenities therefore making them well-equipped to accommodate an influx of density and use intensity. Drawing on lessons from other municipalities, the assessment duly noted that a city cannot build itself out of a housing crisis. As such, preserving Fayetteville's existing affordable housing stock is also critical to moving the needle on long-term housing affordability. This likewise supports the City's goal to reduce climate change threats to public infrastructure and private property (CAP Ecosystem Service Goal 5). Many existing affordable housing units are located in or near a flood plain, and multiple municipal departments can play a role in preventing further growth of Fayetteville's flood plains by better managing stormwater throughout town. Section 3 of the Economic Vitality Master Plan affirms the example set bythe 2023 Housing Assessment for the City to take a more hands-on approach to monitoring and responding to changes in Fayetteville's housing stock and housing needs. The action items identified under the following three supporting strategies are informed by the need to deliver policy solutions for Fayetteville's residents most impacted by rising housing costs, with an emphasis placed on cost -burdened lower and middle -income renters who bear the brunt of recent housing cost escalations. As affordability concerns continue to creep up the income ladder nationwide, it is important that the City's housing policymaking first prioritizes those most in need of housing cost relief while simultaneously offering solutions for residents across a range of income levels and phases of life. Proposed policy interventions range from funding for temporarily or permanently publicly subsidized housing for the City's most vulnerable populations (e.g., low- income seniors, individuals with disabilities) to one-time supports for income -ready households that need extra support to start the journey of building generational wealth through homeownership to targeted approaches that encourage private development of mixed -income housing and, in turn, build durable mixed -income neighborhoods across Fayetteville. f d� fl BOOM OUR HOME PEOPLE REALIZE %"*'Iwrr We Are At "i Vintage broadside excerpt I Photo courtesy of the University of Arkansas Libraries Digital Collection 2024 Economic Vitality Master Plan 1 137 Which of these economic vitality areas are most important to you? Please take 3 sticky dots and All of these focus areas can play an prioritize the strategies by placing important role in Fayetteville's Economic your votes in the associated rows Vitality and Recovery Plan. This exercise (one vote per strategy). helps us prioritize them. ev 0 o 0600,8 ok 8:0000 0 064W) 4 0 00 00 %00 <0 0!000 0 0 0 0 --1 ®••00 o 1 •• •• V) Supporting small businesses • Economic mobility for residents • Bolstering non -profits and • businesses in the performing arts and the creative economy (duality of life amenities such as • our enduring green network, trails, and parks 00000010 (A Learn more about the City of Fayetteville's Contact Economic Recovery and Vitality Plan at Phone: 479.575.8276 www.fayetteville-ar.gov/economicrecovery •. CITY OF ��FAYETTEVILLE ARKANSAS 138 12024 Economic Vitality Master Plan Ongoing Action Items Action Item 34. Monitor and track monthly housing unit production, building on the work of the 2023 Fayetteville Housing Assessment and publishing annual reports to align production with projected population estimates and income levels [DS, EV] Action Item 35. Prioritize future uses of the City's federally allocated HUD HOME funding to expand affordable housing stock for households making up to 60% of Fayetteville's AMI [EV] Action Item 36. Support the work of local nonprofits and organizations raising awareness about the community's affordable housing needs, emphasizing the economic equity, community stability, and public health benefits of diverse, affordable, mixed -income housing [EV] Short -Term Action Items Action Item 39. Pursue a catalytic investment to seed a local or regional Affordable Housing Trust as outlined in City Plan 2040 [EV, NP] Action Item 40. Explore alteration of the existing residential step -back requirement during the Downtown Master Plan process to unlock more developable sites through strategic partnerships and to promote diverse housing opportunities in Downtown Fayetteville [DS, EV] Action Item 41. Pursue partnerships with local financial institutions and nonprofits to unlock below -market financing to develop ADUs or missing middle housing in exchange for long-term affordability periods [EV, NP] Mid -Term Action Items Action Item 44. Pursue a public -private partnership to leverage public land in Downtown Fayetteville (e.g., parking lots) to create new mixed -income developments with subsidized and market -rate units [City] Action Item 45. Explore incentives to encourage production of multi -family housing projects with affordable units in neighborhood centers with high housing costs [EV] Action Item 46. Explore incentives for adaptive reuse of underutilized buildings or properties for affordable housing development [EV] Action Item 37. Explore the creation of a tiered development and permitting fee structure, prorating fees according to unit affordability levels and anticipated costs to service the location [DS, PW] Action Item 38. Implement City staff's proposed interim housing production tools to encourage denser, mixed -income, and context -sensitive housing development prior to any changes to the Unified Development Code [DS, EV] Action Item 42. Collaborate with nonprofits, religious institutions, and educational institutions to explore potential utilization of their land holdings to address housing needs for households making up to 120% of Fayetteville's AMI [EV, NP] Action Item 43. Explore rezoning all land owned by religious or educational institutions to allow affordable housing development [EV] Action Item 47. Host small-scale developer trainings on an annual basis to foster a pipeline of local development talent in Fayetteville, including non-traditional developers like nonprofits and members of the creative economy [DS] Action Item 48. Explore the utilization of cost shares, incentives, or the provision of City -owned land to expand affordable housing options across AMI groups [EV] Action Item 49. Raise awareness about and encourage the use of universal design features (e.g., no -step entry) in new or City -subsidized affordable 2024 Economic Vitality Master Plan 1 139 Long -Term Action Items Action Item 48. Evaluate potential elimination of minimum residential parking requirements in High - Activity Corridors and the pedestrian shed of each neighborhood center [DS, EV] housing production to support seniors and residents with disabilities [DS, EV] Action Item 49. Advocate for future appropriations in Arkansas's state housing trust fund, which has not been funded since 2013 [EV] Federal funding plays an important role in moving the needle on affordable housing opportunities. While public housing, project -based subsidies, and voucher programs for low-income households might be the most familiar flow of federal housing dollars into our community, there are several other established programs offered through the U.S. Department of Housing and Urban Development. This includes the Community Development Block Grant (CDBG) program, which funds an array of community development activities including the City's housing rehabilitation and repair program, as well as the HOME Investment Partnerships program, which is designed exclusively to create affordable housing for low-income households. To implement the affordable housing action items outlined in this section, the City will continue to monitor federal funding opportunities and work with community organizations to support the cultivation of capital stacks required to advance mixed - income housing developments. Ongoing Action Items Action Item 52. Monitor and track properties accepting Section 8 vouchers or leveraging Low - Income Housing Tax Credits (LIHTC) that may be at risk of converting affordable units to market -rate housing and explore potential incentives to retain these affordable units [CR, DS, EV] Mid -Term Action Items Action Item 54. Advocate for increased federal funding for Low -Income Housing Tax Credits and Housing Choice and Project -Based Vouchers [EV] Action Item 55. Identify and support potential housing repair, rehabilitation, and energy efficiency projects eligible to pursue the City's and the state's federal allocations of HUD HOME dollars [EV] Long -Term Action Items Action Item 57. Support the development of a public -private partnership focused on acquiring aging market -rate apartment buildings and converting them to affordable housing units [EV] Action Item 53. Explore utilizing renewable energy models that increase energy efficiency and preserve longer term affordability of housing units [CR, EV] Action Item 56. Explore funding sources for a one- time grantmaking opportunityto subsidize labor and material costs to developers for the rehabilitation of existing properties, including rental and for -sale units [EV] 140 12024 Economic Vitality Master Plan ASSET -LIMITED, INCOME -CONSTRAINED, AND EMPLOYED (ALICE) HOUSEHOLDS Ongoing Action Items Action Item 58. Support marketing and recruitment efforts to encourage additional landlords to accept housing vouchers through the Hearth program [CR, EV] Short -Term Action Items Action Item 59. Explore partnerships with local utility providers to create and fund an emergency utility assistance program for residents making up to 120% of Fayetteville's AMI [EV] Action Item 60. Track annual funding allocations made bythe Cityto support low- and middle -income renters and homeowners [EV] Mid -Term Action Items Action Item 63. Explore funding sources to ensure households facing payment -related eviction receive no -cost legal assistance [EV] Action Item 64. Research and develop a resource document that provides landlords with guidance to approaches to opt in to implementing more balanced, flexible lease terms to support ALICE renters (e.g., 18- or 24-month lease terms, grace periods for late payments, or temporary rent reductions for tenants facing financial difficulties) than required by state law [EV] Long -Term Action Items Action Item 67. Create an accessible online resource that functions as a clearinghouse for information on municipal- and state -level programs (e.g., ADFA MoveUp and StartSmart) as well as private lending options (e.g., Arvest Homebuyer Advantage) to support "income -ready" renter households without sufficient downpayment or closing costs savings [EV] Action Item 61. Identify parcels located in neighborhoods that are conducive for expanded homeownership opportunities to purchase and/orto transfer to a future Affordable Housing Land Trust [EV] Action Item 62. Explore funding sources to seed a permanent emergency rental assistance and utility relief fund to support residents experiencing temporary unemployment or underemployment as well as to assist residents transitioning off federal or state benefits [CR, EV] Action Item 65. Explore strategies or potential advocacy for policies that address the benefits cliff in housing [EV] Action Item 66. Consider incentivizing mortgage rate buydowns through a network of large-scale homebuilders and partnering with lenders to make mortgage financing more affordable [EV] Action Item 68. Advocate for ADFA downpayment assistance programs to apply to owner -occupied housing units in multi -family properties in addition to existing eligibility of single-family homes [EV] 2024 Economic Vitality Master Plan 1 141 SENIORS AND INDIVIDUALS WITH DISABILITIES Short -Term Action Items Action Item 69. Analyze existing housing market gaps to document senior housing needs and set production goals for housing units affordable to low - and middle -income seniors [EV] Action Item 70. Track annual funding allocations made by the City on housing supports for seniors and individuals with disabilities [EV] Mid -Term Action Items Action Item 72. Advocate for modifications to the state's senior property tax relief program, introducing a circuit breaker approach that prevents property taxes from exceeding a percentage of income and targeting reductions for those most in need [EV] Action Item 73. Raise awareness about the state's Age 65 or Disabled Homeowner Property Tax Relief program [EV] Long -Term Action Items Action Item 75. Pursue partnerships with local nonprofits to explore the construction of a housing development for low-income seniors in Fayetteville by leveraging federal funding (e.g., Section 202, LIHTC) [EV] *�l Action Item 71. Map current household distribution by age to identify any naturally occurring retirement communities (NORCs) in Fayetteville's neighborhoods and apply the AARP Livability Index to these areas to understand amenity and support services availability and accessibility [EV] Action Item 74. Partner with local financial services providers to produce educational materials for senior homeowners about reverse mortgages, including federal HECMs [EV] Fayetteville Senior Activity and Wellness Center participants I Photo courtesy of City of Fayetteville 142 12024 Economic Vitality Master Plan V. OUR SHARED FINANCIAL FUTURE 0 ne of the most distinctive features of public sector economic development organizations— like the Department of Economic Vitality —is the primary responsibility to shore up regional capacityto create wealth for local residents while respondingto information marketfailures, spillover effects, sunk investment, social impacts, and political will.`' With a diverse set of internal and external factors at play, public sector economic development organizations must focus on the elements of the local economythey are most able to influence with public policy while safeguarding the short- and long-term fiscal health of the local government and the public tax dollars that fund it. This mandate is best realized when public sector economic development organizations collaborate with other divisions such as Development Services, Parks, Natural Resources, and Cultural Affairs, Public Works, Sustainability, and Water and Sewer to synchronize major planning efforts. Given that municipalities in Arkansas largely depend on sales tax revenue to seed their General Funds, the City of Fayetteville has a clear interest in the health of its housing and commercial real estate markets from a financial perspective. While municipal and county property taxes are part of Fayetteville's financial picture, the role of sales tax revenue in Fayetteville's economic future cannot be understated. LOCAL REVENUE STABILITY Sources of Local Revenue Local government budgets nationwide depend on a variety of revenue sources, including but not limited to taxes (e.g., property, sales and use, individual or corporate income, and other selective sales taxes on types of consumption), fees (e.g., user charges, license fees), and intergovernmental funding (e.g., state and federal government competitive and block grants). In Arkansas, there are two key provisions that influence municipal budget structures. First, there is a maximum constitutional limit on the number of mills that can be levied by a municipality. A mill is one dollar per $1,000 dollars of assessed property value. Arkansas municipalities can levy up to 20 mills of property tax on its residents, with categorical maximums.`' County mill levy maximums are set at 21 mills and 25 mills respectively. Table 18. Breakdown of Maximum Municipal Millage Mills 5 Category General government 5 Bonded indebtedness 5 Library (maintenance and operation) 3 Library (capital improvements and construction) 1 Police pension 1 Firemen's pension 20 mills total = $20 per every $1,000 of assessed property value Second, counties, municipalities, and other local -level governments are prohibited from levying a local income tax as of 2023, eliminating the previous ability to impose local income taxes with approval by a majority of voters.' With these two provisions about local government revenue generation in mind, sales tax revenue is of great importance to the City's budget and, in turn, the public goods and services it provides annually for its residents. 144 12024 Economic Vitality Master Plan Challenges of Sales Tax -Dependency Local Government Budgets Sales tax -dependent local governments undoubtedly face challenges with sales tax revenue, which is sensitive to economic swings powered by consumer sentiment nationwide.`' Moreover, it is important to be aware of price sensitivity in household consumption on goods and services, given that Fayetteville realizes most of its sales tax revenue from goods relative to services. Figure 56. Quarterly Change in Personal Consumption Expenditures (2010-2024) ces I I 1 _ 14 '15 '16 '17 1;1 ] , I I 1 23 '21 Source: U.S. Bureau of Economic Analysis, Real Personal Consumption Expenditures: Goods and Real Personal Consumption Expenditures: Services While many external factors are out of a municipality's control, precise internal accounting and thoughtful budgeting is very much in the domain of local government. To keep up with the increasing costs of providing government services to a rapidlygrowing community, the City has a vested interest in local sales tax revenue keeping pace with population growth. Subsequently, expanding sales tax revenue through short-term and mid-term strategies (e.g., tourism, new retail or restaurants) is critical to municipal financial stability. Increases in population and personal income are the primary motivators for retailers to enter a new market, as evidenced by the old industry adage "retail follows rooftops." The increased residual expenditures stimulated by net population growth and additional housing, then, providing the City with a more predictable source of revenue to fund government services. The Department of Economic Vitality launched a proactive retail recruitment strategy in 2018, focusing on bringing new sales tax -generating businesses to Fayetteville. Table 19. Illustrative Example of Estimated Sales Tax Revenue from Retail Recruitment Business Type Estimated Annual Sales Tax Revenue Full -Service Restaurant, $2.1M in annual sales $84,000 (2% sales tax and 2% HMR) Brick and Mortar National Department Store, $220,000 (2/ sales tax) $11M in annual sales 2024 Economic Vitality Master Plan 1 145 Sustaining Small Business While an important part of the puzzle, retail and restaurant recruitment is not the only avenue through which the City can expand sales tax revenue. Economic developers often frame the importance of sustaining small businesses in terms of a multiplier effect, which quantifies the economic impact generated locally for every dollar spent within the economy through indirect or induced spending. Studies show that small independent retailers generate per dollar of sales returns three times greater than that of a national chain."' Shopping local is more than a feel -good marketing campaign —it is fundamentally about creating higher levels of revenue for local businesses and Fayetteville's residents. Monthly sales tax analysis performed by the Department of Economic Vitality is one of the City's key metrics for monitoring Fayetteville's economic health. Industry -level analysis can offer a snapshot of how local firms are performing, including Fayetteville's expansive small business community. A range of technical assistance services —many of which are emphasized in the Small Business. Entrepreneurship, and Industry section of this plan —can assist locally -owned businesses with increasing sales that not only keep the doors open but also help small businesses thrive in the Long- term. Local events, tourism, and sporting events and other recreational activities can offer targeted injections into this segment of the City's economy by providing near- and co -located businesses with additional foot traffic. But what about the other days of the week or year when there is not a special event on the calendar? While tourism and sporting events are bound up in revenue generation strategy and Fayetteville's cultural identity, it remains important to promote efforts that generate the revenues required to sustain the local business community throughout the year. Stable revenue generation is of increased urgency in our current economic climate, with inflation's impacts continuing to surface in household- and business -level budgets. GOVERNING FOR LOCAL FISCAL HEALTH Economic base analysis is another fundamental building block for the Department's approach to supporting industry within the local economy. Under this theoretical framework, economic activity can be divided into two groupings: basic and non -basic. Basic industries export goods and services out of Fayetteville, subsequently bringing wealth into the community in exchange for those goods and services. Non -basic industries support basic industries and produce goods and services that are consumed locally. ` �"' Economic base analysis is traditionally used to understand shifts within an economy and relative to other local economies. Similar to a personal investment portfolio, a broad and diversified economic basic can help smooth volatile economic patterns. `` Fayetteville's need to increase sales tax revenue is intertwined with the need to grow the City's non - basic industries. Household spending is not just a microeconomic reality for Fayetteville's workers and families but also a macroeconomic engine for increasing sales tax revenue through additional consumption of local goods and services. The Department has started to utilize median consumer expenditures and local sales tax data to estimate sales tax revenue generation associated with potential residential and mixed -use developments. This approach applies long -utilized methods in the City's retail recruitment strategy to community development projects. 146 12024 Economic Vitality Master Plan Expanded employment and housing opportunities —not simply population increases —are the drivers of Fayetteville's current and future growth. Higher levels of consumer demand for goods and services, especially from locally -owned firms, increases sales tax revenues that comprise a large portion of municipal budgets. In the most basic sense, a larger municipal budget translates to more dependable, high -quality service delivery (e.g., road maintenance, business licensing) and a larger pool of potential funding for the programs we know are important to equitable economic development (e.g., affordable housing, childcare, workforce development). Table 20. Illustrative Example of Estimated Municipal Revenue from One Unit in a Multi -Family Housing Development Expenditure Category One-TimeAnnual Sales Estimate or ..l valuation Revenue Annua[Public School Revenue Alcoholic beverages HouseholdRevenue Consumption* $583 - $12 - Apparel and services $1,945 - $39 - Entertainment $3,090 - $62 - Food at home $5,703 - $114 - Food away from home $3,639 - $146 - Household operations, supplies, furnishings, $9,791 - $196 - and equipment Personal care, reading, $2,318 - $47 - and education Utilities and fuels $4,055 - $81 - J� Online Shopping+ _L Discernable Internet $4,315 - $86 - shopping • Property taxes on $250,000 .. - $385 $2,250 housing unit valuation - .. Construction sales tax - $3,500 - - Fire impact fees - $150 - - Policy impact fees - $162 - - Parkland dedication - $992 - - Water and sewer - $1,311 - - impactfees $6,115 $1,168 $2,250 (*) Estimates sourced from the 2022 Bureau of Labor Statistics Consumer Expenditures Report, which contains average expenditures (+) Estimate based on ADFA local sales tax data (^) Estimates derived from Department of Economic vitality analysis and/or municipal fee schedules 2024 Economic Vitality Master Plan 1 147 Table 21. Illustrative Example of Revenues from Multi -Family Housing Development Development Capacity71 One -Time Municipal p Revenue OR Annual Municipal p Revenue 51 Annual Public School System Revenue 1 unit residents) 101 units 1 residents) 1,000 units $6,115,000 $1,168,000 $2,250,000 11 residents) In the most basic sense, municipal budgets provide local officials with the authority to incur obligations and pay expenses. But budgets can also convey community priorities. With that said, all residents have a stake in budgetary outcomes. Economic development is more than job creation or real estate deals. Instead, economic development is fundamentally about investing wisely in the community's economy. When paired with community development, those investments make a city a better place to live and work. 148 12024 Economic Vitality Master Plan Crowd at Gulley Park concert series I Photo courtesy of Experience Fayetteville U 8 GOOD `' • o ana ' n o. � , '' fib'• � OL w A Co • i ono 1' o � •� � �� - t w • !•. f 1 • Al � • � \ � ••�t� -- •���` `� •„ � �.; 1. �� ^ „� • 1.; . if � Y � t' 46 AO Now le VI. KEY TERMS, ACRONYMS, AND ABBREVIATIONS KEYTERMS Affordable housing: While housing affordability is a pervasive problem in Northwest Arkansas and across the U.S., the language we use to discuss affordable housing can often be confusing or imprecise. Housing is considered affordable when an occupant pays no more than 30% of gross income for housing costs, including utilities. Attainable housing references housing that is affordable (i.e., not more than 30% of income) to people earning around the Area Median Income (AMI), typically between 80% and 120% of AMI. Low- and middle -income housing, sometimes referred to as workforce housing, expands this range to between 60% and 120% of AMI and typically targets low- and middle -income workers who are indispensable to the local community like childcare professionals, firefighters, health care workers, police officers, teachers, and recent graduates. Residents in need of attainable or workforce housing often do not qualify for public housing assistance, like subsidies provided through U.S. Department of Housing and Urban Development (HUD) or low-income tax credits, but still struggle to find affordable options within the market -rate housing stock. That the need for workforce housing is evident in Fayetteville and communities nationwide does not diminish the stark need for housing policy measures to serve residents and families making 50% or below of AMI. Some policy analysts favor a measure of affordability based on combined housing and transportation costs, acknowledging the linkage between where a person lives and the expenses they incur to travel between their home, work, and recreational activities. While there is no universal definition of affordable housing, the Department of Economic Vitality is especially focused on advancing housing affordability for our workforce, including entrepreneurs and members of our vibrant creative economy. Gross Income as a Percentage of Area Median Income 0% 20% 40% 60% 80% 100% 120% Public Sector Attainable Workforce Affordable Housing affordability is associated with a different nominal amount for every individual based on household income. Generally, housing costs should be less than 30% of gross income to classify as affordable. Area Median Income (AMI): The AMI is the midpoint of a specific area's income distribution. The U.S. Department of Housing and Urban Development develops income limits based that determine eligibilityfor assisted housing programs and are based on median family income and fair market rent definitions and adjusted for family size for each metropolitan areas, parts of some metropolitan areas, and each non -metropolitan county. Released on an annual basis by HUD's Office of Policy Development and Research, the estimated AMI can be conceptualized as a reference point for 2024 Economic Vitality Master Plan 1 151 affordable housing discussions. Residents making 30% of AMI are classified as Extremely Low Income while residents making 50% or 80% of AMI are classified as Very Low Income or Low Income. Cliff effect: Residents encounter the cliff effect in situations where an increase in income results in a sudden loss of public assistance benefits or tax credits, leaving a worker with fewer net financial resources. To raise awareness about the cliff effect in federal, state, and local policymaking, the Federal Reserve Bank of Atlanta has developed a suite of Career Ladder Identifier and Financial Forecaster (CLIFF) tolls for public use. This includes: • CLIFF Dashboard: This tool documents the long-term financial impacts of pursuing a new career pathway, detailing net financial resources over a time period of 20 years or more. Users can explore projected earnings across a range of industries and occupations. • CLIFF Planner: This tool enables detailed career planning coupled with a customizable budget, education plan, and career plan. • CLIFF Snapshot: This tool compares an individual's existing financial situation to alternate scenarios dictated by near -term changes, including wages, additional hours worked, or participation in public benefits programs. Key users include residents who want to understand the short-term financial impact of a newjob or change at work. Economic development and economic vitality: The International Economic Development Council (IEDC) defines economic development as "a program, group of policies, or activity that seeks to improve the economic well-being and quality of life for a community by creating and retaining jobs that facilitate growth and provide a stable tax base." Focusing on economic vitality allows economic development work to foster sustainable and equitable economic growth. As the primary economic development arm of the City of Fayetteville, the Department of Economic Vitality functions as a liaison between the City, entities contracted to provide economic development services, the business community, workforce development providers, and secondary and post- secondary educational institutions. Growth Concept Map (GCM), Growth Concept -Oriented Development (GCOD), and growth nodes: Fayetteville's City Plan 2040 operationalizes a vision for connected, compact development in the City's Growth Concept Map. The GCM is also a tool to guide decision -making and recommendations for public investment and economic development, documenting different types of growth nodes across town (e.g., Tier 1 Centers, Tier 2 Centers, Tier 3 Centers, and Special Districts). Nodes connect a mix of residential, commercial, or institutional buildings, including retail centers, community spaces, offices, and moderate- or high -density housing. See pages 12-17 of City Plan 2040 to learn more about the GCM. 152 12024 Economic Vitality Master Plan P' �1 49 Washin9fon Co. Johnson 1 -- -112- ar Whin B(on Co- _. � Goshen i .,45, :�. n00 _.._ _. f --4_. e t z, .._... % _ - 1 ,.. i..16r - k O ;1�, Arkwasn�n9ron co — Paved Trail �`:,� City Limits '',• •Tier 1 Center *Tier 2 Center • Special District Tier 3 Center High -activity Corridor '............. .■.... Transit Corridor 6 Park ------ Planning Area Enduring Green Network Washin Aron Co r -n 16'. E� , 49 - 1:120 000 G.... 1—e•' .. 0 1 2 Wes 0 1 2 ----------- -}r i 4 Klometers ytVy 74 cP 7� Drawing on related concepts of transit -oriented development (TOD) and smart growth, GCOD is the recognition and practice of creating diverse, efficient, and well-connected communities that are both affordable and rich in local employment, accessible transportation, service, and culture. Under GCOD, new development should allow residents to live, work, and recreate in multiple locations across the city. Entrepreneurship, infrastructure, policy, and private development converge to create walkable areas throughout the community, not just the downtown center. Manufacturing: At the most basic level, manufacturing involves converting raw materials into fished products through labor, physical capital, and technology. Manufacturing has played an important and evolving role in the local and national economy since the Industrial Revolution, and technological advancements liked 3-D printing and robotics. The federal government defines advanced manufacturing as the "use of innovative technologies to create existing products and the creation of new products," which "can include production activities that depend on information, automation, computation, software, sensing, and networking."' The manufacturing sector is responsible for approximately 4,100 jobs in Fayetteville`x'°`, with over 14,700 jobs in Washington County". Northwest Arkansas (NWA): Northwest Arkansas is a metropolitan area and region on the edge of the Ozark Mountains, located in the northwestern corner of Arkansas and generally covering Benton, Washington, and Madison Counties and the cities, towns, and places within them. The Fayetteville - Springdale -Rogers Metropolitan Statistical Area (MSA) has some overlap with NWA but has its own federally -defined boundaries that include parts of southwestern Missouri. 6 Advanced Manufacturing National Program Office, "Glossary: Advanced Manufacturing," https://www.manufacturing.gov/gtossary/advanced-manufacturing. 2024 Economic Vitality Master Plan 1 153 Percent for the Arts: Percent for the arts is a policy incorporated into municipal capital improvement projects by which a determined percentage of a project's total budget is set aside for public art. Such policies detail how set -aside funding can be spent on the acquisition and commissioning of public works of art. Learn more about percent for the arts policies by visiting the Americans for the Arts website. Registered apprenticeship programs: The U.S. Department of Labor defines apprenticeship programs as the combination of "paid on-the-job training with classroom instruction to prepare workers for highly skilled careers.s' The Fitzgerald Act, or the National Apprenticeship Act, authorized and established the U.S. national apprenticeship system, including a provision to recognize state agencies to register and administer apprenticeship programs. These registered apprenticeship programs connect workers seeking in -demand, good -paying jobs with employers aiming to recruit, train, and retain a highly skilled workforce. The on-the-job training (OJT) approach, sometimes referred to as an "earn and learn" model, also incorporates structured mentorship and receipt of an industry -issued, national recognized credential. Participants in registered apprenticeship programs often obtain post -secondary degree or certificate credit. Reskilling or upskilling: While reskilling involves a worker learning a new skill and is often associated with switching career pathways or pursuing a new role within a current field, upskilling entails expanding a worker's existing skill set to enhance performance in their current role or career pathway. Both reskilling and upskilling help employers retain talent and develop a more agile workforce, supporting upward career mobility. Technological advancements and shifting demand for job skillsets continue to change our economy. Reskilling and upskilling are both tools for economic developers to manage the impact of structural unemployment in their local economy. Social and economic mobility: Often expressed through societal class structures, social mobility is the upward or downward movement of residents and their families through a social structure usually on the basis of employment, wealth, or the status that comes with the employment and wealth. Economic mobility is closely tethered to social mobility, a function of an increase or decrease in an individual's income. The Department of Economic Vitality's is especially concerned with the economic mobility of several key target populations that persistently face barriers to employment, including under- or un-employed residents, dislocated workers, historically disadvantaged communities and people of color, women, refugee and immigrant populations, and justice -involved individuals. Trade, technical, and vocational training: These terms are often used to describe job skill training programs that provide credentialed skills outside of a four-year college degree program. Most of these programs offer high -wage employment pathways with opportunity for advancement or self- employment. Example programs include, but are not limited to, carpentry, commercial truck driving, computer coding, masonry, plumbing, robotics, welding, commercial truck driving, and robotics. 6 U.S. Department of Labor, "Apprenticeship," https://www.dol.gov/general/topic/training/apprenticeship. 154 12024 Economic Vitality Master Plan ACRONYMS AND ABBREVIATIONS ACS American Community Survey ADFA Arkansas Department of Finance and Administration ALICE Asset -limited, income -constrained, employed ALLPS Agee Lierly Life Preparation Services School of Innovation AMI Area Median Income ARPA American Rescue Plan Act BAU Business as usual BEA U.S. Bureau of Economic Analysis BLS U.S. Bureau of Labor Statistics BEAD Broadband Equity, Access, and Deployment program CAP Climate Action Plan CDBG Community Development Block Grants CEcD Certified Economic Developer CFI Center for Innovation, Fayetteville Public Library CIP Capital Improvement Plan CLIFF Career Ladder Identifier and Financial Forecaster CWA Community Workforce Agreement DCAP Dependent Care Assistance Plan DFC Downtown Fayetteville Coalition EDA U.S. Economic Development Administration EPA U.S. Environmental Protection Agency FPL Fayetteville Public Library FPS Fayetteville Public Schools FTE Full-time equivalent FVA Fayetteville Virtual Academy GAPS Seniors who do not qualifyfor public assistance but do not have sufficient savings to cover the costs of long-term care as they age GCM Growth Concept Map GCOD Growth concept -oriented development GDP Gross domestic product GIS Geographic Information Systems H3 High -wage, high -skill, high -demand jobs HMR Hotel, motel, and restaurant tax HOME Home Investments Partnership Program HUD U.S. Department of Housing and Urban Development ICSC Innovating Commerce Serving Communities IEDC International Economic Development Council IIJA Infrastructure Investment and Jobs Act IRA Inflation Reduction Act LIHTC Low -Income Housing Tax Credit MED Minority Enterprise Development MSA Metropolitan Statistical Area NAICS North American Industrial Classification System NCAP Neighborhood Center Advancement Plan NCSL National Conference of State Legislatures 2024 Economic Vitality Master Plan 1 155 NLC National League of Cities NORC Naturally occurring retirement community NWA Northwest Arkansas OJT On-the-job training PTAC Procurement Technical Assistance Center PZD Planned zoning district QRIS Quality rating and improvement system RECon Real estate convention SCORE Service Corps of Retired Executives SJC Startup Junkie Consulting SLFRF State and Local Fiscal Recovery Funds SLS Supporting Lifelong Success STEM Science, technology, engineering, and mathematics TOD Transit -oriented development UA U of A University of Arkansas — Fayetteville UARK U.S. United States WARN Workforce Adjustment and Retraining Notification Act WIOA Workforce Innovation and Opportunity Act WIA Workforce Investment Act 156 12024 Economic Vitality Master Plan ENDNOTES ' Boyette Strategic Advisors, "Fayetteville First 2016," https://www.fayetteville- ar.gov/DocumentCenterNiew/8955/Economic-Development-Plan. " City of Fayetteville, Arkansas, "Resolution 92-21: 2021 Five Year Economic Vitality and Recovery Plan," March 16, 2021, https://www.fayetteville-ar.gov/DocumentCenter/View/23266/Resolution-92-21?bidld=. U.S. Census, Quarterly E-Commerce Sales, May 17, 2024, https://www.census.gov/retail/ecom merce. html#::text=The%20fi rst%20qua rter%202024%20e,%25)%20i n %20the%20same%20period. '" Statista, "Market Share of Leading E-Commerce Companies in the United States," May 22, 2024, https://www.statista.com/statistics/274255/ma rket-sha re -of -the -lead i ng-retailers-in-us-e-com merce/. National Student Clearinghouse Research Center, "Regular Updates on Higher Education Enrollment," October 26, 2023, https://nscresearchcenter.org/stay-informed/. "' University of Arkansas, "Request for Qualifications: New Residence Halls in the Maple Hill District — Central and North Sites," March 2024, https://fama.uark.edu/campus-planning/capital- budgeting/2024_rfq_cmgc newresidencehallsinthemaplehilldistrict.pdf. "" U.S. Economic Development Administration, "Economic Development Glossary," https://www.eda.gov/about/economic-development-glossary. Connie Lester, "Economic Development in the 1930s: Balance Agriculture with Industry," Mississippi History Now, May 2004, https://www.mshistorynow.mdah.ms.gov/issue/economic-development-in-the- 1930s-ba la nce-agricultu re -with -industry. 'X Chris Gibbons, "Brief History of Economic Development and Economic Gardening," Taubman Center for State and Local Government Working Paper, Harvard Kennedy School, November 6, 2020. "Amy Liu, "Remaking economic development: The markets and civics of continuous growth and prosperity," Brookings, February 29, 2016, https://www.brookings.edu/articles/remaking-economic-development-the- ma rkets-a nd-civics-of-continuous-growth-and-prosperity. X' Joint Center for Housing Studies of Harvard University, "The State of the Nation's Housing 2023," 2023, https://www.bchs.harvard.edu/sites/default/files/reports/files/Harvard_JCHS_ The State_ of the _Nations _Ho using_2023.pdf. x" Joint Center for Housing Studies of Harvard University, "The State of the Nation's Housing 2024," 2024, https://www.jchs.harvard.edu/sites/default/files/reports/files/Harvard_JCHS_ The State_ of the _Nations _Ho using _2024.pdf. X"' Christopher Herbert, Alexander Hermann, and Daniel McCue, "Measuring Housing Affordability: Assessing the 30-Percent of Income Standard," Joint Center for Housing Studies of Harvard University, September 2018, https://www.jchs.harvard.edu/sites/default/files/Harvard JCHS Herbert Hermann McCue measuring_hou sing_ affordability.pdf. X"'Alexander Hermann, Whitney Airgood-Obrycki, Nora Cahill, and Peyton Whitney, "Subsidizing the Middle: Policies, Tradeoffs, and Costs of Addressing Middle -Income Affordability Challenges," Joint Center for Housing Studies of Harvard University, July 2024, https://www.-achs.harvard.edu/research-areas/working- papers/subsidizing-middle-policies-tradeoffs-and-costs-addressing-middle. " City of Fayetteville, Arkansas Planning Division, "Housing in Fayetteville," November 2023, https://www.fayettevi lle-a r.gov/4313/H ou s i ng-i n-Fayettevi Ile. Xv' Aidan Davis, "Property Tax Circuit Breakers in 2018," Institute on Taxation and Economic Policy, September 17, 2018, https://itep.org//property-tax-circuit-breakers-in-2018/. Xv" U.S. Environmental Protection Agency, "About Smart Growth," last updated January 18, 2024, https://www.epa.gov/smartgrowth/about-smart-growth. City of Fayetteville, "Climate Action Plan," June 24, 2024, https://www.fayetteville-ar.gov/4260/Climate- Action-Plan. 2024 Economic Vitality Master Plan 1 157 x'x U.S. Environmental Protection Agency, "Smart Growth and Equitable Development," last updated July 11, 2024, https://www.epa.gov/smartgrowth/smart-growth-and-equitable-development. 'Jenny Schuetz, Fixer Upper. How to RepairAmerica's Broken Housing Systems, Brooks Institution, 2022, pp. 4-5. Mi Bruce J. Katz, "New Directions in Housing," presented on May 8, 2024, https://groundworknwa.org/site/assets/files/2765/bruce_katz - new direction_ in housing.pdf. Mii Alex F. Schwartz, "Chapter 9: State and Local Housing Policy and the Nonprofit Sector," HousingPolicyin the United States, 4th edition, Routledge, 2021, p. 259-261. Miii Britin Bostick, "Fayetteville Housing Report (Part 2 of 3)," presentation to Fayetteville City Council, September 26, 2023, https://www.fayetteville-ar.gov/DocumentCenter/View/32402/City-Council-Housing- Report-09-26-23. MiV Ibid. x' City of Fayetteville, "71 B Rezoning Project," https://www.fayetteville-ar.gov/4339/71 B-Rezoning-Project. Mvi Judson MacLaury, "A Brief History: The U.S. Department of Labor," U.S. Department of Labor, https://www.dol.gov/general/aboutdol/histor)L/dothistoxford. ° Employment and Training Administration, "Workforce Innovation and Opportunity Act," U.S. Department of Labor, https://www.dol.gov/agencies/eta/wioa. Mviii Melanie Hanson, "College Tuition Inflation Rate," Education Data Initiative, August 13, 2023, https://educationdata.org/college-tuition-inflation-rate. Mix National Skills Coalition, "The Arkansas Skills Mismatch," https://nationalskiltscoatition.orgiskills- mismatch/arkansas-skills-mismatch/. Mx Amanda Bergson-Shilcock, Roderick Taylor, and Nyerere Hodge, "Arkansas Digital Divide Fact Sheet," National Skills Coalition, February 6, 2023, https://nationaLskillscoaLition.org/resource/publications/closing- the -digital -ski ll-divide/. xMi Office for Education Policy, "Analysis of Arkansas's Career and Technical Education (CTE) Programs," Department of Education Reform, University of Arkansas, July 2023, https://www.arkLeg.state.ar.us/Home/FTPDocument?path=%2FAssembty%2FMeeting+Attachments%2F410 %2F26241 %2FExhibit+E1+-+Anaylysis+of+Arkansas+Career+and+Technical+Education+CTE+Program.pdf. xMii U.S. Department of Education, "Bridging the Skills Gap: Career and Technical Education in High School, September 2019, https://www2.ed.gov/datastory/cte/index.htmt. xmim Child Care Aware of America, "Child Care at a Standstill: Price and Landscape Analysis," https://www.childcareaware.org/thechildcarestandstill/#LandscapeAnalysis. xmiV Child Care Aware of America, "Child Care Affordability in Arkansas," 2023, https://i nfo.ch i ldca reaware.org/hu bfs/2023%20Price%20Fact%20Sheet/Arkansas%202023_Price%20of%20 Care.pdf. M° U.S. Department of Treasury, "The Economics of Child Care Supply in the United States," September 2021, https://home.treasury.gov/system/fiLes/1 36/The-Economics-of-Childcare-SuppLy-09-14-finaL.pd . Jorge Luis Garcia, Frederik H. Bennhoff, Duncan Ermini Leaf, and James J. Heckman, "The Dynastic Benefits of Early Childhood Education," Becker Friedman Institute Working Paper No. 2021-77, June 30, 2021, https://bfi.uchicago.edu/wp-content/uploads/2021/06/BFI_WP_2021-77.pdf. mxVii Erin George, "Mothers' employment has surpassed pre -pandemic levels, but the child care crisis persists," May 6, 2024, U.S. Department of Labor Blog— Women's Bureau, https://bLog.doL.gov/2024/05/06/mothers-employment-has-surpassed-pre-pandemic-levels-but-the-child- ca re -crisis -persists. Mxviii Richard W. Johnson, Karen E. Smith, and Barbara A. Butrica, "Lifetime Employment -Related Costs to Women of Providing Family Care," Urban Institute Program on Retirement Policy, February 2023, https://www. u rban.org/research/publication/what-lifetime-employment-related-cost-women-providing- family -care. xmix U.S. Chamber of Commerce Foundation, "Untapped Potential Report: Arkansas," October 12, 2023, https://www.uschamberfoundation.org/education/untapped-potential-arkansas. 158 12024 Economic Vitality Master Plan X` Sara Estep and Beth Almeida, "Ensuring Families Have the Resources to Care for Older Adults," Playbook for the Advancement of Women in the Economy, Center for American Progress, March 14, 2024, https://www.a merican progress.org/article/playbook-for-the-advancement-of-women-in-the- economy/ensuring-families-have-the-resources-to-care-for-older-adults/. X`' Michelle R. Davis, "Despite Pandemic, Percentage of Older Adults Who Want to Age in Place Stays Steady," AARP, November21, 2022, https://www.aarp.org/home-family/your-home/info-2021/home-and-community- preferences-s u rvey. ht m 1. X`" Liz Hamel and Alex Montero, "The Affordability of Long -Term Care and Support Services: Findings from a KFF Survey," Kaiser Family Foundation, November 14, 2023, https://www.kff.org/health-costs/poll- finding/the-affordability-of-long-term-care-and-support-services/. X`M Anne -Marie Slaughter, "Citizens Who Care," Unfinished Business, 2015, p. 232. X`'" Julie Trivitt, Avery Nims, and Malachi Nichols, "Child Care Policy Efficiency: What States Can Do to Promote Affordable, Accessible, High -Quality Child Care," Heartland Forward, September 21, 2023, https://hea rtla ndforwa rd.org/case-study/chi ld-ca re- policy-efficiency-what-states-ca n-do-to-prom ote- affordable-accessible-high-quality-child-care/#market-interventions-and-outcomes. X`V Energov Business License Data, accessed February 8, 2023. X`"' Senator Jeanne Shaheen, Ranking Member. "Tackling the Gender Pay Gap: What Women Entrepreneurs Need" U.S. Senate Committee on Small Business and Entrepreneurship, 2017, p. 31, https://www.sbc.senate.gov/public/_cache/files/2/5/25bd7ee9-a37b-4d2b-a91 a- 8b1 ad6f5bd58/536DC6E705BBAD3B555BFA4B60DEA025.sbc-tackling-the-gender-gap.december-2017- final.pdf. X`"" lbid, p. 33-34. X`""' "Small Business Credit Survey: 2021 Report on Firms Owned by People of Color," Federal Reserve Banks, April 15, 2021, https://www.fedsmallbusiness.org/reports/survey/2021/2021-report-on-firms-owned-by- people-of-color. AN Alicia Robb, "Financing Patterns and Credit Market Experiences: A Comparison by Race and Ethnicity for U.S. Employer Firms," U.S. Small Business Administration Office of Advocacy, February 1, 2018, https://advocacy.sba.gov/2018/02/01 /financing-patterns-and-credit-market-experiences-a-comparison-by- race-and-eth n icity-for-u-s-employer-firms/. 'National Strategy for Advanced Manufacturing, National Science and Technology Council, October 2022 City of Fayetteville Business License Information, August 26, 2024 https://www.epa.gov/circulareconomy/what-circular-economy. City of Fayetteville, "Climate Action Plan," 2024, p. 31. https://www.americansforthearts.org/by-topic/creative-economy. 'v City of Fayetteville Business License Information, August 26, 2024. "Northwest Arkansas Council, "Northwest Arkansas Healthcare, Assessment, Economic Impact, and Vision for the Future," https://nwacouncit.org/health-care/. " City of Fayetteville Business License Information, August 27, 2024. `""' Lioneld Jordan, "State of the City," City of Fayetteville, Arkansas, remarks delivered January 16, 2018, https://www.fayetteville-ar.gov/ArchiveCenter/ViewFiLe/item/1 883. "x Devin Howland, "Fayetteville Collaborates to Create Workforce Development Plan," City of Fayetteville, Arkansas, press release issued July 13, 2018, https://www.fayetteville- a r.gov/CivicSend/ViewMessage/message/63825. ` Raj Chetty, Nathaniel Hendren, David Grusky, Maximilian Hell, Robert Manduca, and Jimmy Narang, "The Fading American Dream: Trends in Income Mobility Since 1940," Opportunity Insights, December 2016, https://opportunityinsights.org//paper/the-fading-american-dream/. "X' Heather Wilson, "Economic Security and Mobility: Reviving the American Dream," National Conference of State Legislatures, July 31, 2023, https://www.ncst.org/human-services/economic-security-and-mobility- reviving-the-american-dream. 2024 Economic Vitality Master Plan 1 159 "" Fayetteville Community Resources Department, "Childcare Assistance Program: A Highlight Summary 2023." U.S. Department of Health and Human Services, Federal Register Vol. 81, No. 190, September 30, 2016, p. 67440, https://www.govinfo.gov/content/pkg/FR-2016-09-30/pdf/2016-22986.pdf. " Liana Christin Landivar, Nikki L. Graf, and GiorlenyAltamirano Rayo, "Childcare Prices in Local Areas: Initial Findings from the National Database of Childcare Prices," Women's Bureau, U.S. Department of Labor, January 2023, https://www.doL.gov/sites/dolgov/files/WB/NDCP/508_WB_IssueBrief-NDCP- 20230213. pdf. `"" "Childcare Prices by Age of Children and Care Setting," Women's Bureau, U.S. Department of Labor, accessed September 4, 2024, https://www.dol.gov/agencies/wb/topics/childcare/price-by-age-care-setting. '"'Arkansas Department of Human Services, "Better Beginnings Provider Rule Book," Division of Child Care and Early Childhood Education, https://humanservices.arkansas.gov/wp-content/uploads/Final-Filing- Public-Notice-Better-Beginnings-Quality-Rating-Improvement-System.pdf. "' U.S. Government Accountability Office, "Subminimum Wage Program: DOL Could Do More to Ensure Timely Oversight," January 2023, https://www.gao.gov/products/gao-23-105116. "' U.S. Department of Labor, "Subminimum Wage," https://www.dol.gov/general/topic/wages/subminimumwage. ``x Project for Public Spaces, "What is Placemaking?" https://www.pps.org/articLe/what-is-placemaking. " U.S. Department of Arts and Culture, "Creative Placemaking, Placekeeping, and Cultural Strategies to Resist Displacement," March 8, 2016, https://usdac.us/blogac/2017/12/11/creative-placemaking- placekeeping-and-cultural-strategies-to-resist-displacement. `m'Ibid. "" K. Samantha Sigmon, "Transforming the Local: Remaking, Rebranding, and Repopulating Northwest Arkansas through Walton Family Arts Development," University of Virginia, thesis paper, April 2021, https://Iibraetd.lib.virginia.edu/downloads/gz20st40r?filename=1 _Si9mon_Kari_2021_MARH.pdf. '-"' Matt Kane, "Public -Sector Economic Development: Concepts and Approaches," Northeast -Midwest Institute, November 2004, p. 1. " Wayne Miller, Vuko Karov, Stacey McCullough, and Bob Leslie, "Administration of Arkansas' Property Tax," University of Arkansas Division of Agriculture, Public Policy Center, https://www.arcountydata.com/docs/UofA_ADMI N_OF_ARK_PROPERTY_TAX.pdf. `'°"'Arkansas State Legislature, "HB1026—To Prohibit Local Government from Enacting an Income Tax," 2023, https://www.arkleg.state.ar.us/Bills/Detail?id=hbl 026&ddBienniumSession=2023%2F2023R. "' Don Boyd, "State Tax Revenue Volatility and Its Impact on State Governments," The Pew Research Charitable Trusts, June 30, 2022, https://www.pewtrusts.org/-/media/assets/2022/07/state-tax-revenue- vo lati lity-and-its-i m pa ct-o n-state-governments. pdf. `' ""Expert Alert: The Economic Impact of Shopping Local," University of Minnesota Duluth, November 18, 2021, https://news.d.umn.edu/articles/expert-alert-economic-impact-shopping-local. ""' J. Michael Patrick and Dony Balyney, "Tools for Understanding Economic Change in Communities: Economic Base Analysis and Shift -Share Analysis," New Mexico State University, April 2018, https://pubs.nmsu.edu/_circulars/CR643/#:-:text=The%20non%2Dbasic%20sector%2C%20on,entirely%20 on%20loca l%20market%20sales. """State Tax Revenue Volatility and its Impact of State Governments" Don Boyd, Ph. D, June 30, 2022, p. 56. City of Fayetteville Business License Information, August 26, 2024. EMSI, data provided by the Northwest Arkansas Council. 160 12024 Economic Vitality Master Plan IPPENUIX AN0 Z019-Z[ rAXARl F SAI F. ANAI APPENDIX A. 2019-2023 TAXABLE SALES ANALYSIS Analysis completed by Devin Howland, CEcD and Chung Tan, CEcD, EDFP EXECUTIVE SUMMARY This report offers a granular review of all taxable sales in Fayetteville between 2019 and 2023. Featuring 250 graphs, the 2019-2023 taxable sales analysis provides a detailed view of year -over - year sales within each segment of Fayetteville's economy. While the Department of Economic Vitality has outlined key findings, the report can be used to: • Assess sales for a business's products and services that are already available in Fayetteville • Identify opportunities to fill gaps in the market for in -demand services and goods • Understand the broad economic impact of the Covid-19 pandemic on the City's economy and Fayetteville's subsequent economic recovery Methodology NAICS Code System The sector -level analysis of taxable sales is organized by North American Industrial Classification System (NAICS) code. NAICS codes are organized by the number of digits in the code. Two -digit codes represent a broader segment of the economy, and each additional digit provides another level of specificity about the organization from which activity was generated. Example NAICS code classification NAICS 44-45: Retail Trade [two -digit] NAICS 4451: Grocery Stores [four -digit] NAICS 445110: Supermarkets and Other Grocery Stores [six -digit] NAICS 445120: Convenience Stores [six -digit] Taxable Sales Calculator Figures were calculated staff in the City's Department of Economic Vitality utilizing the Arkansas Department of Finance and Administration (ADFA) Local Tax Distribution by NAICS report.' The Economic Vitality Department partnered with the City's Budget Director Kevin Springer to develop a calculator which applies the City's local sales tax rate of 2% to covert the state's tax reports into sales figures. On a monthly basis, the Economic Vitality Department utilizes the tool to compare monthly sales for the current month with that of the same month in the prior year to assess the overall economic health of different sectors of Fayetteville's economy. Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 11 Data Considerations and Limitations Reporting lags. Tax reporting to ADFA is completed by each individual business. While the Department's analysis provides a monthly snapshot of taxable sales, it is possible that some business activity appears in the month it reported sales to ADFA which may not be the month that the sales actually occurred. Tax rebates. Throughout the report, there are instances where a monthly sales figure is negative. The State of Arkansas offers a wide range of business incentive and credit programs utilized by businesses and governmental organizations; utilization of rebates may appear in the data as a negative depending on the size of the rebate relative to monthly taxable sales. The presence of the University of Arkansas results in a higher frequency of rebates in monthly taxable sales data. 2 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis TOTAL TAXABLE SALES While a useful metric to monitor to understand the health of the local economy and its impact on municipal budgets, total taxable sales is not reflective of all commercial activity given that not all transactions between businesses are taxable. Within the last five years, notable month -over -month changes occurred during the first two quarters of 2020 and 2021, corresponding respectively with the Covid-19 Recession and extant impacts of the pandemic. Monthly taxable sales were higher in 2022 and 2023 relative to previous years, with the exception of March 2021. In 2023, total taxable sales in Fayetteville equated to approximately $3.2 billion. Figure 1. Total Monthly Taxable Sales in Fayetteville (2019-2023) — 2019 — 2020 — 2021 2022 — 2023 $300M 280M 260M 240M 220M 200M 180M 160M Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /hOMs/ Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 13 TAXABLE SALES BY NAICS CODE NAICS 11: Agriculture, Forestry, Fishing, and Hunting The Agriculture, Forestry, Fishing, and Hunting sector comprises establishments primarily engaged in growing crops, raising animals, harvesting timber, and harvesting fish and other animals from a farm, ranch or natural habitats.' Figure 2. NAICS 11: Agriculture, Forestry, Fishing, and Hunting — 2019 — 2020 — 2021 2022 — 2023 $800K 700 K 600 K 500K 400 K 300K 200 K 100 K 0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /gKCzs/ 4 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis Figure 3. NAICS 1114: Greenhouse, Nursery, and Floriculture Production — 2019 — 2020 — 2021 2022 — 2023 $200K Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /HPbod/ Figure 4. NAICS 1119: Other Crop Farming — 2019 — 2020 — 2021 2022 — 2023 J:in Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /NsMWv/ Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 15 Figure 5. NAICS 1123: Poultry and Egg Production — 2019 — 2020 — 2021 2022 — 2023 Jan Feb Mar Apr May Jun Ju Aug Sep Oct Nov Dcc Source: City of Fayetteville, https://www.datawrapper.de/ /H1 eYZ/ Figure 6. NAICS 1129: Other Animal Production — 2019 — 2020 — 2021 2022 — 2023 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/_/Kx5p6/ 6 1 Economic Vitality Master Plan AppendixA: Taxable Sales Analysis Figure 7. NAICS 1152: Support Activities for Animal Production — 2019 — 2020 — 2021 2022 - $800K 700 K 600K 500K 400 K 300 K 200 K 100 K 0 ,an Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /5ycJ7/?v=3 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 17 NAICS 21: Mining, Quarrying, and OR and Gas Extraction This sector is composed of establishments that extract naturally occurring mineral solids, such as coal and ores; liquid minerals, such as crude petroleum; and gases, such as natural gas.' Figure 8. NAICS 21: Mining, Quarrying, and Oil and Gas Extraction — 2019 — 2020 — 2021 2022 — 2023 Jan Feb Mar Apr May Jun Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /94Zif/ 8 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis Figure 9. NAICS 2123: Nonmetallic Mineral Mining and Quarrying — 2019 — 2020 — 2021 2022 — 2023 Jan Feb Mar Apr May Jun S, P O< t Nov Dcc Source: City of Fayetteville, https://www.datawraooer.de/ /441Na/ Figure 10. NAICS 2131: Support Activities for Mining — 2019 — 2020 — 2021 2022 — 2023 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /9JvFN/ Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 19 NAICS 22: Utilities The Utilities sector comprises establishments engaged in the provision of the following utility services: electric power, natural gas, steam supply, water supply, and sewage removal.' Figure 11. NAICS 22: Utilities — 2019 — 2020 — 2021 2022 — 2023 Feb Mar Apr May Jun Jul Source: City of Fayetteville, https://www.datawrapper.de/ /SHB7v/ Aug Sep Oct Nov Dec 10 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis Figure 12. NAICS 2211: Electric Power Generation, Transmission, and Distribution — 2019 — 2020 — 2021 2022 — 2023 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Source: City of Fayetteville, https://www.datawraooer.de/ /NW2xW/ Figure 13. NAICS 2212: Natural Gas Distribution — 2019 — 2020 — 2021 - 2022 — 2023 � Feb Mar Apr May Jun Jul Aug Sep 0<< '�ov D( Source: City of Fayetteville, https://www.datawrapper.de/ /BpV1Z/ Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 111 Figure 14. NAICS 2213: Water, Sewer, and Other Services Jan Feb Mar Apr May Jun Jul Aug Source: City of Fayetteville, https://www.datawrapper.de/ /KVzBe/ Sep Oct Nov Dec 12 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis NAICS 23: Construction The Construction sector comprises establishments primarily engaged in the construction of buildings or engineering projects (e.g., highways and utility systems). Establishments primarily engaged in the preparation of sites for new construction and establishments primarily engaged in subdividing land for sale as building sites also are included in this sectors Figure 15. NAICS 23: Construction — 2019 — 2020 — 2021 2022 — 2023 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/_AzHOF Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 113 Figure 16. NAICS 2361: Residential Building Construction — 2019 — 2020 — 2021 2022 — 2023 $0 -3M \ -3M -4M -4M -5M Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawraooer.de/ /cneeW Figure 17. NAICS 2362: Nonresidential Construction — 2019 — 2020 — 2021 2022 — 2023 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /wRzhN/ 14 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis Figure 18. NAICS 2371 Utility System Construction — 2019 — 2020 — 2021 2022 — 2023 50K 0 -50K -100K Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/_/7iNRc/ Figure 19. NAICS 2373: Highway, Street, and Bridge Construction — 2019 — 2020 — 2021 2022 — 2023 $250K 200K 150K 100K 50K / 0 -50K -100K -150K Jan Feb Mar Apr May Jun Source: City of Fayetteville, https://www.datawrapper.de/_/2WwOR/ Jul Aug Sep Oct Nov Dec Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 115 Figure 20. NAICS 2379: Other Heavy Construction — 2019 — 2020 — 2021 2022 — 2023 ,w Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /cE9rU/ Figure 21. NAICS 2380: Building Finishing Contractors — 2019 — 2020 — 2021 2022 — 2023 1 ANA Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /TiN7i/ 16 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis Figure 22. NAICS 2381: Foundation, Structure, and Exterior Contractors — 2019 — 2020 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /6LPuC/ Figure 23. NAICS 23816: Roofing, Siding, and Sheet Metal Fabricators 2019 — 2020 — 2021 2022 — 2023 $0 Jar Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ / Ip 2D8/ Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 117 Figure 24. NAICS 2382: Building Equipment Contractors — 2019 — 2020 — 2021 2022 — 2023 $3.5 M Jan Feb Mar Apr May Jun Jul Aug S,_p 0( r\�j" Dec Source: City of Fayetteville, https://www.datawrapper.de/ /dsUP5/ — 2019 — 2020 — 2021 $450 K 400K 350K 300K 250K 200K 150K 100K 50K Figure 25. NAICS 23821: Electrical Contractors 2022 — 2023 Jan Feb Mar Apr May Jun Jul Aug Sep Oct tip,,: DI Source: City of Fayetteville, https://www.datawrapper.de/ /ssgha/ 18 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis Figure 26. NAICS 23822: Plumbing, Heating, and Air -Conditioning Contractors — 2019 — 2020 — 2021 2022 - Feb Mar Apr May Jun Jul AuL Source: City of Fayetteville, https://www.datawrapper.de/ /7a71 B/ Figure 27. NAICS 2383: Building Finishing Contractors _u 1`i — 2020 — 20-1 _u« — -U- Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/_/iamur/ Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 119 Figure 28. NAICS 23832: Painting and Wall Covering Contractors — 2019 — 2020 - Feb Mar Apr May Jun Jul Aug 'U Source: City of Fayetteville, https://www.datawrapper.de/_/AeCLU/ Figure 29. NAICS 23839: Other Building Finishing Contractors - 2019 — 2020 - $yOOK 800 K Nov uec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /OE7ww/ 20 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis Figure 30. NAICS 2389: Other Special Trade Contractors — 2019 — 2020 — 2021 2022 — 202- $400 K 300K 200K Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /ZmzJ9/ Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 121 NAICS 31-33: Manufacturing The Manufacturing sector comprises establishments engaged in the mechanical, physical, or chemical transformation of materials, substances, or components into new products. The assembling of component parts of manufactured products is considered manufacturing, except in cases where the activity is appropriately classified in Sector 23, Construction.6 The manufacturing sector, above all others, engages in a great deal of commercial activitythat is not subject to local tax collections. The figures included in this section are not an accurate representation of all manufacturing activity —they only reflect taxable activity. Figure 31. NAICS 31-33: Manufacturing — 2019 — 2020 — 2021 2022 — 2023 $13M 12M 11M 10M 9M 8M 7f/ UN 5M J:m Feb Mar Apr May Jun Source: City of Fayetteville, https://www.datawrapper.de/ /ynCpe/ Jul Aug Sep Oct Nov Dec 22 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis Figure 32. NAICS 3111: Animal Food Manufacturing — 2019 — 2020 — 2021 2022 — 2023 $22K 20K 18K 16K 14K Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /i7wc9/ Figure 33. NAICS 3112: Grain and Oilseed Milling — 2019 — 2020 — 2021 2022 — 2023 Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/_/CJEfh/ Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 123 $60K 50K 40 f'' 30K 20K 101 Figure 34. NAICS 3113: Sugar and Confectionery Product Manufacturing 140 jai Feb Mar Apr May Jun Jul Au& t INov uec Source: City of Fayetteville, https://www.datawrapper.de/ /1 pBhT/ Figure 35. NAICS 3114: Fruit and Vegetable Preservation and Specialty Food Manufacturing Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /pUVP3/ 24 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis Figure 36. NAICS 3115: Dairy Product Manufacturing — 2019 — 2020 — 2021 2022 — 2023 V Feb Mar Apr May Jun Jul Aug Uuv D( Source: City of Fayetteville, https://www.datawrapper.de/ /iEcu4/ Figure 37. NAICS 3118: Bakeries and Tortilla Manufacturing — 2019 — 2020 — 2021 2022 — 2023 $500K 450K 400K 350K 300K 250K 200K 150K 100K 50K 0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /nOiy/ Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 125 Figure 38. NAICS 3119: Other Food Manufacturing — 2019 — 2020 — 2021 2022 — 2023 $1.6M 1.4M 1.2 M 1M 800K 600K 400K 200K 0 Jan Feb Mar Apr May Jun Jul Aug Source: City of Fayetteville, https://www.datawrapper.de/ /LGmTT Figure 39. NAICS 3121: Beverage Manufacturing — 2019 — 2020 — 2021 2022 — 2023 $400K 350K 300K 250K 200K 150K 100K 501k Jan Feb Mar Apr May Jun Source: City of Fayetteville, https://www.datawrapper.de/_/NGPvi/ Jul Aug Sep Oct Nov Dec 26 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis Figure 40. NAICS 3122: Tobacco Manufacturing — 2019 — 2020 — 2021 2022 — 2023 J,111 Feb Mar Apr May Jun Jul Aug Sep Oct Source: City of Fayetteville, https://www.datawrapper.de/ /D3ZRo/ Figure 41. NAICS 3132: Fabric Mills — 2019 — 2020 — 2021 2022 — 2023 Jan Feb Mar Apr May Jun Jul Aug Sei: Source: City of Fayetteville, https://www.datawrapper.de/ /Y1YvN/ Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 127 Figure 42. NAICS 3133: Textile and Fabric Finishing and Fabric Coating Mills — 2019 — 2020 — 2021 2022 — 2023 $180K 160K 140K 120K 100K 80K 60K 40K 20K Jan Feb Mar Apr May Jun Jul Aug Sep Source: City of Fayetteville, https://www.datawrapper.de/ /cr9gk/ Figure 43. NAICS 3141: Textile Furnishing Mills — 2019 — 2020 — 2021 2022 — 2023 Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /ftKf1/ 28 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis Figure 44. NAICS 3149: Other Textile Product Mills — 2019 — 2020 — 2021 $200K 180K 160K 140K 120K 100K 80K 60K 40K 20K 0 2022 — 2023 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/_/TijhF/ Figure 45. NAICS 3151: Apparel Knitting Mills — 2019 — 2020 — 2021 2022 — 2023 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /V5EXT/ Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 129 Figure 46. NAICS 3152: Cut and Sew Apparel Manufacturing — 2019 — 2020 — 2021 2022 — 2023 $1M 900K 800K 700K 600K 500K 400K 300K 200K 100K Jan Feb Mar Apr May Jun Jul Aug Source: City of Fayetteville, https://www.datawrapper.de/_/TOvEc/ Figure 47. NAICS 3159: Apparel Accessories and Other Apparel Manufacturing — 2019 — 2020 — 2021 2022 — 2023 53` 30K 25K 20K 15K 10K 5K Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /Byt4t/ 30 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis Figure 48. NAICS 3162: Footwear Manufacturing — 2019 — 2020 — 2021 2022 — 2023 $120K 100K 80K 60K 40K 20K Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /hRL2T/ Figure 49. NAICS 3169: Other Leather and Allied Product Manufacturing — 2019 — 2020 — 2021 2022 — 2023 $50K 45K 40K 35K 30K 25K 20K 15K 10K 5K Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ / 7ep/ Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 131 Figure 50. NAICS 3212: Veneer, Plywood, and Engineered Wood Product Manufacturing — 2019 — 2020 — 2021 2022 — 202L $800K 700K 600K rnnkl Jail Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /5cQ37/ Figure 51. NAICS 3219: Other Wood Product Manufacturing - 2019 — 2020 — 2021 2022 — 202-, $50K 45K 40K 35K 30K 25K 20K 15K 10K 5K J141 Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/_/uilty/ 32 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis Figure 52. NAICS 3221: Pulp, Paper, and Paperboard Mills — 2019 — 2020 — 2021 2022 — 2023 S30K Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /5uCnq/ Figure 53. NAICS 3222: Converted Paper Product Manufacturing — 2019 — 2020 — 2021 2022 — 2023 �u 10K `'nK Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /GYEVa/ Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 133 Figure 54. NAICS 3227: Machine Shops, Turned Product, Screw, Nut, and Bolt Manufacturing — 2019 — 2020 — 2021 2022 — 2023 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /yzi0h/ Figure 55. NAICS 3231: Printing and Related Support Activities — 2019 — 2020 — 2021 2022 — 2023 Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /zSoc- 34 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis Figure 56. NAICS 3241: Petroleum and Coal Products Manufacturing — 2019 — 2020 — 2021 2022 — 2023 Jan Feb Mar Apr May Jun Jul � Source: City of Fayetteville, https://www.datawrapper.de/_/7GiOD/ Figure 57. NAICS 3251: Basic Chemical Manufacturing — 2019 — 2020 — 2021 2022 — 2023 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /r1 FvX/ Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 135 Figure 58. NAICS 3252: Resin, Synthetic Rubber, and Artificial and Synthetic Fibers and Filaments Manufacturing — 2019 — 2020 — 2021 2022 — 2023 Jan Feb Mar Apr May Jun !III Aug Source: City of Fayetteville, https://www.datawrapper.de/ AY1 c�c/ Figure 59. NAICS 3253: Pesticide, Fertilizer, and Other Agricultural Chemical Manufacturing — 2019 — 2020 — 2021 2022 — 202S 20K 5K Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /ZcKkR/ 36 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis Figure 60. NAICS 3254: Pharmaceutical and Medical Manufacturing — 2019 — 2020 — 2021 2022 — 2023 Jar Feb Mar Apr May Ju, Jui Source: City of Fayetteville, https://www.datawrapper.de/ /QKBmd/ Figure 61. NAICS 3255: Paint, Coating, and Adhesive Manufacturing Jan Feb Mar Apr May Jun Jul Aug %ov D(_� Source: City of Fayetteville, https://www.datawrapper.de/_/6w7LI/ Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 137 Figure 62. NAICS 3256: Soap, Cleaning Compound, and Toilet Preparation Manufacturing — 2019 — 2020 — 2021 2022 — 202-- $180K 160K 140K 120K 100K 80K 60K 40K 20K 0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /Lb25 // Figure 63. NAICS 3259: Other Chemical Product Preparation Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /MCROo/ 38 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis Figure 64. NAICS 3261: Plastic Product Manufacturing — 2019 — 2020 — 2021 2022 — 2023 $70 600K 500K 400K 300K 200K 100K Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /XE8rX/ Figure 65. NAICS 3262: Rubber Product Manufacturing — 2019 — 2020 — 2021 2022 — 2023 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /ZTEty/ Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 139 Figure 66. NAICS 3271: Clay Product and Refractory Manufacturing — 2019 — 2020 . $400K 350K 300K ,)snk Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawraooer.de/ /x3yFZ/ Figure 67. NAICS 3274: Cement and Concrete Product Production 2019 — 2020 — 2021 2022 — 202: 1M Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /okMva/ 40 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis Figure 68. NAICS 3279: Other Nonmetallic Mineral Product Manufacturing — 2019 — 2020 — 2021 2022 — 202-- $500K 450K 400K 350K 300K Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /f6QF Figure 69. NAICS 3311: Iron and Steel Mills and Ferro -Alloy Manufacturing - 2019 — 2020 - $400 K 350K 300K 250K 200K Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/_/3p3bp/ Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 141 Figure 70. NAICS 3312: Steel Product Manufacturing from Purchased Steel — 2019 — 2020 — 2021 2022 — 2023 $200K Ian F,h Mar Apr May Jun Jul A, q ., n,r Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /OrCyp/ Figure 71. NAICS 3316: Animal Slaughtering and Processing — 2019 — 2020 — 2021 2022 - $1M 900K 800K 700K ' 1 600K 500K 400K 300K 200K 100 K Jan Feb Mar Apr May Jun Jul Aub Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /DcNE/ 42 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis Figure 72. NAICS 3321: Forging and Stamping — 2019 — 2020 — 2021 2022 — 2023 tAK Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /DOWbx/ Figure 73. NAICS 3322: Cutlery and Handtool Manufacturing — 2019 — 2020 — 2021 2022 — 2023 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /ncTue/ Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 143 Figure 74. NAICS 3323: Architectural and Structural Metal Manufacturing — 2019 — 2020 — 2021 2022 — 2023 1M 800K 600K 400K 200K Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /ZiPhO/ Figure 75. NAICS 3324: Boiler, Tank, and Shipping Container Manufacturing — 2019 — 2020 — 2021 2022 — 2023 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /kg3Vh/ 44 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis Figure 76. NAICS 3325: Hardware Manufacturing — 2019 — 2020 — 2021 2022 — 2023 Jan Feb Mar Apr May Jun j- ug Sep )ct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /A3AN4/ Figure 77. NAICS 3326: Spring and Wire Product Manufacturing - 2019 — 2020 $22K 20K 1QV Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /lL Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 145 Figure 78. NAICS 3329: Other Fabricated Metal Product Manufacturing — 2019 — 2020 - $400K 300K 200K 100 K 0 100 K 200K Jan Feb Mar Apr May Jun Jul Auz, L Nov ucc Source: City of Fayetteville, https://www.datawrapper.de/ /Oio70/ Figure 79. NAICS 3331: Agriculture, Construction, and Mining Machinery Manufacturing n Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /andas/ 46 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis Figure 80. NAICS 3332: Industrial Machine Manufacturing — 2019 — 2020 — 2021 2022 — 2023 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/_/dGVLN/ Figure 81. NAICS 3333: Commercial and Service Industry Machinery Manufacturing — 2019 — 2020 — 2021 2022 — 2023 $350K 300K 250K 200K 150K 100 K 50K 0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /5H6WO/ Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 147 Figure 82. NAICS 3334: Ventilation, Heating, Air -Conditioning, and Commercial Refrigeration Equipment Manufacturing — 2019 — 2020 - 2021 2022 - $1M 900K 800K 700K 600K 500K SOOK 300K Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/_/nu8'33// Figure 83. NAICS 3335: Metalworking Machinery Manufacturing 2019 — 2020 — 2021 2022 — 202: $120K 1nnv Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/_/1 BfWn/ 48 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis Figure 84. NAICS 3336: Engine, Turbine, and Power Transmission Equipment Manufacturing 2019 — 2020 Jan Feb Mar Apr May Jun Jul Au -I Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /zJAgm/ Figure 85. NAICS 3339: Other General Purpose Machine Manufacturing 2019 — 2020 - Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /z7WOO/?v=2 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 149 Figure 86. NAICS 3340: Communications Equipment Manufacturing — 2019 — 2020 — 2021 S700K 600K 500K 400K 300K 200K 100 K 0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /gk5mr/ Figure 87. NAICS 3341: Computer and Peripheral Equipment — 2019 — 2020 - $160K 140K 120K 100K 80K 60K 40K 20K 0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /NM849/?v=2 50 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis Figure 88. NAICS 3343: Audio and Video Equipment Manufacturing — 2019 — 2020 - $70K Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/_/bgspt/ Figure 89. NAICS 3344: Semiconductor and Other Electronic Component Manufacturing 2019 — 2020 — 2021 2022 — 2023 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /38CNF/ Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 151 Figure 90. NAICS 3345: Navigational, Measuring, Electromedical, and Control Instruments Manufacturing — 2019 — 2020 — 2021 $900K 800K 700K 600K 500K 400K 300K 200K 100K 0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /wi58X/ Figure 91. NAICS 3346: Manufacturing and Reproducing Magnetic and Optical Media — 2019 — 2020 — 2021 2022 — 202 $250K 200K 150K 100K -)OK Jan Feb Mar Apr May Jun Source: City of Fayetteville, https://www.datawrapper.de/ /KyPDpL/ Jul Aug Sep Oct Nov Dec 52 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis Figure 92. NAICS 3351: Electric Lighting Equipment Manufacturing — 2019 — 2020 — 2021 2022 — 2023 1. [ I Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/_/Lwxmv/ Figure 93. NAICS 3352: Household Appliance Manufacturing — 2019 — 2020 — 2021 2022 — 2023 lui Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/_/xKc2L/ Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 153 Figure 94. NAICS 3353: Electrical Equipment Manufacturing — 2019 — 2020 - $400K 350K 300K 250K inn Feb Mar Apr May Jun Jul Akin Snn Ort Nnv Dor Source: City of Fayetteville, https://www.datawrapper.de/ /kUEBM/ Figure 95. NAICS 3359: Other Electrical Equipment and Component Manufacturing — 2019 — 2020 $100K 90K 80K inn Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /zY6h) / 54 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis Figure 96. NAICS 3361: Motor Vehicle Manufacturing — 2019 — 2020 — 2021 2022 — 2023 J,111 Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /arrDH/ Figure 97. NAICS 3362: Motor Vehicle Body and Trailer Manufacturing — 2019 — 2020 — 2021 2022 — 2023 Jan Feb Mar Apr May Jun Jul Aug Sep Oct ND< < Source: City of Fayetteville, https://www.datawrapper.de/_/vYuFP/ Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 155 Figure 98. NAICS 3363: Motor Vehicle Parts Manufacturing — 2019 — 2020 - Jan Feb Mar Apr- May Jun Jul u; Source: City of Fayetteville, https://www.datawrapper.de/ /WQ6Lg/ Figure 99. NAICS 3364: Aerospace Production and Parts Manufacturing 2019 — 2020 — 2u21 2022 — 2U23 150K -200K -250K Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /JgrKy/ 56 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis Figure 100. NAICS 3366: Ship and Boat Making — 2019 — 2020 — 2021 2022 — 2023 S14K 12K 10K 8K Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /YsONT/ Figure 101. NAICS 3369: Other Transportation Equipment Manufacturing 2019 — 2020 - S350K 300 K 250K 200K 150K 100K Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /Hlpjr/ Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 157 Figure 102. NAICS 3371: Household and Institutional Furniture and Kitchen Cabinet Manufacturing — 2019 — 2020 — 2021 2022 — 2023 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /KND73/ Figure 103. NAICS 3372: Office Furniture (including Fixtures) Manufacturing — 2019 — 2020 — 2021 — 2022 — 2023 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /VJFB4/ 58 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis Figure 104. NAICS 3379: Other Furniture Related Product Manufacturing — 2019 — 2020 . 10 Feb Mar Apr May Jun Jul Au& Se ')ct Source: City of Fayetteville, https://www.datawrapper.de/ /Gw6g6/ Figure 105. NAICS 3391: Medical Equipment and Supplies Manufacturing - 2019 — 2020 — 2021 2022 - b 1.6M 1AM 1.2 M 1M 800 K 600 K 400K 200K 0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /1b48y/ Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 159 >OOK Figure 106. NAICS 3399: Other Miscellaneous Manufacturing Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /sgC16/ 60 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis NAICS 44-45: Retail Trade The Retail Trade sector comprises establishments engaged in retailing merchandise, generally without transformation of the goods. Retailtrade is the final step in the distribution of merchandise. The sector covers a wide range of categories from shoe sales and department stores to motorhomes. Within retail trade, e-commerce sales are also tracked under "electronic shopping," however, electronic shopping does not include all e-commerce activity; some e-commerce sales are reported within specific categories. An example would be purchasing furniture online, which may be recorded in NAICS 4421, "Furniture Stores," rather than "Electronic Shopping." Currently, it is not possible to separate brick -and -mortar sales and e-commerce sales. Retail Trade is Fayetteville's largest industry sector, surpassing $2 billion in sales each year.$ — 2019 — 2020 $170M 160M 150M 140M 130M 120M 110M \ 1o0M 90M Figure 107. NAICS 44-45: Retail Trade — 2021 2022 — 2023 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /6k9TU/ Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 161 Figure 108. NAICS 4411: Automobile Dealers — 2019 — 2020 — 2021 2022 — 2023 $6M 5M 4M 3M 2M IM Jan Feb Mar Apr May Jun Jul Aug Sep Source: City of Fayetteville, https://www.datawrapper.de/ /vH4Tb/ Figure 109. NAICS 4412: Other Motor Vehicle Dealers — 2019 — 2020 — 2021 2022 — 2023 $900K 800K 700K 600K 500K 400K 300K 200K 100K 0 Jan Feb Mar Apr May Jun Jul Aug Sep Source: City of Fayetteville, https://www.datawrapper.de/ /KPr3H/ Oct Nov Dec Oct Nov Dec 62 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis Figure 110. NAICS 4413: Automobile Parts, Accessories, and Tire Stores — 2019 — 2020 — 2021 $4.2 M 4M 3.8 M 3.6 M 3.4M 3.2 M 3M 2.8 M 2.6 M 2.4M 2.2 M 2M Jan Feb Mar Apr May Jun Jul Aug. So a O(r Nov Dcc Source: City of Fayetteville, https://www.datawrapper.de/_/U9HMw/ Figure 111. NAICS 4421: Furniture Stores 2019 — 2020 — 2021 — 2022 — 2023 Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /7aiag/ Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 163 Figure 112. NAICS 4422: Home Furnishing Stores — 2019 — 2020 — 2021 2022 — 2023 $4M 3.5 M 3M 2.5 M 2M 1.5 M 1M 500K Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /UL17N/ Figure 113. NAICS 4431: Electronics and Appliance Stores — 2019 — 2020 — 2021 2022 — 2023 $11M 10M 9M 8M 7M bM 5M 4M 3M 2M 1M Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /RksAB/ 64 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis Figure 114. NAICS 4441: Building Materials and Supplies Dealers — 2019 — 2020 — 2021 2022 — 2023 S20M 18M 1GM Jan Feb Mar Apr May Jul] Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/_/ILZKk/ Figure 115. NAICS 4442: Lawn and Garden Equipment and Supplies Stores — 2019 — 2020 — 2021 2022 — 2023 'WOK 200K 100K 0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /IBzHZ/ Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 165 — 2019 — 2020 — 2021 $13M 13M 12M 12M 11M 11M 10M 10M 9M 9M 8M Figure 116. NAICS 4451: Grocery Stores 2022 — 2023 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/_/KayFX/ Figure 117. NAICS 4452: Specialty Food Stores — 2019 — 2020 — 2021 — 2022 — 2023 $1.2 M 1M 800K 600K 400K 200K 0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/_/AZBgY/ 66 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis Figure 118. NAICS 4453: Beer, Wine, and Liquor Stores — 2019 — 2020 — 2021 2022 — 2023 Jan Feb Mar Apr May Jul] Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /EYs1w/ Figure 119. NAICS 4461: Health and Personal Cares Stores — 2019 — 2020 — 2021 2022 — 2023 D'6M All 2M 1M Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /UX3U0/ Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 167 — 2019 — 2020 — 2021 $2.6M 2.4 M 2.2 M 2M 1.8 M 1.6M 1.4M Figure 120. NAICS 4471: Gasoline Stations 2022 — 2023 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /Xvzo5/ Figure 121. NAICS 4481: Clothing Stores — 2019 — 2020 — 2021 2022 — 2023 >10M 4M Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /pslJa/ 68 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis — 2019 — 2020 — 2021 S3M 2.5 M 2M 1.5 M 1M -)OOK Figure 122. NAICS 4482: Shoe Stores 2022 — 2023 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Source: City of Fayetteville, https://www.datawrapper.de/ /XrE5o/ Figure 123. NAICS 4483: Jewelry, Luggage, and Leather Goods Stores — 2019 — 2020 — 2021 2022 — 2023 �5M 'M IM Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /QTOYC/ Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 169 Figure 124. NAICS 4511: Sporting Goods Stores — 2019 — 2020 — 2021 2022 — 2023 7M 6M 5M 4M 3M 2M I Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /2f8vt/ Figure 125. NAICS 4512: Book Stores and News Dealers — 2019 — 2020 — 2021 2022 — 2023 $4.5 M 4M 3.5 M 3M 2.5 M 2M 1.5 M 1M 500K 1) Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /gJz1v/ 70 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis Figure 126. NAICS 4522: Department Stores — 2019 — 2020 — 2021 2022 — 2023 J'111 Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /teWnh/ Figure 127. NAICS 4523: Other General Merchandise Stores — 2019 — 2020 — 2021 2022 — 2023 $54M 52M ^ 50M 48M 46M 44M 42M 40M 38 M 36M 34M 32M 30M Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dcc Source: City of Fayetteville, https://www.datawrapper.de/ /s4GVv/ Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 171 — 2019 — 2020 — 2021 $700K 600K 500K 400K 300K 200K 100K Figure 128. NAICS 4531: Florists 2022 — 2023 Jan Feb Mar Apr May Jun Jul Aug Sep Oct 1 � D Source: City of Fayetteville, https://www.datawrapper.de/ /S26Ca/ Figure 129. NAICS 4532: Offices Supplies, Stationary, and Gift Stores — 2019 — 2020 — 2021 2022 — 2023 2M 1.5M 1M 500K Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /cD9CG/ 72 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis Figure 130. NAICS 4533: Used Merchandise Stores — 2019 — 2020 — 2021 2022 — 202' Sim 1M 1M HOOK BOOK 100 K MOO, Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /ki4G8/ Figure 131. NAICS 4539: Other Miscellaneous Store Retailers 2M 1M I Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /1aZiD/ Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 173 Figure 132. NAICS 4541: Electronic Shopping (E-Commerce) — 2019 — 2020 — 2021 2022 — 2023 1111 Feb Mar Apr May Jun Jul Aug Sep Source: City of Fayetteville, https://www.datawrapper.de/ /m5VL0/ Figure 133. NAICS 4542: Vending Machine Operators — 2019 — 2020 — 2021 2022 — 2023 10K 5K 0 Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /Ek5xJ/ 74 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis Figure 134. NAICS 4543: Direct Selling Establishments — 2019 — 2020 . $800K 750K 700K 650K 600K 550K 500K 450K 400K 350K 300K Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /OZeC— Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 175 NAICS 48-49: Transportation and Warehousing Transportation and Warehousing includes industries providing transportation of passengers and cargo, warehousing and storage for goods, scenic and sightseeing transportation, and support activities related to modes of transportation.9 Annually, this sector does over $15 million of taxable sales activity.10 Figure 135. NAICS 48-49: Transportation and Warehousing — 2019 — 2020 — 2021 2022 — 2023 $6M 5M 4M Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/_/U74v0/ 76 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis Figure 136. NAICS 4841: General Freight Trucking — 2019 — 2020 — 2021 2022 — 2023 Jan Feb Mar Apr May Juu Jlil ALWI Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /gU6xt/ Figure 137. NAICS 4853: Taxi and Limousine Service — 2019 — 2020 — 2021 2022 — 2023 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /i26KY/ Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 177 Figure 138. NAICS 4859: Other Transit and Ground Passenger Transportation — 2019 — 2020 — 2021 2022 — 2023 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /n1 M7U/ Figure 139. NAICS 4871: Scenic and Sightseeing Transportation, Land — 2019 — 2020 — 2021 2022 — 2023 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /teLGi/ 78 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis Figure 140. NAICS 4881: Support Activities for Air Transportation — 2019 — 2020 — 2021 2022 — 2023 Q1nn1( Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /3nXwh/ Figure 141. NAICS 4884: Support Activities for Road Transportation — 2019 — 2020 — 2021 2022 — 2023 �300K 250K 200K 150K 100K 50 K 0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov EX Source: City of Fayetteville, https://www.datawrapper.de/ /yOM6A/ Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 179 Figure 142. NAICS 4889: Other Support Activities for Transportation — 2019 — 2020 — 2021 2022 — 2023 S600 -)n Feh Mar Apr May Jun I�,i Aug Snp Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /Ur7hS/ Figure 143. NAICS 4922: Local Messengers and Local Delivery 2019 — 2020 — 2021 2022 — 2023 Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /GHwLK/ 80 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis Figure 144. NAICS 4931: Warehousing and Storage — 2019 — 2020 — 2021 2022 - $120K 100 K 80K 60K 40K )01 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /RSZsI/ Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 181 NAICS 51: Information The information sector is comprised of establishments engaged in the following processes: producing and distributing information and cultural products, providing the means to transmit or distribute these products as well as data or communications and data processing." Note that this sector is not one that engages heavily in taxable transactions, so the figures are not reflective of total economic activity for this sector. Figure 145. NAICS 51: Information — 2019 — 2020 — 2021 2022 — 2023 $9M 8.5 M 8M 7.5 M 7M 6.5 M 6M 5.5 M 5M 4.5 M 4M Jan Feb Mar- Apr May Jun Jul Aug Sep Oct Nrn, D( Source: City of Fayetteville, https://www.datawrapper.de/ /H9J17/ 82 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis Figure 146. NAICS 5111: Newspaper, Periodical, Book, and Directory Publishers — 2019 — 2020 — 2021 $200K 180K 160K 140K 120K 100K 80K 60K 40K 20K 0 Jan Feb Mar Apr May Jun Jul Au Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /tC9eZ/ 2019 — 2020 — 2021 $1.8 M 1.6 M 1AM 1.2 M 1M 800K -7 600K 400K 200K 0 Figure 147. NAICS 5112: Software Publishers 2022 — 2023 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/_/U4h6u/ Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 183 Figure 148. NAICS 5121: Motion Picture and Video Industries — 2019 — 2020 — 2021 2022 — 2023 $1.6 M 1AM 1.2M 1M 800K 600K 400K 200K 0 Jan Feb Mar Apr May Jun Jul Aug Source: City of Fayetteville, https://www.datawrapper.de/_/IzcHG/ Figure 149. NAICS 5122: Sound Recording Industries 2019 — 2020 — 2021 2022 — 202: 20K 0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/_/06iB1/ 84 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis Figure 150. NAICS 5132: Cable Networks and Program Distribution — 2019 — 2020 — 2021 2022 — 2023 $1.8 M 1.6M 1.4M 1.2M 1M 800K 600K 400K 200K 0 Jan Feb Mar Apr May Jul] Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /iHbOt/ Figure 151. NAICS 5133: Telecommunications — 2019 — 2020 — 2021 2022 — 2023 1 Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /ikVBe/ Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 185 Figure 152. NAICS 5142: Data Processing Services — 2019 — 2020 — 2021 2022 — 2023 $500K Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/_/7rw99/ Figure 153. NAICS 5151: Radio and Television Broadcasting — 2019 — 2020 — 2021 2022 — 2023 i;irI Feb Mar Apr May Jun Jul Aug C: Source: City of Fayetteville, https://www.datawrapper.de/ /bHLVZ/ 86 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis Figure 154. NAICS 5152: Cable and Other Subscription Programming — 2019 — 2020 - $500K 450K 400K 350K 300K 250K 200K 150K 100K 50K Jar Feh Mar Apr May Jun Jul Aug g('r) nrf Nrn/ n(,r Source: City of Fayetteville, https://www.datawrapper.de/ /MdLoD/ Figure 155. NAICS 5171: Wired Telecommunications Carriers — 2019 — 2020 — 2021 2022 — 202S $45K 40K 35K 30K 25K 20K 15K 10K 5K 0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /HYNeq/ Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 187 Figure 156. NAICS 5172: Wireless Telecommunications Carriers — 2019 — 2020 — 2021 2022 — 2023 J.,n Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /osp4 Figure 157. NAICS 5173: Wired and Wireless Telecommunications, except Satellite — 2019 — 2020 — 2021 2022 — 2023 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/_/OAaSo/ 88 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis Figure 158. NAICS 5174: Satellite Telecommunications — 2019 — 2020 — 2021 2022 — 2023 $1K 800 600 400 200 Jan Feb Mar Apr May Jun Ji Aug Source: City of Fayetteville, https://www.datawrapper.de/ /xomCO/ Figure 159. NAICS 5179: Other Telecommunications — 2019 — 2020 — 2021 2022 — 2023 $1.4M 1.2M 1M 800K 600K 400K 200K 0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /MEhbZ/ Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 189 Figure 160. NAICS 5182: Data Processing, Hosting, and Related Services — 2019 — 2020 — 2021 2022 — 2023 $1.4M 1.2 M 1M 800K 600K 400K 200K U Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /6C049/ Figure 161. NAICS 5191: Other Information Services — 2019 — 2020 — 2021 2022 — 2023 $200K Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /ac7aL/ 90 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis NAICS 52: Finance and Insurance The Finance and Insurance sector is composed of establishments primarily engaged in financial transactions (transactions involving the creation, liquidation, or change in ownership of financial assets) and/or in facilitating financial transactions.12 NAICS 52 is another sector that engages in transactions that are primarily not subject to sales tax. Figure 162. NAICS 52: Finance and Insurance — 2019 — 2020 — 2021 2022 — 2023 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ AT6UE/ Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 191 Figure 163. NAICS 5221: Depository Credit Intermediation — 2019 — 2020 — 2021 2022 - Jai Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawraooer.de/ /F8bvl/ Figure 164. NAICS 5222: Non -Depository Credit Intermediation — 2019 — 2020 — 2021 2022 — 202: 500 500K 400K 300K 200 K 100 K Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /MmHcH/ 92 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis Figure 165. NAICS 5223: Activities Related to Credit Intermediation — 2019 — 2020 - $50K 40K 30K 0K . - L' Jan Feb Mar Apr May Jun Aug Sep OC v, Source: City of Fayetteville, https://www.datawrapper.de/ /vKW15/ Figure 166. NAICS 5231: Securities and Commodity Contracts Intermediation and Brokerage 2019 — 2020 — 2021 2022 — 2023 I. -In Feh Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /93pxb/ Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 193 Figure 167. NAICS 5239: Other Financial Investment Activities — 2019 — 2020 — 2021 S2.5K 2K 1.5 K u Feb Mar Apr May Jun JL Source: City of Fayetteville, https://www.datawrapper.de/ /hjfz0/ Figure 168. NAICS 5241: Insurance Carriers — 2019 — 2020 — 2021 2022 — 2023 Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /WmXu6/ 94 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis Figure 169. NAICS 5242: Agencies, Brokerages, and Other Insurance Related Activities — 2019 — 2020 - $50K 45K 40K 35K 30K 25K 20K 15K / r Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /gXwN)/ Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 195 NAICS 53: Real Estate and Rental and Leasing The Real Estate and Rental and Leasing sector comprises establishments primarily engaged in renting, leasing, or otherwise allowing the use of tangible or intangible assets, and establishments providing related services. The major portion of this sector comprises establishments that rent, lease, or otherwise allow the use of their own assets by others. The assets may be tangible, as is the case of real estate and equipment, or intangible, as is the case with patents and trademarks.13 Figure 170. NAICS 53: Real Estate and Rental and Leasing — 2019 — 2020 — 2021 2022 — 2023 >9M M 7M J i[I Feb Mar Apr May Jun Jul Aug Source: City of Fayetteville, https://www.datawrapper.de/ /xROZe/ Sep Oct Nov Dec 96 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis Figure 171. NAICS 5311: Lessors of Real Estate — 2019 — 2020 — 2021 2022 — 2023 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /rKXKz/ Figure 172. NAICS 5313: Activities Related to Real Estate — 2019 — 2020 — 2021 2022 — 2023 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /gB011/ Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 197 Figure 173. NAICS 5321: Automotive Equipment Rental and Leasing — 2019 — 2020 - -2021 — 2022 — 2023 $2.4M 2.2M 2M 1.8 M 1.6M 1AM \ 1.2M 1M 800K Jan Mar Apr May Jun Source: City of Fayetteville, https://www.datawrapper.de/ /HNRNv/ j� ,u�, Sup Oi Dt I Figure 174. NAICS 5322: Consumer Goods Rental — 2019 — 2020 — 2021 2022 — 2023 $5M 4.5 M 4M 3.5 M 3M 2.5 M 2M 1.5 M 1M Jan Mar Apr May Jun Jul Aug Source: City of Fayetteville, https://www.datawrapper.de/ /gbbgwd/ 98 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis Figure 175. NAICS 5323: General Rental Centers — 2019 — 2020 — 2021 2022 — 202- Jan Feb Mar Apr May Jul) Aug Sep Oct Source: City of Fayetteville, https://www.datawrapper.de/_/kzTh3/ Figure 176. NAICS 5324: Commercial and Industrial Machinery and Equipment Rental and Leasing 2019 — 2020 — 2021 -.o M 2AM 2.2 M 2M 1.8 M 1.6 M 1AM 1.2 M 1M `BOOK 2022 — 202 Feb Mar Apr May Jun Jul Aug S, 0< < u� Source: City of Fayetteville, https://www.datawrapper.de/ AnMao/ Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 199 NAICS 54: Professional, Scientific, and Technical Services The Professional, Scientific, and Technical Services sector comprises establishments that specialize in performing professional, scientific, and technical activities for others. These activities require a high degree of expertise and training. The establishments in this sector specialize according to expertise and provide these services to clients in a variety of industries and, in some cases, to households. Activities performed include legal advice and representation; accounting, bookkeeping, and payroll services; architectural, engineering, and specialized design services; computer services; consulting services; research services; advertising services; photographic services; translation and interpretation services; veterinary services; and other professional, scientific, and technical services." Figure 177. NAICS 54: Professional, Scientific, and Technical Services — 2019 — 2020 — 2021 2022 — 2023 $3M 2.5 M 2M 1.5 M 1M 500K 0 Jan Feb Mar Apr May Jun Jul Aug Source: City of Fayetteville, https://www.datawrapper.de/ /4G6Bu/ Sep Oct Nov Dec 100 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis Figure 178. NAICS 5411: Legal Services — 2019 — 2020 — 2021 2022 — 2023 G7nk Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /21eio/ Figure 179. NAICS 5412: Accounting, Tax Preparation, Bookkeeping, and Payroll — 2019 — 2020 — 2021 2022 — 2023 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /s6Re1/ Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 1 101 Figure 180. NAICS 5413: Architectural, Engineering, and Related Services — 2019 — 2020 — 2021 2022 — 2023 m. Jan Feb Mar Apr May Jun Ju Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawraooer.de/ /AycNF/ Figure 181. NAICS 5414: Specialized Design Services 2019 — 2020 — 2021 2022 — 202_ 40L 300K 200K 100K 0 -100K Jan Feb Mar Apr May Jun Jul Source: City of Fayetteville, https://www.datawrapper.de/ /Oym5S/ Aug Sep Oct Nov Dec 102 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis Figure 182. NAICS 5415: Computer Systems Design and Related Services — 2019 — 2020 - $500K 450K \ 400K 350K 300K 250K 200K 150K 100K 50K n Jan Feb Mar Apr May Jun Source: City of Fayetteville, https://www.datawrapper.de/ /8YLvw/ Jul Aug Sep Oc: No Figure 183. NAICS 5416: Management, Scientific, and Technical Consulting Services — 2019 — 2020 — 2021 2022 — 202� $180K 160K 140K 120K 100K 80K 60K 40K 20K Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /80Np6/ Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 1 103 Figure 184. NAICS 5417: Scientific Research and Development Services — 2019 — 2020 — 2021 2022 — 202 $180K 160K 140K 120K 100K 80K 60K 40K 20K / 0 Jan Feb Mar Apr May Jun Aug Sep OC v, Source: City of Fayetteville, https://www.datawrapper.de/ /nC6L0/ Figure 185. NAICS 5418: Advertising, Public Relations, and Related Services — 2019 — 2020 — 2021 2022 — 2023 $800K 700K 600 K 500K 400K 300K 200K 100K Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /KRrPo/ 104 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis Figure 186. NAICS 5419: Other Professional, Scientific, and Technical Services — 2019 — 2020 — 2021 2022 — 202J S 1.2 M I �I OOK OOK UUiK Jan Feb Mar Apr May Jun Jul Aug Sep Uct Source: City of Fayetteville, https://www.datawrapper.de/_/Osju8/ Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 1 105 NAICS 55: Management of Companies and Enterprises The management of companies and enterprises sector is made up of establishments that hold equity or securities of companies for the purpose of managing their interest in these establishments15 Figure 187. NAICS 55: Management of Companies and Enterprises 2019 — 2020 — 2021 2022 — 2023 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /riSfW 106 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis NAICS 56: Administrative and Support and Waste Management and Remediation Services The Administrative and Support and Waste Management and Remediation Services sector includes businesses that provide essential routine support activities for the daily operations of other organizations. While many sectors perform these tasks internally, businesses in this sector specialize in delivering these services to a diverse range of clients.16 Figure 188. NAICS 56: Administrative, Support, Waste Management, and Remediation Services — 2019 — 2020 — 2021 2022 — 2023 $7.5 M 7M 6.5 M 6M 5.5 M 5M 4.5 M 4M 3.5 M 3M 2.5 M IM Jan Feb Mar Apr May Jun Jul Aug Sep Source: City of Fayetteville, https://www.datawrapper.de/_/oR9uP/ Oct Nov D( Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 1 107 Figure 189. NAICS 5611: Office Administrative Services — 2019 — 2020 — 2021 2022 — 2023 $120K 100 K Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/_/FKUba/ Figure 190. NAICS 5612: Facilities Support Services — 2019 — 2020 — 2021 2022 — 2023 $80K 70K 60K 50K 40K 30K 20K 10K 0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /9FVjU/ 108 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis Figure 191. NAICS 5614: Business Support Services — 2019 — 2020 — 2021 2022 — 2023 $400K 350K 300K 250K 200K 150K 100K 50K 0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /aZsBH/ Figure 192. NAICS 5615: Travel Arrangement and Reservation Services — 2019 — 2020 — 2021 2022 — 2023 $1M 900K 800K 700K 600K 500K 400K 300K 200K 100K 0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /yuG9n/ Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 1 109 Figure 193. NAICS 5616: Investigation and Security Services — 2019 — 2020 — 2021 2022 — 2023 $1.8 M 1.bM 1.4M 1.2 M 1M 800K b00K 400K 200K 0 Jan Feb Mar Apr May Source: City of Fayetteville, https://www.datawrapper.de/_/FZOXw/ Figure 194. NAICS 5617: Services to Buildings and Dwellings — 2019 — 2020 — 2021 2022 — 2023 >5M Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /Bx41 b/ 110 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis Figure 195. NAICS 5619: Other Support Services — 2019 — 2020 — 2021 2022 — 2023 Jln Feb Mar Apr May Jun Jul Aug Sep Source: City of Fayetteville, https://www.datawrapper.de/ /SLPBD/ Figure 196. NAICS 5621: Waste Collection — 2019 — 2020 — 2021 — 2022 — 2023 200K Oct Nov Dec J I, Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /GBuTh/ Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 1 111 Figure 197. NAICS 5622: Waste Treatment and Disposal — 2019 — 2020 — 2021 2022 — 2023 Feb Mar Apr May JU, i U& Source: City of Fayetteville, https://www.datawrapper.de/ /IhalH/ Figure 198. NAICS 5629: Remediation and Other Waste Management Services - 2019 — 2020 - 2U22 — 2u- $180K 160K 140K 120K 100K 80K 60K 40K I Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/_/xNXwk/ 112 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis NAICS 61: Educational Services The Educational Services sector comprises establishments that provide instruction and training in a wide variety of subjects. This instruction and training are provided by specialized establishments, such as schools, colleges, universities, and training centers. These establishments may be privately owned and operated for profit, nonprofits, publicly owned and operated. They may also offer food and/or accommodation services to their students." Figure 199. NAICS 61: Educational Services 2019 — 2020 — 2021 2022 — 2023 I Feb Mar Apr May Jun Jul Aug CI Nov D, < Source: City of Fayetteville, https://www.datawrapper.de/_/ibab3/ Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 1 113 Figure 200. NAICS 6111: Elementary and Secondary Schools — 2019 — 2020 — 2021 2022 — 2023 $0 Jan Feb Mar Apr May Jun Source: City of Fayetteville, https://www.datawrapper.de/ /6 no/ Figure 201. NAICS 6113: Colleges, Universities, and Professional Schools — 2019 — 2020 — 2021 2022 — 2023 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /AW41 L/ 114 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis Figure 202. NAICS 6114: Business Schools and Computer and Management Training — 2019 — 2020 — 2021 2022 — 2023 $90K Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /q FYk/ Figure 203. NAICS 6115: Technical and Trade Schools — 2019 — 2020 — 2021 2022 — 2023 $400 K 350K 300K 250K 200K 150K 100K 50K Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /ouyC2/ Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 1 115 Figure 204. NAICS 6116: Other Schools and Instruction — 2019 — 2020 — 2021 2022 — 2023 $200K Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /03TP-o/ Figure 205. NAICS 6117: Educational Support Services — 2019 — 2020 — 2021 2022 — 2023 $60K 50K Jan Feb Mar Apr May Jun Jul Aug Sep Oct Source: City of Fayetteville, https://www.datawrapper.de/_/PdJ40/ 116 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis NAICS 62: Health Care and Social Assistance The Health Care and Social Assistance sector comprises establishments providing health care and social assistance for individuals. The sector includes both health care and social assistance because it is sometimes difficult to distinguish between the boundaries of these two activities. The industries in this sector are arranged on a continuum startingwith establishments providing medical care exclusively, continuing with those providing health care and social assistance, and finally finishing with those providing only social assistance." Figure 206. NAICS 62: Health Care and Social Assistance — 2019 — 2020 — 2021 2022 — 2023 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /aBdXm/ Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 1 117 Figure 207. NAICS 6211: Offices of Physicians — 2019 — 2020 — 2021 2022 — 2023 T.qnnIC Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /HIiPR/ Figure 208. NAICS 6212: Offices of Dentists 2019 — 2020 — 2021 2022 — 2023 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /i9tlT/ 118 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis Figure 209. NAICS 6213: Offices of Other Health Practitioners — 2019 — 2020 - S200K Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/_/IORoA/ Figure 210. NAICS 6214: Outpatient Care Centers 2019 — 2020 — 2021 2022 — 202J $140K 120K 100K 80K k0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /2aOMd/ Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 1 119 Figure 211. NAICS 6215: Medical and Diagnostic Laboratories — 2019 — 2020 — 2021 2022 — 2023 Jan Feb Mar Apr May Jun Jul Aug Sch Oct Nov Dcc Source: City of Fayetteville, https://www.datawrapper.de/ /IbuMz/ Figure 212. NAICS 6216: Home Health Care Services — 2019 — 2020 — 2021 2022 — 2023 _J Jan F_ I; Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /JeVBv/ 120 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis Figure 213. NAICS 6219: Other Ambulatory Health Care Services — 2019 — 2020 — 2021 2022 — 2023 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /JeVBv/ Figure 214. NAICS 6231: Nursing Care Facilities (Skilled Nursing Facilities) — 2019 — 2020 — 2021 2022 — 2023 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /suXaF/ Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 1 121 Figure 215. NAICS 6241: Individual and Family Services — 2019 — 2020 — 2021 2022 - ')45 ;0 k: 35 K 30 K 25K >_01< ar Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /OpCHZ/?v=2 Figure 216. NAICS 6244: Childcare Services 2019 — 2020 — 2021 2022 — 2023 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/_/TohH6/ 122 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis NAICS 71: Arts, Entertainment, and Recreation The Arts, Entertainment, and Recreation sector includes a wide range of establishments that operate facilities or provide services to meet varied cultural, entertainment, and recreational interests of their patrons. This sector comprises (1) establishments that are involved in producing, promoting, or participating in live performances, events, or exhibits intended for public viewing; (2) establishments that preserve and exhibit objects and sites of historical, cultural, or educational interest; and (3) establishments that operate facilities or provide services that enable patrons to participate in recreational activities or pursue amusement, hobby, and leisure -time interests." During 2020, this sector only reached $12.2 million in taxable sales, a reduction of 31 % when compared to 2019 total taxable sales.20 Figure 217. NAICS 71: Arts, Entertainment, and Recreation — 2019 — 2020 — 2021 2022 — 2023 $3.5M 3M 2.5 M 2M 1.5 M 1M 500K 0 11 Feb Mar Apr May Jun Jul Aug Sep Oct Source: City of Fayetteville, https://www.datawrapper.de/ /9mobU/ Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 1 123 Figure 218. NAICS 7112: Spectator Sports — 2019 — 2020 — 2021 2022 — 2023 Jan Feb Mar Apr May Source: City of Fayetteville, https://www.datawrapper.de/_/5pA22/ Figure 219. NAICS 7113: Promoters of Performing Arts, Sports, and Similar Events — 2019 — 2020 — 2021 2022 — 2023 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /gHM91/ 124 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis Figure 220. NAICS 7115: Independent Artists, Writers, and Performers — 2019 — 2020 — 2021 2022 — 2023 $200K 180K 160K 140K 120K Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /Or5YY/ Figure 221. NAICS 7121: Museums, Historical Sites, and Similar Institutions — 2019 — 2020 — 2021 2022 — 2023 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /HdHUJ/ Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 1 125 Figure 222. NAICS 7131: Amusement Parks and Arcades — 2019 — 2020 — 2021 2022 — 2023 Jail Feb Mar Apr May Jun Jul Au„ Ser, Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /BlrHw/ Figure 223. NAICS 7139: Other Amusement and Recreation Industries Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /Xgi9b/ 126 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis NAICS 72: Accommodation and Food Services The Accommodation and Food Services sector comprises establishments providing customers with lodging and/or preparing meals, snacks, and beverages for immediate consumption. The sector includes both accommodation and food services establishments because the two activities are often combined at the same establishment.Z' This sector also went through the most significant reduction in sales due to the COVID-19 pandemic during 2020. When comparing 2020 taxable sales to 2019 sales, accommodation and food services was down $67.6 million in sales for the year. If the assumption is made that this sector would have seen a 5% sales increase in 2020 if the pandemic had not happened, the impact is a loss of $85.5 million in sales. Figure 224. NAICS 72: Accommodation and Food Services 2019 — 2020 — 2021 2022 — 2023 0M 15M Jan Feb Mar Apr May Jun Source: City of Fayetteville, https://www.datawrapper.de/ /hEXrn Jul Aug Sep Oct Nov Dec Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 1 127 Figure 225. NAICS 7211: Traveler Accommodation — 2019 — 2020 — 2021 — 2022 — 2023 iai Feb Mar Apr May Jun Jul Aug Sep Source: City of Fayetteville, https://www.datawrapper.de/ /Km5mf/ Figure 226. NAICS 7221: Full -Service Restaurants 2019 — 2020 — 2021 2022 — 2023 Feb Mar Apr May Jun Jul Aug Sep Source: City of Fayetteville, https://www.datawrapper.de/ /tBaLP/ Oct Nov Dec O( t Nov Dcc 128 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis Figure 227. NAICS 7222: Limited -Service Eating Places — 2019 — 2020 — 2021 2022 — 2023 $3.6M 3.4M 3.2 M 3M 2.8 M 2.6 M 2.4M 2.2 M Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/_/ToR4Z/ — 2019 — 2020 — 2021 $4.5M 4M ISM 3M 2.5 M 2M 1.5 M 1M 500K 0 Figure 228. NAICS 7223: Special Food Services 2022 — 2023 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /54gAo/ Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 1 129 Figure 229. NAICS 7224: Drinking Places (Alcoholic Beverages) — 2019 — 2020 — 2021 2022 — 2023 $1.4M 1.2 M 1M 800K 600K 400K 200K Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/_/euTfZ/ Figure 230. NAICS 7225: Restaurants and Other Eating Places — 2019 — 2020 — 2021 2022 — 2023 >14M l.,l, Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /QROYP/ 130 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis NAICS 81: Other Services (Except Public Administration) The Other Services (except Public Administration) sector comprises establishments engaged in providing services not specifically provided for elsewhere in the classification system. Establishments in this sector are primarily engaged in activities such as equipment and machinery repairing, promoting or administering religious activities, grantmaking, advocacy, and providing dry cleaning and laundry services, personal care services, death care services, pet care services, photofinishing services, temporary parking services, and dating services." Figure 231. NAICS 81: Other Services (except Public Administration) 2019 — 2020 — 2021 2022 — 2023 $8.5 M 8M 7.5 M 7M 6.5 M 6M 5.5 M 5M Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /XCZnP/ Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 1 131 Figure 232. NAICS 8111: Automotive Repair and Maintenance — 2019 — 2020 — 2021 2022 — 2023 $ 5M jan FCI_ Mar �p, i'1ay Source: City of Fayetteville, https://www.datawrapper.de/_/sDUht/ Figure 233. NAICS 8112: Electronic and Precision Equipment Repair and Maintenance — 2019 — 2020 — 2021 2022 — 202 $1M 900K 800K 700K 600K Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /pilDr/ 132 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis Figure 234. NAICS 8113: Commercial and Industrial Machinery and Equipment (except Automotive and Electronic) Repair and Maintenance — 2019 — 2020 — 2021 2022 — 2023 $2.5M 2M 1SM M nnv 1, Mar Apr May Jun \ug Sc )ct No Dec Source: City of Fayetteville, https://www.datawrapper.de/ /6Exdc/ Figure 235. NAICS 8114: Personal and Household Goods Repair and Maintenance — 2019 — 2020 — i 2022 — 202` $900K 800K 700K 600K 500K 400K 300K 200K 100K Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /llsbX/ Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 1 133 Figure 236. NAICS 8121: Personal Care Services — 2019 — 2020 — 2021 2022 — 2023 $b00K 500K 400K 300K 200K 100 K Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /bEwnf/ Figure 237. NAICS 8122: Death Care Services — 2019 — 2020 — 2021 2022 — 2023 1. iI, Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /ObtIU 134 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis Figure 238. NAICS 8123: Drycleaning and Laundry Services — 2019 — 2020 — 2021 2022 — 2023 $800K 700K 600K 500K 400K 300K 200K 100K 0 Jan Feb Mar Apr May Jun Jul Aug Sep Source: City of Fayetteville, https://www.datawrapper.de/ /h7Wxx/ Figure 239. NAICS 8129: Other Personal Services — 2019 — 2020 — 2021 2022 — 2023 $700K 600K 500K 400K 300K 200K 100K Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /VYptm/ Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 1 135 Figure 240. NAICS 8131: Religious Organizations — 2019 — 2020 — 2021 2022 — 2023 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/_/Admtg/ Figure 241. NAICS 8132: Grantmaking and Giving Services — 2019 — 2020 — 2021 2022 — 2023 $1.8 K Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /1 FY¢d/ 136 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis Figure 242. NAICS 8133: Social Advocacy Organizations — 2019 — 2020 — 2021 2022 — 2023 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/_/Irflhi Figure 243. NAICS 8134: Civic and Social Organizations — 2019 — 2020 — 2021 2022 — 2023 $1.6M 1AM 1.2 M 1M / 800K 600K 400 K 200K 0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ MOE= Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 1 137 Figure 244. NAICS 8139: Business, Professional, Labor, Political, and Similar Organizations — 2019 — 2020 — 2021 2022 - ,in Feb Mar Apr May Jun Jul Aug Source: City of Fayetteville, https://www.datawrapper.de/ /q Tr2/ 11��/z/� Sep Oct Nov Dec 138 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis NAICS 92: Public Administration The Public Administration sector consists of establishments of federal, state, and local government agencies that administer, oversee, and manage public programs and have executive, legislative, or judicial authority over other institutions within a given area. These agencies also set policy, create laws, adjudicate civil and criminal legal cases, and provide for public safety and for national defense. In general, government establishments in the Public Administration sector oversee governmental programs and activities that are not performed by private establishments. Establishments in this sector typically are engaged in the organization and financing of the production of public goods and services, most of which are provided for free or at prices that are not economically significant.zs Figure 245. NAICS 92: Public Administration — 2019 — 2020 — 2021 2022 — 2023 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/_/Vituj/ Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 1 139 Figure 246. NAICS 9211: Executive, Legislative, and Other General Government Support — 2019 — 2020 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /e7T4e/ 140 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis NAICS 99: Other This category serves as a "catch all" for segments of the economy that do not fit into another NAICS code category. This can include some automobile purchases or NAICS codes with less than three businesses in them across the city. Figure 247. NAICS 99: Other — 2019 — 2020 — 2021 — 2022 — 2023 -2M Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /oQ1sK/ Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 1 141 Figure 248. NAICS 99: Automobile — 2019 — 2020 — 2021 2022 — 2023 i,:n Feb Mar Apr May Jun Jul Aug Sep Oct _ Source: City of Fayetteville, https://www.datawraooer.de/ /rrV41/ Figure 249. NAICS 99: Wholesale Vending and Other Unidentified Receipts — 2019 — 2020 — 2021 2022 — 2023 -600K -800K -1M Jan Feb Mar Apr May Jun Source: City of Fayetteville, https://www.datawrapper.de/ /t5jRa/ Jul Aug Sep Oct Nov Dec 142 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis Figure 250. NAICS 99: Less Than Three Businesses — 2019 — 2020 — 2021 2022 — 2023 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Source: City of Fayetteville, https://www.datawrapper.de/ /2XOOu/ Economic Vitality Master Plan Appendix A: Taxable Sales Analysis 1 143 ENDNOTES 'Arkansas Department of Finance and Administration, "Local Tax Distribution by NAICS Report," https://www.ark.org/dfa/loca ltaxes/i ndex. ph p. 2 NAICS Association, "11: Agriculture, Forestry, Fishing, and Hunting," https://www.naics.com/naics-code- description/?code=11. 3 U.S. Bureau of Labor Statistics, "Industries at a Glance: Mining, Quarrying, and Oil and Gas Extraction: NAICS 21," https://www.bts.gov/iag/tgs/iag2l.htm 4 NAICS Association, "22: Utilities," https://www.naics.com/naics-code-description/?code=22. 5 NAICS Association, "23: Construction," https://www.naics.com/naics-code-description/?code=23. 6 NAICS Association, "31-33: Manufacturing," https://www.naics.com/naics-code-description/?code=31-33. NAICS Association, "44-45: Retail Trade," https://www.naics.com/naics-code-description/?code=44-45. a Department of Economic Vitality of the City of Fayetteville's calculations of Arkansas Department of Finance and Administration Local NAICS distribution data. https://www.ark.org/dfa/localtaxes/index.php. 9 NAICS Association, "48-49: Transportation and Warehousing," https://www.naics.com/naics-code- description/?code=48. 10 Department of Economic Vitality of the City of Fayetteville's calculations of Arkansas Department of Finance and Administration Local NAICS distribution data. https://www.ark.org/dfa/localtaxes/index.php. 11 NAICS Association, "51: Information," https://www.naics.com/naics-code-description/?code=51. 12 NAICS Association, "52: Finance and Insurance," https://www.naics.com/naics-code- description/?code=52. 13 NAICS Association, "53: Real Estate and Rental and Leasing," https://www.naics.com/naics-code- description/?code=53. 14 NAICS Association, "54: Professional, Scientific, and Technical Services," https://www.naics.com/naics- code-description/?code=54. 15 U.S. Bureau of Labor Statistics, "Industries at a Glance: Management of Companies and Enterprises: NAICS 55," https://www.bts.gov/iag/tgs/iag55.htm. 16 U.S. Bureau of Labor Statistics, "Industries at a Glance: Administrative and Support and Waste Management and Remediation Services: NAICS 56," https://www.bLs.gov/iag/tgs/iag56.htm. 17 NAICS Association, "61: Educational Services," https://www.naics.com/naics-code- description/?code=61. 11 NAICS Association, "62: Health Care and Social Assistance," https://www.naics.com/naics-code- description/?code=62. 19 NAICS Association, "71: Arts, Entertainment, and Recreation," https://www.naics.com/naics-code- description/?code=71. 20 Department of Economic Vitality of the City of Fayetteville's calculations of Arkansas Department of Finance and Administration Local NAICS distribution data. https://www.ark.org/dfa/localtaxes/index.php. 21 NAICS Association, "72: Accommodation and Food Services," https://www.naics.com/naics-code- description/?code=72. 22 NAICS Association, "81: Other Services," https://www.naics.com/naics-code-description/?code=81. 21 NAICS Association, "92: Public Administration," https://www.naics.com/naics-code- description/?code=92. 144 1 Economic Vitality Master Plan Appendix A: Taxable Sales Analysis AT JIX B: MACROECONOMIC ►1S AND DATA RFPO,,,,L, ITOF .err► - r s �&M-4 4..�' �-ram►- _ 'moil 4 a 1 • l + f ++� ,�� APPENDIX B. MACROECONOMIC ANALYSIS AND DATA REPOSITORY EXECUTIVE SUMMARY This report provides an overview of macroeconomic conditions in Fayetteville, typically capturing trends overthe last decade. Evaluating economic trends within a city can help economic developers and local officials make informed decisions on a range of policy topics and can better position municipal policies and programs to appropriately target resident populations. Given that economic development is fundamentally concerned with improving well-being of residents along multiple dimensions, macroeconomic analysis allows economic developers to check the "vital signs" of a community on a periodic basis. While the Department of Economic Vitality has outlined key findings, residents and community organizations may also utilize the report to: • Understand recent shifts in demographics, including population growth and composition • Identify opportunities to align industry needs with workforce pipelines • Make informed decisions about ongoing and emerging development needs at the local level • Visualize how various economic vitality indicators are concentrated geographically across Fayetteville city limits Methodology/ This macroeconomic analysis and data repository was developed primarily using publicly available data provided by the U.S. Bureau of Economic Analysis (BEA), the U.S. Bureau of Labor Statistics (BLS), and the U.S. Census Bureau. In most instances, the Department uses one-year American Community Survey (ACS) estimates when available, though certain datasets are limited to rolling five-year estimates. Data from private research organizations (e.g., EMSI, JobsEQ) was generously provided by the Northwest Arkansas Council and the University of Arkansas Center for Business and Economic Research at no cost to the City. Lastly, this analysis also draws on several datasets maintained internally by City staff in relation to business licenses, employment, and taxable sales. Data Considerations and Limitations Trend periods. Where possible, the Department of Economic Vitality has analyzed time series data for a review period of 2010 to 2022. The period of review will be shorter for certain sections given the data available or the emergence of new types of data collection after 2010. Removal of 2020 ACS data. The Covid-19 pandemic significantly disrupted data collection for the U.S. Census Bureau's 2020 American Community Survey, resulting in the Census Bureau's decision not to release standard one-year ACS data products.' Instead, the Census Bureau released experimental estimates using a different weighting methodology with a disclaimer to use this data with caution." The Department of Economic Vitality, like other organizations nationwide, elected not to include the 2020 five-year estimates in its analysis given that the 2020 ACS data products overestimate the number of U.S. households and are not representative of U.S. households."' Economic Vitality Master Plan Appendix B: Macroeconomic Analysis and Data Repository 11 DEMOGRAPHICS Population Growth According to the 2022 American Community Survey (ACS) conducted by the U.S. Census Bureau, Fayetteville is now home to just under 100,000 residents. Since the release of the Fayetteville First Plan in 2016, Fayetteville's population has grown by 18.4%with annualgrowth rates hoveringaround 2% until 2021 (8.7%) and 2022 (4.3%). Figure 1. Fayetteville Population (2010-2022) 100,000 99,288 95,000 85,000 75,000 70,000 2010 '11 '12 '13 '14 '15 '16 '17 '18 '19 '20 '21 '22 Source: 2010-2022 ACS 1-Year Estimates, DP05, https://www.datawrapper.de/ /TXCdN/?v=3 In 2022, there were 41,718 households with an average household size of 2.19 as well as 19,224 families with an average family size of 2.90. While the average household size in 2022 was similar to that of 2010, the average family size has increased from 2.83 to 2.90 during the same time period. Table 1. Households and Families in Fayetteville (2010-2022) Year Total Households Average Household Size Total Families Average Family Size 2010 29,469 2.20 14,966 2.83 2016 33,903 2.28 14,748 3.19 2022 41,718 2.19 19,224 2.90 Source: 2010-2022 ACS 1-Year Estimates, SP1101, https://www.datawrapper.de/ /088XQ/?v= 2 1 Economic Vitality Master Plan Appendix B: Macroeconomic Analysis and Data Repository Between 2019 and 2022, Fayetteville's population grew by 13.4%, a rate which outpaced that of the State of Arkansas more generally (0.9%). Fayetteville has consistently experienced higher annual population growth relative to that of its peers in Northwest Arkansas (i.e., Bentonville, Rogers, and Springdale) as well as the state's capital city, Little Rock. Figure 2. Arkansas MSA vs. State Annual Population Growth Rates (2011-2022) — Fayetteville — Little Rock —Arkansas 8% 7 6 5 4 3 2 4.3 1 v 0.7% 0.4% 0 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 Source: 2010-2022 ACS 1-Year Estimates, DP05, https://www.datawrapper.de/_/oKIW6/?v=2 Located in one of the fastest growing regions of the state, Fayetteville is no stranger to higher -than - state -average population growth rates. Over the past century, Fayetteville's population growth has been higher than the State of Arkansas's overall growth. Per the last U.S. Decennial Census, Fayetteville's population increased 27.7% while the State of Arkansas's population increased by 3.3%. Fayetteville has not experienced decade -over -decade population decline since 1870, and the city has enjoyed population growth rates over 25% since 2000. Figure 3. Decade -Over -Decade Population Growth in Fayetteville and Arkansas (1920-2020) — Fayetteville — Arkansas 00% 90 80 70 60 50 40 30 20 10 0 -10 1920 1?32 1940 1950 1960 1970 1980 1990 2000 2010 2020 Source: 1920-2020 U.S. Decennial Census, https://www.datawrapper.de/ /SCX6i/ Economic Vitality Master Plan Appendix B: Macroeconomic Analysis and Data Repository 13 Demographics by Group Age As the home of the state's flagship university, the University of Arkansas, Fayetteville has long been grounded in its identity as a college town. The University not only serves as a cultural hub and engine for local economic growth but also represents a significant portion of Fayetteville's population.' Understanding this segment of our population is critical to projecting future economic development needs as the student population utilizes community resources and functions as a direct talent pipeline for current and future employers in the region. The University's enrollment increased by 50.2% between 2010 and 2023. While annual undergraduate enrollments nationwide have struggled to bounce back from the pandemic,'the University has enjoyed strong growth over the past three years with a record -breaking 32,140 students enrolled in Fat[ 2023. Figure 4. University of Arkansas Fall Enrollment (2010-2023) and Projected Enrollment to 2025 — Enrollment "" Projected Enrollment 40,000 38,000 36,000 : • 36,000 34,000 32,000 32,140 30,000 28,000 26,000 24,000 22,000 20,000 18,000 16,000 10 '11 '12 '13 '14 '15 '16 '17 '18 '19 '20 '21 '22 '23 '24 '25 Source: University of Arkansas, https://www.datawrapper.de/ /uWGAU?v=2 More recent enrollment growth is an extension of a longer trendline, with total enrollment more than doubling over the last two decades and plans to reach 36,000 enrolled students by 2025. Since 2010, the University of Arkansas enrollment growth rate has been higher than Fayetteville's overall population growth for eight of 12 years.Z ' College students are a notoriously hard -to -count sub -population because of high levels of mobility, frequent changes of residence, and formal ties with other geographies. The U.S. Census typically counts out-of-state college students based on the principle of "usual residence" (i.e., where a person lives and sleeps most) instead of legal residence (i.e., the jurisdiction in which an individual pays taxes, votes, or has a permanent address). This practice was intentionally continued during the pandemic when some students completed coursework virtually from their state of legal residency. The Economic Vitality Master Plan considers both age -specific population data from the American Community Survey as well as enrollment data provided by the University to fully capture the young adult cohort in Fayetteville. 2 2020 American Community Survey Experimental Estimates for Fayetteville's population were not used forthis calculation or throughout the Economic Vitality Master Plan. 4 1 Economic Vitality Master Plan Appendix B: Macroeconomic Analysis and Data Repository Figure 5. University of Arkansas Decade -Over -Decade Enrollment (1980-2020) —Enrollment -*Projected Enrollment 40.000 35,000 30.000 25.000 36,000 27,562 10.000 1980 1990 2000 2010 20" 2030 Source: University of Arkansas, https://www.datawrapper.de/ /7wC3v/?v=7 Figure 6. Total Population Growth vs. Student Population Growth (2010-2022) st" Total Population Po; Percent Change Pe" 2010 -3.4% 7.8% 2011 1.69, • 8.4 2.4% 5.8% 2.7% 0 - - -0 3.3% 2.1% 0--m—n-6 3.5% 2.0% 00 --- 00 2.8% • ♦ 1.6% • —01.7% 0.8 • .■... 01.8% • -4f 0.9% 1.4% 5.5% 4.3% 0 6.4% Source: ACS 1 -Year Estimates; University of Arkansas,https://www.datawrapper.de/ /BueWX/?v=9 Given that 80% of University of Arkansas students seek off -campus housing options, the increased student population is a critical component to understanding local housing demand and pressure on Fayetteville's housing stock. The influence of this sub -population is evidenced by an increase in by - the -bedroom leases, in which multiple tenants of the same housing unit have individual leases. In 2023, the University commissioned a housing growth study that resulted in the construction of two new residence halls in the Maple Hill district to help "better position its student life offerings in the face of enrollment growth that has outpaced the university's ability to accommodate students in on - campus housing. Given that the private housing market will continue to absorb excess housing demand for university students, it remains important for the City to collaborate with the University through the Town and Gown Advisory Committee and other cross -divisional efforts. Economic Vitality Master Plan Appendix B: Macroeconomic Analysis and Data Repository 15 While residents are accustomed to conversations about the student population's position in Fayetteville, there is another student population of concern for our collective economic future. The Fayetteville Public School (FPS) district is comprised of nine elementary schools (grades K-4), three middle schools (grades 5-6), two junior high schools (grades 7-8), two high school campuses (grades 9-12), and the Fayetteville Virtual Academy (grades K-12). FPS is actively engaged in two key data -driven strategies to manage overcrowding issues at specific schools and to balance school demographics. First, FPS is piloting a middle school -level choice program, offering specialized curriculum focused on science and the environment. Second, FPS plans to transition to a newfeeder pattern for the 2027-2028 school year, which will involve both reshuffling existing school facilities and constructing new facilities to establish three middle schools and three junior high schools. Figure 7. Fayetteville Public School District Enrollment (2010-2023) 10164 1 I " i 18 119 '20 '21 '22 '23 Source: Arkansas Department of Education Data Center, 2010-2023 Enrollment Count, https://www.datawrapper.de/ /Uo5fO/?v=3 During the 2023-2024 school year, approximately 91.1 % of the school district's 2,599 students in grades 9 through 12 attended Fayetteville High School's main campus, with another 8.9% (254) attending the Agee Lierly Life Preparation Services School (ALLPS) School of Innovation. ALLPS programs aim to accommodate the development of students whose educational needs are not met by traditional programs and curricula (e.g., students identified as at -risk for dropout, pregnant or parenting teens). ALLPS students have full access to coursework and activities offered at the main high school campus. Launched in 2016 as the state's first virtual charter school, the Fayetteville Virtual Academy (FVA) has also expanded the district's school options across the K-12 system. FVA's enrollment spiked duringthe pandemic at 466 students (over a 200% increase) duringthe 2020-2021 academic year. More recently, 129 students were enrolled at FVAwith a slightly higher concentration of students at the high school level. The school district's annual growth rate is on average slightly above one percent, and the K-12 student population in Fayetteville increased by approximately 15% (1,326) between 2010 and 2023. FPS's 10-year demographic projections predict relatively flat enrollment, even as Fayetteville's overall population continues to grow at record rates. With this discrepancy in mind, it remains important to consider the cost -of -living needs for young families in Fayetteville. 6 1 Economic Vitality Master Plan Appendix B: Macroeconomic Analysis and Data Repository Figure 8. Fayetteville Public School District Enrollment by School Type (2010-2023) —Elementary School — Middle School —Junior High School High School 5,000 4,000 �— 4.114 Grades shifted slightly as 9th grade moved into the high school 3,000 2.930 2,000 1.667 1,453 1,000 2010 11 '12 '13 '14 '15 '16 '17 '18 19 '20 '21 '22 '23 Source: AIDE Data Center, 2010-2023 Enrollment Count, https://www.datawrapper.de//y9vS1/?v=2 The age distribution of Fayetteville's population was relatively stable between 2010 and 2022. Adolescents and young adults (ages 15 to 24 years old) and prime -age workers (ages 25 to 54 years old) consistently represent the two largest segments of Fayetteville's population, accounting for approximately two-thirds of the overall population. At 4.6% in 2022, children under the age of 5 are the smallest segment of Fayetteville's population. Figure 9. Population by Age (2010, 2016, 2022) ■4orunder ■5to14years 015 to 24 years 025 to 54years 55 to 64years 65 years or older 2010 Source: 2010-2022ACS 1-Year Estimates, DP05 and SO101 2016 2022 Fayetteville enjoys a healthy prime -age working population (ages 25-54), constituting approximately one-third of the city's overall population. Residents ages 30 to 34 and 40 to 44 experienced the largest increase within the prime -age working population between 2017 and 2022. Economic Vitality Master Plan Appendix B: Macroeconomic Analysis and Data Repository 17 Figure 10. Prime -Age Working Population (2017-2022) — 25 to 29 years 30 to 34 years — 35 to 39 years — 40 to 44 years 45 to 49 years — 50 to 54 years 10.000 9.000 8.000 8,033 8.023 7.000 6.427 6.000 5.000 5.161 4.000 3.895 3.000 2.634 2,000 2017 2018 2019 2020 2021 2022 Source: 2017-2022 ACS 1-Year Estimates, DP05, https://www.datawrapper.de/ /QpCsE/?v=2 Between 2010 and 2022, the share of residents ages 20 to 24 years old increased by almost eight percentage points, growing from 10.8% of Fayetteville's population in 2010 to 18.6% in 2022. The growth in this age cohort is at least partially driven by enrollment growth at the University of Arkansas. The other three age cohorts within this range increased by approximately two percentage points each during the same time period. Figure 11. Population Ages 20 to 39 as a Percentage of Total Population (2010-2022) — 20 to 24 years — 25 to 29 years 30 to 34 years — 35 to 39 years 20.0% 18.0 18.6% 16.0 14.0 12.0 10.0 8.1% 8.0 8.1% 6.0 6.5 % 4.0 2.0 0.0 10 '12 '14 '16 '18 '20 '22 Source: 2010-2022 ACS 1-Year Estimates, DP05, https://www.datawrapper.de/ /wXAt4/?v=2 8 1 Economic Vitality Master Plan Appendix B: Macroeconomic Analysis and Data Repository Sex, Race, and Educational Attainment In 2023, Fayetteville's population by sex was nearly even, with 50.4% of its population representing males.' Approximately 69% of Fayetteville's residents identified as white in 2023, with two or more races (20%) and Black of African American (4.8%) representing the next largest racial groups. Figure 12. Fayetteville Population by Sex (2023) Source: 2023 ACS 1-Year Estimates Subject Table DP05, https://www.datawrapper.de/ /ZVKIE/ Figure 13. Fayetteville Population by Race (2023) American Indian and Alaska Native (783) White (70,205) Asian (4,263) Black or African American (4,877) Native Hawaiian and Other Pacific Islander (600) Some Other Race ) Twoo Total Population: Two or More Races 101,694 (19,911) Source: 2023 ACS 1-Year Estimates Subject Table DP05, https://www.datawrapper.de/ /xH285/ a U.S. Census data distinguishing between men and women draws on data related to individuals' sex, not gender. While the Department is constrained to using binary data, the Economic Vitality Master Plan's discussion of gendered disparities in economic opportunity aims to recognize that Fayetteville's residents reflect a more diverse set of gender identities and experiences. Economic Vitality Master Plan Appendix B: Macroeconomic Analysis and Data Repository 19 Approximately 94% of Fayetteville's population 25 years or older has an educational attainment level of high school graduate or higher, which is approximatelyfour percentage points higher than the U.S. rate for this population. Approximately half of residents age 25 or older have obtained a bachelor's degree or higher. Figure 14. Fayetteville Population Age 25 or Older by Educational Attainment (2023) No high school degree or equivalent (3,348) Graduate or professional degree (11,685) Bachelor's degree (16,274) Source: 2023 ACS 1-Year Estimates Subject Table S1501, https://www.datawrapper.de/ /c5T8R/ High school graduate (includes equivalency) (12,402) Some college, no degree (8,509) Associate's degree (4,265) 10 1 Economic Vitality Master Plan Appendix B: Macroeconomic Analysis and Data Repository INDUSTRY AND EMPLOYMENT Business and Job Composition Businesses by Industry Retail trade represents the largest industry concentration of businesses in Fayetteville and also functions as the largest source of sales tax revenue for the City. Other services excluding public administration is the second largest segment of businesses, composed of a wide range of activities such as personal care services. Lastly, healthcare and social assistance is the third largest concentration of businesses in Fayetteville. Figure 15. Businesses by Industry in Fayetteville (August 2024) iuidr Administration) 3,829 467 Acc----A­:-- and Source: City of Fayetteville, https://www.datawrapper.de/_/8ycmc/ While healthcare and social assistance is the third largest sector by number of businesses, this sector provides the greatest number of private sector jobs with nearly 8,300 full-time employees working within this sector. Retail trade as well as accommodation and food services provide over 6,000 jobs each. The table below is derived from business license data maintained by the City and does not reflect public sector employment (e.g., over 5,000 full-time jobs at the University of Arkansas and approximately 1,600 full-time Veterans Affairs employees). Lastly, manufacturing as Economic Vitality Master Plan Appendix B: Macroeconomic Analysis and Data Repository 111 well as professional, scientific, and technical services represent two other major sources of full-time employment in Fayetteville. Table 2. Industry by Businesses and Full -Time Employees (August 2024) NAICS Industry Sector Number of Businesses Number of Full Time Employees Percent of Businesses Percent of Workforce 11 Agriculture, Forestry, 10 25 0.2% 0.1% Fishing, and Hunting 22 Utilities 5 623 0.1% 1.5% 23 Construction 187 2,164 4.6% 5.0% 31-33 Manufacturing 98 4,054 2.4% 9.4% 42 Wholesale Trade 66 905 1.6% 2.1 44-45 Retail Trade 687 6,373 16.8% 14.8% 48-49 Transportation and 44 424 1.1% 1.0 Warehousing 51 Information 42 492 1.0% 1.1% 52 Finance and Insurance 157 1,896 3.8% 4.4% 53 Real Estate Rental and 432 1,164 10.5% 2.7% Leasing 54 Professional, Scientific, and 450 4,614 11.0% 10.7% Technical Services Management of 55 Companies and 23 851 0.6% 2.0% Enterprises 56 Adminstrative and Support 72 513 1.8% 1.2% and Waste Management 61 Educational Services 64 977 1.6% 2.3% 62 Health Care and Social 457 8,289 11.1% 19.3% Assistance 71 Arts, Entertainment, and 147 600 3.6% 1.4% Recreation - - 72 Accommodation and Food 414 6,657 10.1% 15.5% Services 81 Other Services (except 467 1,931 11.4% 4.5% Public Administration) 92 Public Administration 7 177 0.2% 0.4% Source: City of Fayetteville, https://www.datawrapper.de/ /1wgVU/?v=4 Location Quotient Location quotients show the percentage of local employment as it relates to national employment in each industry. For example, a location quotient of 1.0 indicates the percentage of local employment for an area is equivalent to the national level. ei/e LQ` EiL/E Location Quotient Formula Components ei = local employment in industry e = total local employment Ei = reference area employment in industry E = total reference area employment 12 1 Economic Vitality Master Plan Appendix B: Macroeconomic Analysis and Data Repository ESMI estimates that there are currently 151,047 jobs in Washington County with projections of 168,600 by 2031. For Washington County, the highest concentration of an industry is Management of Companies and Enterprises (NAICS 55) with a location quotient of 1.98. This sector is composed of 4,179 jobs and is expected to grow by 9% in the next 10 years. The most specialized sector in Washington County is manufacturing, with a location quotient of 1.50. The food manufacturing sub -sector is the most specialized segment of this sector, with a location quotient of 6.22, and employs over 8,000 residents. The top five industries that employ the greatest number of residents in Washington County includes Government (20,868), Health Care (17,899), Retail Trade (14,834), Manufacturing (14,753), and Accommodation and Food Services (11,488). The healthcare industry is expected to produce the greatest number of new jobs in Washington County within the next 10 years, with a projection of 2,915 newjobs and increasing sectoral employment by 16%. Table 3. 2-Digit Washington County Location Quotient NAICS Descriptlon 2021 Jobs 2031 Jobs 2021-2031 Change 2021-2031 Percent Change Current Wages. Salaries, and Proprietor Earnings 2021 Location Quotient 2031 Location Quotient 31 Agriculture. Forestry Fishing, and Hunting 3 3 (141) (5%) $41.669 1.10 0.97 21 Mining, Quarrying, and Oil 392 147 (245) (62%) f14A11 0.54 0.22 and Gas Extraction 22 Utilities 424 327 (97) (23%) $82.760 0.98 0.76 23 Construction 10 12 1.577 16% $51.108 1.20 1.25 31 Manufacturing 15 16 1,485 10% $46.598 1.50 1.59 42 Wholesale Trade 4 4 4 0% $73,164 0.84 0.80 44 Retail Trade 15 16 877 6% $29.914 1.08 309 48 Transportation and 8 8 409 5% f45.419 1.02 0.80 Warehousing 51 Information 1 1 3 0% $41.846 0.54 0.50 52 Finance and Insurance 5 5 640 13% $59.437 0.55 0.54 53 Real Estate and Rental and 7 8 1.238 18% $41.606 0.92 0.94 Leasing 54 Scientific, and 8 9 1.427 18% f46,126 0.69 0.70 TeProfessional, chnical Services 55 Management of Companies 4 5 371 9% $133,291 1.98 187 and Enterprises Administrative and Support 56 and Waste Management and 8 9 877 11% $28.584 0.84 0.85 Remediation Services 61 Educational Services 2 2 266 17% $19,417 0.42 0.42 62 Health Care and Social 18 21 2,915 16% $51.402 1.03 1.02 Assistance 71 Arts, Entertainment. and 3 3 601 22% $16.684 0.83 0.85 Recreation 72 Accommodation and Food 11 13 1,707 IS% $18.144 1.17 1.20 Services 81 Other S-ices(except Public 8 10 1,190 14% $26,623 0.94 0.97 Administration( 90 Government _ . _.; 2,449 12% $47,715 1.14 1.20 Source: EMSI data provided by the Northwest Arkansas Council, https://www.datawrapper.de/ /vOB Economic Vitality Master Plan Appendix B: Macroeconomic Analysis and Data Repository 113 Table 4.2-Digit Washington County Top Industries by Projected Job Growth - NAICS Description 2021Jobs 2031Jobs 2021-2031 Change 2021-2031 Percent Change Current Wages. Salaries, and Proprietor Earnings 2021 Location Quotient 2031 Location Quotient 23 Construction 10.144 11,721 1,577 16% $51,108 1.20 1.25 31 Manufacturing 14,753 16.238 1,485 10% $46,598 1.50 1.59 44 Retail Trade 14,834 15,711 877 6% $29.914 1.08 1.09 48 Transportation and 7.664 8.072 409 5% $45,419 1.02 0.88 Warehousing 52 Finance and l nsurance 4,750 5,389 640 13% $59,437 0.55 0.54 53 Real Estate and Rental and 7.065 8.303 1,238 18% $41,606 0.92 0.94 Leasing 54 Professio and 7,838 9,265 1,427 18% $46,126 0.69 0.70 Servicientific. Technical Services ces 55 Management of Companies 4,179 4,550 371 9% $133,291 1.98 1.87 and Enterprises Administrative and Support 56 and Waste Management 7,652 8,529 877 11% $28,584 0.84 0.85 and Remediation Services 61 Educational Services 1,530 1,796 266 17% $19,417 0.42 0.42 62 Health Care and Social 17,899 20.813 2,915 16% $51,402 1.03 1.02 Assistance 71 Arts, Entertainment, and 2779 3,380 601 22% $16,684 0.83 0.85 Recreation 72 Accommodation and Food 11,488 13.195 1.707 15% $18,144 1.17 1.20 Services 81 Other Services(except 8,388 9,578 1,190 14% $26,623 0.94 0.97 Public Administration) 90 Government 20,868 23.317 2,449 12% $47,715 1.14 1.20 Source: EMSI data provided by the Northwest Arkansas Council, https://www.datawrapper.de/ /f9JHf/ Table 5. Any -Digit Washington County Top Industry by Projected Job Loss Current Wages, Salaries, and 2021-2031 2021-2031% Proprietor 2021 Location 2031 Location NAICS Description 2021 Jobs 2033Jobs Change Change Earnings Quotient Quotient 11 Agriculture, Forestry, 3.007 2,866 (141) (5%) $41,669 1.10 0.97 Fishing and Hunting 21 Mining, Quarrying, and 392 147 (245) (62%) $14,411 0.54 0.22 Oil and Gas Extraction 22 Utilities 424 327 (97) (23%) $82,760 0.98 0.76 112 Animal Production and 2377 2,151 (226) (10%) $46,309 2.71 2.40 Aquaculture 211 Oil and Gas Extraction 365 134 (231) (63%) $12,399 1.13 0.63 326 Plastics and Rubber 184 56 (128) (70%) $45,844 0.34 0.10 Products Manufacturing 332 Fabricated Metal 1,723 1,627 (96) (6%) $53,927 1.57 1.44 Product Manufacturing Wholesale Electronic 425 Markets and Agents and 279 150 (130) (46%) $68,174 0.63 0.29 Brokers 452 General Merchandise 2746 2,589 (157) (6%) $25,599 1.24 1.14 Stores 3116 Animal Slaughtering and 4454 4365 (89) (2%) $39,592 11 10 Processing 3261 Plastics Product 136 47 (89) (66%) $44,464 0 0 Manufacturing 4522 Department Stores 743 622 (121) (16%) $22,416 1 1 311615 Poultry Processing 4242 4010 (232) (5%) $39,090 23 22 Source: EMSI data provided by the Northwest Arkansas Council, https://www.datawrapper.de/ McMl/ 14 1 Economic Vitality Master Plan Appendix B: Macroeconomic Analysis and Data Repository Occupational Analysis The following section utilizes data from the Standard Occupational Classification (SOC) system, a federal statistical standard used to categorize occupations. The system is managed by the U.S. Bureau of Labor Statistics, and the data was extracted using EMSI with assistance from the Fayetteville Chamber. In Washington County, data is available for over 800 different occupations. Table 6. Top 20 Occupations in Washington County by Job Count (2023) SOC Occupation 2013Jobs 2023Jobs 2013-2023 2013-2023 Percent Net Change Change Average Hourly Earnings Median Hourly Earnings Median Annual Earnings 35-3023 Fast Food and Counter Workers 2,928 4,547 1,619 ME$13.58 $13.25 $27,554 53-3032 Heavy and Tractor -Trailer Truck 4,074 4,398 324 �8% $21.86 $19.84 $41,274 Drivers 41-2031 Retail Salespersons 4.047 3,354 (693) 0(17%) $17.28 $14.94 $31,086 29-1141 Registered Nurses 1,526 3,055 1,530 0= $33.02 $33.19 $69,031 43-9061 Office Clerks, General 2,170 2,730 560 11111126% $17.63 $16.54 $34,401 11-1021 General and Operations Managers 1,225 2,693 1,468 $47.44 $34.58 $71,922 25-1099 Postsecondary Teachers 1,930 2,652 722 0137% $40.24 $34.20 $71,139 41-2011 Cashiers 2,325 2,597 272 012% $13.57 $13.17 $27,386 53-7065 Stockers and Order Fillers 1,071 2,359 1,287 $16.37 $15.10 $31406 35-3031 Waiters and Waitresses 2,170 2,082 (88) 1(4%) $13.75 $12.27 $25,518 53-7062 Laborers and Freight. Stock, and 1,803 1,625 22 1% $16.07 $15.94 $33,148 Material Movers, Hand 1 43-4051 Customer Service Representatives 941 1,703 762 $18.07 $16.64 $34,621 51-3022 Meat, Poultry, and Fish Cutters 1,559 1,661 102 �7% $15.22 $15.27 $31766 and Trimmers 37-2011 Janitors and Cleaners, Except 1,736 1,645 (91) is%I $14.92 $13.70 $28,492 Maids and Housekeeping Cleaners 31-1126 Home Health and Personal Care 1.668 1,559 (109) Dl $15.83 $15.35 $31,928 Aides 31-1131 Nursing Assistants 1.144 1,402 258 0231 $14.47 $14.59 $30,338 35-2014 Cooks, Restaurant 1,160 1,391 231 0201 $14.26 $13.51 $28,110 First -Line Supervisors of Office 43-1011 and Administrative Support 918 1,318 399 �43% $29.33 $28.16 $58,579 Workers 49-9071 Maintenance and Repair Workers. 862 1,288 427 �50% $19.85 $18.37 $38,215 General 47-2061 Construction Laborers 755 1,267 512 0M $20.13 $18.09 $37,625, Source: EMSI data provided by Fayetteville Chamber, https://www.datawrapper.de/ /YeGVv/ Economic Vitality Master Plan Appendix B: Macroeconomic Analysis and Data Repository 115 Table 7. Top 20 Highest Paying Occupations with 100+ Individuals in Washington County (2023) 2013-2023 Average Median Median 2013-2023 Percent Hourly Hourly Annual SOC Occupation 2013.1obs 20231obs Net Change Change Earnings Earnings Earnings 29-1211 Anesthesiologists Less than 10 106 29-1229 Physicians, All Other 75 217 142 29-1021 Dentists, General 94 128 34 �36% 11-3061 Purchasing Managers 50 183 132 29-1071 Physician Assistants 40 109 69 29-1051 Pharmacists 195 234 39 12o% 11-9041 Architectural and Engineering Managers 67 127 61 91% 11-2022 Sales Managers 218 305 87 �ao% 11-2021 Marketing Managers 127 146 19 Mts% 15-1221 Computer and Information 83 149 67 �81% Research Scientists 11-9033 Education Administrators, 191 252 61 �12% Postsecondary 11-3021 Computer and Information Systems Managers 96 184 88 0921 11-3031 Financial Managers 212 472 259 0112% 15-1253 Software Quality Assurance Analysts and Testers 197 485 289 15-1251 Computer Programmers 383 195 (188) �(49%) 11-1011 Chief Executives 137 133 (4) �(3%) 11-3051 Industrial Production Managers 150 213 63 042% 11-3121 Human Resources Managers 64 113 49 0177% 29-1171 Nurse Practitioners 87 320 233 23-1011 Lawyers 401 458 57 M1a% Source: EMSI data provided by Fayetteville Chamber, https://www.datawrapper.de/ /sfGz6/ $148.70 $137.05 $92.49 $79.40 $62.45 $65A1 $67.13 $67.87 $66.73 $60.30 $73.51 $66,46 $64.74 $58.20 $58.29 $86.91 $61.79 $66.18 $57.11 $69.00 $199.82 $135.96 $95.35 $73.49 $65.98 $64.09 $63.29 $63.09 $63.01 $61.06 $60.50 $60.24 $59.20 $58.59 $58.39 $57.93 $57.90 $56.04 $54.74 $49.21 $415.617 $282.796 $198.326 $152,851 $137,241 $133,314 $=3131,643 $=3131,235 $=3131,055 1226,997 $1225,840 $1225.298 $123.142 $1221,863 $1221.455 $7220.504 1220,438 $=16,567 $113,853 $ 002,361 Table 8. Bottom 20 Lowest Paying with 100+ Individuals Occupations in Washington County (2023) SOC Occupation 2013.1obs 20231obs 2013-2023 Net Change 2013-2023 Percent Change Average Hourly Earnings Median Hourly Earnings Median Annual Earnings 35-2011 Cooks. Fast Food 517 528 11 2% $12.34 $12.23 $25,439 35-9011 Dining Room and Cafeteria 179 481 302 169% $12.88 $12.23 $ 25,448 Attendants and Bartender Helpers 35-3031 Waiters and Waitresses 2,170 2,082 (88) I(4%) $13.75 $12.27 $25,518 35-9031 Hosts and Hostesses, Restaurant, 303 257 (46) $12.61 $12.29 $257563 Lounge, and Coffee Shop 1(15%) 39-9011 Childcare Workers 1,158 960 (198) �(17%) $13.02 $12.51 $26,027 37-2012 Maids and Housekeeping Cleaners 824 1,061 238 N29% $14.41 $12.63 $26,279 35-9021 Dishwashers 402 349 (53) 103%) $12.95 $12.69 $26,387 39-3091 Amusement and Recreation 152 247 96 �63% $14.31 $12.69 $26,405 Attendants 45-2093 Farmworkers, Farm, Ranch. and 104 124 20 �19% $16.19 $12.94 $26,906 Aquacultural Animals 45-2092 Farmworkers and Laborers, Crop, 286 288 2 1% $14.35 $12.94 $26,913 Nursery, and Greenhouse 39-9032 Recreation Workers 158 200 42 �16% $14.58 $13.00 $27,048 35-3041 Food Servers, Nonrestaurant 102 245 144 01142% $13.20 $13.14 $27,330 51-3011 Bakers 121 205 84 069% $14.63 $13.17 $27,383 41-2011 Cashiers 2,325 2,597 272 I121 $13.57 $13.17 $27,386 43-4081 Hotel, Motel, and Resort Desk 135 222 87 65% $13.23 $13.18 $27,417 Clerks 39-2021 Animal Caretakers 141 303 161 01114% $15.43 $13.23 $27,516 35-3023 Fast Food and Counter Workers 2,928 4,547 1,619 055% $13.58 $13.25 $27,554 35-3011 Bartenders 430 424 (7) I(2%) $16.08 $13.27 $27,601 35-2014 Cooks, Restaurant 1,160 1,391 231 120% $14.26 $13.51 $28,110 27-1026 Merchandise Displayers and Window Trimmers 86 417 331 $15.34 $13.53 $28,144 Source: EMSI data provided by Fayetteville Chamber, https://www.datawrapper.de/ /mDso5/ 16 1 Economic Vitality Master Plan Appendix B: Macroeconomic Analysis and Data Repository Business and Job Distribution Businesses and Employees by Ward Ward 3 is home to over a third of Fayetteville's licensed businesses (1,220), followed by Ward 2 (974) and Ward 1 (712). Ward 4 represents the smallest concentration of licensed businesses (382) in Fayetteville. Figure 16. Businesses by Ward (August 2024) Ward 4 (382) Ward 1 (712) Ward 3 (1,220) Ward 2 (974) Source: City of Fayetteville, https://www.datawrapper.de/_/bktwU/ Ward 3 is also home to the highest concentration of employees in Fayetteville, with a total of 17,451 employees, excluding public sector employment. Washington Regional Medical Center is the largest employer in this region with over 4,000 full-time employees. While Ward 1 (9,539) and Ward 2 (9,942) are similar in terms of total employees excluding public sector employment, Ward 2 (15,608) more closely trails Ward 3 (17,855) in terms of total employment with public sector employment included. Both the University of Arkansas and the U.S. Veterans Administration Hospital contribute significantly to full-time employment within Ward 2. Economic Vitality Master Plan Appendix B: Macroeconomic Analysis and Data Repository 117 Figure 17. Employees by Ward (August 2024) Full -Time Employees (excluding Public Sector) Full -Time Employees Part -Time Employees Ward 1 2,034 Ward 2 6,682 12,348 3,260 Ward 3 5,917 Ward 4 1,139 Source: City of Fayetteville, https://www.datawrapper.de/ /BXxOG/ While Ward 1's licensed business concentration exhibited relative variety, manufacturing, accommodation and food services, and retail trade represented the highest employment levels. Table 9. Ward 1 Licensed Businesses and Employment (August 2024) Full -Time Equivalent (FTE) NAICS Code Industry Licensed Businesses Employees 11 Agriculture, Forestry, Fishing, and Hunting 22 Utilities 23 Construction 31-33 Manufacturing 42 Wholesale Trade 44-45 Retail Trade 48-49 Transportation and Warehousing 51 1 nformation 52 Finance and Insurance 53 Real Estate Rental and Leasing 54 Professional, Scientific, and Technical Services Management of Companies and 55 Enterprises Administrative and Support and Waste 56 Management 61 Educational Services 62 Health Care and Social Assistance 71 Arts, Entertainment, and Recreation 72 Accommodation and Food Services Other Services (except Public 81 Administration) 92 Public Administration Source: City of Fayetteville, https://www.datawrapper.de/ /OYUnnK/ 3 1 62 41 21 129 17 6 10 86 70 2 18 10 28 28 88 91 0 3 74 602 3,816 474 1,010 119 5 44 187 265 2 101 67 221 41 1,145 351 0 18 1 Economic Vitality Master Plan Appendix B: Macroeconomic Analysis and Data Repository Ward 2's largest concentration of licensed businesses was retail trade, which also had the second highest level of employment by industry. Accommodation and food services, however, represented the industry with the highest concentration of employment. Table 10. Ward 2 Licensed Businesses and Employment (August 2024) Full -Time Equivalent (FTE) NAICS Code Industry Licensed Businesses Employees 11 Agriculture, Forestry, Fishing, and Hunting 22 Utilities 23 Construction 31-33 Manufacturing 42 Wholesale Trade 44-45 Retail Trade 48-49 Transportation and Warehousing 51 Information 52 Finance and Insurance 53 Real Estate Rental and Leasing Professional, Scientific, and Technical 54 Services Management of Companies and 55 Enterprises Administrative and Support and Waste 56 Management 61 Educational Services 62 Health Care and Social Assistance 71 Arts, Entertainment, and Recreation 72 Accommodation and Food Services Other Services (except Public 81 Administration) 92 Public Administration Source: City of Fayetteville, https://www.datawrapper.de/ /iWiXw/ 0 1 28 1 14 183 0 75 247 86 =0 1,639 6 57 15 178 33 540 109 240 128 857 6 ■ 603 8 30 11 83 110 754 38 267 127 1,967 138 508 3 116 Economic Vitality Master Plan Appendix B: Macroeconomic Analysis and Data Repository 119 Health care and social assistance was Ward 3's highest concentration of both licensed businesses as well as employment. Professional, scientific, and technical services as well as retail trade were also significant drivers of employment. Table 11. Ward 3 Licensed Businesses and Employment (August 2024) Full -Time Equivalent (FTE) NAICS Code Industry Licensed Businesses Employees 11 Agriculture, Forestry, Fishing, and Hunting 4 10 22 Utilities 2 226 23 Construction 36 771 31-33 Manufacturing 19 9 42 Wholesale Trade 17 318 44-45 Retail Trade 206 2,403 48-49 Transportation and Warehousing 10 100 51 Information 10 73 52 Finance and Insurance 80 564 53 Real Estate Rental and Leasing 143 329 54 Professional, Scientific, and Technical 134 2,534 Services 55 Management of Companies and 12 209 Enterprises 56 Administrative and Support and Waste 19 79 Management — ■ 61 Educational Services 21 375 62 Health Care and Social Assistance 211 3,608 71 Arts, Entertainment, and Recreation 46 213 72 Accommodation and Food Services 119 1,976 81 Other Services (except Public 131 61 Administration) 92 Public Administration 0 0 Source: City of Fayetteville, https://www.datawrapper.de/ /Y40Mc/ 20 1 Economic Vitality Master Plan Appendix B: Macroeconomic Analysis and Data Repository While retail trade constituted Ward 4's greatest number of licensed businesses, the accommodation and food services sector reemployed more than twice as many FTE employees. Table 12. Ward 4 Licensed Businesses and Employment (August 2024) Full Time Equivalent (FTE) NAICS Code Industry Licensed Businesses Employees 11 Agriculture, Forestry, Fishing, and Hunting 22 Utilities 23 Construction 31-33 Manufacturing 42 Wholesale Trade 44-45 Retail Trade 48-49 Transportation and Warehousing 51 Information 52 Finance and Insurance 53 Real Estate Rental and Leasing Professional, Scientific, and Technical 54 Services Management of Companies and 55 Enterprises Administrative and Support and Waste 56 Management 61 Educational Services 62 Health Care and Social Assistance 71 Arts, Entertainment, and Recreation 72 Accommodation and Food Services Other Services (except Public 81 Administration) 92 Public Administration Source: City of Fayetteville, https://www.datawrapper.de/ /ggZEa/ 2 8 1 249 33 235 14 4 1 69 294 4 107 2 68 7 53 40 111 48 242 0 0 14 25 10 155 29 307 15 1 44 883 46 48 0 0 Economic Vitality Master Plan Appendix B: Macroeconomic Analysis and Data Repository 121 Job Density The Economic Vitality Master Plan story map developed by the City's GIS teams utilizes residential address data and internal business license data to depict and compare the concentration of residential addresses with full-time employment associated with local businesses. Figure 18. Concentration of Residential Addresses vs. Total Employees in Fayetteville w %45 • b • % • �L• ''.. _ •• • . y a 00 - • • • , • �� e ,*e" lAddlesties fill TIn* EmpbpN 17ri 1tFa Pop • o - 37 • Spase 038.134 135 - 357 • • _ Done* 03M -081 Source: City of Fayetteville GIs The story map also includes an interactive 3-D map demonstrating the number of total employees, including full-time and part-time employees, within building footprints across town. The darker the purple shading, the greater the number of employees that work within a building. Multiple businesses may be housed within a single building, providing a different view of this data relative to the Where Fayetteville Lives and Work module of the story map. 22 1 Economic Vitality Master Plan Appendix B: Macroeconomic Analysis and Data Repository Figure 19. Employee Density by Building Source: City of Fayetteville GIS While approximately 79% of employees in Fayetteville are employed by individual businesses, approximately 21 % of employment comes from the nonprofit sector and the public sector. The story map also captures the number of employees within a building, with shading of the extrusion representing the type of building. Figure 20. Employee Density by Building Classification Class Symbol caw+waal E: rnmant Group tNWq _ Cmp W."(non -0rdt) Imustnal Iion Amfit I . Unnetsiy of Arkansas • e 1' J% - - M • 4.;7 �W u 50 100 ?00 W- li •l .I Source: City of Fayetteville GIS Economic Vitality Master Plan Appendix B: Macroeconomic Analysis and Data Repository 123 LABOR AND WORKFORCE Employment While individuals are most familiar with the standard unemployment statistic reported in the news, economists actually monitor several different types of unemployment rates: • U1: includes only those unemployed at least 15 weeks (long-term unemployment) • U2: includes only those unemployed for less than one month (short-term unemployment) • U3: traditional, headline metric • U4: unemployed and discouraged workers (marginally attached workers who do not think jobs are available) • U5: U4 plus other marginally attached workers U6: counts those unemployed plus those who work part-time but would prefer full-time work (marginally attached to the workforce) Some economists argue that U3 understates the true level of unemployment within an economy, while others argue that U6, the broadest unemployment metric, does not capture long-term discouraged workers. Given the variation of forms of this metric, the Department of Economic Vitality discourages an overreliance on the unemployment rate as an indicator for overall economic health. Unemployment for the region peaked in 2020 at 8.1%, driven by growing economic and social uncertainty caused by the Covid-19 pandemic. In 2024, the unemployment rate for the Fayetteville - Springdale -Rogers MSA has fluctuated between 2.3% and 2.8%. Figure 21. U3 Unemployment Rate (2000-2022) U.S. Fayetteville- Springdale- 0 Rogers MSA 2000 '02 '04 '06 '08 110 '12 '14 '16 '18 '20 '22 Source: U.S. Bureau of Labor Statistics, https://www.datawrapper.de/ /MG4¢v/ 24 1 Economic Vitality Master Plan Appendix B: Macroeconomic Analysis and Data Repository Employed residents in Fayetteville reached an all-time high of 50,097 in 2022, a 15% increase from 2020. Unemployed residents reached an all-time high of 3,802 in 2022. This is influenced by multiple factors, including the growth of student enrollment at the University of Arkansas as well as an overall increase in population. Figure 22. Employed Residents (2010-2022) 52.000 50.000 50.097 48,000 46,000 44,000 42.000 40,000 38,000 36,000 2010 11 '12 '13 '14 '15 '16 '17 118 19 '20 '21 22 Source: U.S. Bureau of Labor Statistics, https://www.datawrapper.de/_/nMXml/ Figure 23. Unemployed Residents (2010-2022) 4,000 3,800 3,600 3,400 3,200 3,000 2,800 2,600 2,400 2,200 2,000 1,800 2010 11 '12 '13 '14 '15 '16 '17 Source: U.S. Bureau of Labor Statistics, https://www.datawrapper.de/ / en 3Ux/ '18 119 20 '21 '22 3,802 Economic Vitality Master Plan Appendix B: Macroeconomic Analysis and Data Repository 125 Labor Force Participation A region's labor force is comprised of both people who are working (i.e., employed) as well as those who are not working but are seeking work (i.e., unemployed). The labor force participation rate is the percentage of the civilian noninstitutional population age 16 and older that is working or actively looking for work. A labor market is strongly correlated with the business cycle, so it is important to understand who is an is not participating in the labor force. Fayetteville has steadily experienced a laborforce participation rate higher than the state laborforce participation rate. In 2022, Fayetteville's labor force participation rate was approximately 66%. Figure 24. Labor Force Participation Rate (2010-2022) 70 % r�: 66 Fayetteville 64 65.6 % 574 58 Arkansas 56 57.0% 54 52 50 2010 '11 '12 '13 '14 '15 '16 '17 '18 119 '20 '21 '22 Source: U.S. Bureau of Labor Statistics, https://www.datawrapper.de/ /mvafR/ 26 1 Economic Vitality Master Plan Appendix B: Macroeconomic Analysis and Data Repository Worker Mobility This section utilizes data from the U.S. Census Bureau's OnTheMaa tool. The latest data available for Fayetteville in the tool is 2018, but the Department has elected to include this information to demonstrate how future data releases in this tool may be utilized. In 2018, only 31% of Fayetteville's residents lived and worked in the City, with 69% of residents employed in Fayetteville living outside of city limits. This metric was largely flat between 2015 and 2018, even as population continued to grow overall. Understanding the inflow and outflow of Fayetteville's workforce sheds light on the ongoing impact of Fayetteville's affordable housing crisis and underscores the need for future analysis of housing needs. Figure 25. Workforce Inflow and Outflow (2018) Source: U.S. Census Bureau, OnTheMap In 2018, 20,667 Fayetteville residents worked outside of the City. Another 32,608 individuals commuted to Fayetteville for work, and only 13,450 residents lived and worked in Fayetteville. Central to the 2024 Economic Vitality Master Plan's focus on growth concept -oriented development is the importance of combining population growth management, economic vitality, and sustainability. Reducing commute times decrease residents' individual carbon footprints, and increasing Fayetteville's housing stock in parts of town that are best suited to handle higher density and higher intensity are a critical piece of the puzzle for delivering the housing affordability levels Economic Vitality Master Plan Appendix B: Macroeconomic Analysis and Data Repository 127 required to encourage a live -work -play lifestyle in Fayetteville. Every day, thousands of Fayetteville residents head north to work, resulting in increased emissions and longer commute times. Figure 26. Job Counts by Distance and Direction from Fayetteville (2018) N W Source: U.S. Census Bureau, OnTheMap A labor shed analysis explores where residents are employed. In 2018, 44% of residents who lived in Fayetteville also worked in Fayetteville.' Springdale was the city with the second greatest share of Fayetteville residents as employees. Figure 27. Labor Shed Analysis (2011-2018) E rayetteville E Springdale Bentonville N Rogers 0 All Other Locations 2011 2012 2013 2014 2015 2016 2017 2018 Source: U.S. Census Bureau, OnTheMap, https://www.datawrapper. de/ /ELsvm/ °The Department of Economic Vitality acknowledges the discrepancyfor this statistic within this section. Due to limitations of available public datasets, the Department altered the language of Goal in the Community Development section to allow for further determination of the goal percentage of residents who both live and work in Fayetteville once the City engages a professional demographer as outlined in the Community Development action items. 28 1 Economic Vitality Master Plan Appendix B: Macroeconomic Analysis and Data Repository Talent Retention As the state's flagship university, the University of Arkansas functions as a massive economic development engine for Fayetteville, the Norwest Arkansas region, and the state more broadly. Subsequently, the City's economic health is enhanced by retaining talent from the University of Arkansas upon graduation. On an annual basis, the University of Arkansas provides a high-level overview of retention of students graduating each year. Approximately 44% of graduates from the Class of 2023 who entered the workforce remained in Northwest Arkansas while approximately 45% left the state altogether. Half of graduates pursuing continued education opportunities remained in Northwest Arkansas. Figure 28. University of Arkansas Class of 2023 Outcome Destinations Northwest Arkansas EArkansas Out -of -State Undisclosed Working Continuing Education Military Service Volunteering Total: Total: Total: Total: 3,196 1,004 45 8 Source: University of Arkansas,https://www.datawrapper.de/ /IIoF5/ Income Median household income in 2023 was $51,513, down almost three percentage points from the previous year. This is particularly challenging given that the U.S. has experienced annual inflation rates of approximately 7% for two years in a row. Figure 29. Median Household Income (2010-2023) $65,000 60,000 55,000 50,000 45,000 40,000 35,000 30,000 2010 '12 '14 '16 '18 '20 '22 Source:2010-2023ACS 1-Year Estimates, S1901, https://www.datawrapper.de/_/lf9gS/ $51.513 Economic Vitality Master Plan Appendix B: Macroeconomic Analysis and Data Repository 129 Table 13. Median Household Income Growth vs. Inflation (2010-2023) Year Median Household Income Growth National Inflation Rate 2010 N/A 1.6 2011 4.5 % 3.0 2012 6.7 % 1.7 2013 1.9 % 1.5 2014 3.5 % 0.8 2015 2.2 % 0.7 2016 -3.4% 2.1% 2017 10.9 % 2.1 2018 -1.1% 1.9% 2019 7.1 % 2.3 2021 36.9 % 1.4 2022 -13.7% 7.0% 2023 -2.8% 7.0% Source: 2010-2022 ACS 1-Year Estimates, S1901; U.S. Bureau of Labor Statistics, https://www.datawrapper.de/ /hoiV9/ Figure 30. Percentage of Population by Pay Range in Past 12 Months (2023) Less than $10,000 • •'. $10,000 to $14,999 ' $15,000 to $19,999 $20,000 to $34,999 $35,000 to $49,999 $50,000-$74,999 $50,000 to $74,999 10.3% $100,000 to $149,999 $150,000 to $199,999 $200,000 or more Source: 2023 ACS 1-Year Estimates, S1903, https://www.datawrapper.de/ /U6fAL/ 14.8 30 1 Economic Vitality Master Plan Appendix B: Macroeconomic Analysis and Data Repository Table 14. Median Household Income by Race (2010-2022) Native American Hawaiian Hispanic White Black or Indian and and Other Some Two or or Latino alone, not African Alaska Pacific Other More origin (of Hispanic Year White American Native Asian Islander Race Races any race) or Latino 2010 38,321 29,985 27,391 30,844 38,214 32,401 17,024 30,163 38,690 2011 37,670 31,135 28,333 26,938 38,375 31,314 18,981 29,732 37,983 2012 36,998 31,720 29,013 31,927 - 38,758 20,371 38,345 37,106 2013 36,785 31,981 37,969 24,125 38,523 22,231 39,901 36,718 2014 38,412 26,375 24,654 22,295 38,918 40,069 37,621 38,684 2015 41,128 29,788 - 34,300 36,221 24,592 36,329 41,565 2016 41,803 26,776 29,978 35,491 - 36,698 42,204 2017 43,865 28,639 32,246 31,016 42,983 32,422 44,432 2018 46,302 27,622 - 31,116 38,583 28,382 35,170 47,130 2019 47,487 28,685 16,250 31,000 36,274 32,156 39,688 47,572 2021 55,900 31,405 35,496 46,223 56,736 47,500 55,886 2022 58,120 41,003 64,050 41,367 - 35,705 63,410 57,947 Source: 2023 ACS 1-Year Estimates, https://www.datawrapper.de/ /6o8Mv/ Figure 31. Median Earnings Gap by Sex and Educational Attainment Level (2023) E Less than high school graduate N High school graduate (includes equivalency) Some college or associate's degree 0 Bachelor's degree 0 Graduate or professional degree Total Population Median Earnings Male Median Earnings Female Median Earnings Source: 2023 ACS 1-Year Estimates, 620004, https://www.datawrapper.de/ /NRvrO/ Calculated on the basis of family size, federal poverty levels are used to determine eligibility for key social safety net programs and benefits like subsidized health insurance, housing vouchers, Medicaid, and CHIP. Economic Vitality Master Plan Appendix B: Macroeconomic Analysis and Data Repository 131 Table 15 Federal Poverty Guidelines (2023) Family Size 1 2 3 4 5 6 7 8 Per additional family member beyond 8 Federal Poverty Level Source: U.S. Department of Health and Human Services, https://www.datawrapper.de/ /dBE6f/ $14,580 $19,720 $24,860 $30,000 $35,140 $40,280 $45,420 $50,560 $5,140 The U.S. Census Bureau describes poverty ratios as a statistical yardstick, not a complete description of what income residents and families need to live. Federal poverty levels are set at a national level and do not take into account local costs of living. In 2023, an estimated 1,202 families in Fayetteville made less than 50% of the federal poverty level, nearly double the number of families in this group in 2022. An additional 3,415 families in Fayetteville made just above the threshold at 125% of the poverty level. Table 16. All Families with Income Below Selected Poverty Ratios (2023) Poverty Ratio 2015 2016 2017 2018 2019 2020 2021 2022 2023 50%of poverty level 1,076 805 997 972 605 804 1,780 630 1.202 125%of poverty level 2,604 3,235 2,963 3,884 1,722 2,763 2,875 2,892 3,415 150%of poverty level 2,958 3,571 4,011 4,677 2,121 3,407 3,603 4,006 4,881 185%of poverty level 4,219 4,049 5,169 5,655 3,619 4,213 4,674 4,749 6,478 200%of poverty level 4,947 4,256 5,555 6.151 3,761 4,650 6,044 5,078 7.194 300%of poverty level 6,884 6,702 8,655 8,222 6,169 6.842 8,240 8,373 9,851 400%of poverty level 9,171 8,758 10,057 9,958 9,129 8,991 11,122 11,004 11,527 500% of poverty level 11,436 9,899 11,759 10.740 10,919 10,450 14,077 12.462 13,286 Source: ACS 2023 1-Year Estimates, S1702, https://www.datawrapper.de/ /Ff201/ It is worth noting that college students have a statistical impact on poverty rates in areas with a large off -campus student population like Fayetteville. While not reviewed on an annual basis, analysis is periodically performed to understand differences when off -campus college students are included. Between 2012 and 2016, for example, the City's overall poverty rate was 9.4% lower when the off - campus student population was removed. 32 1 Economic Vitality Master Plan Appendix B: Macroeconomic Analysis and Data Repository Cost of Living Defining a Living Wage While the definition of a living wage varies, the Department of Economic Vitality utilizes MIT's Livin? Wage Calculator, which determines a living wage based on estimates the cost of living in various communities based on typical expenses. Interested readers can review MIT's Living Wage Calculator Methodology as well as the User's Guide and Technical Notes. To develop typical expenses for an area, the calculator utilizes a range of data like U.S. Department of Housing and Urban Development Fair Market Rent (HUD FMR) estimates as well as childcare estimates from the National Association of Child Care Resource and Referral Agencies. Transportation expenses are calculated based on the costs to periodically replace a vehicle. When analyzing this tool's outputs, it is important to note that some of the figures beyond one adult may be over -inflated or under -inflated in certain instances. Typical expenses included in the MIT Living Wage Calculator are derived from a range of federal data sources, which are adjusted using the Consumer Price Index as a multiplier. This data is best utilized as a standardized measurement across different communities to allow comparison rather than a concrete presentation of actual expenses in Northwest Arkansas. Washington County Living Wages Housing, transportation, and childcare are typicallythe most significant expenditures in a household budget. Data suggest that many of Fayetteville's residents do not earn or have a clear pathway to earning the wages required to meet these needs on a consistent basis, which forces many households to make tradeoffs. Raising median household income and lowering the cost of housing, transportation, and childcare is perhaps the most significant opportunity to promote shared economic prosperity in Fayetteville. Table 17. Wage Levels for One Adult (2024) Wage Level 0 Children 1 Child 2 Children 3 Children Living Wage $19.35 $32.30 $39.80 $52.17 Poverty Wage $7.24 $9.83 $12.41 $15.00 Minimum $11.00 Wage Source: MIT Living Wage Calculator, https://www.datawrapper.de/ /oF5G1/ Table 18. Wage Levels for Two Adults — One Working (2024) Wage Level 0 Children 1 Child 2 Children 3 Children Living Wage $27.07 $32.25 $36.69 $39.66 Poverty Wage $9.83 $12.41 $15.00 $17.59 Minimum $11.00 Wage Source: MIT Living Wage Calculator, https://www.datawrapper.de/ /WOMMc/ Economic Vitality Master Plan Appendix B: Macroeconomic Analysis and Data Repository 133 Table #19. Wage Levels for Two Adults -Both Working (2024) Wage Level 0 Children 1 Child Living Wage $13.35 $18.22 Poverty Wage $4.91 $6.21 Minimum Wage Source: MIT Living Wage Calculator, https://www.datawrapper.de/ /ZhFsX/ 2 Children $22.42 $7.50 $11.00 3 Children $25.81 $8.79 34 1 Economic Vitality Master Plan Appendix B: Macroeconomic Analysis and Data Repository PLACE Mapping Economic Inequality Generational Poverty Understanding different forms of poverty are a critical precursor to mapping the spatial distribution and concentration of economic inequality. Situational poverty is associated with a crisis or sudden loss and is often a temporary circumstance; it is also possible that an individual may experience situational poverty more than once and for different reasons over the course of a lifetime. Generational poverty occurs in families where households experience poverty for at least two generations. While the issue of generational poverty is complex, the long-term impacts of growing up in poverty are well -documented. Utilizing data from the Opportunity Atlas, a social mobility tool developed by the U.S. Census Bureau in partnership with Harvard University and Brown University, it is apparent that children born in poverty in Fayetteville and adjacent Census tracts have a higher probability of living below the poverty line in adulthood relative to children born in households that did not experience poverty. Figure 32. Household Income at Age 35 for Children of Parents of All Income Levels Household Income for Children Census Source: U.S. Census Bureau, Opportunity Atlas Economic Vitality Master Plan Appendix B: Macroeconomic Analysis and Data Repository 135 Figure 33. Household Income at Age 35 for Children of Highest Income Parents Household Income for Children of Highest Income Parents INI IGGMTS Y Source: U.S. Census Bureau, Opportunity Atlas Figure 34. Household Income at Age 35 for Children of High -Income Parents Household Income for Children of High Income Parents Census .:OPPORTUNITY Source: U.S. Census Bureau, Opportunity Atlas 36 1 Economic Vitality Master Plan Appendix B: Macroeconomic Analysis and Data Repository Figure 35 Household Income at Age 35 for Children of Lowest Income Parents Household Income for Children of Lowest Income Parents Census-OPPORTUNITY .;M INSIGHTS Source: U.S. Census Bureau, Opportunity Atlas Figure 36. Household Income at Age 35 for Children of Low -Income Parents Household Income for Children of Low Income Parents Census .,: Source: U.S. Census Bureau, Opportunity Atlas Economic Vitality Master Plan Appendix B: Macroeconomic Analysis and Data Repository 137 The following table summarizes household income levels and incarceration rates for individuals at age 35 who were born to high -income, middle -income, and low-income parents. Relative to the children of middle -income and high -income parents, the children of low-income parents tended to face lower income levels as well as higher incarceration rates as adults. Table 19. Household Income by Census Tract and Parent Income Level H64af Wad lnc, 11 or Aar Harvhokl lntnrre of Children at Hot4*h d Incprr of CNIdron at HouwlwM Nemec fta C_%Idrtn Cenjs Tract City ChAdreo at Aee 35 Aare 13 with High incorne Parents Age 35 of Middle Mcwne Parents at Age 35 of low Income Parents Incarceration Incarceration Incarceration fncarceration kroonie Rate Inciorne Rate Income pate Income Rate 50070213DI 50679d0100 50679603W 5143010141 M4301OW2 5143010UM 51430SOUB 5143M0106 514301OS07 51430103M 5143010302 5143010403 5143010501 5143010503 5143010504 5143010506 5143DIO507 .$14301OW6 51430106M 514301OMI $."A SOr� AR Nnm4w AR Wesley AR WPfU,e AR Fmre:lk AR FamreAle AR FaMt2evik AR Fav%Merlle AR F2yet%M1r AR Springdale AR Springdale, AR Spdngdalr; AR 5prin@daie_AR Springdale AR Lincoln AR /Aette 1t AR ►rxtteAlt AR ►ayetle+ile AR F atiet:eri lc AR f a,etterik AR $40 865 $39 244 S39 S49 $43513 $49 719 $52113 $46 8t19 $50521 $S3 321 S39All $36313 WB71 $46 489 S51.930 541692 $42157 S41%7 S39134 S40S17 $31907 5143010702 FnVettedleAR S41179 5143011001 FarmirtSonAA 543.320 5143011002 Uricoln AR S38.306 5143011003 Nest Fork AR S38.027 5143011 M FarVttesOk. AA S"305 $143011107 Far 1gLAR W 77 5143DI1103 W48Fork AR SXASA 5143DII30D FW&tt4%4I1*.A& 535,582 054% 032% 069% 040% 062% 036% 082% 108X 0-15% 154% lssx 024% 039% OM 0.47% 0.43% 4-04% 1S1% 0110% 3-14% I'M 14% 009% O 13% 2011, 70% 0 66% 113% $49,755 0OD% $41367 019% 133.642 $51,197 SWA70 $56 070 $56 661 SS4 648 $54 9S5 $56 215 SS6,936 $54 030 $54347 WASS S56.031 $52A4S Ss4.s31 S56.363 $49.902 $55.106 $43,642 S55 A19 S54230 WWI $4 494 $46.4% $51017 $48 685 S44 937 0OD% 002% 0 2% 020% 000% 0.31% 027% OS3% ON% 0.00% 0.00% 2.64% 0.19% Oc" 0.87% • 000% 043% 133% Source: U.S. Census Bureau, Opportunity Atlas, https://www.datawrapper.de/ /dH6aF/ S42$71 $42256 $43.974 $43 152 $45 476 $42 800 $45 A56 $49,209 W121 $41A38 $4IA9S $44,127 S46 A01 S43 AAS 543,399 $42 504 $39A29 $40.946 $36."1 $43.017 W976 $42600 $39.720 S35 278 W187 $ao 823 $37.732 000% 012% 036% 0164% 04a% 0.918% 0.44% 0.91% OM 049% 033% 0.05% Ow% 0.06% 3.52% LLA OM 193% 141% 119% 000% 0 37% 0 76% 049% 0 55% 126% $34,649 S34$57 $33,413 S313g6 137.188 S31IA9 S36,369 S29AS5 $30,834 $30,921 S33S62 S3f AW S3s.4S9 S33.541 SJOS93 S29.d9w 528.)11 S3O a92 SU192 CUM SM79 124.846 531515 S33,478 SXA47 236% 020% 031% 0 73% ISM 069% 263% 0 0 75% 306% 21?% 9e1C 000% 000% 0 64% 057% 1321, 25 SEEN 200% ME 409% r_ 1)9% r. % 13s 111110 0.00% 000% 239% 082% I11% r. 38 1 Economic Vitality Master Plan Appendix B: Macroeconomic Analysis and Data Repository Distressed Communities Index Developed by the Economic Innovation Group, the Distressed Communities Index (DCI) combines seven factors to generate a single measure of economic well-being. The DCI components include: • No high school diploma: Share of the 25 and older population without a high school diploma or equivalent • Housing vacancy rate: Share of habitable housing that is unoccupied, excluding properties that are for seasonal, recreational, or occasional use • Adults not working: Share of the prime -age (25-54) population that is not currently employed • Poverty rate: Share of the population below the poverty line • Median income ratio: Median household income as a share of metro area median household income (or state, for non -metro areas and all congressional districts) • Changes in employment: Percent change in the number of jobs over the past five years • Changes in establishments: Percent change in the number of business establishments over the past five years Geographies are assigned into one of five quintiles of well-being: prosperous, comfortable, mid -tier, at risk, and distressed as depicted in the DCI map. Figure 37. Arkansas DCI Index (2024) Source: Distressed Community Index DCI Tier kt ffff ■ Distressed At Risk 061 Mid -tier Comfortable ` . Prosperous Zip codes in Northwest Arkansas exhibit a moderate degree of variability. Fayetteville zip codes range from prosperous (72704) to mid -tier (72703) to at risk (72701). Other communities in Northwest Arkansas like Springdale and Rogers likewise exhibit variation in their 2024 distress scores. Economic Vitality Master Plan Appendix B: Macroeconomic Analysis and Data Repository 139 Figure 38. Northwest Arkansas DCI Index (2024) WON Springdale I Aw Fayetteville %L Source: Distressed Community Index Table 20. Selected DCI Index Components by Zip Code (2024) 2024 DCI Designation At Risk Mid -Tier Prosperous Mid -Tier Prosperous 2024 DCI Score 74.8 15.4 8.9 57.4 15.4 2022 DCI Score 68.5 45.5 9.9 59.4 19.8 2020 DCI Score 61.0 48.1 5.7 57.2 13.2 No High School Degree a 7.5/ o 8.6/ 0 5.1/ 0 29.8/ 0 8.6/0 Poverty Rate 27.2% 5.7% 8.0% 15.7% 5.7% Adults Not Working 24.1% 23.4% 9.8% 18.3% 23.4% Housing Vacancy Rate 7% 9 4.2/ 5.9/ 6.1/ 4.2/0 Median Income Ratio 66.9% 105.3% 113.7% 80.0% 105.3% Change in employment 1.1% 26.8% 4.7% 11.1% 26.8% Change in businesses 6.8% 20.0% 18.2% 7.2% 20.0% Source: Distressed Community Index 40 1 Economic Vitality Master Plan Appendix B: Macroeconomic Analysis and Data Repository Assessed VaLue Per Acre The Economic Vitality Master Plan story map developed by the City's GIS team provides an interactive map of the assessed value per acre across Fayetteville, utilizing local property tax data. The higher the assessed value of the parcel, the darker the parcel will appear in the map. The higher the assessed value per acre, the more raised the parcel will appear in the 3-D interactive map. Figure 39. Assessed Value Per Acre Story Map Aw 4ri t-`Y �►-A' 41, p it• �.y.`f.. . y, rq I t Alp. Source: City of Fayetteville GIs, https://storymaps.arcgis.com/stories/bea98586a2d24Ob588eaddO7fc85eebd Downtown Fayetteville has the greatest concentration of parcels with high assessed property values as well as high levels of assessed value per acre. With the exception of several clusters of commercial and institutional parcels, South Fayetteville has the lowest levels of assess value per acre and overall assessed value of property. t Figure 40. Downtown Fayetteville Assessed Value Per Acre Id off U*84 ,a ,4 for fil no A f� Source: City of Fayetteville GIs, https://storymaps.arcgis.com/stories/bea98586a2d240b588eadd07fc85eebd Economic Vitality Master Plan Appendix B: Macroeconomic Analysis and Data Repository 141 Affordable Housing In October 2023, the City's Long Range Planning team published a comprehensive analysis of housing in Fayetteville. The Community Development section of the 2024 Economic Vitality Master Plan is heavily informed bythe 2023 Fayetteville Housing Assessment's findings, and key information from the report is excerpted below. In 2022, Fayetteville had a total of 41,718 occupied housing units with an average household size of 2.19 individuals. Fayetteville is a majority -renter community with renter -occupied units comprising almost 60%of occupied housing units citywide. While housing cost burdens have continued to climb the income ladder in the region alongside historically low vacancy rates, low-income renters continue to bear the highest incidences of housing cost burden. The majority of renter -occupied households were low- and moderate -income households, with 48% making $34,999 or less annually. Table 21: Monthly Housing Costs as a Percentage of Household Income in the Past 12 Months Occupied Housing Units Percent Occupied Housing Units Owner- Occupied Housing Units Percent Owner- Occupied Housing Units Renter- Occupied Housing Units Percent Renter - Occupied Housing Units Less than $20,000 6,139 14.7% 881 5.2% 5,258 21.2% Less than 20 percent 35 0.1 % 35 0.2% 0 0.0% 20 to 29 percent 613 1.5% 200 1.2% 413 1.7% 30 percent or more 5,491 13.2% 646 3.8% 4,845 19.6% $20,000 to $34,999 7,456 17.9% 1,455 8.6% 6,001 24.2% Less than 20 percent 332 0.8% 332 2.0% 0 0.0% 20 to 29 percent 1,167 2.8% 446 2.6% 721 2.9% 30 percent or more 5,957 14.3% 677 4.0% 5,280 21.3% $35,000 to $49,999 4,940 11.8% 1,261 7.4% 3,679 14.8% Less than 20 percent 455 1.1 % 294 1.7% 161 0.6% 20 to 29 percent 2,436 5.8% 340 2.0% 2.096 8.5% 30 percent or more 2,049 4.9% 627 3.7% 1,422 5.7% $50,000 to $74,999 6,602 15.8% 2,332 13.8% 4,270 17.2% Less than 20 percent 3,319 8.0% 961 5.7% 2.358 9.5% 20 to 29 percent 1,893 4.5% 538 3.2% 1,355 5.5% 30 percent or more 1,390 3.3% 833 4.9% 557 2.2% $75,000 or more 15,271 36.6% 10,928 64.5% 4,343 17.5% Less than 20 percent 11,662 28.0% 8,876 52.4% 2,786 11.2% 20 to 29 percent 2,643 6.3% 1,238 7.3% 1,405 5.7% 30 percent or more 966 2.3% 814 4.8% 152 0.6% Zero or negative income 396 0.9% 84 0.5% 312 1.3% No cash rent 914 2.2% N N 914 3.7% Source: 2022 ACS 1-Year Estimates Subject Tables S2503 (excerpted from the 2023 Fayetteville Housing Assessment) 42 1 Economic Vitality Master Plan Appendix B: Macroeconomic Analysis and Data Repository A key finding of the 2023 Fayetteville Housing Assessment was the need to produce housing units affordable across most income levels, not just for low-income households. Recent data indicate that Fayetteville needs more than 6,000 additional units of housing available below $875 per month with more than half of those units needed at a rate below $500 per month to relieve current low- income cost -burdened households. The current citywide median gross rent is $927, and it is worth emphasizing that additional housing stock is required at price points above the current median rate. Failure to address this segment of the market will exacerbate pressure on the lower end of the market. Figure 40. Projected Affordable Housing Units Needed (2023-2045) Below $500 Between $500 and $875 Between $875 and $1,250 Between $1,250 and $1,875 779 Source: City of Fayetteville (excerpted from the 2023 Fayetteville Housing Assess ment) Figure 41. Cumulative Housing Units Permitted vs. Population Growth (2014-2023) — Cumulative Permitted Housing Units - - Cumulative Permitted Housing Units Completed — Cumulative New Population 20,000 18,000 16,000 14,000 12,000 10,000 os$ 4,00n 2,000 20.321 11.329 -� 11.061 0 14 Source: City of Fayetteville, as of September 30, 2023 (excerpted from the 2023 Fayetteville Housing Assessment) Economic Vitality Master Plan Appendix B: Macroeconomic Analysis and Data Repository 143 ' Ceci A. Villa Ross, Hyon B. Shin, and Matthew C. Marlay, "Pandemic Impact on 2020 American Community Survey 1-Year Data," U.S. Census Bureau, October 27, 2021, https://www.census.gov/newsroom/bLogs/random-sampLings/2021/1 0/pandemic-impact-on-2020-acs-1- year-data.html. "U.S. Census Bureau, "2020 ACS 1-Year Experimental Data Release," https://www.census.gov/programs- surveys/acs/data/experimental-data.htm1. Daniel McCue, "Defining `Use with Caution': How We're Navigating New Census Bureau Data," Joint Center for Housing Studies of Harvard University, April 28, 2022, https://www.Ochs.harvard.edu/blog/defining-use- caution-how-were-navigating-new-census-bureau-data. "' National Student Clearinghouse Research Center, "Regular Updates on Higher Education Enrollment," October 26, 2023, https://nscresearchcenter.org/stay-informed/. University of Arkansas, "Request for Qualifications: New Residence Halls in the Maple Hill District — Central and North Sites," March 2024, https://fama.uark.edu/campus-planning/capital- budgeting/2024_rfq_cmgc newresidencehallsinthemaplehilid istrict.pdf. 44 1 Economic Vitality Master Plan Appendix B: Macroeconomic Analysis and Data Repository APPENDIX C.0 STRATIFIED RANDOM SAMPLING AND SURVEY 2024: ECONOMIC MASTER PLAN VITALITY DEPARTMENT OF ECONOMIC CITY OF VITALITY FAYETTEVILLE ARKANSAS Economic Vitality and Recovery Stratified Random Sampling Methodology: The City of Fayetteville developed and deployed this survey under the guidance and direction of the Arkansas Economic Development Institute (AEDI), who serves as the U.S. Census Data Center for the State of Arkansas. The survey was developed and deployed through a stratified random sample which was recommended by AEDI'. Residents were randomly selected by the City of Fayetteville's GIS Division with 1,500 survey's being mailed out to each Ward. Randomized Surveys distributed: 6,000 Responses Received: 628 Response Rate: 10.46% Confidence Interval: 95% P. 26 Folz, David. "Surveying Citizens: A Handbook for Municipal Officials Who Want to Know what Their Citizens Think." Nov. 2010, The University of Tennessee. Economic Vitality and Recovery Stratified Random Sampling Summary of Findings: Top Five Economic Vitality Areas of Focus: 1. Supporting Small Businesses 2. Attracting New Jobs that Pay a Living Wage 3. Quality of Life Amenities such as our Enduring Green Network, Parks, and Trails 4. Ensuring Housing Development keeps up with population growth and that homes are available across all income levels 5. Job Skill Training for Residents who face barriers to employment Top Five Workforce Training Programs the City should pursue funding for.- 1 . Renewable Energy and Energy Efficiency 2. Skilled Trades 3. Health Care 4. Information Technology 5. Transportation and Logistics Top Five Industry Sector: the City should proactively pursue: 1. Education 2. Health Care 3. Research and Development 4. Information Technology 5. Medical Manufacturing Top Three Housing Priorities: 1. Creating and developing workforce housing (homes that are affordable for families who make between $35,000 and $55,000) 2. Creating and developing affordable housing for residents who face barriers to housing in Fayetteville. 3. Increasing the number of living units and housing options in the City in order to slow the price escalation of housing. Top Five COVID-19 Economic Recovery items: 1. Expanding Vaccination Rates 2. Expanding Broadband Access to aid in closing the homework gap 3. Retaining skilled talent in the City of Fayetteville 4. Building economic resiliency in order to be better positioned to address future crises that may impact businesses in Fayetteville. p. 2 5. Making strategic investment beyond Downtown and Uptown (north of the Fulbright expressway) to improve public infrastructure services (transportation, trails, etc.) that aid in the creation of unique live -work -play areas across the City. Ranking of quality of life and placemaking items based on number of Very Important Responses: 1. Establishing a fund for expanded tree planting and conservation efforts such as "Coins for Conservation." (297 very important responses) 2. Work to ensure every home in Fayetteville has a park or trail within a 15-minute walk. (285 very important responses) 3. Create additional Outdoor Refreshment Areas throughout Fayetteville. (229 very important responses) 4. Encourage businesses to orient towards Fayetteville's trail system and near parks. (226 very important responses) Ranking of eative economy and the arts in the City of Fayetteville based on number of Very Important Responses: 1. The incorporation and inclusion of public art projects within all applicable City construction projects. 2. Expanding employment opportunities within the creative economy. 3. Professional and organizational development specifically for creatives such as business development, communication, capital access, and avenues to sell their work. 4. Creation of a funding stream, such as "percent for the arts," in the City of Fayetteville. (Percent for the arts is a fee, usually a percentage of a large-scale development project or municipal infrastructure project, to fund public art and the broader creative economy in a city). 5. Proactive development and/or recruitment of affordable artist studio spaces and housing. p. 3 Which ward of the City do you live in? (648 responses) Question options (Click items to hide) 178 (27.Sk) • Ward 4 • Ward 3 • Ward 2 • Ward 1 177 127AA% What is your gender? (642 responses, 6 skipped) Question options (click items to hide) • Other (please specify) • Prefer not to say • Non -binary • Male • Female What is your age? (641 responses, 7 skipped) _ Question options (Click items to hide) • Under 18 • 70 or up •60-69 136 Q1.21Q • 50 - 59 •40-49 • 30 - 39 •18-29 p. 4 What is your racial/ethnic background? Participants were asked to select all that apply. (641 responses, 7 skipped) Question options 600 Cfick items to hide) 509 r Other (please specify) 500 • Prefer not to answer 400 • White Caucasian • Native Hawaiian or 300 Pacific Islander Native American or 200 Alaska Native 65 30 • Hispanic or Latino 100 15 25 23 _ 9 r . w Black or African Please indicate your current level of annual household income. (643 responses, 5 skipped) 26 (4.0 33 (S.1%1 66 0 0.3%) 2.6%) 970S.1%) Question options ICbck items to hide) • Prefer not to answer • 5200,000 or higher 0 5155,000 to 5199,000 • Sl 35,000 to 5154,999 0 51 15,000 to S 134,999 0 595,000 to 51 14,999 • 575,000 to 594,999 • 555,000 to $74,999 • 535,000 to $54,999 • 525,000 to $34,999 51 1,880 to 524,999 • Less than 511,880 p. 5 Which of the following best describes you? Participants were asked to select all that apply. (646 responses, 2 skipped) Question options 400 )Click items to hides 29S 300 200 M 150 131 48 31 22 20 18 F, • 1 work in Fayetteville I live in Fayetteville but but live outside of the work outside of the City. City. • Other (please specify) I own or operate a business in the City of • 1 am retired and live in Fayetteville. Fayetteville - I am unemployed and • 1 am a student who is live in the City of employed full time Fayetteville I am a student who is either not working or employed part time. What is your current level of education? (646 responses, 2 skipped) 268 (41.570 Question options (Click items to hide) 4.1 % • Other (please specify) • Trade, technical, vocational training 30 (4.69E1 certificate, or apprenticeship program • Graduate or Professional degree • Bachelors degree • Associates degree 204 (31 .6%) Some college, no degree GED or High School Diploma • Less than High School Diploma or GED Which of the following best describes your current living scenario? (646 responses, 2 skipped) 73 11 (2 0%) 4 in.6%1 425 (6S.M Question options 0.370 (Click items to hide) • Other (please specify) I currently reside in a home that I rent I currently reside in a home that I own I currently reside in an apartment that I rent • 1 currently reside in student housing (either on or off campus). How many people, includinq yourself, currently reside in your home? Number of residents in home Number of Households that responded to survey Average Number of residents per home 0 5 1 179 2 248 3 90 4 68 5 20 6 8 8 3 2.3 There are many facets to economic development in Fayetteville. How important do you feel it is for the City to address issues in the following areas? (629 responses, 19 skipped) Quality of life amenities such as our enduring green nehvork trails and parks 2232 151 422 Attracting new jobs and businesses to the a City of Fayetteville that pay a living wage 147 131� 446 Supporting non -profits and businesses in the performing arts and the creative economy Job skill training opportunities for residents who face barriers to employment Supporting small businesses IR 144 Ensuring housing development keeps up " vrith population growth and that housing UO is available across all income I . Attracting and retaining skilled talent in the City of Fayetteville Economic equity and mobility for In residents facing barriers to employment IN ibarrier examples housing insecurity... 100 200 300 400 500 600 700 Question options (Click items to hfde) • Not Important • Neutral • Somewhat Important • Very Important p. 7 Considering jobs that pay a living wage, what type of training, education, and workforce development programs should the City of Fayetteville concentrate on pursuing funding for or funding directly? (628 responses, 20 skipped) Manufacturing 29 47 196 21-,3 PE t Transportation and Logistics 32 41 152 213 Healthcare Renewable Energy andlor Energy Efficiency Finance. Banking. Legal Information Technology Creative Economy 11 Non-profit services "- Retail Entertainment. Hospitality. Tourism Skilled Trades 187 M7 Question options iChck items to hide+ 146 No help needed narrovdy beneficial Minimal help needed narror:ly beneficial 183 Neutral Some help needed somewhat broadly beneficial 310 • Help needed Broadly __..M beneficial Are there other types of training, education, or workforce development programs you think the City of Fayetteville should concentrate on pursing funding for that are not listed above? If so, please list below. (151 responses, 497 skipped) To review the submitted responses, please visit the detailed survey report. What types of employment opportunities do you think the City of Fayetteville and its economic development contracts should proactively pursue? Question options (Click items to hide) Medical manufacturing (device, pharmaceutical. etc.) 145 22 225 • Not important • Neutral • Somewhat Important Sports equipment manufacturing qv (exercise, cyclingsports etc ) 241 96 • Very Important Other goods producing industries 257 141 Ild Food Production ,- n7 6EX Transportation and Logistics Healthcare �. Education Renewable Energy andlor Energy Efficiency Information Technology Research and Development EM Business Services (Administration. Accounting. Legal. Finance) Construction :� 166 222 Retail. Accommodation. and Food Services Gig -Economy IN 166 ■ Remote work opportunities 1111W 11111 Arts and the Creative Economy W 2 00 200 300 400 500 600 Are there other types of employment opportunities the City should pursue, that are not listed above? (195 responses, 453 skipped) To review the submitted responses, please visit the detailed survey report. Thinking about housing in Fayetteville, how important to you is it that the City of Fayetteville actively work to address the following? (628 responses, 20 skipped) Question options Creating and developing workforce click items to hide+ housing (homes that are affordable for families who make betweenS35.000 40 n 125 388 •Not Important and... �ME 0 Neutral • Somewhat Important Creating and developing affordable housing for residents who face barriers toIN 1 48 352 Very Important housing in Fayetteville. Increasing the number of homes and �■ living units in areas near recreation 223 241 opportunitiesemployment opportuniti... Increasing the number of Irving units and MEM housing options in the City in order to slow the price escalation of. . Promoting the development of mixed 11111111E housing types citywide (such as duplexes and triplexes), among single-fami_. Increasing the density of housing options -- in areas such as ❑rnvnto,, Fayetteville 162 to enable a wide range of inc_. 100 200 300 400 500 600 700 P. 10 As it relates to the creative economy and the arts in the City of Fayetteville, how important are each of the following areas? Question options !Click items to hide/ Caution et a'�any sUc.an..�el-._,:= "percent for the arts." in the City of ' 125 143 183 175 • Not Important Fayetteville. f Percent for the at • Neutral • Somewhat Important Proactive development andfor recruitment of affordable artist studio WIN 182 168 0 Very Important spaces and housing AM Expanding employment opportunities within the creative economy Em 188 Professional and organizational development specifically for creatives ■- .182 such as business developmlopment. communica... -he incorporation and inclusion of public art projects vrithin all applicable City NEW, 95 207 construction projects. dJ J phi.. iui. Quality of life and placemaking: The City of Fayetteville is known for its quality of life, which the City's parks, trails, and urban forests contribute to. Of the items listed below, state the importance of expanded work in each of the areas. (625 responses, 23 skipped) Question options (Click items to hide.+ Establishing a fund for expanded tree planting and conservation efforts such as 63 75 188 297 • Not Important "Coins for Conservation." 0 Neutral • Somewhat Important Encourage businesses to orient towards Fayetteville's trail system and near EL123 209 226 • Very Important parks. Create additional Outdoor Refreshment Areas throughout Fayetteville. 181 229 NMI Work to ensure every home in 2 Fayetteville has a park or trail within a 15- 172 minute walk. Or 100 200 300 400 500 600 700 As it relates to economic recovery from the COVID-19 pandemic, please state the importance of the following items. (626 responses, 22 skipped) Prepare residents for employment opportunities in the past -pandemic _ economy. including reskilling residents 53 75 208 wh. . Making strategic investment (nor beyond Downtown and Uptown (north of the Fulbright expressway) to improve public 1 an r... Question options (Click hems ro hide) 288 • Not Important • Neutral • Somewhat Important 322 0 Very Important Equip small businesses. including economy, and members of the creative economy. 202 229 with the resources and tools th... 1101 Retention of skilled talent in the City Fayetteville. 70388 IN Increase access to job skill training services. soft Ail training services (example: financial literacy). an... Expanding vaccination rates. Building economic resiliency in order to be better positioned to address future crises that may impact busines... SESAME Expanding broadband access to help close the 'homework gap.' 133 M 338 380 SOG oG:i If you have other priorities related to the City's economic recovery from the COVID-19 pandemic, please list them here. (146 responses, 500 skipped) To review the submitted responses, please visit the detailed survey report. What other comments or suggestions would you like to make about economic vitality or economic recovery in Fayetteville? (174 responses) To review the submitted responses, please visit the detailed survey report. p. 12 Q N-VTRACT T Q���� 9/2 FAYETTEVI LLE ECONOMIC VITALITY The report continues on the next page p. 13 About the Economic Vitality and Recovery General Public Questionnaire: This questionnaire is a copy of the statistically valid survey that was distributed as part of the Economic Vitality master planning process. The questionnaire was made available on the City's public input platform, Speak Up Fayetteville, in order to provide all Fayetteville residents an opportunity to give feedback. ME Economic Vitality and Recovery General Public Summary of Findings: Top Five Economic Vitality Areas of Focus: 1. Supporting Small Businesses 2. Ensuring Housing Development keeps up with population growth and that homes are available across all income levels 3. Attracting New Jobs that Pay a Living Wage 4. Quality of Life Amenities such as our Enduring Green Network, Parks, and Trails 5. Job Skill Training for Residents who face barriers to employment Top Five Workforce Training Programs the City should pursue funding for: 1. Skilled Trades 2. Renewable Energy/Energy Efficiency 3. Health Care 4. Information Technology 5. Construction Top Five Industry Sectors the City should proactively pursue: 1. Education 2. Health Care 3. Research and Development 4. Information Technology 5. Transportation and Logistics Top Three Housing Priorities: 1. Creating and developing workforce housing (homes that are affordable for families who make between $35,000 and $55,000) 2. Creating and developing affordable housing for residents who face barriers to housing in Fayetteville. 3. Increasing the number of living units and housing options in the City in order to slow the price escalation of housing. Top Five COVID-19 Economic Recovery items: 1. Expanding broadband access to help close the "homework gap." 2. Increase access to job skill training services, soft skill training services (example: financial literacy), and mental health services. 3. Making strategic investment beyond Downtown and Uptown (north of the Fulbright expressway) to improve public infrastructure services (transportation, trails, etc.) that aid in the creation of unique live -work -play areas across the City. p. 3 4. Expanding vaccination rates. 5. Building economic resiliency in order to be better positioned to address future crises that may impact businesses in Fayetteville. Ranking of quality of life and placemaking items based on number of Very Important Responses: 1. Establishing a fund for expanded tree planting and conservation efforts such as "Coins for Conservation." (121 very important responses) 2. Work to ensure every home in Fayetteville has a park or trail within a 15-minute walk. (107 very important responses) 3. Encourage businesses to orient towards Fayetteville's trail system and near parks. (93 very important responses) 4. Create additional Outdoor Refreshment Areas throughout Fayetteville. (85 very important responses) Ranking of creative economy and the arts in the City of Fayetteville based on number of Very Important Responses: 1. The incorporation and inclusion of public art projects within all applicable City construction projects. 2. Expanding employment opportunities within the creative economy. 3. Professional and organizational development specifically for creatives such as business development, communication, capital access, and avenues to sell their work. 4. Creation of a funding stream, such as "percent for the arts," in the City of Fayetteville. (Percent for the arts is a fee, usually a percentage of a large-scale development project or municipal infrastructure project, to fund public art and the broader creative economy in a city). 5. Proactive development and/or recruitment of affordable artist studio spaces and housing. Which ward of the City do you live in? (235 responses) Question options 59 1.25.1 10 _ _ (Click items to hide) • Ward 4 • Ward 3 • Ward 2 • Ward 1 61 (26.0%) What is your gender? (232 responses, 3 skipped) Question options (Click items to hide) • Other (please specify) • Prefer not to say • Non -binary • Male • Female What is your age? (233 responses, 2 skipped) p. 5 0 (0.0R; 28 (12.M 32 0 3.7%) Question options (Click items to hide) * • Under 18 Pill, • 70 or up 360S.5110 • 60 - 69 IF • 50 - 59 •40-49 f 30 - 39 • 18-29 36 (1 5.5%) What 49 (21.0%) Is your racial/ethnic background? Participants were asked to select all that apply. (232 responses, 3 skipped) Question options 1 8 (Click items to hide) • Other (please specify) • Prefer not to answer • White r Caucasian • Native Hawaiian or Pacific Islander • Native American or Alaska Native 31 ' • Hispanic or Latino 9 4 2 •Black or African • Asian Please indicate your current level of annual household income. (243 responses, 1 skipped) tstt�-� 15 (6.4%) 2902.470 304.190 2802.056) Question options (Click items to hide) • Prefer not to answer • S200,000 or higher • S1 55,000 to S199,000 • S135,000 to S154,999 • S115,000 to S134,999 • S95,000to S114,999 • S75,000 to S94,999 • S55,000to S74,999 • S35,000 to S54,999 • S25,000 to $34,999 • S11,880 to S24,999 • Less than S11,880 p. 7 Which of the following best describes you? Participants were asked to select all that apply. (234 responses, 1 skipped) Question options 150 (Click items to hide) 123 • Other (please specify) I live in Fayetteville but 125 work outside of the • I am retired and live in City. Fayetteville. 100 I awn or operate a • I am a student who is business in the City of employed full time. Fayetteville - 75 55 1 am unemployed and I am a student who is live in the City of either not working or Fayetteville employed part time. • 1 work in Fayetteville 25 a but live outside of the - F City. What is your current level of education? (235 responses, 0 skipped) 1 (0.4f0 Question options :CGc.e items ro hide) 11 y961 • Some college, no Other (please specify) degree 10 (4.3%) • Trade, technical, 0 GED or High School vocational training Diploma certificate, or apprenticeship • Less than High School program Diploma or GED Graduate or Professional degree • Bachelors degree A Associates degree 34 (35.7%) Which of the following best describes your current living scenario? (235 responses, 0 skipped) Question options (Click items to hide) • Other (please specify) I currently reside in a home that I rent I currently reside in a home that I own I currently reside in an apartment that I rent • 1 currently reside in student housing (either on or off campus). How many people, including yourself, currently reside in your home? (222 responses) Number of residents in home Number of Households that responded to survey Average Number of residents per home 1 51 2 102 3 26 4 31 5 6 6 6 2.4 There are many facets to economic development in Fayetteville. How important do you feel it is for the City to address issues in the following areas? (235 responses, 0 skipped) Quality of life amenities such as our enduring green nehvorktrails. and parks 19 14 Attracting new jobs and businesses to the City of Fayetteville that pay a living wage Supporting non -profits and businesses in the performing arts and the creative economy Job skill training opportunities for residents who face barriers to employment Supporting small businesses 56 Ensuring housing development keeps up EM vrith population growth and that housing is available across all income I... Attracting and retaining skilled talent in the City of Fayetteville Economic equity and mobility for EM residents facing barriers to employment (barrier examples housing insecurity... 146 60 100 150 200 260 Question options (Click items w hide/ Not Important Neutral Somewhat Important • Very Important Considering jobs that pay a living wage, what type of training, education, and workforce development programs should the City of Fayetteville concentrate on pursuing funding for or funding directly? (628 responses, 20 skipped) Manufa. II Z Z 65 71 S7 Transportation and Logistics 11111i 97 ■ 71 ru Healthcare'I■_S t Renev+able Energy andlor Energy Efficiency Finance. Banking, Legal Information Technology Creative Economy Non-profit services Retail Entertainment Hospitality. Tourism Question options !Click items ro hide) • No help needed;' narrowly beneficial • Minimal help needed: narrowly beneficial • Neutral • Some help needed: somewhat broadly beneficial • Help needed Broadly beneficial Skilled Trades Const—tim Gig -economy mm- 3-1 go Oppodundies to work from home (mmole) 01_ W 1 70 so P. 10 Are there other types of training, education, or workforce development programs you think the City of Fayetteville should concentrate on pursing funding for that are not listed above? If so, please list below. (151 responses, 497 skipped) To review the submitted responses, please visit the detailed survey report. What types of employment opportunities do you think the City of Fayetteville and its economic development contracts should proactively pursue? Question options (Click items to hide) Medical manufacturing (device. pharmaceutical. etc.) Irg h 77 • Not important • Neutral • Somewhat Important Sports equipment manufacturing ME (exercise. cycling, sports. etc.) 81 59 0 Very Important Other goods producing industries Food Production Transportation and Logistics Educahm Renewable Energy and/or Energy Efficiency Information Technology Research and Development Business Services (Administration. Accounting. Legal. Finance) Construction Retail, Accommodation, and Food Services Gig-Econany Remote work opportunities Arts and the Creative Economy so 100 200 250 Are there other types of employment opportunities the City should pursue, that are not listed above? (54 responses) To review the submitted responses, please visit the detailed survey report. Thinking about housing in Fayetteville, how important to you is it that the City of Fayetteville actively work to address the following? (234 responses) Question options Creating and developing workforce (Click items to h/de� housing (homes that are affordable for families who make between $35.000 19 20 .» 1 sl • Not Important and... • Neutral • Somewhat Important Creating and developing affordable housing for residents who face barriers to 23 41 146 • Very Important housing in Fayetteville. Increasing the number of homes and living units in areas near recreation 65 104 opportunitiesemployment opportuniti... Increasing the number of living units and 41 �- housing options in the City in order to u6M 1 1 7 slow the price escalation of... Promoting the development of mixed housing types cdywide (such as duplexes and triplexes), among single-fami... Increasing the density of housing options in areas such as Downtown Fayetteville to enable a wide range of mc... 50 100 150 200 250 p. 12 As it relates to the creative economy and the arts in the City of Fayetteville, how important are each of the following areas? (233 responses) Question options (Click items to hide+ Creation of a funding stream, such as "percent for the arts.' in the City of 48 73 63 • Not Important Fayetteville. iPercent for the ar.. • Neutral • Somewhat Important Proactive development s recruitment of affordable artist studio �� ;4 69 63 •Very Important spaces and housing r Expanding employment opportunities within the creative economy 81 74 Professional and organizational development specifically for creatives such as business development. development. communica... 3 71 ■-■ The incorporation and inclusion of public art projects v+ilhin all applicable City 33 68 construction projects. 20C Quality of life and placemaking: The City of Fayetteville is known for its quality of life, which the City's parks, trails, and urban forests contribute to. Of the items listed below, state the importance of expanded work in each of the areas. (234 responses) Question options (Click items to hide.+ Establishing a fund for expanded tree planting and conservation efforts such as 63 7S 188 297 • Not Important "Coins for Conservation " • Neutral • Somewhat Important Encourage businesses to orient towards Fayetteville's trail system and near parks 4* 123 209 226 • Very Important Create additional Outdoor Refreshment Areas throughout Fayetteville Y9 WM 131 EL 229 Work to ensure every home in Fayetteville has a park or trail within a 15- S11 172 ML85M minute walk. 1111111116 100 200 300 400 500 600 700 p. 13 As it relates to economic recovery from the COVID-19 pandemic, please state the importance of the following items. (235 responses) Prepare residents for employment opportunities in the post -pandemic economy. including reskilling residents 26 2 2 64 121 wh_ Making strategic investment beyond lb Downtown and Uptown inorth of the Fulbright expressway i to improve public 56 140 i - Equip small businesses. including artists and members of the creative economy..NMI 6a gg with the resources and tools th... Retention of skilled talent in the City of'■_ Fayetteville. Increase access to job skill training services soft skill training services (example financial literacy). an... Expanding vaccination rates. wmmp�1 32 Building economic resiliency in order to JE�W be better positioned ih address future 123 crises that may impact busines... Expanding broadband access to help close the "homework gap.' lor 41 162 100 150 2516 Question options (Click items to hider • Not Important • Neutral • Somewhat Important • Very Important If you have other priorities related to the City's economic recovery from the COVID-19 pandemic, please list them here. (56 responses) To review the submitted responses, please visit the detailed survey report. What other comments or suggestions would you like to make about economic vitality or economic recovery in Fayetteville? (77 responses) To review the submitted responses, please visit the detailed survey report. p. 14 Are there other types of training, education, or workforce development programs you think the City of Fayetteville should concentrate on pursing funding for that are not listed above? If so, please list below: • Nursing homes/medical services support/home health aids • Hmm, possible coordination with businesses to provide training for the jobs they need filled. • N/A • Manufacturing and production of solar products and installation. • vocational training, i.e. upholstery, electricians, auto mechanics. Also nurses. • The city has no business training people. The market place will do that. • Education and training to non-English speaking workers or those whose English is not their first language. The city is well behind on providing service to citizens who were not born here in the US • no • None • As mentioned before, the economy and demand are the forces at play here. We have plenty of education available. This is not a function of a city. • Adult/Non traditional Education in all areas. • N/A • helping students in the community with school work before they graduate from high school. Tutoring, mentors &amp; not just mentoring for those students who are doing very well in school, mentoring for students who are struggling • Job training will follow business as it has done to the cities north of Fayetteville. • 1 don't think the City of Fayetteville should involve in training a workforce. Thats the employers responibilty, • The most emphasis should be on the skilled trades • None • Same response as above. • skilled trades for younger children before age 18 • Scholarships to complete college degree if had to stop for financial hardship/change in family situation • No • Unsure • N/A • Apprenticeships • There needs to be a way for people to get their drivers license back and it not cost so much. I live on 744 dollars a month. Can't get back my license because of reinstatement fee • More opportunities for Senior citizens and Veterans! • N/A • 1 would like to see living wage entry level jobs with training for people that have come from low income backgrounds, no matter their race, gender, or beliefs. • None • No. Are there other types of training, education, or workforce development programs you think the City of Fayetteville should concentrate on pursing funding for that are not listed above? If so, please list below (cont.): • First ensure access to broadband for everyone then training! Broadband for all is key. • A facility to incorporate job skills learned into hands-on production type for those who face barriers to skill &amp; employment. A facility to house. Council Redirect those with mild mental affliction due to addictionsAhat need mental support over jail • neuro-diverse housing (https://nextstepstrategies.org/) or see Facebook page WeBUILT • Engineering, Survey, social workers, physical therapists, body movement technique instructors eg yoga, pilates, etc, service industry in general, human touch industries to promote and fund self care, massage, esthetician services, dermatology screenings • Childcare • Skilled labor certification like NWTI, make it affordable so students out of high school have more options or job re -skill • With all the construction and growth we need jobs in this area that focus on deconstruction of buildings and salvaging all useful materials to reduce the resource sink of new construction and conserve landfill space • This is not the City's responsibility. Stop taxing me to death. • Environmentally sustainable business, remodeling construction rather than destroying more land • General communication and leadership skill training, working effectively with others, programs specific to women or other historically underserved groups • Sales and Negotiation Trainings. Majority of peoples first jobs are in this field and the retention rates are horrible. Sales are the backbone to all businesses activity. • Sport clubs • Programs that will help skilled and unskilled workers to have a responsibility to be bonded and insured in order to work at a residential or commercial structure. This would also include housecleaning and caregivers. • small scale farm and food production should be encouraged and promoted. Perhaps a large scale community garden could be started on city property • Help people become skilled and employable. Don't scare off businesses with radical mentality • No • Computer Science bootcamps • More training for RN / Care givers that care and want to work • na • High school trades classes • No. • N/a • Strengthening unions • I think it would be worth while to include something along the lines of agriculture/gardening/farming/conservation with how much focus our town has on our green spaces and all of our surrounding farming communities. • Vocational training, but I believe this is already covered under'skilled trades'. Are there other types of training, education, or workforce development programs you think the City of Fayetteville should concentrate on pursing funding for that are not listed above? If so, please list below (cont.): • Anything to do with progressive infrastructure, and reiterating renewable energy beyond just installing rooftop solar. • Consulting, research • City apprenticeships? • It is not the job of city government to provide education or workforce development programs. It is the city's job to ensure that the infrastructure of roads and utilities are excellent so the private sector can provide education &amp; workforce development • As noted in Q3 answer... finding a way to support child care needs and address lack of transportation for those who would best benefit from additional training would be important. • Increasing access for employment for neurodiverse people including those with autism and PTSD. • Difficult to understand exactly what is meant by the question • relax on business restrictions (codes) and bring new businesses here • A " tech" school that will educate persons in skills thanot require 12 grade education but will educate in skills VERY much needed ie welding, plumbing, electric, construction etc. that can and do pay very well Do not depend on tech in other cities F • No • Lower the sales tax. • yes, try to motivate people to work on any field not just the ones they're skilled for. • Training &amp; Education within the Tech sector that requires know how not necessarily a degree. • Emphasis in the education system about opportunities in the trade skill industries. • Again, help the poor disabled artists &amp; poets who are unable to work due to stress • create • Human services if not implied by non -profits. This could allow for the expansion of city run human services, particularly for mental health and substance use • Bilingual in various languages; English as a second language; esteem of work, too many low levels don't value their job's contribution or importance. Some think they are too good for the job and don't work hard. • Startups and high tech university spin off companies • Financial literacy should be taught at all levels in public schools, children should be taught to plan, set goals, and study how to maintain motivation. They should also be required to do a leadership project and community service to move to the next gra • N/A • No • Utilizing the inherent properties of Bitcoin to further the self -sovereignty of Fayetteville, AR municiplaity. It will enable the city and its' citizens to pursue a community ideal without reliance on federal or state funding via coercion. Are there other types of training, education, or workforce development programs you think the City of Fayetteville should concentrate on pursing funding for that are not listed above? If so, please list below (cont.): i know we have a workforce center but definitely making it more accessible to meet everybody where they are. the homeless population is huge and they don't always have the opportunity to just waltz in there whenever &amp; get help getting started from scratch • 1 think there should be more emphasis on choice in secondary school to provide ample options for both college AND vocational programs. We put too much into college prep for many who, for various reasons, won't attend and are less equipped for the job mkt. • No • Career and technical training for students in high school or those that have just left school. No. The City should not fund any of these directly. Individuals should take it upon themselves • Senior enrolment • Chicken/egg problem: training (q. 4) &amp; pursueing employment opportunities (q. 6). Opportunities are more likely to come with a talent pool, but risky to train w/out prior knowledge of job opps. I prioritized trends, and strength there attracts remaining. • Not at this time. • Job training for impoverished residents • We need workers to clean up trash around our city and on our roadways. We have a serious litter problem, especially in areas near the U of A campus and where our homeless population is located. • Emphasize regional coordination • Healthcare is listed, but I would stress mental healthcare. • Law enforcement • Anything that helps eliminate "jobs that pay a living wage" because all jobs should pay a living wage. • Cyber security • Technical expertise based on non bias survey! • NA • No • ESL • not at this time • Unions • No • Local workforce. • In my view it's not City's role to provide training, education for work force development. • no • N/a • Not sure the city needs to fund these programs. Perhaps scholarships for students in existing programs or encouraging business through tax incentives to hire and train workers. • Public Service Positions and Government Office Positions Are there other types of training, education, or workforce development programs you think the City of Fayetteville should concentrate on pursing funding for that are not listed above? If so, please list below (cont.): • Agricultural business • The city should work with UAF, our public schools, UAMS and NWACC to develop education and training opportunities. • None • More education and training for disabled who really want to work .. Veteran or otherwise • Cosmetology • None • Community repair center where residents can meet and get items out of landfill. Community seamstress for the elderly. Overview group to assess individual's needs and match them up to solve problems, matching young and old for mutual benefit. • Professional continuing education, e.g. professional seminars for doctors, nurses, medical techs, lawyers, professors, teachers, musicians, artists, and etc. • Certificate programs • Childcare services • see #3 above • Specific opportunities for non-English speakers. • N/A • None • Education - schools that better prepare for college. Attract and retain more qualified teachers. Invest in schools structures. Improve the ratio teachers/students. • Free tuition for training education workforce development for need based • We need tradesman - people who can do small jobs and fix home issues • Expaned Medical education multi -leveled, Arcitectual benifits expanded to building trades and vice versa and Financial education for everyone. • Would rather not have the city get involved with this, as the choices made will likely be poltical. • ENVIRONMENTAL PRESERVATION • no • Call center and work from home • N/A • No comment • non degree certification • On the job training or some alternative training where you don't have to have a degree all the time. That people can have chance to make a good living. • Not that I can think of • Food processing in healthy options like organic. Innovative recreational activity. • Elderly and disableds must have more training for smartphones and wifi. Younger generation have moved elsewhere or is too busy to help those of us in this situation. I only found out recently our parks have wifi! • some as Nr 3 Are there other types of training, education, or workforce development programs you think the City of Fayetteville should concentrate on pursing funding for that are not listed above? If so, please list below (cont.): • Utilise The Boys &amp; Girls Club as a daytime childcare center to provide quality, affordable childcare so parents can work. • Whatever decreases the wage disparity gap. • Requiring the large influx of new residents from other states to participate in some type of community service (keeping natural and public areas litter -free for example). The Ozarks are a special place and deserve more appreciation shown and protection. • High quality childcare • Something to nurture a civil society as Fay grows. Resources and education into preventing crime, and vandalism. We definitely don't want to be like Little Rock in those regards. • Training for felons in jobs they can obtain after training. • Soft skills like emotional intelligence, change management, etc. • No • Adult education, focused on low income • More jobs in police and fire. Dump Central EMS and get new ER under fire dept • Re-entry programs for adults with large gaps in work history. COVID has impacted many families and a program like this would help those whose employment was effected by it. • Agriculture • Greenway trash collectors and cycling monitors for the Spandex Warriors always passing me up as I pedal at 5-10 miles an hour. Are there other types of employment opportunities the City should pursue, that are not listed above? • Any kind of factory work • employment opportunities for the elderly • Home Health • Opportunities for ex felons/ex convicts • Meetings/conventions • Film Industry/Tourism • Entry level employment • N/A • Outdoor sporting &amp;fitness • More non profits • Farming. food banks, CASA, aid to homeless, literacy. • The city has no business trying to determine what is a livable wage. Let the free market do that. The mayor is trying to drive small businesses out existence. • Employment opportunities for non-English speaking international community that lives in Fayetteville. The city needs to pay more attention to minority workers and provide job opportunities and services to minorities and the international community. Are there other types of employment opportunities the City should pursue, that are not listed above? • parks &amp; recreation, sustainable farming, early education (non -religious) • Have free live music large scale concerts with legitimate touring acts. • no • Skilled labor • Public transportation and. Roads improvement , more renting complexes , • We should promote employment. Let's not pick winners and losers at the City level. Let demand take care of these issues. • Heavy Equipment Manufacturing • Trades - seems to becoming lost in promoting this in our education system and wage earner • help students,who have not graduated from high school, with their school work, ie tutoring. We need to bring the tutoring/help/guidance to the small community areas in Fayet. With these areas set up, this would allow events to cont. during breaks. • Any and all employment opportunities should be pursued. The city has failed to promote a business friendly environment which has caused business to move/locate to Springdale, Lowell, Rogers, and Bentonville. • Parkhill Clinic is a BIG womens medical clinic, however NWA does not have an infertility doctor. The closest DR/Lab is Little Rock or Tulsa to pursue infertility treatments, specifically IVF. • Another large downtown full service hotel • manufacturing • Social Work • None • Not sure. I'm thinking the list above covered it! • Digital nomads/work from home opportunities • Laying gigabit ethernet cables for faster internet in places where Ozark Go isn't allowed to build. • Unsure • N/A • Pay increase, so people don't have to work multiple jobs to just barely make it. I work as a school bus driver, custodial and a CNA. I cant afford internet or cable TV. • Increasing education to young people. Increasing help to the younger population. • More for senior citizens. • Technology, health care, law • Need to ensure we are providing economic growth and job opportunities for those that have worked and earned a skill set that adds value to the economy based on merit not equity • I am a senior citizen with no transportation to a Laundromat or store. Cannot get a taxi voucher or can I carry my laundry to a Laundromat I need help and no one will help me • Yes. Develop high -skill training programs. Clearly define city services and effectively publish who to contact the responsible official for each important service.. • Utilize inmates and/or panhandlers to pick up trash and debris in Fayetteville Are there other types of employment opportunities the City should pursue, that are not listed above? • Green Industries with an emphasis in manufacturing, research and development, and marketing • unsure • Skilled trades such as skilled laborers • Student Employment • 1 would like to see living wage entry level jobs with training for people that have come from low income backgrounds, no matter their race, gender, or beliefs. • n/a • None • The right hand turn green arrows on stop lights are GREAT! I'd love to see more!! Some stop signs should be converted to yield signs. Northbound traffic here for instance, 36.094130,-94.190105. Many others could be as well. Much more fuel effecient • Health care field, Mental health &amp; Drug/Alcohol addiction specialists &amp; counseling • It is listed above, but for context, I would strongly support encouraging small businesses and local talent over option 2 - "attracting new jobs and businesses..." as, in my experience, this generally translates to costly tax incentives for corporations. • Positions available for older citizens that live on fixed income • Special employment opportunities to people with special needs. Promote interaction between special needs citizens and community. Part-time incentive based employment for the homeless. "Task based performance jobs." $15 for a bag of trash etc. • Local retail tax credits, fill existing commercial space before we allow new building to develop, keep tuition at the university affordable • Every effort should be made to promote sustainable business practices and training/education regarding sustainably • Employment in environmentally sustainable businesses • Increasing networking and mentoring opportunities, particularly for consultants, gig workers, and remote workers; provide free space for networking events, secure business leaders to engage in networking and workshops for small business owners • Supporting a rich night life and attracting good restaurants • Green Incentives for home owners. • Attracting a professional sports team(s) that fit within the scope of city, such as MLS Soccer. Invest in a multi -purpose stadium that has development opportunities and could be connected to a community rapid transport network. • We have a larger homeless population than most of the area realizes. How is the city working with non -profits or with the homeless to ensure food programs are created &amp; opportunities are available for both the homeless and those with mental disabilities? • Tourism • More choices of grocery stores such as Trader Joe's and Kroger's that would give employment plus draw more customers looking for more choices in shopping. Are there other types of employment opportunities the City should pursue, that are not listed above? • supporting high quality, affordable child care programs. This industry is often overlooked and in crisis. • Those that are culturally inclusive • No • Advanced vocational trades related to green energy infrastructure and digital infrastructure • More RN/Caregiver • Na • Retaining skilled talent in the City of Fayetteville should be priority over attracting. If we can't retain the people who are here, are are we going to retain new talent. More money should go into true diversity, not this pseudo diversity of comfort • Conversion to renewable energy. Technologies such as communication. Technological education such as non -college post high school education. • Attracting small businesses • No. Stop growing. • Creating support for the poor, especially those who panhandle on the corners and/or live without any housing. 7 Hills and other organizations don't see to be enough for the number of these people in the Fayetteville area. • N/a • Thriving wage jobs • Generally speaking, I don't think the city as an entity should have any interest or business in pursuing or attracting new residents. But providing job skill training opportunities for residents with barriers for employment is a good use of public money. • Less restrictive building codes and regulations in order to be more competitive in Northwest Arkansas Development. Look at ways to speed up code approval process and become more efficient in this process. Be more business friendly. • Please fix wedington rd bridge. The traffic is awful! • Highly technical biological production would support related area industries • Reiterating renewable energy and sustainable/resilient infrastructure. In my UARK engineering program, professors were preaching as part of the curriculum that progressive energy tech will never beat fossil fuels, so I found a job out of state that caters • Technology • Medical professionals and specialist • More high tech employers and larger ones • New housing construction and plans for flood control are important. • Perhaps to add/develop transitional skills jobs that help people move from lower skill minimum wage to more skilled jobs. Including extra support for single parents and people with lack of transportation and/or housing insecurity would be awesome. • Sure there are work environment issues, nondiscriminatory, healthy work environments, benefits for all workers. the city should be certain new businesses are treating employees well in a healthy work environment. Are there other types of employment opportunities the City should pursue, that are not listed above? • Governments at all levels appear determined to FORCE instant elimination of and dismantling Arkansas and America' s electric system. The EPA is on a path to dictate and unilaterally destroy the legal system in which utility companies and state uti • No • Less government more freedom. Let the free market be free • Manufacturing • most likely recycling and farming people, we have a hard time finding workers to keep prices low on food items. • Not that comes to mind now • Just the importance of disabled artists who are unable to work due to stress • Generally speaking, WE HAVE to stop losing opportunities for growth to Rogers &amp; Bentonville. The Amp has been the greatest mistake to the common eye so far. • Good paying jobs in social services to make sure available and future services can be adequately staffed • The working poor (or working poor retired) should not be treated as leeches for needing low rent. I have been treated as such the last 2-3 years by staff at FHA Public Housing. The first 3 yers were egalitarian (2015-2018). • Collaboration with technology ventures at the university of Arkansas • keeping city liabilities in line with city revenues • The last question in this block is poorly worded, homeless is a huge issue in our community and the people of this community need to either be encouraged to get jobs or be discouraged from living in tents Notice our neighbors just north, no issues there. • People need to focus on educating themselves. The higher the education the higher the pay tends to be. The more diverse employment opportunities people have experienced the more valuable they can be to an employer. Peoples income is is often dictated by • N/A • We should put more resources into taking care of what we currently have as compared to looking other places • Bitcoin standard and circular economy that appreciates the value of residents assets vs depreciates via federal monetary policy(ie "Bitcoin Beach"). • i don't know what specifically but we need more jobs that pay better that don't involve being out until 3 am serving drunk people. i love dickson but we need another hot spot for the community that can create jobs that aren't food/drink service. • No • Not sure • Encourage more part time work/positions for those who need additional income but are unable to work full time. Job sharing could be a good example, where 2 employees split full time hours. • Less restrictions and barriers to entry for businesses of all sides. Ease up on ordinances that attract business (ie. sign ordinance) • Summer or Seasonal employment Are there other types of employment opportunities the City should pursue, that are not listed above? 1 would like to see something(anything) done about the people begging on all corners. It is uncomfortable not to mention most of them can work and they are trying for their D&amp;A money. Temporary employment; matching &amp; coordinating short term workers and residential or commercial "tasks" providers and establishing fair and safe working parameters for both workers &amp; employers. • 1 can't think of any. • Increased police department • Union/Community organizing • cannot think of any • Develop better animal control measures and No Kill shelter • Opening opportunities without college degrees, allowing those with skills mastered by years of experience. More technical jobs • cleaning up trash The list is fairly complete. Maintaining funding for Fayetteville Public Library. No Attracting businesses to Fayetteville. Bentonville is doing a lot better than Fayetteville. • Job training not that i know can of right now • Lots of work road that needs to be done, this could provide a ton of jobs. My 7-10 min commute is now 30-40 due to Wedington traffic. Making a long term re-route would create a bunch of jobs • Medical field (specialist) • Union specific jobs. Worker say on board leveled needs to be addressed especially with the Walmart, Tyson, and other Fortune 500 companies based in the region • 1 think Fayetteville has enough trails and parks now. As a taxpayer, I think too much money goes into trails, and the new library has spent so much money on activities like the music recording and creating media that only a few people use. • No • Rent control initiatives • City should aspire to make Fayetteville as attractive as possible for entrepreneurs, businesses to relocate or operate in Fayetteville. • no • Reduce property tax. • Factory work and agriculture related • N/A • Supporting the University of Arkansas and its employees; same for the public schools and our health care organizations especially UAMS, WRMC and others. • More jobs not in the retail sector • N/a • Corporations Are there other types of employment opportunities the City should pursue, that are not listed above? • Business oriented education. Accounting, finance, entrepreneurial pursuits • None • More focus on skilled trades such as carpentry. Currently there are not clear city or state sponsored paths toward that career, and it is needed with the amount of construction here.. • employment in the Fayetteville area rather than Bentonville • Supporting home health so residents can age in their homes. Supportive services can include community paid seamstresses to repair items and save money, community supported plumbers, wild animal control, pet assistance. This support need not be expensivr • Investing in technology training, grants for small businesses that bring technology companies to Fayetteville • Healthcare • Pre-K , childcare standards and assistance • High tech industry, biomedical companies, incubator for research spin-offs from UA grants/projects • Chief Diversity Officer, community relations/outreach, and GREEN JOBS that help keep our environment safe! We also need more mental healthcare professionals (specifically psychiatrists). • N/A • None • Attract more companies to populate downtown with new mixed use buildings (retail 1floor, offices and housing 2ndfloor and above, eg 1east center bldg). It would better populate downtown 24/7, and it would create demand for retails. • Transit Bus System city wide for Seniors • focus on the decided attraction • Employment for individuals with disabilities • (Above?) Development of multi -city and multi -county progames that focus efforts for all of NW Ark. • I'd like to see a municipal high-speed internet service in Fayetteville. I understand these are difficult to set up, but it seems like it would create jobs while helping low-income families. • Employment opportunities for disabled persons. • Construction / infrastructure focused on eleviating growing traffic congestion • 1 think that ensuring housing availability to all income levels is very very important. • Stay open minded. This is not going to develop the way you think it will. • no • Incentives for employers who hire persons with barriers to employment such as neurodiverse and 2nd chance/felons • N/A • No comment • Making sure the slave labor used in the Tyson plant comes to an immediate end. • the ones above sounded good Are there other types of employment opportunities the City should pursue, that are not listed above? • People that can't afford the college education that are required for some jobs. Maybe have more on the job training or sometime of training that other people less privileged or want to put in the work, can try and get the job. • Technology fields • None that I can think of • Yeah, you should pursue employment opportunities for white Christians, and discourage employment of non -whites who practice strange, foreign religions. • anything that pays a living wage • We should work on more recreational atmosphere like Moab, Utah. People are relocating with Telework to places that have what they enjoy on their days off. • Social work, nursing, EMTs, firefighters, police. More affordable housing for the impoverished, Laws to hold landlords accountable. Skilled labor to upkeep such housing. We should be the best city and not the last state to do so. • Trade schools helps employee to hire unemployed with less expenses , but guarantees qualified and certified employees after finishing up their program- especially for people with no school diplomas or GED. • To the housing dev question: I don't think long term residents like those mega student living facilities. otherwise, the last five years have proven Education requires assistance. • Maintain/update streets/ that are 20+ years behind. Speed bumps on streets with heavy traffic where the normal 25 mph speed limit is not enforced. Potholes or at least small sections of roadway paved to correct utility line damage from new construction. • Skills in high -quality childcare, skills in home maintenance / construction / improvement • Opportunities in the entertainment and tourism sector could make Fay even more of a travel destination. Tech jobs would be nice but they overpower existing residents and tend to increase cost of living. Don't want to be snobby Bentonville either I hope. • Helping convicted felons get jobs • Attract more businesses to the area • Green jobs --renewable energy, etc. • manufacturing and supply • No • Ensuring public schools are excellent with well trained/educated staff that is paid well • Attract more medium and even large businesses to the area • Bring high pay jobs to Fayetteville and business to increase tax revenue. You can't just tax resident for property to death. Be smart! • 1 would love to see more support to freelance and gig workers living on Fayetteville • A job corp type job training program. And increased funding for the Senior Center. • Animal control needs control. Neighbor has 4 animals. 2 were out, bit me. None requested rabies vax. Said dogs are personal property. Couldn't do anything. • Not a type of employment opportunity, but a centralized online job site specific to the area would be awesome. • Public/private partnerships for Veterans. • Manufacturing If you have other priorities related to the City's economic recovery from the COVID-19 pandemic, please list them here. • More resources to help with rent, bills, wifi, etc. • Assist current small businesses ti recover frompandemic • 1 see a great need for supportive home health services, which should be professionalized with benefits. When it is cost effective and preventative to give someone an aid, such as right after surgery, to avoid complications, priority not healing • Expanding access t o cheaper high speed internet (ie Ozark Go instead of ATT) • 1 am not against performing arts and enjoy attending events. After city and county funds has trained , staffed and equipped a fully funded police and ERT forces, and homeless camps are eradicated, then blow taxpayer money on superfluous pet projects. • The city needs to focus on fixing roads and providing safety services. The city has no business in social issues. This mayor wants to be king. I'd prefer he work on supplying services on a tighter budget. Current city government is very wasteful. • Restaurants need better outdoor eating spaces. More outdoor walking, visiting, community spaces throughout the city. • no • PPE, such as masks and hand sanitizer, should be purchased by the city on a regular basis, and distributed abundantly. This should however be heavily focussed on providing consistent free access to these items for children, homeless, and poor individuals. • I hate the "Infill" initiative. I ate the anti -automobile initaiatives. I hate the building codes that require buildings to be built close to the streets with no green space and the requirement for back entry to garages that make back yards impossible. • None • My highest priority for this city is to stay out of the social engineering business. Focus on traditional city functions. • N/A • 1 am vaccinated and believe the vaccines are effective and safe. However, the city should promote vaccines, but should not issue mask mandates. • Supports and protections for single provider households, food production workers, and other lower income workers whose health and income were more heavily impacted COVID-19 than residents whose professions proviided more medical and fnancial security. • Expand access to variable hourly employees that are working low/mid range income for small businesses. Mass shortage in locally owned restaurants, retail, etc that are unable to compete with Corporate Businesses. This could be with UofA work program, etc • The goverment should stop paying people and they would go back to work ... jobs everywhere. Small businesses are closing. • A bus network making Transportation available to all within the metro area. This is a major impediment to employable persons who can't afford their own transportation. Also busses and train service would alleviate cars parked cars used only for commuti • Slow the price escalation of housing • Perhaps offer free training for other jobs available to those that are in need of a job?! • Rent relief for low-income families • No If you have other priorities related to the City's economic recovery from the COVID-19 pandemic, please list them here. • Some type of help or assistance for service -based businesses. • People in homeless camps with mental health issues. I can't sleep at night worrying about those that are cold hungry or wet and have no one. I mean no one • A way to identify &amp; exempt fully vaccinated citizens (no mask) in restaurants and government &amp; City offices. • 1 would like to see living wage entry level jobs with training for people that have come from low income backgrounds, no matter their race, gender, or beliefs. • This city caters to much to just the college. They are not the only one's paying taxes. • More green space! That is what humans to to remain sane and what they are clamoring to do!! • Many industries are still struggling and dealing with the lingering effects of COVID and the debt it brought. Instead of wage increases to the people that get to decide where the money goes, maybe actually helping the places hit hardest. • Fix the infrastructure ... roads, traffic flow, etc • Do not allow the implementation of mask mandates or vaccine mandates into the city of Fayetteville. • None • I would love to see some funding going to keeping energy of all sorts flowing. More solar, some EV charging stations. We NEED multiple Testa superchargers. Those would be a GREAT attraction for tourists with EVs. • Affordable housing is key without compromising who Fayetteville is! No more ugly students high rises. We can build housing that is attractive! • Art is Beautiful &amp; has it's place &amp; could be incorporated with our Nature trails &amp; Parks. Alot of our housing development is pretty congested. Sidewalks could serve as safe alternatives in areas that have overgrown a feasible park. More Low income housing • Government cannot and will never control covid-19 or an other illness. Public health should focus primarily on individual health and wellness including self care, diet, excercise and routine medical reviews. Mandate salads and local organic meat. • Slow the growth, developers are killing our natural spaces, tax payers need more input and notification or new developments • Stop with all the mandates let the town get back to normal, with work and shopping. • Sustainability is 100% important!! We must create jobs to reduce invasive, promote alternative energy, energy conservation and efficiency, restore natural habitats, manage storm water to encourage infiltration (not bigger pipes) • Lower my taxes. Stop looking for ways to spend more money for your own agenda. • Cease construction in outskirts of the city where transportation isn't available. Return to requiring Green Space in ALL new or remodeling construction to stop destroying existing Green Space • No Comment on COVID-19 other than its time to fully open back up and minimize the hand outs. Our City desperately needs people working again. If you have other priorities related to the City's economic recovery from the COVID-19 pandemic, please list them here. • It was asked, but housing is so difficult. Young professionals can't afford housing because the rich are buying in cash and getting everything in the mid -range then flipping to rent or sell at a higher cost. It's not possible for lower or middle income. • wider public involvement • chart our own course. Ignore the knuckleheads in LR, if possible • Quit building so much and lower density of housing • Can't stress clean energy programs enough. Work with Ozark Electric, Miso, SPP, Swepco, whomever, but get some battery based neighborhood storage and/or neighborhood microgrids • na • Acknowledgment, incorporation, inclusion of diverse/minority and women owned small business • Unless mandated mask -wearing and vaccination is enforced, the pandemic will never end. • None. Lower taxes. • The city needs to invest in public transit sooner rather than later • N/a • Open the economy, reduce taxes, reduce government spending, promote more U.S. oil an d gas production to lower fuel costs • No • Continue social distancing /mask requirements city-wide at all indoor events as well as outdoor events where people gather close to one another. • Building trust with the government is key here. That's what makes a "great place to live". Build trust: 1. with the police, 2. the efficacy of public programs, 3. sexual assault taken seriously @ campus, 4. take care of disadvantaged, 5. communicate often • bring back more live music to Fayetteville and equally support these artists, as well • The city government needs to get out of the way and let the private sector free to meet the needs of the people in our city. • what about paying people who got the covid shots and boosters as recommended by President Biden? I didn't get paid, when are people going to get paid?? • Supporting community events including spaces/places where community members can grieve together regarding COVID etc. Build a community COVID memorial. Increase access to mental health care. Increase access for drug addiction services. • STOP allowing greenspaces and other natural areas to be overbuilt by housing construction. This will eventually lead to flooding, erosion, de -migration of indigenous wildlife, and an increase of traffic coupled with an increase in violent crimes. • art is important but what we have now is sufficient • If this city/county thinks that spending American Rescue funds on a jail expansion is the best use of funds, you've lost your minds. We have half the population silently struggling to pay bills every month and locking up more people is not a solution. • NEVER consider or encourage this city or region a Sanctuary or refuge city that no doubt create the possibility of COVID -19 import. • Haven't thought of that If you have other priorities related to the City's economic recovery from the COVID-19 pandemic, please list them here. • Give the incentive to the people Not a program that govt has to administer and monitor • Price break for e bikes. Helps in many ways • Q7. Build up not up for trees. Q8. Unable to sell art due to covid. • Initially housing for college students was great... it's taken over and IMO is making Fayetteville a less desirable place for families and retirees. • Deflation rather than inflation. Safety measures encouraged without mandatory vaccine. Both can be used, vaccine and mask. More low cost delivery. Pretty much as is being done here. • Improved work life balance • Focus on quality of life and the rest will take care of itself. Educate, clean up after yourself, be respectful to others, stop tearing down all the trees. They do provide shade you know. • N/A • N/A • 1 feel that subsidies from the city in housing, business and the arts draw out individuals and institutions that want to take advantage of government money. A better approach would be to entice entrepreneurial indvidiauls. • i refuse to get a job in a restaurant like i was doing before because the employees don't wear masks, and neither do customers, and there is no social distancing in most places. that drives me away from that immediately • Let people live FREE. No mask mandates. No vaccine mandates. People have already made their decisions. Less government intervention • Lots of restrictions discourages people from visiting and lessens their enjoyment when they do visit, reducing their likelihood to return. Stop canceling/restricting activities and events. • Maybe something to address health like providing affordable access to rapid testing, encouraging covid vaccination, and other public health measures to keep citizens safe and economy moving forward. • Continue help and outreach to families who still are struggling because of covid. • We need an ongoing litter remediation program. We need housing for our homeless population. We should continue to expand our trail and park system. We need to ensure that our healthcare and educational system and workforce is well supported. • Continue to work on non -automobile transportation alternatives and walkable community development • Supporting local businesses of all sizes is very important. • Regarding affordable housing —affordable housing doesn't have to mean large and cheaply made. Many cities are doing really creative things with ADUs (alternate dwelling units), and they provide affordable housing that is bothnice, and efficiently designed. • Keep everything open, at some point we have to decide that quality of life is more important than guaranteeing longevity. Every time you get in a car you are risking your life, doesn't mean you should never get in a car again. • Put the money used for keeping Fayetteville funky to growing with population explosion like infrastructure and quit letting the minority of wag the dog If you have other priorities related to the City's economic recovery from the COVID-19 pandemic, please list them here. Affordable housing for single people who make less than $35,000/yr Mobil eateries wear masks----- get you shots Remove masks mandates and encourage safe gatherings Help for mothers with small children, stay safe from Covid Expanding city bus system More stimulus to people who don't have children at home. The hard working middle class. • Continue to increase vaccine education and access. Improve safety standards for teachers • Crypto should absolutely be avoided in any connection with the city. Florida, Brazil, and Seoul are examples of why. • No • 1 would like to buy an affordable home and not be forced to live in an appartment just to work in NWA. Housing in Fayetteville is rediculious. The pandemic caused a spike in internal migration within the U.S.A. What effect has this had on the City? Does the City have any data to analyze? no Reduce taxes. Help the businesses that had to shut down during 2020! Become business friendly and stay business friendly. • 100% vaccination • Everyone is struggling to hire service industry workers and non -teaching positions in the public schools. • Promote vaccinations and other preventive measures. • Planning for future epidemic and pandemic as part of a strengthen Public Health Policy for Fayetteville and Washington County to educate the mass public with factual and understandable science training why wearing masks, and vaccines are a civic duty. • The main problem is that very large homes (400k) and apartments are being built, while what we really need as a city is more affordable housing for first-time home owners. We are intentionally cutting out the middle class. Please fix it. • 1 feel like in question 7 making affordable homes for individuals making 35 to 55 a year. But as the city you pay your maintenance workers poverty level and facing challenges to make it. I feel if you want a great city start with your own and balance firs • Expand roads before making the city more dense. We have roads for a town of 30,000 people. We need more lanes on major roads and turning lanes. • None • Working to make the commercial rents more affordable in and around the square so that businesses other than banks can exist there. • Employment Opportunities • Helping people stay in their homes instead of go to nursing homes. If you have other priorities related to the City's economic recovery from the COVID-19 pandemic, please list them here. • Promote guides to the economic development resources that are and will be provided by the city with respect to employment, housing, small businesses, arts, and etc. such that people can easily gain access to those resources. • Assistance for people who have been economically impacted by the pandemic and the economic tumult • We should be hiring indigenous artists since Fayetteville sits on their ancestral land and a portion of the trail of tears. • N/A • End mask and vaccine mandates! They are not effective! • None • Most of this is not the job of local government • Do what Bentonville is doing - they are attracting people and growing their tax base • Mental health needs for all of us. • Without turning into Springdale, Bentonville, or Rogers, we need to reduce barriers to investment in Fayetteville. It is so difficult for development to happen as things operate now. • Forget about COVID. • Stop removing all the green from the greenway and quit redone for massive apartment buildings, they are ugly and all of vacancies. • N/A • No comment • Active promotion and support of workplace unionization efforts. • Affordable rent. • Remove all COVID-19 restrictions in Fayetteville and pass a law banning any authority from instituting a vaccine mandate, be it private business, government, or administrations within Fayetteville's jurisdiction. • We need to connect west and east Fayetteville with pedestrian and bike access. Many people have discovered healthy transportation options to create a healthier population. This attracts employers that have to control healthcare costs. • Not all pharmacies, doctors clinics, nor mobile units or our health dept had adequate supplies or knowledge on current variant or future ones coming. Support systems for grief &amp; loss would be helpful. Knowledge and training for such areas would benefit. • Pull on one string and not several different policies in place about Mask mandated, this town is reticles careless about Covid, • The federal stimulus packages have been helpful. I'd like to see guaranted income, many economic studies show that investing in the lower classes stimulate econ growth. • ROAD AND WATER utilities need to be updated/expanded as they are currently drastically behind. Billboards in Austin and Seattle are reportedly saying to invest in NWA if the opportunities were missed there. Infrastructure before massive population growth • Access to high -quality childcare for all income levels If you have other priorities related to the City's economic recovery from the COVID-19 pandemic, please list them here. • Quorum court should release funds for assistance with rentals, not find jail space. I'm extremely disappointed in our government for not getting funds to the people who need it. And to the landlords who need it. • 1 would like to see the COF invest more in the library's programs and offerings for WFD especially now that FPL has a teaching kitchen and Center for Innovation that could offer these types of programs. • Hate to see the destruction of trees and forests. Traffic and density is horrible. Reason Fayetteville was so desirable is being lost in the pursuit of being more houses • Remote work • Remove fines and fees as revenue stream from courts. Remove cash bail. • We are unhappy with the gas price increase with Black Hills. Why did we let out of state buy up our gas supplies and sell them back to us? • More Mexican and Pilipino food. Spanish announcements over the air. • The city should focus on the recruitment of larger businesses to Fayetteville. Fayetteville needs to set itself apart from Bentonville (Walmart), Rogers (Walmart Support Companies. Fayetteville should be attracting the future economy. • Require shots and masks to protect all • The city health inspectors should team up with residential code enforcement to force landlords to keep their properties safe. What other comments or suggestions would you like to make about economic vitality or economic recovery in Fayetteville? • The city is so concerned about trails.. we have lived in Fayetteville for 30 years and still don't have a sidewalk along Stone Bridge in the city! Discuss this and why we don't! • Improve traffic flow • You might be able to turn private yards into small parks for some benefit to owners. Access code R2-1143 won't go in. • Neighboring towns like Bentonville are capturing residents with developed and integrated parks like Coler park and a focus on outdoor activities and arts. We as a city are losing ground to those experiences and will impact residency and entertainment dollars spent. Increasing businesses and new industry is key to our city remaining competitive with neighboring towns. There must be a balance in growing the town and still maintaining single family homes and not becoming a town of lack of personality with countless apartments. Johnson is developing a mixed usage home area with retail and homes and Bentonville have found a way to balance living, home ownership, walk ability and sense of community in those areas. We are building countless apartments/duplexes that create traffic and no personality to the area. What other comments or suggestions would you like to make about economic vitality or economic recovery in Fayetteville? • Fayetteville has become so focused on high density infill development that housing prices are no longer affordable to the average person. Most people actually do not want to live in such crammed together spaces where private yards are traded in for "common green space." For housing developments to be turned down because some members of the planning commission deem "transportation costs" to be too high, yet people are expected to pay upwards of $250 a square foot for new housing is ridiculous. A tank of gas has significantly less impact on a monthly budget than a $400,000 mortgage for a 2,000 sq. ft. house. Unless Fayetteville takes a more reasonable approach to development, people will continue to take their money to the surrounding communities - and that money includes tax dollars. • Can you light the city better - it's dark. along the highway the major roads - everything is dark or have supper old the 80s light posts. not a modern city • Love trees more trees • Before land becomes too expensive aquire properties to the east (rt 16 , rt 45, and south toward 71 to expand parks. • I tried to type the 6 digit code R4-0402 but the form would not take the letter R. Abused children, battered women, abused animals, homeless vets and anyone who was unable to have a fully funded police or ERT do NOT benefit from parks and trails or performing arts. Priorities should be placed on the most severe problems first before worrying about whether or not somebody can walk to a park or trail within 15 min. or pretty trees along the streets. • Make sure access is free of exhaust in all areas,not too close to all gas- powered vehicles or smoke and other pollutants. • City needs to fix roads and provide fire and police services. Stay out of social issues and business issues. The market will do its job if the city stays out of its way. • As a US citizen who was not born in Fayetteville, my family and I have been living here in Fayetteville for 13 years. I am disappointed in the type and quality of services the city provides to the international community living here in the city. Much more needs to be done to address the concerns of the international community. • More park features for younger children to attract families. Avoid short-term development goals for more longer -term ones. More mixed use communities where services can be close to homes. Work to promote neighborhoods with distinctive identities. Work to contain the constant increase in vehicle traffic levels - public transportation, walking, biking. Make sure Fayetteville retains a distinctive identity that sets it apart from other NW Arkansas communities, and it doesn't become another vanilla urban sprawl American chain -business town. • no • The city should focus much less of its capital resources on its own ability to provide services; when they could be used to contract many more local business to provide those services. This not only accomplishes the objectives the city services set out to do, but also supports our local businesses in a way that will produce a much greater economic recovery and truly lasting economic vitality. What other comments or suggestions would you like to make about economic vitality or economic recovery in Fayetteville? • 1 cannot accesss businesses form the trails. I am elderly and need to drive my car and park near businesses. • Why spend money on trails when everyone in this city ride and walk in the street. • None • The city has wasted an incredible amount of time on social issues. Ironically, the only accomplishment that resulted from these efforts was to establish a long-standing and hard divide in what was once a cordial city. The city is not the purveyor of what is right or wrong, especially in matters well outside its expertise and/or are politically charged. • Preserve wooded natural areas, creeks and wetlands even more. • Support and expand public transportation options including rail. • Some people call it "Payetteville" because of some of the fee heavy ordinances relating to residential construction. This disenfranchises lower income households to where they can't afford to own and can only rent as an option for housing here. So they move to places like prairie grove. I think the HERS rating requirement is redundant as the building inspector could simply add everything but the blower test to his list and already does check almost all of it. The blower test is almost pointless as houses are more often built too tight and facilitate mold growth because of this. This additional requirement of the HERS rating costs people more than $1,000 to have performed and return almost nothing in value. Someone can look at the window and tell whether it's insulated or not. Poor people can't afford to lose $1,000 for something so basic. This is just one example of why people call it Payetteville. It directly segregates our city racially and economically. This is what HOA's were invented to do and it's a culture killer. You can't buy culture as Bentonville proves. Fayetteville is the only city I would live in in Arkansas, but we should make owning housing more of a possibility for a more diverse group of people. • N/A • Consideration for afforable and safe housing for those making LESS than the previously stated 35,000.00. Those that work respectable jobs earning over minimum wage still well below the 16.83 to 26.44 an hour range given in this survey. • Better/more public transit options • "The ability to balance out lower, mid, and high range income housing. • The importance of not allowing what has happened on Wedington... heavy growth, horrible traffic, and a surplus of renters that do not care about home values or maintenance. Hard task.. We live off of Porter RD and are hoping this area does not turn into a Wedington area." • "1 personally don't like the way Fayetteville looks. Keeping it funky doesn't mean junky! Painting on buldings, low rent apartments everywhere. Spending money and not maintaining the property. Allowing old junk buildings to remain and building new. Driving down College is an eye sore. Benton Co has well passed the upscale City that we should be. You have to live out or in Bentonville to have nice to live in a nice neighborhood. Not the place it used to be ..... I love Fayetteville but not proud of it now. If we want to attract higher quality of residence, you have to give them something to want to come too. What other comments or suggestions would you like to make about economic vitality or economic recovery in Fayetteville? • Maybe charge a small amount less if a resident doesn't use the recycling bins. OR, when one's trash doesn't get picked up on " trash day", a small amount will be deducted from their water bill. Just a thought. • Work to ensure that residents can get to work easily using different modes of transportation such as bicycles, walking, public transit on demand, etc. • Low interest small business start up loans • Not just outdoor refreshment areas but more outdoor dining options. • "Minimize out of state investors taking advantage of the housing mortgage situation. • Build sidewalks in the older parts of town where there are none for better access to greenway and parks. • Gigabit internet in places where Ozark Go isn't allowed to build. People can't work from home if their internet is bad." • Reduce the loss of nature / natural habitats • N/A • Improve the roads! Too many roads in Fayetteville lack proper shoulder space, curbs, adjacent sidewalks, width to support traffic flow (especially large truck type vehicles) and lighting. • More security in and around parks, trails, etc. • "The city's focus on walkability/bike to work/density, • while also focusing on road "diets" and "traffic calming," is likely going to prove to be detrimental in the long run. Fayetteville planners can't make people bike to work simply because they want it to be true. Traffic is getting worse, the roads are getting more crowded, and the charm of old neighborhoods is being destroyed by density and over construction. The city planners are focused on growth, growth, growth at all costs while failing to consider compatibility. • Bikes and bike trails are fantastic and I love the trail system. I'm excited to see the trails continue to expand in East Fayetteville. But Fayetteville's reliance on bike trails as a substitute for streets that will move traffic efficiently is short-sighted. • Bike trails along Gregg and North, for example, should be scrapped. Put the bike trails in recreation areas that are accessible to residents instead. • Trying to turn North Fayetteville into a mini -downtown also won't work. People don't walk or bike to work from their homes in N or E Fayetteville if they work downtown or work in Bentonville or Springdale. Many, • many people in Fayetteville drive gigantic trucks and huge SUVs. I don't like it, but I know people aren't going to give up their trucks and their SUVs just because the city wants them to bike to work. • It's a mistake to make the roads more narrow and allow parallel parking along those roads. Road diets won't make someone give up their giant truck. It's just going to cause more traffic delays. • I'm not sure how some of the recent ordinances ever became law. The theory that there should be no minimum parking spaces required for new commercial construction is absolutely baffling. " • Soft surface trail in Gulley Park; avoid adding to light pollution in our parks What other comments or suggestions would you like to make about economic vitality or economic recovery in Fayetteville? • Just fix this mess. Felons have no where to rent that is not a slum therefore they do not get jobs because of no stable roof over there head. • 1 love the trails, parks &amp; trees, but Fayetteville has priorities overly ambitious. The streets are becoming dangerous to drivers because so much is taken to make bike lanes. A City that is well known to have extreme requirements for developers, impact fees, time delays, restrictive regulations... etc... but allows vagrants and panhandlers on every corner. We can pay them minimum wage to pick up trash or work in parks, on trails. That will separate the scammers from the one's that are really in need! • We need to have a cohesive public transportation plan that includes some form of mass transit that connects NWA. Plus an increase in comfortability and access with what already exists. • 1 would like to see living wage entry level jobs with training for people that have come from low income backgrounds, no matter their race, gender, or beliefs. • A lot of this should be taken up by private donations. Use our tax money better. • It would be great to have a city golf course that is affordable. • More green space!! Less mega apartment complexes like the Avenue. Ridiculous the city allowed this to be built with so many residences on such a small piece of land with no parking. It is a TRAGEDY!!! • I believe covid 19 has been used politically (example this survey). The city is leaning left a little more than I am comfortable with (example specific requirements for inclusion of the "arts" community). Specifically, I am more conservative and favor a middle of the road to slightly "right" leaning approach. • Perhaps identifying what factors affect the cost of living in this area, so that instead of chasing down ways to increase the wages for people (which can sometimes eliminate industries that simply can't ever pay $25-40 an hour) we work to calm the spike of those few items like rent/healthcare/childcare/data, phone, isp,etc . It seems like controlling the rampant "market value spikes" in those sectors, many of which are extremely profitable and haven't been hurt by COVID, we could actually make the need for hefty pay increases to slow across the board ... giving time to those sectors to adjust to supply chain and logistics needed to begin paying labor forces more. • Fix the infrastructure ... roads, traffic flow, etc • Need more through streets! • None • Again. Add those Tesla super chargers. Those would make Fayetteville a stop for a lot of tourists. Some on the square, Dickson St. , the Mall, and other places would be GREAT! • The trails we have are amazing. Keep doing it! One note Children's parks should be where they can be seen and not too far from the main paths to ensure children safety. Keep using trails and sidewalks to connect all parks of our awesome city! • We desperately need a safe, well -kept and accessible park in west Fayetteville!!! • "Our parks &amp; nature trails are Part of our Landscape Heritage. Over populating with businesses depletes their Natural purpose. • Sidewalks would provide safety in already over congested areas. What other comments or suggestions would you like to make about economic vitality or economic recovery in Fayetteville? • 1 don't favor vaccine mandates, it should be an individuals right of choice. I am in favor of Masking. Our numbers were positively decreasing until the vaccines began. Everyone became complacent in a cure all &amp; refused to mask. There are many at great risk in taking the Vaccines &amp;/or Covid. A Mask is a very simple process to protect everyone, children to Adult.. Verses the loss of life &amp; proven to be effective along with proper hygiene. " • 1 think that focusing on expanded Arkansas' skilled and technical labor pool, leaning heavily into renewable energy technologies like solar energy, and encouragement of small businesses and local artists should be top priorities. • 1 do not understand the reference to economic recovery. Our local economy has never faltered. We live in one of the most bountiful times and places in all of human existence. Stop exaggerating the truth. We are doing very well and have been for a long time and it appears we will for a long time yet. Promote an awareness of this truth. We are so fortunate in our time and place that we should be living large and happy and using our plenty to help others. • Restroom placement and maintenance • The public needs to know what developers are proposing, I'm worried about over development with out a plan to keep Fayetteville the treasure it is. • Running big events such as Biked Blues and BBQ out of Fayetteville is a horrible idea and has cost the town so much revenue. It has cost more than revenue for the city to lose functions such as this. • Incentives for homeowners to remove invasive plants and replace with natives and reduce impervious cover. We need to educate our community regarding these aspects • Federal money must be used for housing assistance and job creation, including educational and transportation. It is not intended to be folded into general funds. • 1 know growth is important, but nature is VITAL. How can we continue to expand while not too far diminishing wildlife lands and green space? Nature keeps us alive; why can't we work to keep it alive as well? • pedestrian trails, walks, and crossings • homeless folks living in south fayetteville close to the trails and under the bridges. tough question, need regional help • Need more trail adjacent parking infrastructure for micromobility devices (shared and owned) • na • If those experiencing housing insecurities can't afford those houses and will be kicked out or jailed for sleeping in the park ...there is no use in building parked nor a priority to ensure that homes have access. Let's focus on equality, equal access and the more programs to house individuals. • Public transportation needs to be created. Also, more city streets. Traffic is unbearable for the size of our town. • Decrease expansion or increase traffic alleviation efforts. • Me and my wife love the trail because it is a piece of nature in the middle of the city, we like access to the city via the trail, but we do not want to see the trail become the branson landing from business crowding. What other comments or suggestions would you like to make about economic vitality or economic recovery in Fayetteville? • N/a • Conserving natural places and avoiding construction in such places. Once they are gone they are gone forever. If you are going to build more housing, tear down outdated buildings/little used lots first. • Regarding the previous couple of sections, I think this is a good time to point out that I don't support the city at all being an entity that makes it easier to move to Fayetteville. I support supporting our citizens and supporting our artists and controlling rent increases for example - but as a lifelong resident I do not support some sort of goal to go out of our way to attract new residents from California or Oregon and making it easier for them to move here. That is not a plan that has my support. I'd prefer a local government that supports our residents that live here, but does not worry about that person in Oregon who wishes they could live here. And one that makes it VERY hard to rezone green plots of land for another apartment complex or housing development when we have perfectly good ugly useless concrete parking lots that could be built on. • Open the economy, reduce taxes, reduce government spending, promote more U.S. oil an d gas production to lower fuel costs • "If there is any issue I am most strongly against it is Paragraph 7 Question 5. Part of what makes Fayetteville charming and unique is its neighborhoods. They have unique history and character. Do not do away with single family zoning. Adding in duplexes and triplexes into established neighborhoods for the sake of ""density"" will actually ruin the neighborhoods. Single family zoning is NOT discriminatory. What will happen in reality is that investors will build cheap looking du/triplexes and rent them out at high prices (especially in good locations) and the properties will not be taken care of like they would by people who have pride of ownership. I know this will happen because I work in development. While well intentioned, this is not a good idea. • If the City wants to try an approach like this they should create a special zoning district for developers to implement in new housing developments. The Southside of town beyond 15th has plenty of opportunity for such and is still very close to the city center. The City should add parks and trails in the vicinity of such developments. • Fayetteville increasing housing options (Paragraph 7, Question 4) is not going to slow down the price of housing. The broader market will dictate a slow down and decrease in prices. I would not recommend trying to add density just for the sake of density" • We need more car charging stations. • Building on last part of answer 9. Communicate often. Make residents' voices feel heard. Promote public forums on certain issues. Address one issue at a time. Make the progress incremental instead of one splashy plan that doesn't take disruptive events into account. • The city has done a good job providing parks and trails, but we don't need to become excessive about it. One can get too much of a good thing. • Big problem here is lack of housing. • Make sure minority communities including disabled communities are not left behind. What other comments or suggestions would you like to make about economic vitality or economic recovery in Fayetteville? Those questions above in #10 were loaded questions. You start out by saying Fayetteville is known for quality of life (city parks, trails, urban forest) yet everything you mentioned takes away from what we're known for, and contributes to eradicating all that is Fayetteville. Whomever is on your planning commission needs to re-evaluate their ethics. I feel like they've sold Fayetteville to the highest bidder. quit spending and concentrading on bicycle paths that I havent seen anyone use. taxes are too high . relax codes and bring businesses to town. this town is dying! People are really struggling right now, myself included. The cost of living has risen astronomically and wages are still mostly flat. I work in a skilled job that requires special training and ability for a large corporate entity, and I only make $15/hr (and benefits). I have no savings and I have to work a side hustle just to make ends meet. More and more I feel like my experience is the norm. People just can't afford to live anymore, and Fayetteville is getting to be an expensive place to be. We desperately need to incentivize businesses to pay their employees more fairly and find a way to limit the rising cost of living in this city. • Keep on keeping on • None • "Our biggest problem currently is our roads and highways are not kept up with the population coming in. Potholes on every street. The Bridge on Fulbright Expressway has holes in it! • MLK and Wedington are a mess. We need these fixed!" • Stop the fake mask mandates • Repair sidewalks and use more sidewalk/street trees!! • 1 believe the parks help a lot on quality of life, lets keep them clean and in good condition. • If building new housing unites, again think like New York. New York builds up so poor farmers can grow food and feed all these new people moving here. • Water runoff measures. Handicap access. Water quality and conservation. Solar panel funding. Thanks and to the Graduate for KPSQ. Good to wildlife already here, near trails, including birds. Indigenous plants and animals, esp. wildlife. Open to Christians equally to other minorities. Mental health needs ... underfunded? Had to put them in jail. • Every community has a trail that connects to the Razorback greenway • stop developing dense areas that line our streets with cars and leave trash cans by the sidewalks. Put some teeth in the ordinances that require people to keep trees alive that are required to be planted, Require businesses to pick up the trash around their dumpsters and sidewalks. Turn off the water to properties that don't comply. Require restaurants to compost their food waste or feed it to hogs. Enforce our noise ordinance. No body wants to have their windows rattled or conversations drowned out by vehicles without mufflers. Put the police in more fuel efficient automobiles. They don't need to cruise around town in large oversized vehicles. Run shuttle services to existing parking decks that are underused at night and weekends durring entertainment hours. Why is the library parking not utilized better. Why is Central United Methodist Church Friendly to parking and Oak Plaza Shopping Center but the post office says don't park here when we're closed. Makes no sense. What other comments or suggestions would you like to make about economic vitality or economic recovery in Fayetteville? • N/A • None • It would be beneficial to allow outdoor drinking on all of Dickson like they do on Beale in Memphis and several other ledger downtown areas. close the street to through traffic from Arkansas to block on weekends at least. There are far too many accidents on heavy drinking nights- it would be much safer for residents and would allow for easier social distancing. • Get the City out of activist involvement in small business. Streamline the approval process across all departments. • Place less focus on expanding manufacturing, etc., and more on what the city is great for: the Universitiy during the bulk of the year and tourism and recreation in the warmer months. • Find the current strengths and attractiveness/uniqueness of NWA and don't lose sight of their importance as decisions are made and growth is addressed. • Fayetteville is beautiful but is fastly becoming unaffordable to middle and lower earning individuals. • Continue strong public health safety measures. • While trails and parks are important to quality of life and health, I don't see those as being the number one priority for economic vitality. To me, jobs and housing are bigger priorities. Also, the road infrastructure. Our town has outgrown the roads. There is no good way to go from west to east in Fayetteville. Traveling down east Joyce Blvd. every day is a dangerous mess. The College/Joyce intersection is very dangerous and east Joyce needs a turn lane badly to alleviate wrecks and traffic backing up. • NWA has an advantage to draw people on the basis of is outdoor/trail offerings, and that is not something every city can say. This is a desirous trait and one people increasingly care about as they move. A complete trail system is a large facet of that too, I believe.:) • The city of Fayetteville has no issues attracting people. Just make sure they have job opportunities so people can afford to make ends meet. Most of Arkansas thinks of Fayetteville highly, but the cost of living is so much higher here. It needs to be more sustainable. • We got rid of paper sacks to save the trees, now we want to get rid of plastic to save litter , charge people for it to boot more ridiculous ness so we can put groceries in bags contaminated with who knows what wag around stores goes up there with no styrofoam easy fix charge business fir littering plus people good grief another case minority wagging the dog... the city council thinks Fayetteville is eureka springs not a growing metropolitan city • Regular police presence on trails and in parks • Additional leisure activities for Fayetteville Seniors. • Don't spend money you don't have. • Livable wage for hospitality industry and University staff • Bikes Blues BBQ does not help small businesses, they will close during that time. It does not support our small businesses and would love for it to never come back to Fayetteville. What other comments or suggestions would you like to make about economic vitality or economic recovery in Fayetteville? • 1 live near Porter road reall wish there was a trail near by • none right now • "Being a long term resident of Northwest Arkansas I have seen the "fall" of Fayetteville. I - use to be "the place" to live. Now everything is moving north ie: Rogers/Bentonville. • Fayetteville needs, in my opinion, to quit spending money on trails and parks and work on roads, highways and getting higher end paying jobs and manufacturing. Bring the "money" back to Fayetteville. " • The homeless population continues to increase and is much more visible on street corners. We should provide opportunities to support those people in need, however, allowing panhandling on street corners is not a viable solution. I donate to various organizations, but do not give money to panhandlers. • Bike lanes, specifically protected bike lanes are statistically shown to increase use and decrease sidewalk traffic, in tandem with the scooter programs and the large bike ridership in the town, protected bike lanes are a no brainer. • Deal with the homeless by forcing rehabilitation or having to leave the city. Stricter policies along with better rehabilitation programs will help drive this. The biggest opportunity is figuring out what motivates homeless when they have nothing else to lose. • I've always wondered how much the big trees cost? Big trees planted in the drought, hot summer -no water -they die --a waste -then replanted again. Also, look at the weed patch on 71 in front of First Baptist -too much maintenance for flower beds. Be practical when spending city funds. • I'll be brief. We now live in a global economy. China's economy, for various reasons, will probably implode in the next 5 to 10 years. This will massively ripple across the world. I suggest the City position itself to withstand this shock and to take advantage of the opportunities that will present themselves to fill the resulting economic vacuum. • In general conservation efforts adversely affect lower income residents. Places that haver been "conserved" in the past only benefit areas available to the privileged bourgeoisie • Focusing more on improvement of education and training of already existing residents rather than trying to pull in "talent". • Better night life and entertainment scenes young adults and not only Dickson college scene. ROGERS IS THRIVING IN THIS AREA. • Before money is spent on trails, every street should be kept in good condition. The water pipes and sewer lines should be well -maintained. Public parks should get attention before trails are added. • Maintain a healthy relationship in respect to trails and roads to keep both lanes safe and easy to use. • Help is needed with Fayetteville High. The school is way to big to keep our students safe. Our kids are our future. • Affordable housing options for various incomes should be priority. • continuing the trail expansion to reach most/all neighborhoods and connecting them with the schools and parks What other comments or suggestions would you like to make about economic vitality or economic recovery in Fayetteville? • We are overemphasizing cycling and trails. Never have so many done so much for so few as this city is doing for cycling. The city should do a count for cycling and report the totals to the public. If we continue to jam housing in every green space the water runoff will be terrible. Also look and see what excessive population density does to the quality of life we enjoy. We are an auto centric place. We have given right of way to cyclists. Also trails will need precious space that small businesses and home owners must yield. Go back and look at the streets without sidewalks for children and others and take care of these with modest size sidewalks that do not take property away from owners. • Instead of focusing so much on the trails for cyclists we need to focus on the road ways for vehicle traffic. The traffic flow, streets and roadways need to be updated. So many roads need work and new roads/ access should be created to cut back on traffic issues. For example, there is still no easy way to get to the interstate exits from East Fayetteville, much less the center of town. The influx of population has made traffic a nightmare and yet there's nothing being done to fix the problem. Huge sidewalks and bike lanes have been put in where we needed turning lanes. If this problem isn't addressed we'll be in real trouble in a few short years from now. • Right now Fayetteville helps those who already have money to become richer. How about helping young families buy their first home by making affordable housing available instead of huge plots for rich families who we invite here from out of state with grant money (disgusting) . We have more communal living spaces like apartments and townhomes going in, where families have to pay someone else's mortgage to help landlords get richer, but none of this helps middle-class families. • Walking trails are great what about our failing infrastructure that's been neglected due to trails funding. • "More opportunities to travel with only electric ( scooters , bikes , boards ) that are more affordable for lower income • More charging stations for electric vehicles that are here as well as will be coming . • Try and get business to support this idea in some way to help the city and the business around .. • There is a real opportunity to improve institutional food because of Bright star cooking school and developing palatable food in schools, hospitals and for people on special diets. It must be low cost. What other comments or suggestions would you like to make about economic vitality or economic recovery in Fayetteville? STOP DEVELOPERS! And save Markham Hill. Our county elected officials keep ignoring our wishes, we need the city of Fayetteville to fulfil on our asks. We don't need more duplexes or triplexes --we need the ones that exist to have better access, and to be more affordable. With such little protection for renters in Arkansas (as per state law), landlords are in a position to abuse tenants. We really need to focus on making what we do have available affordable, or is it REALLY available? Think about who you are including and excluding. More development = more gentrification, and less ability for the American dream to really take root here in Fayetteville. Duplexes are meant for shorter term rentals --you're not allowing the people who want to be here (with limited means) who want to buy homes, put down literal roots and stay here and grow the economy and the city. But instead, the preference is to cater to shorter term rentals, often that price others out. • N/A • None • Attract more companies that generate tax money, without diminishing the quality of life in Fayetteville (eg. No casinos and limiting the manufacturing causing pollution). I'm supportive of retraining residents who face barrier to employment or attract new skilled talent, whatever is more economically feasible for the City and divert the funds saved to other priorities. • Worry about the tax base ... we have many restrictions regarding attracting business. We have great trails and parks • It seems unlikely that as long as the population is growing at such a fast pace that any building done for profit will include lower cost affordable housing - unless it is done by governmental means or by non-profit organizations or perhaps if incentives or restrictions are focused on the developers. • Upkeep teams for the parks and trails • The trail system is not well lit in most areas. • The forest will take care of itself if you take care of it, concentrate more on getting rid of the invasive species such as asian honeysuckle throughout the city. 2. Pay attention to your police and firefighters. Plenty of them are tired of the city council's BS. 3. 1 should not have to call a political donor friend VIP to gt stuff done in my neighborhood. Fair treatment for all areas. • "Trails are wonderful; however, as a senior citizen sharing with bikes is threatening. Most bikers seem unaware that older citizens hearing may make it hard to hear their bells etc. Plus the speeds often traveled can be alarming, we hear a lot about safety for bikers. I believe we also need to educate our bikers to the safety needs of seniors and families with younger children. • While green space, parks and trails are Important to me, I feel we have over emphasized when we have critical street infrastructure needed. " • More recycling drop offs, especially for plastic bags. • Save Markham Hill • N/A • No comment What other comments or suggestions would you like to make about economic vitality or economic recovery in Fayetteville? • Walking -distance food markets would be ideal. More cars on the road means more exhaust for the pedestrians to inhale. As we move towards being "the next Austin" it will be important to consider the effects of further industrialization and what actions can be taken to protect the "Natural" part of "The Natural State" ( https://www.who.int/news- room/spotlight/how-air-pollution-is-destroying-our-health ). • Make sure that university employees are not living on poverty -level wages. • West Fayetteville needs safer access to the east as well as East using west. Planting could involve fruit as well to sustain wildlife and people can eat healthier. Climate concerns for the future and peoples desire for more locally sourced food is rising and will drive migration and value for the future. • We need handicapped accessible improvements, more trees, leasing that are affordable for all &amp; below poverty line that's safe, peaceful, concerns taken seriously, &amp; humans taken seriously. Affordable leases for small businesses such as moms and pops, individuals or nonprofits. • There is a balance between beautification and function. Pleeeease stop spending money to put trees in the middle of roads that are then harder to drive on. Please make it easier to build or improve homes and other structures. • While it's important to create jobs, bring business, and create housing, as a resident of about 5 years, it's been sad to see all the calming open spaces that used to make this town lovely, disappear. There seems to be no rhyme or reason to how this growth is being controlled. Why we have a Forestry Department, all they seem to do is approve clearing it all to make way for cheap housing, oil change spots &amp; gas stations. The city council seems to approve just about anything as well. This year alone, we sadly have seen in our quiet neighborhood, two gas stations built within a mile of each other, one in progress right next to a middle school and an historic church. Minimal trees have been replanted. Again, there's no rhyme or reason to how things are being built and how they affect the residents. It's disappointing to see because it's without thought and is changing the fabric of this town. If we are to continuously build, build better and thoughtfully, because that is ultimately what will attract people to this town. Beauty and character - two things we are quickly losing. • "Stop selling all properties to non resident , this is why your prices go up and it isn't affordable for residents to buy a home, If you are single or family with less then $100 000 income buying a house it not possible! Rent prices are outrages and stop ruining the nature by building more and more, start remodeling abandoned properties and stop cutting down forest, built on land what has no trees on it. You are taking the space away from your wildlife and in the end you will destroy what makes Fayetteville AR so attractive, • Your parks you create , at living areas are not made for your wildlife , you can't have a bear , fox or deer in this parks , we as humans need to realize we come last ! Stop destroying our World over profit. • Students our kids are our future so treat them this way and don't over charge them with expensive housing the same for your regular residents. Stop the housing sharks from getting richer and living millions of people behind, this is a country city with charm but not much more longer if you don't stop this nonsense. What other comments or suggestions would you like to make about economic vitality or economic recovery in Fayetteville? • Invest money in separating the trash and recycle more. Us more naturel energy source , Solar ect. This town as almost any city in the US has to many fast food restaurant's. Living in different countries is eye opening how many deficit the US has, • My next point , I see it every weekend how many people still get in a car or on them scooters drunk and drive, this is some you need to focus on it! Don't wait till it is to late, you need to have your police set up check points every weekend and pull out drunk drivers this is a risk to all of us. At night times this scooters are dangerous enough , it is hard to see them but once you got a drunk driver on them it is almost impossible to avoid an accident. • Last point stop catering to Football fans from out of town with parking , set up shuttles to bring them to the station , not just from Razorback, you have tons of parking in the area from Wedding to Fayetteville, samples Fitness one, church right there , Movie Theater on College , Dollar Tree on College as others offer Companies who are willing to share there parking on game day, tax break , start to realize you move students cars and tow them every weekend for a parking spot the payed for and can't use, give people who are residence a parking decal so the can enter and leave as they need. If you have your fans park at this parking areas and have busses running every 15-20 min you wont have so much traffic and you might bring business to this businesses as well. Plus stop that nonsense give Uber and Lyft driver a designated pick up spot and keep it, changing it every game day does not help passengers to get away from the station and it is costly. Your rideshare drivers are not there to park , they are helping to get people to and away from the station with my suggestions , your traffic chaos on game day would be less and less accidents, plus less frustration on passenger side, so more fans would use public transportation instead drinking and driving. There need to be 2 drop and pick ups at the station. This small things would help tons." • Continue to enforce green space buffer zones when approving new construction. Keep signage at street level. Keep the feeling of living in a forest. • Again, addressing wage disparity. Would help, Social welfare programs, access to mental health support, and bolstering quality of education. • "Roads seriously need to be updated. Separate pedestrian traffic from main vehicle traffic areas such as the sidewalks on College that almost no one uses and where a nearly continuous turn lane is significantly needed. Pedestrians would feel much safer if the main trail areas weren't walled in and were off the main beaten path where vehicles are passing by at -40 mph. Stoplights on Crossover/Mission and others such as at Casey's on Wedington have space for and could use right turn lane extensions in order to improve traffic flow. Some traffic lights could also be programmed to work in a more efficient manner with traffic dynamics. Perhaps an ARDOT issue .. but another/earlier exit ramp from 1-549 Southbound to MLK/Hwy 62/(6th St) would be huge. Public transportation is a great idea but only works if a number of residents are readily willing and able to use such services. Large and normally empty buses also take up large spaces on the roads and complicate traffic patterns. What other comments or suggestions would you like to make about economic vitality or economic recovery in Fayetteville? 1 am a Fayetteville native and am slightly perturbed at the unplanned growth of the area and lack of infrastructure improvements before focus on drawing more residents to the area and the continuing significant population growth (we are one of the top areas to live in the nation .. unfortunately the secret is out)." • 1 LOVE Fayetteville, so keep up the good work:) • Keep crime low or out of our city. • Entire survey assumes too much and too active a role for city government, which is more likely to stifle growth and creativity than increase it. Other than the parks and trails system, the success and appeal of the area have very little to do with the city administration. • Use money designated for COVID recovery to help the people, not government. Very, very important to expand the vaccination rates. Parks and trails are a significant part of life in Fayetteville • Quit allowing the destruction of large traits of trees ... it is changing the looks of the city. Growth can occur without clear cutting Rental bikes Invest in outdoor spaces being kept accessible for all! Build public transport system that really works for people. • "As a city we need to look at less restrictions and more incentives for small business owners. Private business owners should not bare the expense of making city improvements, i.e. sidewalks, planting requirements etc. when they are buying an already existing property that has not been maintained or is fully dilapidated. This additional burden of expense more times than not prices a project out of budget and creates another lost opportunity. • Although most incentives are given for large corporations it would be worth understanding the benefit of providing incentives for small and medium size businesses to flourish in our town. The city could partner with small business owners to provide training and development opportunities for displaced or unskilled talent. " • housing infill efforts needs abide by the tree ordinance &amp; preserve existing mature trees for their superior carbon neutralizing ability over saplings. housing needs to understand an aging population requires age friendly design to support independence and aging in place. • Don't do this during the holidays • Food trucks are cool, more please. • In a rapidly growing city, the local government needs to do all it can to kick open doors for business development both small and large. Too often, city officials in Fayetteville stand in the way of business. Fayetteville has earned a reputation for being difficult to work with. Developers avoid working in Fayetteville. This has to change or we will fall behind the rest of the municipalities in NWA. • "1. All should be safe to walk in neighborhood • Don't tax seniors out of their homes" • Free parking for employees who work on Dickson Street, preferably in an area that is safe to walk to at 4am. What other comments or suggestions would you like to make about economic vitality or economic recovery in Fayetteville? • We are as green as it gets. Wonderful. But geeze too much of that good thing is what is forcing the lower economic folks out. A single mom of 2 making 2500.00 a month can not afford to live and rent here and also feed her kids. Are there other types of training, education, or workforce development programs you think the City of Fayetteville should concentrate on pursing funding for that are not listed above? If so, please list below: • Engineering Services • Workforce education and plate skill or those over 50. • Trade -specific technologies (example - retail link training for vendors) • None • Traditional trades. • Free CDL, CNA, ServSafe, GED classes. • Green Jobs - Including environmental and resource management. • Put home economics back into schools. Life skills need to be another priority. Agriculture is dying here. That needs to change. • Training Programs for Employers to work and communicate more efficiently with neudivergents, training to remove stereotypes/stigma (neurodivergency, former inmates, mental health, etc.) • Again, government should focus on keeping us safe with a quality police and fire department and maintain our infrastructure. Businesses can fend for themselves. • IT • 1 think we should definitely focus on developing and retaining local talent vs. overly focusing on recruiting people from the outside. Not saying to eliminate recruiting from outside, but more focus on ensuring existing locals can thrive here :) • common courtesy, manners, and review the drivers manual • Pursuing non-traditional school programs (GED to Associates etc.) • Same here. Emergency Services (Police, Fire, EMS). • Barbers and cosmetologist • No • Pursuing (not pursing). More low income housing. More tenant protection laws. • n/a • code school • "upskilling": updating employee skills • legitamate work from home jobs • Road Construction. We have the worst roads. I have a brand new RAV4 hybrid. It's supposed to get 40 MPG in town. In Fayetteville, it gets 28 MPG and the average speed is 13 MPH. How do you expect anyone to get anywhere in this city? • Increasing support for the Yvonne Richardson Center - they need additional FTE staff! • Education and child care/development • reading, writing in english welcoming our new immagrants. providing public transit. making the city accessable to the disabled Housing that is affordable and accessable for the disabled • Does this mean the city of fayetteville is going to start training adults? Support education but I'm not sure I think this is the job of the city. Your questions assumes it is. • mental health support and service, public transportation Are there other types of training, education, or workforce development programs you think the City of Fayetteville should concentrate on pursing funding for that are not listed above? If so, please list below: • Helping people when they get a new job and trying to get back on feet from covid. Remember talk of paying those who start working. Unemployment here is a joke. Employers are innocent til proven guilty and nothing you do can change it. Lawyers won't help. • Preparing for Climate Change ....anything to cut carbon...... stronger tree ordinance! • Business etiquette, this helps people from lower classes acquire jobs that have better pay. • Recycling facilities that focus on reducing landfill input, such as glass remolding facilities • 1 would like to see work programs for poor children coming out of high school, for people coming out of jailor while in jail, and for the homeless. They could be provided through the city or through local non profits. • Jobs specifically for people experiencing homelessness with job coaching • Coding/web development type job training specifically targetted toward low-income people. Would provide good pay and even opportunities for remote work. • Niche areas within information technology, the world is at a point where designing and manufacturing processors and other microchips domestically will become necessary for national security. Another critical niche is Information and Network Security. • It said to earn a living wage on the question. None of those jobs will help with living wage. The rents here is more than a person makes in a month. Wake up. There aren't living wages being paid here. • support for and education about unions • NA • Anything related to the trails system and micromobility :) • How about grants to become a teacher, or mental health facilities. Programs for no bullying in schools. Close the economic gap. Free lunches/breakfasts at school. Programs to help people who got the short end of the unemployment system during 2020. Help • for people with disabilities, whether they have been approved for disability insurance or not. Are there other types of employment opportunities the City should pursue, that are not listed above? • Engineering Services • Ore emphasis on technical trades and pay scale to go with these needed services, carpentry, plumbing, electrician, etc. you cannot find anyone to come for a small residential project much less a remodel of existing homes. • University Administration, Instruction and Research • Eco-Industrial Park development where we invest our recycling streams back into our community through the lens of circular economies wherein we purposely cultivate repurposing manufacturing enterprises. 0 General manufacturing Are there other types of employment opportunities the City should pursue, that are not listed above? • Civil Engineering. Our infrastructure cannot support our growing economy. Also, our roads are terrible. Especially with the amount of personal property taxes collected each year. • No • Businesses that provide entry level jobs that provides oppoltunity to advance within the company. Businesses that allow for career growth and stability for young and older workers alike. • The City should not pursue anything other than reducing regulations to let businesses and groups grow and adapt to a changing environment of labor. • Development of a World Class Trade School - electrical, plumbing, etc • No comment, survey fairly thorough. • Technical training for high school seniors that are not likely to go to college. • 1 would love to see more employment opportunities around micromobility (working with companies who develop mobility solutions for use on the trail to ensure safe/sustainable usage, parking, etc.) and the trail system. Development, cleanup, etc.! • city needs to create an atmosphere that allows businesses, esp small businesses, to create jobs and not present barriers or choose who succeeds • Tourism/ bicycle tourism • entertainment, something to make us smile at a reasonable cost... I have never been able to afford a Hogs game ticket • Hire more city staff. • no • Emergency Services (Police, Fire, EMS) need higher pay, attractive incentives, and top of the line equipment. This should be top priority. • Barbers and cosmetologist • No. Stop growing. • Agricultural • Environmentally based • Considering the wait for extreme low income housing is 2-3 years, that should be a PRIORITY • n/a • Add to what 7-Hills is doing for the homeless comunity. • technological incubators • child development/ care training • mom and pop business • road construction • social services which would include LSW and affordable counseling services for all incomes. • build dog parks . dog owners create dog service jobs • Training and entry level jobs so that a person without a college degree can make a decent livable wage . • Entrepreneurs • More medical job training and employment opportunities needed. (RNs ,etc) Are there other types of employment opportunities the City should pursue, that are not listed above? • Sustainable construction tech • This is very considerate for all needs • There are two groups rich and poor, the middle class is becoming extinct. The price of renting is almost to much to live here. Teachers need more money, more resources and more respect. The schools need a new program. Crime is real, stop ignoring it. • affordable housing is badly needed • Live music industry, film industry • The Green Economy was not mentioned? Over all green city planning. Saving mature urban forest! Preparing for Climate Change! Energy efficiency in all areas of growth! Incentive to build better looking snd energy efficient construction of all kinds! • Local tourism • City clean up jobs for the homeless • Some of these questions in #1 are "loaded" questions. Attract new jobs/pay a living wage- ALL jobs should be required to pay Ivg wg, but we don't need to attract new jobs. Housing dev/for all incomes- We need LOW income housing, not more HIGH priced homes • We need to pursue all and any opportunities. Perhaps auto manufacturing could be addd. • Jobs for people who have felonies • Anything that does not add industrial/pollutant risk to the area, especially those that could contaminate water resources. • The opportunity to help single parents that work full time get a head. All these states are helping their people and it gets harder and harder. Employment thst pays enough to afford rent. • Fayetteville has a very low unemployment rate. There are many other things the city should be investing in besides trying to create unnecessary jobs. • City maintenance/ parks and forestry • Just to highlight, it is my belief that a better independent restaurant scene attracts business development around it. Case in point: Pizzeria Ruby. • NA • Anything related to active transformation and micromobility would be so great for the area! For example, having offices for the companies that make scooters, ebikes, etc. We have a world -class trail system, so it makes sense to have companies that use it! • Jobs that pay enough that you can live in this area. A living wage would have to be more than $15 to be able to live in Fayetteville. Also, remote jobs for single parents trying to make it through Covid which is major problem still. Covid education! • Jobs tailored to people with disabilities not connected to nonprofits like goodwill etc. If you have other priorities related to the City's economic recovery from the COVID-19 pandemic, please list them here. • Childcare and Transportation Provide access to emergency funding or rent relief systems for small non -franchise businesses in case of economic downturns. The City needs a comprehensive emergency plan. One that would've been in place and ready in the case of the ice storm so many years ago. Flooding recently and -18 degrees and our homeless, subpar housing in our area. • Move on from COVID. • Infrastructure for people who work remotely but don't have the resources as is to have a home office • None • Use CARES/ARPA funds to provide emergency funding for front line nonprofits like TriCycle &amp; St. James Church. Affordable daycare/early childhood programs such as Parents as Teachers. I'm worried about losing employees who can't find reliable daycare for young children. Education from medical professionals on prevention of ALL illnesses (not just a flu bug that shut down the economy). • COVID is temporary, creating a city that promotes good jobs will correct COVID impacts to viable businesses • There are too many jobs available. If people want to work, there are plenty of jobs. Why should the city the assist an an area that doesn't need help? • spend less money on police. • Proof of vaccination to eat inside dining establishments. This will let patrons dine in confidence • Continue and greatly expand organic placemaking opportunities like sidewalk cafes, parklets, ORAs, tactical urbanism. Heavily prioritize walkability and mixed use development in pursuit of the "15-minute city" and greater local/neighborhood self- relianve. • Less regulation • 1 would love to see public art expanded beyond the downtown core. The uptown, Gulley Park, and other trail -adjacent areas could benefit from more public art, which would also help local artists get their names and work out there :) • we already have issues finding team members, stay out of the way • Like how you slip in the previous example expanding vaccination rates... phishing lately? • infill all of the empty lots! There is so much wasted space just north of North street along the greenway! • A note to emphasize access to mental health services • Stop wasting city funds and/or federal assistance to incentivize vaccination rates and marketing. • Get panhandlers off the corners and clean up the homeless • Activities focused to attain pre -pandemic employment levels • None. Stop growing. • Expand tenant's rights and get rid of the many slumlords. If you have other priorities related to the City's economic recovery from the COVID-19 pandemic, please list them here. • n/a • From the "economy and the arts", we have some nice facilities but few actual things to go to. WAC and T2 have few events. Music in Fayetteville is virtually dead. • Work with the FPS District to re -open Jefferson Elementary as a walkable neighborhood school. • Grass roots efforts in order to find out what people in Fayetteville really need food, housing and job opportunities and funnel the ARP money to those individuals. This might include a city 501 C organization to get money in hands of those in need. • Public transportation. Light rail and busses • THe pandemic is over and we need to focus on getting back to work. The city needs to facilitate that and STOPP trying to be an authoritative socialist city government. • Most arts money goes to performing arts, Walton Arts Center and T2, to the exclusion of visual arts non profits and because that has brought stability and financial success, it is time to do the same to support our visual arts at the same level. • Including trails and transportation, and artists and small businesses to get support for artists and trails when the support may not be there is a trick that people see through. • Stop with the hand outs and increase education and employment opportunities. • Release the CAREs monyes to those already impacted by COVID • Help with no fraudulent charges from unemployment, Arkansas legal aid isn't helping people, no one is. The employers win, employees don't stand a chance. Help the people out. Schools P-EBT cards cuz snaps takes to long. Help people get back on feet. • Walkable communities. Mixed use buildings combining commercial and residential. • affordable housing is desperately needed • Promotion of existing small businesses, live music and arts • Expand Green Economy • The City needs a comprehensive plan for future events like the Pandemic, the Freeze of 2020 or other natural disaster we might face. The lag time between need and actual City Response is ridiculous. We really let our citizens down in both of the crisi • Increase access to trails and sidewalks for those who don't own a car. • Keeping schools open is vital to our economy. I'd like to see classrooms with windows that open and air cleaning plants, as well as outdoor classrooms. • vaccine card mandates at all businesses. • Trail system should benefit those most vulnerable; trails appears to be in zones of financial wealth. Extend trails, bus routes eastward. Work with Elkins to create trim system: work on road expansion of hwy 16; create trails instead of sidewalks hwy 16 • Please make it easier for people to apply for aid. • "Building economic resiliency" is too vague: just means $ for developers. "Equip sm businesses *including* creatives": same. $ will go to junk food joints and gravel truck companies with 1 % to the arts. • Make strategic investment in West Fayetteville (Rupple road between MLK and Wedington) to include shops, restaurants, and stores for walkable neighborhoods If you have other priorities related to the City's economic recovery from the COVID-19 pandemic, please list them here. • People need the option of setting up their utilities over the phone to give older citizens and people with disabilities.. • Small businesses are HURTING in Fayetteville. In addition to encouraging citizens to buy locally, the city could provide other forms of aid (a grant for business development, discounted advertising, help developing an online storefront, etc) could help • Covid-recovery. Houses that are 80 years old rent for 1200. That to much. There's no livable wage, rent inflation and a lot slum lords. Do you turn the other cheek. School kids are suffering. No food at home. Parents have no money. I hear it all the time • Fayetteville needs to figure out how to keep far -right politicians at the state level from interfering with local matters. If the city had been able to institute common sense mask and vaccine mandates, COVID's impact could have been greatly mitigated. • expanding and diversifying public transportation systems • NA • Use the federal government's money they gave you for the American Recovery act by putting it hands of people. Households making less than 60,000 or single parents. Studies show it was hardest on them. Give the money to people to build economy. • People are still getting Covid and are vaccinated and there's no current covid relief programs because they've all dried up. People are still needing to take off work but the safety net is gone. • The strategic investment to improve public infrastructure should be focused on public transportation and alternative forms of transportation so people without cars have options to get to work. What other comments or suggestions would you like to make about economic vitality or economic recovery in Fayetteville? • Ensure every home in Fayetteville has access to job opportunities within a 15 min walk or drive. Make sure that the sidewalks are connected and can be used as a means to go to work. • WE need to preserve areas we currently have that cannot be replaced. Like MARKHAM Hill, University Heights, and smaller homes being gobbled up and replaced with ugh overpriced condos disguised as "affordable housing. • Public transit improvements! • There needs to be a large public education campaign to help people understand that density is beneficial. • Develop park, trail, parklet and a connected pedestrian oriented Open Space infrastructure in all the Tier Centers identified on the Growth Concept Map. • Work (like *really* work) with the school district to re -open Jefferson Elementary. The levels of collective economic vitality impact that decision would make in this historic neighborhood are exponential and profound. • "We need drastic action to increase the supply and diversity of housing types, especially in areas close to jobs, services, and trails. Currently it costs four times as much in development fees to build four one -bedroom cottages (a housing type we desperately need) as to build one four -bedroom house. Fix that. What other comments or suggestions would you like to make about economic vitality or economic recovery in Fayetteville? • We need to be building at transit -supporting densities of at least 20 units per acre along and inside the Mayor's box. • Expedite the build -out of the active transportation network and continue to advocate for and increase investments in public transit. • Impose greater restrictions on short-term rentals to protect our limited housing supply. Suggest limiting the number of nights a property can be rented as an STIR to no more than 90 in any 365 day period. • Make massive reforms in your Development Services division to bring the codes and processes into alignment with the stated goals of the adopted long-range plans. Get smarter about infrastructure cost shares and requirements, especially in regard to infill development. • Expand the City's development of renewable energy and stay focused on meeting the goals of the Energy Action Plan. • Keep championing Progressive values and being an exception in a State that ranks at the bottom in education, health, women's economic &amp; social status, and other key metrics. " • Split highschool to provide shorter drive times for families across the city. Consider widening or adding additional turning lanes on heavy -traffic two lane roads. There are several small shops and restaurans I haven't gone to because of traffic and parking concerns. • Do something about the horrible infrastructure! And do it without raising taxes. Now that residential development has increased enough to support the local economy, why do you need personal property taxes. Truly an expense that keeps struggling citizens from getting to work, school and recreation. • Trail access is very important but only of value if trails are maintained and safety can be ensured. • Reduce our taxes, hire more police officers, pave roads.... there's plenty of things Fayetteville SHOULD be spending money on. • There are too many high end appts springing up. Appts by the thousands. How can they all be rented with rents above 1000/mo? What happens to the existing older appts that seem extremely run down in comparison? • Greatly expand the use of form -based zoning to incentive and/or require mixed -use development in human -scaled forms. (2) Heavily prioritize connecting gaps in the street network, repairing &amp; adding sidewalks, and building out the trail network. (3) Consider an developing an official recognition program for excellent placemaking projects or events, awarded to individual businesses or to a block or neighborhood. This could include a small monetary award as well as a large amount of publicity and public recognition. In the case of a business or businesses, the city might buy and give out some of their gift cards while publicizing the award. (4) Incentivize appropriate -scaled mixed use redevelopment of vacant parcels and surface parking near to the downtown square. (5) Within low -value suburban retail districts, incentivize sprawl repair and infill development of housing, small businesses, and professional offices. What other comments or suggestions would you like to make about economic vitality or economic recovery in Fayetteville? • Increasing the desire to go downtown/uptown but also increasing the amount of options in the 4 areas (West/East/South/Midtown). And finally, help with infrastructure to make going places easier. I many times opt not to go somewhere because of traffic for both eating and retail. • Include the East side of Fayetteville in some city spending. We have very little over here. Even our promised dog park has not been started and it was voter approved YEARS ago. Where are our flags on light poles, murals, Holiday lights, bus stops, etc..? Downtown is not the only economic driver. Beautification is so needed in Fayetteville. Our city limit welcome signs are dated and some are in bad shape. Our streets and sidewalks are a hot mess. Let's build things of quality. Get experts in to figure out our traffic congestion and fix it. Fayetteville used to be THE place. It isn't anymore. We need our pride fixed as well. The City of Fayetteville has a reputation for being hard to work with. That needs to change ... with the perception or the reality and possibly both. Benton County is on the move and Fayetteville is stagnant. Thanks for listening. I love Fayetteville but I can look at her critically and see that much change needs to happen. • "Tie the trails together so they all go somewhere and not just deadend • 1 absolutely think that businesses should be encouraged to develop along the trail system. With all the new mobility options (ebikes, Veo's Cosmo/seated scooters, bikes, etc.), more people could use the trail system to commute, dine out, etc. With the 12-mile Fay loop being completed in the next few years, this is very attainable! • quit building these hideous 10 family 3 story boxes just to get money in your pocket ... leave Mt Sequoyah alone ... you are going to ruin it • Implement the Growth Concept Map. • Many of the public parks and trails feel unsafe. Safety is a big priority for residents in Fayetteville. • Protect urban forest areas!! • Fayetteville and Northwest Arkansas desperately need a real public transit system. Revisit the work down by the Community Design Center to assess need and plan. • your questions are loaded and don't help • Refresh run down sections of town before destroying native Prairie and forest areas. • Get the homeless jobs • Investing funds into such efforts is a luxury, not a pathway to economic vitality and recovery. • Stop wasting money on trails. I rarely see people on them and aren't used much, especially half the year when it's cold. Expand the road system, that's money well spent. • Preserving open space, forests, and some farmland will help protect the environment and retain the quality if life here. • Build more affordable housing - not just geared to students. More housing for seniors on limited SS. • n/a What other comments or suggestions would you like to make about economic vitality or economic recovery in Fayetteville? • Build more tiny houses for the homeless • Dear God, please rebuild roads. I realize that almost every main street in Fayetteville is actually a highway, but someone has got to build turn lanes on 2-lane streets like Old Wire and Mission. And please end the practice of just putting up stop signs to "calm" traffic. And how about traffic officers during rush hours? It works in other cities, why not ours? • Be careful about implicit bias in how these questions are worded /what words are omitted. Would really like to see more focus on recovery -based support. Frontline nonprofit support, rental assistance, food security, transportation assistance, etc. • Encouraging developers to re -use closed -business spaces (like parts of the mall or other vacant business buildings) for housing or studio space, etc. • All well and good to take care of our green space and provide parks for living units; however there are people that are hurting and need money for food and rent first and foremost. It would be helpful for all people to have WIFI access in our City. • quit taking money for not donating park land • The City should make it easier to develop permanent or temporary food and beverage establishments along the trail system. Temporary pop-up trailside bars? Yes, please. • We have enough trails, but it's often not safe to walk alone., even during daylight hours. Safety is a big concern.. the streets in this town are pretty bad. Back off trails for a while and fix the streets, • Quality of life and the uniqueness of this community is leaving as Fayetteville is turning into a metropolis of apartment complexes —they are everywhere!!!! and filling in the beauty of the town with subdivisions with duplexes triplexes and houses maybe 12 feet apart that look like barracks!!!! I'm writing this here as I think this is a huge issue for Fayetteville's future. • Not a word on funding the police? • Support the people. Do not build a new jail to incarcerate people. Mental health security, food security, housing security is important • "Incentive for City and property owners to protect existing old growth trees and discourage the removal of them. • 1 would rather money be spent on streets, police and teachers rather than more trails! • Focus on making it easier to do business in Fayetteville and the city will flourish. Actually try to attract businesses. Reduce regulation and lower taxes. Create more east/west road access. Stop worrying about the green/trails. No exciting new businesses want to do add a location here (Top Golf, Wal Mart Amp). Soon it will be pawn shops, liquor stores, antique shops and tattoo parlors all up and down College avenue. Everything goes to Rogers and Bentonville where its city council is business friendly. • Have more festivals and encourage people to be outside. • More mixed use development. Retail and housing walkability in other areas of town besides downtown. Allowing neighborhoods to have commercial zoning What other comments or suggestions would you like to make about economic vitality or economic recovery in Fayetteville? • Put a lot more thought into helping people. Especially ones who were laid off, now working full time. Give them a bonus or break somehow. To many apartments ruins beauty. Help the community- criminal activity, shootings, crime rate, school problems, start talking about things that need changed. Be real with the people. So many people need help that are working and doing everything, pull together. Help single parents, elderly. Community is about taking care and helping each other out. Lead from the top. Save Fayetteville and the great town it use to be when people cared about others. • more sidewalks. more walkable neighborhoods and easier walking or biking access from home to commercial needs • Not sure if this specifically relates to quality of life, but I think we need to really consider public transportation to decrease traffic and make parts of F'ville more easily accessible. Currently, the buses I see in the city are few and far between. I won't even attempt to go anywhere that was dependent on a schedule. It's hard to believe that we lack this most basic resource. • Making it easier for full year residents to live near where they work, shop and create by making it harder for Airbnb or investment properties to monopolize downtown Fayetteville • Enforce Tree ordinance! • Protect the Trees we Have now and preserve places like Markham Hill. Historic sites, green spaces, we can't go back and reclaim them later. The builders that make promises only to clearcut areas need to be fined and not allowed to continue to work in the area. • Ensuring safe trails throughout the city morning &amp; night so that all people feel safe to enjoy them. • Mobile vendors should be allowed to work on trails and at parks. Businesses are naturally going to want to orient to the trails, so don't waste time trying to force that, just create more trails. Fayetteville needs obvious gateways, points of recognition people can give directions to (other cities have such as: The Rose District, SoBo, The Brady District, Cherry Street, Arts District, Depot District). People should be able to tell when they are entering or leaving one of these districts. Arts need to be throughout the City, not just downtown. • Fayetteville's biggest turn-off is the constant congestion of traffic. I don't understand why anyone would want to move here or start a business here when the streets are so inadequate. Master street plans are ten years behind instead of ten years ahead. • Growth is not the inevitable blessing it's being marketed as. Fayetteville should not be a large city, no matter who that growth enriches. Quality of life, sustainability, and community connections are far more important than buzzwords like "creative corridor." Stop letting the Waltons dictate how this town is run. • Trails/parks within 10 min walk of homes • 1 would like to see our highways and on and off ramps cleaner, our streets and creeks have trash everywhere. • 1 feel strongly on this because once the green spaces are go it's forever, Green areas are important for air quality and mental health, a nice environment creates a better human. What other comments or suggestions would you like to make about economic vitality or economic recovery in Fayetteville? • make an incentive program for Fayetteville companies to adopt roads and trail to take responsibility for keeping the city they profit from clean and beautiful and inviting • This survey has an intentional bias towards growth and development. One thing not addressed is transportation. We NEED light rail, HSR to elsewhere, and reliable, regular, electric buses that go everywhere. All this development is just going to create nightmare traffic, tons of land given over to (paid) parking buildings, and urban sprawl. • Make strategic investment in West Fayetteville (Rupple road between MLK and Wedington) to include shops, restaurants, and stores for walkable neighborhoods • Housing is my primary concern. • Having a housing commission outside of FHA to help strategize creative housing solutions and research best practices of communities who are having success. • Quality of life in Fayetteville is directly tied to nature, and our access to nature. The more trees and greenspace we can develop, the better. I'd like to see a 'Greenspace Offset' attached to all development projects that break ground in Fayetteville, which would essentially be a financial contribution (based on project size) to a central fund to carry out a cohesive vision for green space in Fayetteville. I'd like to see more requirements placed on any development or redevelopment within the city in terms of the amount of usable green space required, using local and beneficial species of trees and plants, and landscaping that requires less artificial watering. • "Economic recovery #1 should be schools, teachers, students, mental health help, money for single parents. Look into rent inflation. Pay people enough to live and work here. Let families have peace again. Kids home lives are miserable one girl had honey combs and ramen. That's all at her house. How would you feel if you child had that. • The recovery act needs to help the essential workers who worked when all the people suppose to be at home were golfing. Help the mid to lower class. Recover your people in your town. Mental health, burnt out, trying to survive. There's plenty of money help people that will help Fayetteville. Give out money idk. I work full time and still would love help. Recover what people lost, it's still continuing nothings getting better yet. Recover your people! " • We need fewer big corporations and more local businesses. Get rid of the national chains and e-scooter companies that take money out of our local economy and make our town less beautiful. Implement rent controls downtown and in other popular areas so local businesses can afford to operate there, and provide incentives and preferred treatment for local businesses over non -local ones. • Resources for the homeless • repurpose unused car infrastructure for bikes, and reforesting unused space around highways and drake field • 1 would like so see a strong initiative to address the light pollution in Fayetteville and make Fayetteville a dark sky city. Residents need education about the importance of a dark sky for wildlife, health, the ecosystem, and our quality of life. With additional construction the light pollution is a growing problem,. If all businesses and residents changed their lights to downward facing, we would have a much more beautiful city at night. It will likely need to be a city requirement to make the change but a dark sky city would be so beneficial for so many reasons!! What other comments or suggestions would you like to make about economic vitality or economic recovery in Fayetteville? • Dedicated bike paths/lanes on Township &amp; Mission • NA • Revitalize some of the existing parks that have gone to the wayside. • Community hubs would be SO GREAT! For example, in areas where there's no walkable coffee shop or neighborhood grocer, establish a small area to become a hub for one. The Ash + Old Wire intersection would be perfect for a small community hub, as would the site where the church is in Gulley Park. Each neighborhood could benefit from walkable amenities like this, ideally with public art! • "Stop letting Texans build all these huge apartment complexes or put a huge tax. It's putting a huge stress on infrastructure and schools. Save Markham or forest by Butterfield if you care about environment. Stop focusing on trails for awards while letting any little forest area left in Fayetteville be destroyed. Rent cap or something, Renters Rights so rent can only grow at 10% and if heats broken in winter they have to fix it. Inspect rentals for efficiency on heat/AC. Be the voice for the old, the poor, or the scared to get evicted. Take Fayetteville to a time where people came first over contracts, when we saved trees and had building codes. I remember they use to have one foot of space for every story high to the road. Stop ruining great neighborhoods like university heights for college rentals. Those are single family homes. The rule is 3 different last names. I think that was the law. Reevaluate what is important to Fayetteville: people/families, safety/be honest on news, clean up run down areas instead of tearing down trees for new developments. Don't let Texans go to school here or build here without paying out of state tuition or fees. They are making money off ruining Fayetteville with those huge apartment buildings. Keep money in state. Most of all help the people with the money that was given for them. Where's the homeless houses that we saw the blue print for in 2020? Where's the helping families with bills or money or representing people who got hosed by unemployment. There is no one to help them. Covids not over and that's serious. Wake up and focus on the people and their needs. Take care of your community then build a better tomorrow for Fayetteville. • Covid taught me, even if you do everything right, no one cares. Businesses owners have the rights, they got PPP and lied with no punishments. Rich get richer. No one cares about employees. That landlords can double you rent or go up by $350 in 30 days and you can't do anything. Protect the people where ever they might need it. Unemployment needs to be reevaluated the whole system. Renters rights. Plus all the new people what happens to schools? We are gonna need more. Charge out of state construction to pay for the stresses they create. Fix up bad parts of town don't build more. Save trees. Save families. Save Fayetteville. " • Protect natural water by reducing run off - create curb breaks and simple bioswales near drainage • The city is becoming too expensive to live in but also so many residents can't move out of it because they rely on the resources in it so the cost of living needs to be addressed. We are alienating the disabled and elderly who have just as much a right to be here as the college kids coming in from out of state. What other comments or suggestions would you like to make about economic vitality or economic recovery in Fayetteville? Access to affordable housing and alternative/public transportation should be the city's priority. The city should not prioritize the development of parking lots, or road widening projects for cars. You can already get anywhere in NWA in a car. People of all income levels need to have a safe, affordable place to live, and access to where they need to go, especially if they don't have a car. Without these foundations (housing and transportation), efforts to bolster the local economy (including arts and business) and improve quality of life are more likely to benefit only higher -income residents who live in desirable neighborhoods, which will perpetuate and complicate the problems the city is trying to improve. allow for people to bring wine to their nearby park picnics ATTRACAT FAYETTEVI LLE ECONOMIC VITALITY APPENDIX D.0 COMMUNITY ENGAGEMENT DOCUMENTATION ledlthizar e Arts and the Creative Economy Informa tion TechnOlogy 2024 ECONOMIC MASTER PLAN 1 ducing VITALITY 30 5espe fy e a ote) � _ o5tl,_ wKy n nd a 5t DEPARTMENT OF CITY OF FAYETTEVILLE ECONOMIC VITALITY ARKANSAS APPENDIX D. COMMUNITY ENGAGEMENT DOCUMENTATION EXECUTIVE 'SUMMARY Appendix D functions as a repository for various forms of community engagement and public input received from the following sources, ranging from individuals and groups directly supporting the Economic Vitality Master Plan to public input sessions at community events. Steering Committee Kickoff Meeting May 3, 2021 African American Advisory Council May 10, 2021 Small Business Resiliency Task Force May 13, 2021 Fayetteville Arts Council May 19, 2021 Steering Committee Meeting #2 May 24, 2021 Workforce Development Focus Group June 3, 2021 Steering Committee Meeting #3 June 14, 2021 Workforce Development Focus Group June 15, 2021 Fayetteville Arts Council June 16, 2021 Workforce Development Focus Group June 29, 2021 Childcare Subcommittee July 6, 2021 Steering Committee Meeting #4 July 12, 2021 IT Talent Development Subcommittee July 19, 2021 Small Business Focus Group Meetings July 12-19, 2021 GCOD Subcommittee July 22, 2021 CDBG in the Park July 30, 2021 Childcare Subcommittee August 12, 2021 Fayetteville Farmers' Market August 21, 2021 First Thursday September 2, 2021 Economic Mobility Subcommittee September 10, 2021 Economic Mobility Subcommittee September 22, 201 Hispanic Heritage Festival September 26, 2021 Hospitality Recovery Subcommittee November 1, 2021 Fayetteville Arts Council October 19, 2022 Fayetteville Arts Council February 15, 2023 Fayetteville Arts Council March 1, 2023 Fayetteville Board of Education April4, 2024 Downtown Fayetteville Coalition July 12, 2024 CDBG in the Park July 19, 2024 This appendix supplements the Planning Process section of the 2024 Economic Vitality Master Plan. Economic Vitality Master Plan Appendix D: Community Engagement Documentation 11 DOCUMENTATION Steering Committee Kickoff Meeting Steering Committee Kick -Off Meeting, May 3, 2021 [95 participants] Q1: What does economic vitality in Fayetteville mean to you? culturalenvironomics oequity and inclu�au, i opportunity to thrive equality sustainability everyone gets to own hous dispersed growth equity inclusion populati technologyjobs equality and inclusion resiliency opportunities future O stability security .N jobs c low unemployment ° o 4- � >, a opportunities for all U— d o a a. U fertile growth poverty abatement `� a -� vibrancy eqult\/ a supportive community health "I 7 N� 4A o o- diversity and inclusion sustainability 0 u 0-thriving small business ohigh -floor thrive equitable access °f o opportunity for all shared prosperity for all Ehousing sustainable and inclusive _ accessibility small businesses thriving vibrant downtown snxIll businesses flourish all beings thriving strength - !cal economy Q2: What is Fayetteville's biggest strength in the area of economic vitality (one word)? arkansas razorbacks passionate community education level our passion V) >- diverse opportunities g .7 tl nwa sustainability C� entertainment unique 0 o innovation Y " community °'a quality planning university of arkansas r v E education diversity college Y 0 housing y y o opportunity L- 3 o 0) a � trails o equality �, jobs c v� E o � diverse population a o 0 C �, variety > a } 0) 0) entrepreneurship a a 0 0) Q°, collaboration compassion a business ecosystems 2 1 Economic vitality Master Plan Appendix D: Community Engagement Documentation Q3: What is Fayetteville's biggest barrier to economic vitality? • Perception that Fayetteville is a difficult place to build a business. • Stagnant thinking • Not connecting enough. • few high -paying jobs • COVID-19 • Finding and keeping a stable workforce • NIMBY • Ready capital • Unified Development Code • Nimby • Equality • lack of a sustainable growth plan • Affordable housing • Absence of visible tech sector • Feels difficult to do business in for some at more so than some other cities in NWA • Brain drain of top end in -state talent coupled with a narrow window of transplant migration at Walmart vendors • Turnover (job assignments) • outside influences: 1) week -end / hog game property owners, 2) jobs pulled 20 miles north • ready capital, barriers to development, lack of innovative thinking • Access to capital • Brain drain • Workforce insufficiency • Upward pressure on housing costs that will not subside any time soon. • Affordable housing • Focusing too high on catching up to high profile urban areas and trying to skip steps in traditional growth models. • Coordination • Difficult to do business for larger companies, the impression that business is not wanted even discouraged. • People who don't want Fayetteville to change. • Disjointed piecemeal development. Lack of master plan for major multi family housing. All major capital housing investments went towards off -campus student housing, the need is for workforce housing. • Shared vision (just cause) that strategically aligns various forms of capital - human, cultural, social, monetary - to drive sustainable innovation. Galvanizing and differentiating identity and connectedness celebrating our uniqueness as a community. • NIMBYism - Resignation and aging population. • Safety • Littering and trash on streets • Inequality • Equity and inclusion for populations with barrier as the sole priority • Equity & Inclusion • Lack of equity for communities with barriers. Economic Vitality Master Plan Appendix D: Community Engagement Documentation 13 • Low paying jobs, high housing costs • Greed, affordability • Small businesses need a leg up. An incentive to keep industry within the city limits. • Revitalizing plundered spaces • Walkability • Divided interests. Too many people focused on development and not concerned with preserving the culture of Fayetteville • Too much crazy Fayetteville stuff that is perceived as anti -development and too far off the mainstream. • Accessibility: public transportation, attractive affordable housing. The image Arkansas as a state has in our country due to recent legislation. • Sourcing new concepts outside of the standard planning pillars. • Wal Mart and its offshoots have the dreaded monster --- monopoly ---- and they've driven out many of our small businesses and prevented others from growing or even sprouting. • The housing market. No affordable housing AT ALL from lower or even lower middle class. Unless you want to live in, is what is a deemed an unsafe part of town. The cost of daycare is outrageous, causing families to stay home and make less money. • Over regulation. Housing affordability. Out of sync rents near Dickson • It is selective in whose imaginations are included, which are often those imaginations that have weak rooted compassion for and with those who do not have the time or energy to imagine. Having time to imagine builds hope. Hope is a privilege for many. • That the benefits from growth will accrue into the hands of a few at the expense of the broader community. • Equity in wages, wealth, access to systems and tools to increase wages and wealth • Economic class disparities, disparities between public elementary schools.. • Equity • harder to get building permits and innovation pushed through the city. higher taxes. less foot traffic compared to growth/more opportunity in Bentonville. being too dependent on UA as the economic driver. • The idea that if residents fight development, it won't happen • Inclusive growth • Attracting and supporting businesses that support the members of our community • low income housing • segregated parts of town • The notion that Fayetteville is a transient community. • The idea that many think they can stop development from happening. That's not possible. We can control it- but fighting it makes sprawl worse. Housing prices higher. And Fayetteville less inclusive. • Lack of mass transit infrastructure. • Finding one's place. Commerce is situated in community. For example, I want to spend money at places where I feel wanted. It's difficult for me to find my place in Fayetteville. I can only spend money when I have a sense of where my people are. • Walmart • A legislature that is not in alignment with the values espoused by many Fayetteville citizens and leaders and the talent pool they hope to attract. 4 1 Economic Vitality Master Plan Appendix D: Community Engagement Documentation • Letting south Fayetteville be gentrified, we should pay for families of color to stay in their homes and help them fix up their property. • Fayetteville must provide economic equity and inclusion for populations facing barriers to economic and social mobility in order experience economic vitality. • Fayetteville, although attempting to encourage more diverse businesses to thrive, still tends to support larger and more well-known organizations. We moved here 25 years ago and the hardest thing was and is the lack of evident cultural diversity. • Corporations moving in • High rent on prime property pushes out small business owners • Lack of housing • Affordable housing; public transportation that covers the entire city; opportunities for all. • More vibrance in Bentonville, Rogers, and Springdale. Lack of identify in Fayetteville was never more clear without the UA in full swing this last year. • Inclusivity • I'm so new to town that I probably am not equipped to answer this:) But, if I had to guess, maybe NIMBYism? It seems to be an issue pretty much anywhere in every state/city! • Stereotypes about Arkansas Q4: Do you agree or disagree with the following statements? Fayetteville is currently experiencing a workforce housing crisis. Aak Commercial investment in Fayetteville is strong. 3 Fayetteville is a hard community to develop in. Our urban forest and enduring green network are quality of life assets. Ask The City should focus on helping residents who ace barriers to employment achieve economic rr2bility. Q5: Mayor Jordan has set five strategic focus areas for the new plan. Rank the focus areas on what is most important to you. Economic equity and face barn-s s for to St populations who face barrwrs to economic AM mobility. Support, growth, and retention of 2nd Fayettowlle Smoll Bu—sses Growth concept oriented development 3rd Workforce and Attainable housing as well as the attraction of new lobs to Fayetteville. Economic Recovery from the COVID-19 4th Pondemlc. Workforce Development and Job Skill 5th Training Opportunities for All. Economic Vitality Master Plan Appendix D: Community Engagement Documentation 15 Q6: The City of Fayetteville will receive recovery funds from the American Rescue Plan. Broadly, what do you feel the priority should be with these funds? 1st Providing aid to small buwesses 2nd Strategic investments to bolster economic activity 3rd Direct assistance to qualifying families 4th Aiding the performing arts and creative economy 5th PF Infrastructure investments 6th Reskdling and workforce training for residents impacted by the COVID-19 pandemic Q7: What should the City's focus be with the funding it receives from the American Rescue Plan in the area of economic recovery? • Our top most impacted sectors: arts, hospitality • Providing long-term infrastructure for technical assistance for qualifying businesses • Longterm, intentional growth and sustainability that is inclusive at its core. • "Short-term: aid to small businesses and households • Long-term: housing and business development funds and infrastructure" • Bolstering small business and startups with low interest loans and grants and working on workforce development. • Not being in such a hurry to spend it. Be thoughtful and forward thinking for long term gains, not just short term ROL • support to small businesses • Pay for initiatives that would otherwise not be funded • Getting people out of their homes to interact with businesses and each other. • Business development and support • Creating sustainable growth in jobs, economy, and infrastructure. • Replacing our existing Unified Development Code with one that promotes intentional and sustainable growth, equity and inclusion of all residents, and economic recovery. • Support small businesses • Transportation infrastructure • Arts and hospitality followed by other small businesses • Supporting arts and cultural entities • Long term sustainable job growth, jobs that not only pay a living wage but provide quality and affordable health, dental, optical, and 401 K benefits. • partnering with the state and U of A to create mixed -use development intended for entrepreneurs / 1099er / startups • Smart investment in sectors that suffered but also not just patching up what was lost. Create opportunities for moving into the future for Fayetteville. Invest in areas of future growth. • Workforce housing • Stabilizing the most impacted (and disaster elastic) industry sectors short term, long term investments in sustainability area 6 1 Economic Vitality Master Plan Appendix D: Community Engagement Documentation • public -private partnerships that attract anchor companies with high -paying jobs • Setup the city for success in the near -to -mid term future around jobs, housing, helping the working poor and poverty... this is an opportunity to "catch up". • Short term vs. long term. Targeted investments for acute needs in the short-term, with the majority of funds targeted for long-term impacts. • Economic Recovery = quality of work & life, American Dream • Invest in the future not just helping make up what we lost . • One-time expenses or short-term programs designed for COVID-recovery • People, families, small business, talent training • Infrastructure investments • Infrastructure with a large g focus on transportation, incentive to rejoin the workforce, reskilling/training • development of immigration center to provide white glove immigration support for top talent and founders • Investing in as much alternative transportation infrastructure and micromobility incentives as possible • Transportation- bike, walk, and transit • Longer term solutions that will help businesses that have a high likelihood of surviving. Funding to locally owned businesses that were impacted due to COVID, particularly minority owned businesses. • 1.. Infrastructure improvement to roads, intelligent traffic signals. 2. Land acquisition for the future development of affordable workforce housing. 3. Rehab of low income housing stock and store front facades. • Public transit. • Stabilization of existing businesses and data -driven, intentional "strategic doing" effort focused on transformational impact for the most community members! • Provide support for small businesses, arts, culture. • "Small biz deal with: cost, talent, product, customers, focus on: - tax breaks - trained workforce - workforce can afford housing, healthcare, transportation - help digitize..." • Larger incentive to launch small business including tax incentive/waivers for a Grace period • Platforms to train low skillfor basic ITjobs outsourced to MX/CA • Attract the remote workforce • Helping those who are suffering most and need help to survive. • Using lean startup methodology to have iterative data gathering with multiple points of feedback from groups representative of our demographics. • Robust story sharing process throughout the economic recovery to increase momentum and volume of stakeholder engagement. • Help those disproportionately affected by the pandemic and then focus on long-range vision • Housing for homeless people • Help others • Helping people in need • Infrastructure and affordable housing all across the city Economic Vitality Master Plan Appendix D: Community Engagement Documentation 17 • Supporting populations with barriers. • Support programs and projects that reflect and help establish equality and inclusion for out community. • Helping low income people with housing • Help struggling households and small businesses • Incentivizing small businesses to keep Fayetteville residents employed. Help the families who need extra monetary support. Alleviate childcare woes. • Partner with the Housing Authority to leverage ARP + Infrastructure Act funds in a true revitalization -oriented master plan for South Fayetteville, including re -opening Jefferson Elementary as a public school & neighborhood anchor institution. • Supporting entrepreneurship. • Providing assistance to small businesses. • The top priority should be helping families recover whether that be through assistance or job training. Next we should help small businesses recover. • Sidewalks not bike paths. Every neighborhood should have sidewalks before more bike trails. Normal streets over weird things like roundabouts. No giant planters or trees in the middle of roads. We need true infrastructure not weird Fayetteville stuff • A true focus on infrastructure and economic development l • Providing resources to people and families affected; aiding with rent and/or job skills. • Supporting small and/or locally owned businesses to stay in business and possibly be a source of employment. • Specifically reaching out to black -owned businesses / businesses owned by women and people of color to see how they would benefit from the funds. • Enlist the young working families (age 30-45), to input on experiences that they enjoy from other towns across the country. *Reminder: women make the bulk of local purchase decisions and how their family time is spent • Enlist a family city planning arm to identify, collect and steer new lifestyle concepts from other towns across the country. Our young families (30-45), make up a large spending arm on experiences. Reminder: women account for most purchase decisions. • Being from Fayetteville since 1959, I'd like to see all barriers removed for the handicapped. This includes everything from kids with autism to the elderly. We need more places like lifestyles and Rich Cen and places where they can find a job! • Giving aid to QUALIFYING families who have had significant trouble. People who are behind on bills, whether they are medical, housing, etc. • Any business in Fayetteville should never be guilty of paying its employees less than a living wage. Minimum wage isn't a living wage --everybody knows that. Let's start with wait staff who survive on tips. Instead, start with a living wage!!!!! • Ensuring that those impacted the most and most directly by the pandemic receive financial assistance. • In recognition of the inequitable impact of COVID-19--and America in general --to the lower castes of our society, reinvesting in these communities and families should be the focus. • "Direct aid to qualifying families and citizens, • Direct support to small businesses." • Economic equity and inclusion for populations facing barriers to economic and social mobility 8 1 Economic Vitality Master Plan Appendix D: Community Engagement Documentation • Economic equity and inclusion for populations facing barriers to economic and social mobility • Economic equity and inclusion for populations facing barriers to economic and social mobility • Strategically assisting those in the creative economy (which is a very broad definition and can include many types of workers) secure, maintain, and/or provide a stepping stone towards housing. • Deeply address housing and zoning issues + income (taking a strategic look at creative economy) in each ward, starting with South Fayetteville. • help the local restaurants, retailers & small businesses remain open • Support local businesses • Helping the individuals who have been impacted by the Covid-19 pandemic. We would also benefit from strategies focused on increasing affordable housing in the area. • 1 feel that the focus should be on opportunities for the city of Fayetteville to grow while providing equity with the opportunities that are created. • Families who have lost employment; investments in small businesses that make Fayetteville unique • Direct investments to strategic economic ecosystems that create a high skilled workforce. • Take your time. Make strategic catalytic investments that benefit many. Don't build roads with it, the infrastructure bill is coming. If you invest in small businesses- do so in fixed improvements such as permanent outdoor seating or facade upgrades. • Shore up small business with incentives • Anything to improve the quality of life for residents in the area of affordable housing, accessible food and healthcare, and the workforce. Also, investments in mental health and the arts as well as infrastructure. • Recovery for families and small businesses • Helping people of color to own their own house. • Saving as much green space as possible. And hiring people to better Fayetteville. And saying NO to developers. Stop building apartments. Pubic transportation, and a train to Bentonville. • Public transportation! A train throughout the metroplex. This would bring manyjobs. • Workers with low income and families who were disproportionately affected by the pandemic and small businesses/agencies that provide jobs and services to those families, with any remaining funds used to navigate pandemic -related needs as they unfold • Providing resources to qualifying families impacted by the pandemic, helping small businesses get back on their feet, and bolstering the creative community. • The small businesses most affected by Covid-19 can be helped. However, my belief that that is not through individual assistance, but through building new infrastructure and the jobs that will go along with that effort. • Support small businesses impacted or closed due to Covid • Help existing small business owners with recovery; incentives for diverse small businesses to start up • Infrastructure to support responsible infill and development • Provide job skills training to all people, including those with disabilities. Affordable housing; city sponsored daycare (use existing schools/teachers); incentives to small businesses who hire differently abled people; more diverse new businesses Economic Vitality Master Plan Appendix D: Community Engagement Documentation 19 • Fayetteville needs to establish an identity in NWA. Is it university led, arts and entertainment led? • Get people back into businesses. Foot traffic was already declining pre-covid in Fayetteville. There is little identify in Fayetteville. When people from Tulsa and KC come to Fayetteville and ask what to do, I say have you been to Bentonville? • The labor shortage is hurting small businesses. We need to incentivize people to work so that small businesses can meet demand. Not sure how to do this but its a problem, and an opportunity. • 1 trust your judgment! I do think focusing on infrastructure is always a good thing, as that inherently creates jobs while remaining future -focused :) 10 1 Economic Vitality Master Plan Appendix D: Community Engagement Documentation African American Advisory Council African American Advisory Council, May 10, 2021 [17 participants] Q1: What is Fayetteville's biggest strength in the area of economic vitality (one word)? resources access art innovation parks and trails creative space funding Q2: What is Fayetteville's biggest barrier to economic vitality for black businesses? entertainment transit culture >- cliques a) location :F5 Q) access promotion U U connection ° opportunities U) goodoldbuddy gentrification Q3: The Economic Vitality Plan has five strategic focus areas for the new plan. Rank the focus areas on what is most important to you. 1st EI::Dr,; r-',c aUl:'j cna t3rp3pulct�Dr; who face barriers to economic mobirtty. Support, growth. and retention of Fayetteville 2nd Small Businesses. Growth concept oriented development 3rd Workforce and Attainable Housing as well as the attraction of new jobs to Fayettevllle. 1. Workforce Development and Job Skill Training 4t1 I Opportunities for all rJtfl Economic Recovery from the COVID-19 pandemic. Economic Vitality Master Plan Appendix D: Community Engagement Documentation 111 Q4: What goals should be set for black owned businesses, residents, and members of the workforce in the plan? • Lowering the unemployment rate for black residents, raising wages for black residents, increasing the number of black owned businesses. • Affordable prime retail locations • Education and support for Black owned businesses... • Support for non profits. • Increased wages but also increasing the number of black owned business access to sustainable start up capital Q5: What actions and strategies would you like to see in the economic plan to assist black owned businesses and residents, to achieve these goals? • No comments. Q6: The City of Fayetteville will receive recoveryfunds from the American Rescue Plan. Broadly, what do you feel the priority should be with these funds? 1st Direct assistance to qualifying families 2 nd Providing aid to small businesses 3 rd Reskilling and vrarkforce training for residents impacted by the COVID-19 pandemic 4t h Aiding the performing arts and creative economy 5t h Strategic investments to bolster economic activity 6th IM Infrastructure investments Q7: What should the City's focus be with the funding it receives from the American Rescue Plan in the area of economic recovery? • The people need funding to pay rent and utilities. The arts can also can be a resource to help with mental health trauma from Covid. • Mental health counseling • Grants for Black -Owned Businesses and nonprofits that help to open job opportunities, workforce training. Small Business Resiliency Task Force Fayetteville Small Business Resiliency Task Force Agenda Notes May 13, 2021 • Next section of the plan development is Small Business • ARP recently had major update released • Reviewed Menti results from 1 st session- feedback has been forward thinking • ARP for City is roughly $17.4M (directly allocation, not through state) 12 1 Economic Vitality Master Plan Appendix D: Community Engagement Documentation • Provide guidance for next phase of plan development • Goals for small business- should be specific and measurable • How do we measure survival rate effectively and efficiently? • Can we measure employment (employee) growth? • How to set the baseline? Maybe the 1 st year is the baseline, then track the trends after. • Minority and women owned businesses reach the same survival rate as the overall population survival rate. How long until we reach this? What year? May not be good to establish baseline in a recovery year..... may use 2023 as the baseline. Getting to 50/50 in 3 years may not be realistic. Could take 10 years to get to parity. • How we measure how often Fayetteville attracts a business start that could have went elsewhere? How often are new starts happening here vs elsewhere? Why? Possibly a Fayetteville startup / small business Net Promoter Score. May get through perception vs reality. Hopefully something simple. Add the question to the business license- on new and renewal. Could put an absolute target here. A score of 7/10 would be excellent. If Fayetteville does not have this, it needs to work on improving. Ensure that its anonymous and we are looking for candor. • Set a goal around NAICS code 72 (hotels, restaurants, bars). Excluding chains, we should set a goal here. Increasing and returning lost sales. Potentially use 2019 as baseline? Look a trend line? Maybe discuss w/Mervin on this? Hannah: will be years to get back to 2019 levels. How do we collect the specific data within this sector we need? Try to return to 2019 as soon as possible. 5 years from 2022.... By 2026 we will have returned to the same trajectory as we were on 2019. Fayetteville Arts Council Fayetteville Arts Council, May 19, 2021 [81 participants] Q1: What is Fayetteville's biggest strength in the area of economic vitality (one word)? live performance modeling friendliness accessibility collaboration Q creativity theaterartistic o athletics Q v) a its o o nature0 O restaurants entertainment 2 C: :3 arts and entertainment .o O 5 o performing arts 0 0 o demographic .E o, E E 0 0 Q3: What is Fayetteville's biggest barrier to economic vitality for members of the creative economy? Economic Vitality Master Plan Appendix D: Community Engagement Documentation 113 inspiration bikes blues and barbecue fear of change performance venues transportation opportunity disconnection communication collaboration cost of living OU promotion access ° y 0 talent a a`o 3 o o N 4) funding community ° o resources o inclusion money 6 a) : outsourcing gentrification navigation affordability v.ages ,....: r, .r , .i - Q4: The Economic Vitality Plan has five strategic focus areas for the new plan. Rank the focus areas on what is most important to you. Economic equity and inclusion for 1 •" t populations who face barriers to economic Md mobility 211 d Support, growth, and retention of Fayetteville Small Businesses 3rd Economic Recovery from the COVID-19 pandemic Growth concept oriented development 4th Workforce and Attainable Housing as well as the attraction of newjobs to Fayetteville Workforce Development and Job Skill 5th Training Opportunities for all 14 1 Economic Vitality Master Plan Appendix D: Community Engagement Documentation Q5: What goals should be set for artists and members of the creative economy in the plan? • Fayetteville should be a next IMPORTER of creative talent across the sector • Increase job opportunities for talents • Increase the % of creative sector businesses over 10 year time -line • Create a central resource depository for artists and members of the creative economy. • Increase city investment in the creative economy from 1 % to 5% over the next 5 years. • Increase access to affordable workspace and affordable housing. • "Develop more holistic data analytics tools • (for example, social impact, diversity impact etc.)" • Retain the talent of recent graduates from the UofA. Track the retention rate. • Deeper state and national collaboration with advocacy groups (such as the recording academy) • increase job opportunities for creatives by 2% in year one, 5% in year 5 • Track economic impact of arts • Invest in collaborative studio space for creatives. • Funding and gig opportunities • provide more live/work spaces for creatives. • Fayetteville's arts institutions are unique cultural assets which have the potential to create a community of working arts professionals if adequately supported. Sustainability and scope of this support will make the difference for the long term. • Better and deeper partnership with the business community • "Have artists stay in residency for at least 4 weeks when creating work. • Create more sustainable arts administration and arts support positions as part of the cultural corridor" • Have a median income for artists in line with the average for the city • To be able to help, not only financially, but also ease the workload of our artists. The arts, especially theatre, can be all consuming at times, and being able to support a family, plan for retirement, and make world class art would be amazing. • Definable expectations and meaningful contributions to the Community. Rather than make pretty things, make things that help other people through functionality. • KPI's: Collaboration across disciplines, organizations, & partnerships with local businesses, Outreach/Engagement efforts & results, workforce training in the creative arts, attraction & retention of audiences & staff. Qualitative & Quantitative data • Equity! Q6: What actions and strategies would you like to see in the economic plan to assist artists and members of the creative economy achieve these goals? • Track economic impact of arts. • Clear messaging. Many artists look at programs/initiatives and assume that they don't apply to them. Boost that outreach, invite people in. • More non-credit creative education offered to organizations and individuals • Invest in collaborative studio spaces for creatives. • promote "local" talent • Provide training in creative and artisan job skills. • Establishing a communication channel Economic Vitality Master Plan Appendix D: Community Engagement Documentation 115 • "Ambassador Program" supporting & promoting traveling Fayetteville talents. Using them as city ambassadors. • Studio Tours • Inverse of education: bring policymakers in to creative occupations to better understand them • Bring back Fayetteville Arts Council • Bring back the Fayetteville Art Festival • Hire a Cultural Arts Corridor Director • develop cost sharing and profit sharing events and arts experiences • develop profit-sharing arts events and experiences (seek sponsorships and granting • The City of Fayetteville should catch up to peer aspirational cities nationwide and budget for sustained support of the arts every yea r—including meaningful operational funding, capital support, and grants to support projects that employ artists. • Invest in artistic labor • Create city funded arts and culture department • Better wages for anyone who contributes to art, music, and theatre. • Mentorship, networking, consultants, leadership training for rising staff/artists, funding for programs & general operating support, partnerships with larger and smaller orgs, monthly or quarterly progress check -ins. Short, mid, long term goals. • Community ownership of artistic institutions, public funding • Cultural Arts Corridor programming that emphasizes live performances as one of it's highest priorities Q7: The City of Fayetteville will receive recoveryfunds from the American Rescue Plan. Broadly, what do you feel the priority should be with these funds? 1st Aiding the performing arts and creative economy 2nd Direct assistance to qualifying families 3Y, Reskdhng and workforce training for residents impacted by the COVID-19 pandemic 4th Providing aid to small businesses 5th Strategic investments to bolster economic activity 6th Infrastructure investments Q8: What should the City's focus be with the funding it receives from the American Rescue Plan in the area of economic recovery? • Aid the hardest hit sector: Creative Economy • Aid LIVE ENTERTAINMENT • Ditto for focus on the creative economy. it was underfunded even before Covid. • Direct tuition/fee assistance for re-skilling for residents • direct payments to all citizens under a certain income level • Create projects and gig opportunities across all city departments: transportation, parks, facilities etc. 16 1 Economic Vitality Master Plan Appendix D: Community Engagement Documentation • Get money in the hands of creatives. Fund events. Fund projects. • Tech and Wi-fi access to any without it • Job training in practical artisan skill sets. • Help businesses expand their e-commerce and back end services for that • Teaching technology and marketing skills to members of the creative economy • The City should work to bring performing arts institutions back, and invest in making them accessible to the public and invest in long-term strategies that will make them more resilient in future crises. • Performing arts and arts and culture. • Small business and downtown Fayetteville. • Supporting anyone who makes under 40,000 a year. • Creating sustainable housing programs and bolstering food banks, homeless help, victims of domestic violence, rape crisis. • Support local live theatre. • Rent assistance, grocery assistance, food (from grocery store) recycling programs. City sponsored used car rental program! Master gardening class to grow your own nutrient densefoods. • Turning lawns into gardens and feeding the community. Drug/alcohol rehab facilities, therapy sessions, programs that encourage the community to visit the park (yoga, kid events, water sports, music, painting class/demo), classes on DIY • Funding for the arts & hospitality industries that were hardest hit and are slowly returning. • arts institutions and local artists • Arts, arts, arts and more arts. It is a proven economic driver and plays into what Fayetteville should lean into going forward. Q9: Do you have any additional comments about the economic vitality plan you'd like to provide at this point in time? • Comment removed given it was a participant providing all of their contact information • Nope • The priority areas identified in the economic vitality plan err in not singling out the arts and Fayetteville's unique assets as a pillar for future growth. Steering Committee Meeting #2 Steering Committee Meeting 2, May 24, 2021 Q1: We heard a lot of members say "be strategic with the utilization of the funds". What are examples of strategic uses? • supporting city staff • That will bring biggest bang on the buck • Managed programs • That will bring synergies to all the groups concern • Programs that can continue and graduate away from direct support. • Capital projects or other one-time items. Not ongoing projects. • Coordinated among city, partners, community • Use it to assist small businesses who are struggling. • Make sure that we "take a village" approach Economic Vitality Master Plan Appendix D: Community Engagement Documentation 117 • Can we provide "guides" to go along with direct support? • Zero percent interest loans to startups and small businesses • Determine where the best leverage points are that will result in the most impact • Do projects that we want to do but don't have funding to do • Affordable housing programs and projects • Fayetteville is a quickly growing municipality operating with the staff of a much smaller less intricate city meaning often staff focus must be on immediate issues vs a more visionary approach. • Determine metrics for success ahead of distribution of funds. • Make long term investments that build for the future vs direct assistance / burn up the funds • Making sure that the use of the funds have measurable impacts. e.g.. save a business. • Sustainable • Funding plans with clear end goals and achievable action points instead of broad stroke idea chasing. • pay for zoning reform, create affordable and workforce housing • Have one stop center for communication • pay to implement the regional mass -transit plan • If we can create a revolving fund for business that might be smart • Matching grants for Fayetteville -based ventures that secure federal SBIR/STIR funding. • City to have a Capital project funding source to allow city to be flexible and respond to needs • A balance of helping marginalized groups and the general public. • Create a shared vision for the long term and make sure every decision connects to that vision • Investment in built infrastructure for businesses. The expense of FFE is a huge barrier for brick and mortar, and difficult to finance. • Acquisition of land for municipal needs to include parks • Launch an evergreen venture fund modeled after KC Rise that can be a syndicate partner for Fayetteville firms raising venture rounds. The fund could never lead but could follow a private lead. • Market (road show) for any programs. Make sure we are listening to and supporting groups that we don't normally see at the table. • Ensure we are not duplicating efforts - of other governmental entities, non -profits, etc. • Investment in capacity inside our city's small business support structure to specifically guide Gig workers in our city through business development, benefit guidance, etc. • Provide grant incentives for UA students to launch businesses in Fayetteville upon graduation. A requirement would be to complete the UA entrepreneurship track, compete in the Governor's Cup or the Heartland Challenge. • Interview people who have experienced struggles, invite them to this group • Fund the launch of a professional trade school aimed at construction management, welding, plumbing, electrical, advanced manufacturing, etc. • Housingfirst • Regarding housing/infill/development: Incentivize development along 71 B. • Create a scalable & resilient workforce training program / center 18 1 Economic Vitality Master Plan Appendix D: Community Engagement Documentation • Support upfront costs of infrastructure and programs that "get the flywheel spinning" and catalyze private investment. • Investing in sector -specific professional biz dev programmingto help small business entrepreneurs diversify revenue streams and appeal to national and global customer bases, such as food products, e-commerce, digital/influencer marketing, etc. • Partnering with nonprofits to combat food scarcity • Job training in service and trade sector to help people retrain and re enter the work force • We need long term infrastructure programs that plan for later public -private collaborations and investments. Programs that support technical support services and needs of small businesses. • Strategic • Strategic • Strategic • Professional Development for Entrepreneurs • Establish an ecosystem for childcare, elder care, and disabled care. Identify existing providers and build new ones where they are needed. • Work with nonprofits like Single Parenthood to remove barriers so single parents can work • Establish an inter -city commuter rail line to reduce citizens from driving thus saving transportation costs to work and to play • Pay event planners to organize events throughout the city to bring people and families out • Promote work schedule flexibility. 4 day work 3 day off, 9/80, job sharing, etc to allow more workers to rejoin the workforce pool • Organize more workforce related field trips for our K-University students • Implement our own version of Campus Philly to retain UA graduates • Use funds to provide public investment in developing public/private mixed -use projects located in Growth Concept Map Tier 2 &3 Centers. Q2: Lets dive into section 2 and 3 of the Department of Treasury Guidance: What would you use the money for? • build better water and sewer infrastructure. Bury power lines. build more high speed data infrastructure. • Build the sewer utility system to help mitigate flooding • Infrastructure for free or reduced childcare for all residents • Create a development incentive program to help lower construction costs • "Section 2: 20% • Section 3: 80%" • 2- assistance for childcare • Identify the hard hit sectors in our locale specifically, not just the national average. Create programs with insight and information gathered from those sectors specifically instead of guesswork by people not in those sectors. • Grant based funds for food scarcity • Launch an evergreen venture fund that can use both equity investment and venture debt lending. This can be a new longterm feature for Fayetteville. • Develop social work sector aligned with FPD • Section 3: implement regional mass -transit plan Economic Vitality Master Plan Appendix D: Community Engagement Documentation 119 • Infrastructure improvements that reduce the development cost to create affordable housing • Truly free and readily available high-speed Internet for everyone in Fayetteville. Use the money to make this a reality. • Child care assistance is greatly needed. • Raise standards and wages for childcare facilities • Cover the loss of HMR tax for parks and tourism • 2-fund free meal programs for all Fayetteville kids/families. • 2 & 3 - assistance for elder king term care... opportunity for job development in this sector • Provide training programs and zero percent lending aimed at helping businesses transition to robust omnichannel and digital business models. • Support groceries and restaurants in providing food to those in need. • Access funds to help with childcare costs. • 2- more social worker capacity at city level, both in and out of the school system • Train hospitality and tourism workers, certify them, and pay them premium wages. • Mitigate natural disasters from happening in the future • Invest in utility infrastructure that can reduce cost of living overall. • Consider a Gap Fund similar to that established by Energize Colorado for small businesses with focus on those entrepreneurs disproportionately affected by COVID-19: https://energizecolorado.com/gap-fund/gap-fund-frequently-asked-questions/ • Childcare and support for women to re-enter the workforce post COVID • Invest in live -work housing. • "Building things that will last, that will impact lives & businesses long term - build a workforce: facility & program, quality curriculum, vigorous screening - up skill, reskill, increase skilled workforce to attract job providers" • Invest in public transportation: bus shelters, increasing routes, green vehicles. • "Housing first - provide security - provide hygiene - once "where do I sleep is solved", move onto the next thing to stabilize their lives" • Resource center to help people navigate services (Local, regional, state, fed programs & services) • Provide incentives to employers who offer flexible work to accommodate working caregivers. Look at https://werkLabs.com/#statement as a possible resource. • Create ongoing gig/projects/funds for the creative economy to bring more public art to the city. • Build a pilot project showing developers how we can use existing land/buildings along 71 b to make mixed use projects. • Eliminate the cost of internet to all by providing it as a city service or subsidized service especially for lower income households. • Rally together public -private partnerships with intention to facilitate the provision of monetary and in -kind match so often required to be competitive when submitting proposals for multi -year federal funding opportunities. • The COVID problem has many examples of successful work from home. Let's not lose the experience and get schools to consider curricula showing how partial or complete work from home can succeed. 20 1 Economic Vitality Master Plan Appendix D: Community Engagement Documentation • Free mental health services. • Free Fayetteville -based elder care case managers. • Section 3: if one of these funds come to fruition, we ought to ensure that representatives from the hardest -hit communities and families should help form how the funding is applied for, approved, and flows to the people who most need the resources. • Build a "resource hub" - easy to navigate online catalog to connect to services; train volunteers to "coach" & triage those who need help. • Distribution to individuals and ket the market control growth. • Invest in micro housing and transitional housing. • Diversify transportation options • Accessible personal finance coaching and mental health services to give people the language and learned behaviors for overcoming racial pain and generational money trauma • Continued free -fare transit for low income households. • Pattern Zones, Transit pilot projects, Pre-K, Workforce Development, Affordable Homeownership support • Childcare infrastructure • Help people of Fayetteville who got behind on their water utility with a 100% forgiveness. • Use the suggestion from the 1 st question • Hire community navigators to actively identify all barriers facing our citizens and then creating the solutions. Set aside funds to pay for some of the solutions • In all expenditures, look at how to recycle them as much as possible • Invest in a wholesome education including how to love oneself and financial literacy to produce productive and healthy citizens who know how to build wealth overtime • Design and implement education, activities, events that teach different cultures, their traditions, and mindsets to build a tolerant society • This new society needs new teaching tools such as using more visual aids like videos or documentaries to teach. Spend money to produce them, to do marketing campaigns to change old paradigms. Q3: Do you have any specific programs or initiatives you feel would be a good utilization of the ARP funds for to aid restaurants, bars, and hotels? • With the current need for workforce, we need a gig employment initiative to help support the hospitality industry. • Professional development in local, state and federal tax management. • Create events to encourage people to visit our restaurants and bars. Create conferences for up to 150 people so they may stay in our hotels. Q4: Do you have any specific programs or initiatives you feel would be a good use of the ARP funds to aid the creative economy and performing arts? • We need incentives to residents to participate in the performing arts economy. • Fund an awards program to recognize talent in the community. • Expand Fayetteville's GIS public art map into an app. • Bring back the Fayetteville Art Festival. • Bring back the Creative Exchange Conference that provided professional development for the creative economy. • Establish a directory/app of Fayetteville talent. Economic Vitality Master Plan Appendix D: Community Engagement Documentation 121 • Fund a best practices guide for the community on what to expect i.e., fees, process when hiring creatives of different fields i.e., muralists, entertainers, graphic designers, illustrators, photographers etc. • Establish a program where youth can learn to sell the art/food/crafts and learn entrepreneurial skills that culminates in them having a booth at the Fayetteville Art Festival or Farmer's Market. • Establish an ecosystem for the creative economy where we could gather all the creatives in one platform • Hold competitions at local, then regional, then build it to national. Like the sports league. Set aside funding to help them produce films and documentaries. • Build/repurpose a mixed use building for creatives to live, work, and display their work. The building will be a one -stop center to support creatives. • Help creatives build online presence and teach them the business aspects of running a business. Or assign this task to a professional team. Q5: The topic of childcare was discussed a great deal at meeting 2. Do you have specific strategies or actions related to this? • It needs to be available to all residents and there needs to be plans to reach out to the early education programs/workforce development groups to make sure we can meet the demand. • Create and help businesses establish teleworking human resources policies to add or continue work from home options. • Incentivize large employers to provide child care onsite. • Relax city rules to allow more in -home care for children • Establish a day care center in the Commerce District and in all our growth nodes. • Work with all the churches in town to help them establish a day care in their facilities • Promote to stay home moms to take in a couple of children in their neighborhoods for additional income Q6: Steering Committee Ideas for ARP Funds Credentialing existing job skill training resources to provide free workforce training to residents who face barriers to employment. Grants for permanent outdoor expansion (outdoor seating. stages, arklets, etc and facade improvement for small businesses. AZ Direct assistance to the Creative Econoay � t Utilizing funds to update the City'scode ofordinances , O 77 Y * Fund continued programming and activation of events in Downtown and =_ * throughout the City. Use funds to launch an Evergreen fund which could be utilized until2024. 10 Diversify or Enhance transit options. 22 1 Economic Vitality Master Plan Appendix D: Community Engagement Documentation N_ L N 46 O c O Create a program to reduce or cover the cost of childcare and or eldercare. Strategic investments to add additional housing units in Fayette�r�Ile. Investment in micro or transitional housing. Create specific programs that target relief an assistance to the hardest hit sectors. s.s Grant funds for food scatty and insecurity. Create programs which aim to provide a talent pipeline for employers experiencing workforce shortages. low Q7: Macro Ranking of ARP Fund Ideas so far: 1st Broadband Investments ( Digital Inclusion) 2nd Chl dcare and Eldercare Assistance 3rd Incentivize employers to provide expanded benefits and more flexible options for their workers 4th Leverage funds to create a resource center and start a mentorship program for small businesses 5th Targeted programs that aid the hardest hit industry sectors (restaurants, hotels, bars, creative economy, performng orts) 6th forge TrainingTand Upskilling opportunities for residents facing mployment 7th Transit and Housing Investments 8th Water and Sewer Infrastructure 9th Leveraging the funds to provide access to low to no cost capital for srnall businesses Add social worker capacity at the Crty and School Distnct 10th level 11th Address food insecurity for residents facing barriers Mn s r Q8: Increase the 1-year and 5-year survival rate of small businesses. (Strategies to accomplish this)? • Assign the business owner to a mentoring team: city, seasoned entrepreneur, economic development team member that they can check in with regularly. • Have women and minority mentors available for woman -owned , minority -owned businesses. • Co-op marketing • Provide mentors and business coaching. Provide access to low interest loans. • Host conferences, training for new entrepreneurs training them on pitfalls, available resources. • Use data and technology to increase the survival rate • Offer shared marketing • Outsourced administrative services for the smallest businesses (likely under 20 employees). This will help small businesses wear "one fewer hat" and focus on delivering their product or service, rather than bookkeeping, invoicing, insurance, etc. • Easy access to working capital, post start-up phase. Economic Vitality Master Plan Appendix D: Community Engagement Documentation 123 • Communicate to entrepreneurs what businesses the city and public needs and where they need them. • Ensure small businesses and startups are fully aware of all the existing small business support services that are readily available in Fayetteville. Greater awareness and access can drive greater engagement • Incentivize green business practices • More economical lease space, with shorter leases. • Focus on helping businesses transition to modern digital marketing and Ecommerce driven business models. This can be accomplished through existing ESOs, the UA and other free or low cost service providers. • Look at how Greenburg, Kansas build back better after the 2007 tornado. • Encourage small business formation to meet future needs e.g. in healthcare • Provide strategic coaching for business on business strategy shortfalls (address market need/research, hiring/management training). • Supported internships or apprenticeships to help with talent pipeline. • Lay groundwork for attracting companies with (300-500) employees to reside in Fayetteville instead of only huge or tiny businesses. • Create a network of veteran small business owners, local government, and other industry members to support these fledgling businesses. Make it open, friendly, and welcoming. • Go to new businesses to ask what they need. Don't wait for them to walk into your office. • Having the evergreen fund to provide growth finance for small business at critical points when they might not be bankable is a key part of the equation. • Recruit a "food hall" to drastically reduce restaurant startup cost... they just have to cooked, the food hall markets, provides space, provides drink machines & seating, etc. These need to be in an area where people work/play as in Tulsa. • Quality & affordable co -working facility, attract a national chain. For the work from home crews, having space to meet clients, or huddle is invaluable, but unaffordable for some smaller businesses. • Create an LGBTQ-friendly entrepreneur campaign. • Make demand planning data public to help direct entrepreneurs to unmet market demand. Accelerate business development efforts through cohort programming. • We need more contact with new businesses and support to help them succeed. • Establish a Fayetteville Woman -owned business group to connect and identify them to customers. • Establish a Fayetteville Minority -owned business group to connect and identify them to customers. • Establish a Fayetteville Veteran -owned business group to connect and identify them to customers. • Assign every small business that receive a new business license to a small business navigator. The navigator will handheld the business for a year • Create a new -to -business forum in slack or facebook group, etc. where business owners are free to ask questions/help. No judgement. Moderated by city assigned staff or outsourced provider • Track all new business from year 0 to year 5 • Set aside funding to buy software necessary to help these businesses to be successful 24 1 Economic Vitality Master Plan Appendix D: Community Engagement Documentation Q9: Increase the 1-year and 5-year survival rates for women and minority owned businesses, bringing them to parity with the overall economy by 2031. • Encourage business development that can utilize U of A grads, particularly engineers who complain they can't find jobs here. • Helping to take care of the childcare, elderly care, etc. issue • Look at model Etsy has used to highlight women and minority businesses. They put those businesses up as the top search options. • One of the key aspects is providing more programs and workshops in multiple languages as appropriate. • Ask women and minority -owned businesses what they need to succeed and then work to make that happen. • Provide strategic services to coach & mentor (market research, business plan review, pricing, managing/hiring). • Grants to layer with traditional financing. • We need to increase the number of active women a d minority early stage investors. This might require providing incentives for successful women and minority entrepreneurs and investors to move here. • Incentive women and minority -owned businesses. • Non -dilutive funding opportunities managed by women and minorities at the leadership Levels. • Hire and pay minority and women ambassador -mentors to work with the new businesses. • Hire local life and business coaches to work with local business owners. • We need to either change or redesignate opportunity zones to offset ordinary income and to be open to non -accredited investors. • "Dismantling the barriers that hold women back. • Fast tracking women in critical sectors. • Calling society to action to support women -owned and minority -owned businesses." • Help disseminate the gaps in needs in Fayetteville and NWA to our citizens so they can make business choices that align with gaps in the market. Market Research - a hard part of putting together or even having the courage to start a business plan. • Provide networking/collision events for women and minority owned businesses to meet, invite those interested in launching a business • Train these entrepreneurs in technology, marketing, finance. • Make it easier to start again, not harder to fail. • Early economic education. • We should expand the Kiva loan program which already focuses on women and minority businesses but is resource limited. • For public funded projects, RFPs include a point system. Women and minority owned add points. Attending frequent local meetings adds points. This helps elevate local companies over out -of -region. • Web listing of minority owned businesses • Ensure business marketing collateral is not only geared toward adult consumers but today's youth, reinforcing the spending power of younger generations as they age. • Join the right to start campaign • Find ways to help "recycle" dollars so that dollars are spent X times in the community before leaving. Economic Vitality Master Plan Appendix D: Community Engagement Documentation 125 • Our own scaled down version of https://www.equalitycantwaitchaIlenge.org/about to rally awareness and public support around creating parity and beyond. • 1 assume we need a city/region in which people want to live including quality schools, restaurants, recreational opportunities. We seem to have a lot of these so we may need marketing. • Mentorship is a big need. • Before we can help this group, we need to see things from their lens. Listen to their barriers • Form a support group and hire experts to help/coach them. • Set aside funding to overcome their barriers if no other solution works Q10: Obtain a 70% net promoter score on new business license issues and renewals. (Strategies to accomplish this)? • New business shepherd to guide through the process. Relationship doesn't end after license is issued. • Remove friction points in City approvals and processes. And increase the speed and coordination of approvals. • Reduce process and regulation • Shared infrastructure costs for business space, both lease and/or own. • Benchmark the best practices regionally and nationally to balance public interest with clarity and fairness for businesses. • Connect with women and minority networks to encourage them to start, run and build businesses. • More internal collaboration and teamwork within city departments. Have heard that any new project just goes "to the bottom of the pile" in the next department in the process. • Provide coaching and process guidance, co -marketing, and make it very welcoming • Build a culture within City regulators that is oriented toward "yes we can" vs "the answer is always NO" • Assess our processes to eradicate any systemic racism. • Adopt code/processes from a city that does reallywell on this topic. • A license comes with a Chamber membership and automatic cross -promotion. • Develop a PR program that authentically removes long held perceptions. • Educate new entrepreneurs on why the City of Fayetteville has so many hoops. • Abolish parking minimums • Do an audit or "brown paper exercise" to map out the process flow for new businesses establishing in Fayetteville in target NAICS codes to help figure out why entrepreneurs are becoming detractors vs. promoters. • Bring more live music and events to the city • Work with U of A on bringing other events at Bud Walton and Baum Stadium • Establish a primary communication channel/hub ie emails/website for ongoing resources, trainings • Create a survey that tags along business license renewal time. Q11: By 2026, return the hospitality, food services, and accommodation sectors to $41 million in monthly taxable sales. (Strategies to accomplish this)? • Expand the ORA citywide • Expand ORA 26 1 Economic Vitality Master Plan Appendix D: Community Engagement Documentation • City Wide Large events • Citywide ORA^2 • Expand ORA citywide • Have events that can grow to become national events • Provide incentives for more festivals and city events to drive traffic to targeted businesses. • Boutique, home -based catering... super -secret supper clubs. • Make ORA available throughout the city. • Food hall - consolidate food options in a live/walk/work area - reduce startup & operating costs for restaurant owners • Change development codes so that small localized business can exist along side with residential neighborhoods • Reduce sales tax levels on targeted businesses for the next five years • Create attractive programs to entice people back into this industry both from an employee and owner perspective. • Food hall + co -working facilities targeting the now larger remote workforce; attract them to the area. Co -habitations work/eat drive up revenue. • Provide free parking Citywide in the evening, during lunch and on weekends • Organize conferences to bring folks to town • Educate the public on the "hit" to these sectors and encourage them to support them — marketing campaign. • Attract a regular cadence of national events during non -peak sport's seasons. Let's build on cycling and more. • Designing collaborative getaway packages in partnership with Breeze Airways and other airlines to attract visitors from San Antonio, New Orleans, and Tampa. • Pay people to come here to visit. • Provide UA credits for taking part time jobs in hospitality and food service. • Create marketing campaign and offer "hotel, car, restaurant, show" packages. • Expand first Thursday concept to expos highlighting local business here... mix with food/drink/entertainment... get people out, help introduce to new local options. • Make the process for pop-up food, music, etc. on the trail and in other developing areas frictionless. • Roots fest style food demonstration.... event in ORA district showcasing local food talent to help people discover local food. • "Recruit and incentivize existing conferences to • come to Fayetteville. Le.. Anime Festival" • Pray for a winning Razorback football team in 2021-2022. • Help expand George's Majestic Lounge to get the type of acts that go to Cain's Ballroom in Tulsa • Let's build and invest in a large, world -class conference facility near the Fayetteville airport. • Dog shows! • More airplanes coming to the Fayetteville airport will decrease the home values in the city. • Educate the public with data to show them that eating out and travel is safe for the fully vaccinated. • Help businesses with delivery options, fees to allow customers to order and pay online for delivery. Economic Vitality Master Plan Appendix D: Community Engagement Documentation 127 • Create a CIP for the Dept of Economic Vitality to allow the city to buy land • Provide funding to update the downtown plan. Hire staff to implement the plan. Consider the downtown square as a convention center. Buy the old mountain inn property to be the nexus • Create touristy events for downtown, midtown, and uptown. Create unique touristy features for each of the downtown, midtown and uptown. Like Carrollton Town Center in Carrolton, TX is a strip mall with 100%Asian restaurants and retail. Q12: Do you have any additional thoughts on the Small business section you would like to provide? • Small businesses have enough funding sources to help with operations. We need to spend our resources on technical assistance to them. Workforce Development Focus Group Workforce Development Focus Group, June 3, 15, 29, 2021 Q1: Should any of the funds the City of Fayetteville will receive from the American Rescue Plan should be used for workforce development? If yes, how? • Yes. Dedicated to non -profits, small businesses, bars, re sta u ra n ts.A42 B 16A20:A37A20:A40A20:A20:A43 • Yes. Workforce development for small non -profits, including those working with the refugee and immigrant community. • Grants to small businesses to cover training costs • Grants to small businesses to cover recruitment & retention costs due to labor shortage" • Yes. I'd like to see the city sponsor some scholarships or classes in the new library teaching kitchen. • If the funds are available yet. Some would say there is not a job shortage; jobs are shifting. If so, shift dollars for training for this shift. • Yes, work for creates prosperity for the community as a whole. • Yes. We area software company in NWA and would love to recruit local talent, but we have had quite a hard time filling roles in Product Development, specifically Product Owners and Product Managers. • 1 am slightly leaning on 'Yes' but still need to know the specific details. Entirely depends on what'workforce dev' entails, so that it simply doesn't become funds distributed bythe fed. gov/taxpayers to seemingly solve a big nuanced problem. • Yes, use it to develop programs in which people can learn trades and skills at a discounted/free rate • "Yes. • Youth technical education and readiness training" • Yes, by creating programs that prioritize diversity and inclusion efforts, especially among individuals with different abilities or challenged by any other factor that makes it difficult for them to find a job with a living salary. • "Yes. • Basic jobs skills training; MS Office suite, Resume Builder, basic PC training/certifications, computer concepts, customer service, communication, reading comprehension" 28 1 Economic Vitality Master Plan Appendix D: Community Engagement Documentation • Yes. We need training programs for hospitality workers, job fairs for small businesses to connect with candidates who want to work. • Absolutely. Funds should go to upskilling workers and assisting with career outcomes in Fayetteville and NWA. • Leverage the Library's purpose built training space and motivated leadership. • "Navigators" to help people looking for skill development to find programs, and find meaningful employment. • Yes - bridging the gap in staffing the hospitality industry and supporting more entrepreneurship • Yes. Many people may be out of work and need opportunities to get back to work as soon as possible. The water industry always need people with or without skills • Workforce development is key to reinvigorating our economy and retraining our community members. • YES! We have many talented, trained, educated and underemployed immigrants in our community. The community would benefit from their expertise and contribution to our economy. • Invest in welding, plumbing, and other trades. • N/a • If funding remains after relief needs are satisfied. • "Yes. • Housing, I believe." • This seems like an area of importance but what is the City's ideal role? Are there big gaps that could be filled or should the City be a facilitator to ensure people know about and can access existing programs or best practices? • Who is good at workforce development? UA, NTI, NWACC, other? Partner with those organizations to ensure the money supplements programs that will be successful instead of creating something new from scratch. • Yes. Many kids in High School have no clue about what to do when they graduate, nor do they know how to function as a citizen. I'd suggest an Internship program with Juniors & Seniors where the City assist with businesses to pay these Interns. • Yes! I would like to know what options/programs currently exist with the City. • Yes. Funding for scholarships for non-professional technical programs, such as drafting or engineering technicians, would be beneficial. Also, incentives to keep graduates in NWA might help. • Yes - though I with an unemployment rate as low as ours, I believe the funds should be targeted very carefully towards improving the quality of available jobs rather than increasing the total number of available jobs. • Yes. Upskilling offerings and small business recovery efforts. • Yes! • Not sure, it depends on what the other options are to see what would be most beneficial. Q2: What barriers are you seeing that hinder upward mobility of our residents and workforce? • The gap between market wages and the value of supportive services. • The CLIFF effect- cost of losing public benefits to take a higher paying job can outweigh benefits of better job. • "- access to reliable transportation (early & late hours, weekend routes) Economic Vitality Master Plan Appendix D: Community Engagement Documentation 129 stigma & stereotypes boxing underrepresented segments of our population in roles ""expected"" of their situation/condition (physical/ mental development)" • Childcare, affordable housing in close proximity to entertainment district. • A livable wage. While companies and owners are becoming more profitable this isn't be passed to the workers. • Lack of drive or leadership skills. Not necessarily lack of education. • Inspiration/Incentivization by able individuals to acquire AND teach higher, specialized skills that lead to more in -demand careers versus more common generalist jobs. Private - public partnerships in certain spaces and frameworks can help with this... • Offering money for other people to move to our area. Invest it back into the community centers like the Yvonne Richardson Center instead • Lack of knowledge of resumes, applications and interviews • Low salaries (ALICE level salaries), lack of affordable housing, lack of access to universal healthcare, lack of access to education, particularly education to acquire marketable skills in a short period of time, align with regional plans. • "- reliable transportation. City needs to rethink long-term transportation options. Ubers and Lyfts for workforce hinders upward mobility. - generally, cost of doing business in Fayetteville is expensive, which hinders opportunities for employment" • We do not have enough technology jobs in Fayetteville (-200 vs 1,000+ in Springdale and 10's of thousands in Rogers/Bentonville). Chicken and egg problem; need talent to attract employers, need employers to attract talent. • Transportation • Limited job opportunities in Fayetteville and per -capita pay is low. Water jobs do pay relatively high to start. • Transportation, child care, housing costs, language barriers • Openness of hiring/admission officers in local businesses and educational organizations Limits immigrants options. Funding for up-skilling and certifications is very limited. • Access to training. Very few training programs are in low income areas. • n/a • Public transportation, proximity of housing, need to expand eligible employee parking options downtown. • Public transportation and Housing • In our specific case, upward mobility is largely limited by company growth/success. If broadly true then helping companies to grow seems the clearest path to upward mobility of employees. • Our Government is one of those barriers. It's easy for people to never change their situation, their job or their future when they rely on assistance from the Government or other entities. Not in all cases, but sometimes helping is hurting. • For more middle income jobs, there is often a lack of career pathways for advancement. For lower income households, they often face benefit cliffs (The Cliff Effect) which can limit what jobs people are able to accept. • "Lack of public transport limits the range of lower income workers. • Big 3 regional employers are mainly outside of Fayetteville's limits." • Housing affordability and general cost of living considerations e.g. childcare, food, transportation, and healthcare. 30 1 Economic Vitality Master Plan Appendix D: Community Engagement Documentation • Stagnant wages and rising costs of living. • Lack of motivation and lack of a positive and collaborative attitude. Q4: What is your opinion on the following? 2 a a a� a c Availability of workforcetraining programs in the region. Relevancy of training orograms to current needs 3A Supportive services available tojob seekers (childcare, transit, housi0 Accessible information of relevant career pathways, supportive services, resourcgpartners, and job opportunities. Specific strategies to help residents who face barriers achieve upward econ mic mobility. Q5: What training programs are needed that are currently not available in NWA? • More pathways that DO NOT require going into debt, such as a four-year collegiate degree path. • Entrepreneurship training for folks in the lower SES (Canopy does in-house training but for immigrant -specific communities.) • Training programs need to include English as a second or third language. • Transportation and Housing costs. - Paid internships/apprenticeships with training costs not be absorbed by small businesses • Home ownership, business startup and financing • 1 think the training programs for software development and working in a tech company are outdated and not robust enough (if they even exist). • Plenty of programs/curriculums and institutions (NWACC/Brightwater/NTI etc.) -- but the barriers to enroll are more present than one would think ... Also basic economic principles and fiscal knowledge. • STEM, technology based training that is offered to people who can't afford it. • Readiness programs and technical studies that get people that don't desire a degree, a chance to enter the work force sooner and have an immediate impact. • Training to know how to fill out and submit resumes, applications, interviews and seek out employment • 1 am not sure if I have a full understanding/knowledge of the available programs but I believe we need more tech -based and retail -based programs, based on the realities and plans for the region. • I'm not aware of any training programs currently. Training workforce for hospitality jobs, technical trades, etc., would be great. • SOFTWARE DEVELOPMENT - quality, not the stereotypical boot camp experience. Also must be tied to apprenticeships & internships to gain experience & career outcomes. • Digital design: UX, UI - human centered design methodologies for web and mobile application development. Economic Vitality Master Plan Appendix D: Community Engagement Documentation 131 • Quality Assurance Testing for software • Training for hospitality industry workers • Out of 17,000 jobs open in NWA, 80% require 2-year or less; really need to look into this 80% to answer this question. • "CNA to RN • transportation/logistics • arts and culture • entrepreneur/small business start-ups" • Programs are here. They are spread out and not easily accessible for those without vehicles. • unsure • Arts management • More CDL Training Program • CDL, Plumbing, Welding • I do not have enough insight into current programs to be able to identify gaps. • Highschool Training & Internships with local Businesses to prepare our kids to join the community as a productive citizen. It seems a lot of kids don't know what to do when they graduate High School. I believe change starts with our children. • Engineering technician training programs, such as CADD. The current drafting programs emphasize architectural type work. • Computer skills are universally applicable and needed. • 1 know there are some efforts underway, but I believe the demand for healthcare talent in the region would validate the need for a training program. • Affordable programs with opportunities for scholarships; programs tailored to the direction our region are headed without losing sight of entry level needs. • 1 do not have any knowledge in this field. My observation would be that the City of Fayetteville does not appear to have trade schools and other industry training that some other cities in Arkansas have. Q6: What are some of the barriers residents face to achieving upward economic mobility? vunuuiiity of industries foreign certifications excessbureaucracies affordable childcare the cliff effect 0)2 program d oa lack of training y 2 R stable internet C c a food deserts ° �m N unaffordable childcare # o L u � ° childcare - language rn low hourly wages M o transportation Y a a c - o 4--r lackadaisical collaboration a _ housing awareness to opportunity o r o affordable housing access finding o a job access to support costs work ethic market opportunity affordable child care chronic health problems living expenses racism sexism strongneedsfoundotion job search education knowledge of opportunity 32 1 Economic Vitality Master Plan Appendix D: Community Engagement Documentation Q7: In the area of workforce development, what should the City of Fayetteville focus on with it's resources? • Invest in existing programs, cultivate programs that already do workforce development. • Supportive services and intentionally standing up low to no barrier pathways. • Invest in trade school programs (marketing!) • Training that provides industry standard and nationally recognized certifications, that can be awarded with a week to 4 weeks of training. • Addressing barriers that come with the CLIFF effect. • addressing manufacturing job access, health care careers, certification based training vs. college degree. • ROI of trade vs traditional pathways. • Charlotte, NC program. Bank of America initiative. • I'd like to see studio spaces available for creatives. Workspaces for metal workers, seamstresses, etc. • Studio spaces for creatives • It seems like there is a big focus on traditional industries - manufacturing, construction, restaurants, etc. I'd like to see more futuristic programs to get Fayetteville to be a true leader in tech • Building more exposure to STEM for students • Exposure to different job opportunities that are out there • Actual longterm sustainable (measurable) strategies in identifying the objective truths/realities that are limiting workforce mobility. Identify the root, sometimes uncomfortable. Then use a scalpel/laser instead of a sledgehammerto'fix' it. • "- Education - private+public strategies... (not limited to a specific institution type or Learning method. Can elaborate) - Identify technical deficiencies in systems and take action to eliminate them (usually a byproduct of excess bureaucracy)" • Training people to do the jobs we need done around the city and not outsourcing as much • Lower -level income residents • Education of younger people, minorities and low income. Age -based programs, focusing on workers wanting to make a career change. • Training opportunities, matched with employers, and accessibility for employees to work and employers to keep costs low to remain in business. • Training, yes, but even more critical is placement and support to help with finding positions, interviews, and retention • High quality skill development, tied to on the job experience and career outcome (2) help people navigate skill development options, and career outcome options. • Career pathways are vital. We often fail to help beyond entry-leveljobs that do not pay enough to support a family. • Program should be offered close to low income areas or transportation services should be offered. • unsure • Partnering with area employers and non -profits to offer funded opportunities for entry-level, mid -career, and transitional candidates, with a priority on underrepresented voices. Economic Vitality Master Plan Appendix D: Community Engagement Documentation 133 • 1 do not have a clear picture of what the City's role could/should be. For instance, I hear there are plenty of IT roles but then complaints that they don't have very specific skills. That is arguably an employer issue to solve and not the City's. • Developing our children to be productive citizens prior to their Graduation. Focus on the first 2 years of High School as the basics and then growing our children the last 2 years of High School to become productive citizens... College or not. • Look at high -growth employment sectors and focus on incentives and educational programs that will support those industries. • Increasing the share of higher quality of life employment opportunities • 1 believe Fayetteville should focus on populations and businesses that are struggling disproportionately when compared to the general public. • Paid internships and targeted training programs to bring students and other workforce to work at the City. Q8: Do you know of any innovative best practices used in other communities that Fayetteville should consider, in the area of workforce development? • More apprentices opportunities that employers don't have to subsidize upfront. • Utilize municipal construction projects both done by City staff or contractors as training opportunities: community workforce agreements. • New America: Partnership for advancement of youth apprenticeship. • Yes. Occu. licensing laws negatively affect those wishing to get in new fields. According to an IJI report Arkansas is ranked 3rd for avg burden of licensing reqs and count of reqs. We also rank 13 in least entrepreneur regulatory barriers ... Elab. • 1 do not • Cities like Denver or Boulder, CO have interesting programs • No. • Using the Library as a major hub for programming and support • Nashville Software School • Arkansas Center for Data Sciences Apprenticeship program • Portland, Maine has a viable integrated program that Fayetteville could glean key initiatives to be successful. • Mixed use developments like East Lake in Atlanta. • No • Not at this time • None • unsure • Not sure if relevant but the Center for Public Impact did some work looking at the West Philadelphia Skills Initiative that I believe showed positive results. • Yes. I've been in another community to where the City would pay 100% of a young persons compensation if they interned at a local business. I see this as an interesting move which benefits the Business immediately and the City for the future. • I'm really interested in the Opportunity Framework presented in this report. https://jfforg- prod-new.s3.amazonaws.com/media/documents/ResumeDataBook6.pdf Q9: Do you have any additional comments for the City about workforce development and job skill training? 34 1 Economic Vitality Master Plan Appendix D: Community Engagement Documentation • Important to invest in existing programs rather than reinvent new programs. • Investment in language translation is so important! Drivers license tests, for example. • Collaboration with existing organizations to strengthen their programs. • Hub for Work Development resources in various languages • Identifying real criteria for success and include both empathy and quantification... • I do not • No • Not at the moment • We have effectively done nothing to fix this regionally in the past 10 years regarding technology. The lack of IT talent &jobs in the region is devastating to employers. We are behind... Time to stop talking about this and do it right. • Ozark Literacy Council would be open to working alongside the City for the benefit of our residents. • None • None • None • None • No • Invest in institutions with a demonstrated track record of growth, entrepreneurship, and inclusive hiring practices. Support their programs and help to deepen and broaden offerings. Investing in success has a multiplying effect. • "The greatest enemy of a good plan, is the dream of a perfect plan." As it relates to the relief funding, my only comment would be to prioritize speed and hopefully establish a Leadership position among peer cities with decision paralysis. • 1 strongly believe that the Workforce development and job skill training has to start at the High School level during the Junior and Senior years. Our students would then have the chance of being educated on what the community has to offer them. Additional Staff Notes from the workforce development focus group sessions: Workforce Focus Group #1 6.3.2021 2:00 — 3:00 pm Via zoom Attendees: Daymara Baker, Hannah Lee, Keaton Smith, Tyler Clark, Zane Chenault Staff: Devin Howland and Chung Tan Workforce Focus Group Notes: • Cliff Effect —whereby welfare assistance recipients weigh the welfare benefits versus working in low -paying jobs. For example, Single Parent Scholarship Fund helps single parents making $13K - $16K. Once they complete their degrees, they may be making $35K - $40K. At this income level, they may lose their rent vouchers, WIC benefits, SNAP benefits, pay taxes, and health insurance, etc. that reduce their net take home income back to the welfare level. • SPSF has emphasis on healthcare jobs • Childcare, transportation, housing are barriers. Within transportation, it's also about reliability. • Some workers cannot drive. What are the alternatives for them? Tricycles, trails, bicycles? • Blue collar workers are now retiring. Where is their replacement? Economic Vitality Master Plan Appendix D: Community Engagement Documentation 135 • Apprenticeships, manufacturing jobs, trade jobs, construction jobs — how do we change the workers and their parents' mindset on these jobs. That it's not "either or" but can be both. Can we do an educational campaign? • SPSF does 1-on-1 coaching. Fayetteville High School does signing day. • Use the ROI approach. Start at age 16 through 30. Trade school route versus college route. Compare and see the ROL Do this exercise amongst high schoolers. • Working with NWA Council on economic upward mobility. For example, from CAN to LPN to RN. • No need to reinvent the wheel. Use what we already have and improve or expand on them. For example, those who currently provide resume writing training, make sure the resume is written in 21 st century style, not the antiquated style. • Big corporations like Bank of America are working on job shadowing, organize tours, etc. But what about smaller businesses? They want skilled workers but have no time to train and pay them at the same time. • Check out the New America program with a youth focus. • LBGQT group has harder time finding and keeping work. • Central hub with workforce resources. Can be online. Steering Committee Meeting #3 Steering Committee Meeting 3, June 14, 2021 Q1: Draft Goal 1: Ensure job skill training opportunities and supportive services are available to Residents who face a barriers to employment. • Work with Daymara Baker and other groups in the City to develop long term opportunities for residents facing barriers • Assess existing opportunities - state DWS, local universities, two-year, tech, non -profits, etc. What resources currently exist? • Work with existing businesses/industry to determine what their immediate needs are. What do they anticipate their future needs will be? • The barriers someone may face are very broad. One strategy or general approach would be to contract or equip the various non -profits that specialize or focus on a specific barrier. • There should be a very accessible centralized hub (digital) that houses relevant information about what resources are actually there, include success stories from local residents as well. • Is the City currently funding services with this goal beyond CDBG? If the City really wants to make an impact here- intentionality needs to be infused into the efforts. Broad economic growth of the City does not automatically lift all boats. • Identifying clear definitions of the barriers that residents face. Possible focus groups or survey data from unemployment office to find the barriers that are the most challenging to overcome. • Conduct an audit of what supportive services and non-traditional training programs the region has and work to fill in the gaps. Addressing gaps in most cases doesn't mean create something new, it's expanding existing organizations to accomplish this. • Ensure communication is translated. Determine best channels to reach residents. • Overcome personal expense to upskill, overcome revenue loss during upskill training, overcome transportation & childcare issues during upskill training. 36 1 Economic Vitality Master Plan Appendix D: Community Engagement Documentation • Leverage existing building/resources as possible, ex: leverage every inch of the Library expansion for workforce development. • Action: adequately screen and help "up skill seekers" to find the right "fit". Not everyone is fit for engineering or software development, etc. • Provide soft skill training. Communication, empathy, etiquette are as important as hard skills in the workforce and can be deal breakers. • Go BIG... we have talked about this as a region for far too long. We have seen programs with small impact, and no impact. Reference executive interview with Microsoft: if you are going to fail, fail BIG. • Basic needs have to be met before upskilling can happen. The workforce plan must address tiers, ex: (A) current skill below livable wages, (B) skilled worker, skill replaced/layoff/outdated, (C) modern skilled worker, upskill to increase income • Provide financial scholarships to residents to attend training • Collaborate with schools at all levels. Transportation may be limiting factor. • Focus on skill trades that are in short supply - construction management / carpentry, plumbing, electrical, HVAC, etc. Partner with existing providers and promote the opportunities. • Green jobs training for those who face barriers to employment (criminal record, homelessness). Provide green jobs financed by a regional carbon credits program • Childcare for families • Complimentary funding to go along with scholarships, grants, etc. Bridging the gap. • Job skill/talent mentors, coaches, case workers to individually work with willing workers. • Provide staff/organization to help residents navigate employers & workforce options, explore collaborating with HARK community liaisons. • Inventory specific barriers, research effective means to help each barrier. • Veteran job fair • Instead of having them come to us, we have to go to them. Hire Job Coaches to go to the jail, the schools, their homes, their places of worship, the welfare assistance centers, the food banks, and so. on • Encourage employers to offer career pathways to their workers • Educate parents on career pathway options • "Employee Engagement to identify skills • Talent engagement to identify services needed • Matrix to overlap services needed by talent/skill type" • Provide scholarships for area certifications and trainings. Provide child care support for training organizations so that they can offer child care onsite while trainings take place. Increase marketing of skills training where child care is provided. • Create a task force of local training organizations. Facilitate coordination between them so that they can co -brand, co -market, and co -support child care and scholarship opportunities. • Provide transportation options. • Provide financial aid. • Provide Zoom option. • Provide childcare voucher. • Have marketing that shows people of all colors, all abilities, all ages, all backgrounds etc. • Convene training providers to coordinate offerings, scholarships, and childcare. Economic Vitality Master Plan Appendix D: Community Engagement Documentation 137 • Offer scholarships, child care, and transportation. Create a coalition of training organizations to facilitate and coordinate offerings and training needs. • Better marketing of programs in place that help with training. • Making sure online options are available fo training for those who have issues w transportation • Provide educational outreach and community navigation to help familiarize citizens on available no -cost support services. • Affordable public transportation. • Citywide wifi accessibility, preferably at no cost. • Access to affordable childcare or childcare credits. • Upskilling and mentorship opportunities. • Provide more trainings by diverse business owners / specialists / successful locals. If alljob training is provided by a narrow demographic, it is less useful and less likely to draw in diverse trainees. • Provide an organizational structure to support job sharing for more flexible work schedules that support non-standard workers (and those with care needs for others) Q2: Draft Goal: How do we raise the median household income of Fayetteville residents? • Education / workforce training and skills development. • We have to raise the caliber of jobs available in the City, and it's going to take a big injection of industry to adjust it in a manner that we will notice. • Intentional efforts on two fronts: jobs and housing. Recognizing what we've been doing has not gotten us near the number of homes we need and median household income growth hasn't gotten Fayetteville any recognition. Can we tap into remote work? • How do we gather the information of median income? How is it reported and collected? Is it census data? Are students counted as residents in the census? • The University of Arkansas is the largest employer of residents in Fayetteville. Do they have any interest in increasing their cost of living salary increases or wages for non classified staff? • How do we find data on what job sectors residents in Fayetteville work in? Is there data on how manyjobs are physically available in the city of Fayetteville versus people working remotely for jobs based in other cities? • "Good payingjobs-part of the solution, we also need housing to make sure they can live in here, and the City is built in a way where people want to live. Yes, jobs is a component here, but median household income isn't going up unless they live here • Diligently work to attract higher payingjobs to Fayetteville. Provide training to residents which would enable them to attain higher paying jobs. • Increase the pool of skilled & experienced workers. This will attract more companies to create jobs here. • Upskill. • When appropriate, hire more students for internships, preceptorships, etc. • Continue to bolster tech and professional firms that will employ greater numbers of high - skill workers. Foster paid internships for UA students at reasonable compensation levels. Focus on building a work force of skilled trades. • Mentor/coaching to guide workers into more lucrative roles and fields. • Simple, plug-in training that is on -demand for workers seeking different roles/employment. 38 1 Economic Vitality Master Plan Appendix D: Community Engagement Documentation • As a society, encourage singles or individuals to find a life partner. Household income rises when there are 2 wage earners compared to when the household is headed by 1 earner. • Be strategic in creating/developing jobs that pay above the minimum wage • Help employers create career pathways for their employees. Take the workers in at entry level, and support them to work themselves up the career ladder. Eg, be a CNA, then LPN, then RN, then admin/mgmt roles such as DON • Address continuum of residents living in community. Attracting higher wage jobs won't move the needle if you don't address unemployment and homelessness • Create more service opportunities, infrastructure opportunities, and incentivize companies to come here who are social justice -minded, sustainable, and innovative. This will attract the type of talent that is creative and socially minded. • Raise the minimum wage • Attract industries that currently don't exist and that pay a living wage and more. • Raise minimum wage, offer financial counseling, raise the profile and support for Head Start, facilitate access to health care, and create more transportation options (bus, bike, train) • Work with the chamber and bring in more business opportunities that aren't currently available. • Provide entry level jobs that provide a decent standard of living • Training on how to become a gig economy worker and sustain freelance opportunities. • Financial literacy trainings with information about how to become an investor, whether accredited or non -accredited. • Programs to train up Fayetteville residents on remote worker opportunities. • More subsidized cohort training opportunities like LaunchCode. • Strategic planning around workforce development surrounding the hospitality and cannabis industries. • More training and more support for entrepreneurial / start ups of small business. • Support small businesses in upgrading their products and pivoting to include online and specialty sales. • Increase small business / start up support and training Q3: Draft Goal: Black and Latinx residents have lower median household incomes when compared to white residents. How do we bring them to parity? • Affordable housing efforts • Inclusion efforts at the city and chamber level. Partner with business leaders to bring awareness to the issue. Raise the profile of the conversation among community members. • Focused approach on resources and strategies that come from black and Latinx residents. In the process- we have to do a lot of listening. • Can we identify how large this gap is and in what job sectors it is happening in here in Fayetteville? With that info we can potentially approach these sectors with strategies and training for these residents. • Affordable childcare and housing, equitable access to capital, and aggressive actions to stop systematic racism. • Partner with community organizations to ask their input for strategies. • 1 have heard over 500 Latinx high school students/year in NWA with a STEM education do not go on to a 2 or 4 year higher education institution. Diagnose this problem. Economic Vitality Master Plan Appendix D: Community Engagement Documentation 139 • Get Black mentors who have "made it" go in and talk to black kids in poverty. Give them hope from someone that looks & talks like them. • We are fighting generational poverty. Some blacks thrived after the civil war, only to be suppressed with coordinated efforts in the early 1900's, and systemic issues including lack of equal housing lending into the 1970's. Break the cycle. • Training and education should provide opportunities. • Focus on skilled trades education beginning in HS. • Fund job training and the extra costs associated with job training. • Improve public transportation needed for work schedules. Look at alternatives such as van share, etc. • Family supportive services for adults wanting to continue their education or get specific job training. • Make sure that they are read, write, and speak in English. Make sure that they meet or exceed the various maths, English, etc. testing from k-25 • Give them opportunities to see what they can be. Usually, in families where the parents are doctors, the kids are likely to become doctors and so on. Show them that they can be whatever they want to be • Make sure our education system provides a wholesome education and not just the 3Rs. If we start them young, we may have a chance. • Make them aware. • Ask them how we can help. • Provide flexible schedules for training. • Get Black and LatinX recruiters for training and sessions. • Incentivize Fayetteville business to identify and address their own systemic racist practices. • Have high school entrepreneurial programs with Black and LatinX leadership to help mentor students and increase graduation rates. • Include people who identify as Black and Latinx in these conversations. • Invite representatives from organizations such as Arkansas United to be part of this process. Make sure that the outcomes of this process are translated into Spanish. Host one -on -ones with Black residents to better understand the barriers. • Further diversify this group of community leaders. • Focus on more DEI efforts that are actually tangible. It's not enough for businesses to say that they're looking for diverse talent. They have to actually HIRE diverse talent. • Provide free job training • Community -wide racial equity training with tactical tips on allyship and sponsorship within professional environments. • Raise a community transformation fund to be stewarded by leaders in the Black and Latinx communities who have a better understanding of systemic barriers. • Language accessibility plan integrated across training opportunities. • Deploying Pay It Forward fund on a scattered -site basis through Partners for Better Housing organization. • Raising minimum wage to living wage and/or tax incentives for businesses that pay equitably. • Financial literacy trainings and mentorship made available to Black and Latinx residents that are facilitated and taught by Black and Latinx trainers. 40 1 Economic Vitality Master Plan Appendix D: Community Engagement Documentation • Lower income houses are typically zoned to lower ranked schools. Change the feeder patterns to mix poor & affluent students. Rogers has national recognition for their feeder system. • Targeted job training, career support, and negotiation training that focuses on the specific challenges they'll face Q4: How do we increase the diversity of local hiring? • best practices info/assistance for businesses • Companies have to be transparent in ways they traditionally are not. Tulsa's Chamber has a program called Mosaic- it's been incredibly successful. • Attract more diverse talent to the area. • Computers and Al can help combat unconscious bias. Department of Labor collects this data from companies, but no one makes it public. As a community we need to push for companies here to not be afraid of publishing information, Tulsa is doing this. • Rethink screening factors for jobs. Ask employees for referrals. • Increase the qualified candidate pool of skilled & increased workers that are not white mail.... • Make sure qualifications fit opportunities. This may mean training and education again. • Work to increase skills, access, and awareness but don't artificially try to manipulate the situation to have the appearance of equity. • Regularly survey local businesses to measure baseline and improvements. Co -host career fairs and provide resources to businesses that need them. Partner with Engage NWA • Provide access to more diverse pools of candidates. Market in areas or through means that haven't been used before. • Individual coaching mentoring to match willing candidates of color with local businesses. • Be intentional. For example, if the community is 75% caucasian, 12% black, 4% asians, then have the employers strive to have similar percentages in their workforce • Require businesses that do business with the city (eg. over $1 M a year), for example, must show proof that their workforce reflect the community percentages. Those within $.5 - $1 M a year, must have a diversity plan on their hiring practices. • Employers want talent ... focus talent development programs on entry level but also need to Look at mid and sr skills training so they move up within the organization. Then they can be part of the recruitment process. • Educate businesses on the value of a diverse workforce! • Grow local awareness of Unconscious Bias. Could build a whole campaign around "Know Your Bias." The more people are aware of their own biases, the more they will be able to untrain themselves from their biases. • Include requirements for diversity into the business licensing process. This could include a reduction of the fee for those who can demonstrate an increase in diversity and inclusion in hiring. • Create DEI benchmark goals as a City. Then, Provide free marketing to businesses and orgs who meet the "Fayetteville DEI Goals." • Have local businesses work with the chamber and diverse groups to source candidates from nontraditional talent pools. • increase diversity of city employees to show we are dedicated to increasing diversity overall in the city Economic Vitality Master Plan Appendix D: Community Engagement Documentation 141 • Encourage the adoption of the world's first validated DQ (diversity intelligence) assessment: https://www.diversityintelligencellc.com/ - a scale developed by University of Arkansas researchers • Provide an assessment or audit for hiring practices with emphasis on applying DEI lenses. Is there proper representation across HR recruiters for local businesses? • Ensure search committees include representation that is reflective of the City's population diversity. • Anonymize resumes/use blind recruitment during hiring process. • Provide open -source inclusion policy guidance and recruiter's toolkit for enhancing local capacity and increasing know-how around diversity hiring. • Centralized cityjob posting board for free, that provides a blind resume service, making it harder for initial resume filtering to happen based on age/sex/gender/race of applicant Q5: Draft Goal3: Utilize existing skilled talent by removingthe 7%gap between male and female labor force participation rates by 2026. • Provide infrastructure targeting known household expenses, like childcare and broadband • study/address the link to childcare availability • Childcare Issue. If that code can be cracked its benefits will be far-reaching. Pay equity also comes into the discussion here as well. • We've talked a lot about childcare. Because that would help achieve this as well. • Offer some flexibility for work hours. Provide child care resources. • Address childcare and other barriers to females entering the workforce. • Equal pay for same positions. • Support more flexible work schedules and work from home for all. • Provide daycare and childcare for children before they reach school going age • Provide flexible childcare. • Provide gap services to women as they transition to different roles or places of employment. • Sponsored apprenticeships or training programs specifically for women. Look to trades where women are under -represented. • This will be difficult, but encourage the females to apply for jobs traditionally held by men. Do not be afraid. They may have to change their paradigm • Support women owned businesses that hire women only. In this case, the women will be holding C-suite jobs and will get use to it. Then, when they need to move to other employers, they are ready. • Have more employers offer paternity leave. When employers only offer maternity leave, that leaves the mothers having to stay home to look after their children and sometimes out of the workforce. • Increase options for getting help to take care of aging, disabled parents. • Increase access for day programs for seniors and disabled. • Encourage businesses to add telework options. • Child care, child care, child care • Publicize this goal and then tie it to business license renewals. If a business can demonstrate that they have met thst goal, they get a reduction in their fees. • Celebrate women in the workforce and encourage a culture of flexibility. • Encourage employers to offer pre -negotiated flexibility in job offerings. 42 1 Economic Vitality Master Plan Appendix D: Community Engagement Documentation • Consider narrative change campaign that highlights the benefits of gender equity and increased labor force participation by women for economic development. • Helping mothers return to the workforce after maternity leave - look at the work and research of https://werktabs.com/ • Career readiness coaching for women. • Child care. Q6: Draft 3A: Raise the labor force participation rate of female residents with children under six years of age and 6 to 17 years of age by 8% by 2030 • Provide infrastructure targeting known household expenses, like childcare and broadband • affordable, quality childcare • flexible work schedules and/or quality after school programs • Childcare. • Childcare. • Offer child care. • Address childcare needs. • Childcare must be at least part of the answer. • Support more flexible work schedules and work from home. • Flexible, affordable childcare. • Within each housing subdivision, encourage the creation of home daycare in the neighborhood. Having neighbors who we trust with our children to care for them will hopefully encourage us to go back to work. • Have mothers share a job. With WFH, there could be more opportunities to do this. • Encourage businesses to add telework options. • Increase Head Start funding. Increase incentives for onsite child care. Provide free marketing for Women -Owned businesses. • encourage flexible work policies. Provide guidance on flexible work policies. • Job boards or recruitment initiative focused on roles and positions with pre -negotiated flexibility and family -friendly workplace cultures. • Fast track more women to corporate boards and C-suite leadership in area employers. • Provide incentives for employer -sponsored childcare facilities. • Implement some of the suggestions in the book Lean Out by Marissa Orr. Focus on changing conditions, not behaviors. • Or, at least help women who take a few years off keep their skills current and help support them re-entering the workforce. Q7: Draft Goal 4: Make the economic mobility and inclusion of Fayetteville residents the City's highest economic vitality priority. • Develop a plan to monitor and activate, if necessary, areas of the City to promote mobility and inclusion. • assessment of city code - are there unnecessary barriers to this goal imbedded in the code? ex: drive up housing prices, the cost of doing business, etc. • As a percentage of the City's investment in economic development, job skill training should receive the most resources. Job skill training alone won't cut it- needs to be thoughtfully paired with supportive services. Economic Vitality Master Plan Appendix D: Community Engagement Documentation 143 • Invest in transit and deploy strategies to create more housing. Workforce development is not the only solution that's needed to raise economic mobility. How our City is built plays a huge role in'economic mobility'. • On the line of an evergreen fund, can one be established for residents who can't get traditional financing? Black Americans access to capital is a huge problem. • Align policy and funding with this- cover cost of training programs for residents with barriers. Incentives with a company? Do a hiring agreement for giving residents with barriers a chance. • Examine strategies other cities are using. • An experienced and qualified workforce attracts more jobs to the region. • More and more diverse jobs should enhance this. • Are people who represent different groups at the table where decisions are being made? • Win in attracting and retaining great talent in Fayetteville. When NWA residents have a choice of where to start a new business Fayetteville should be the top choice every time. Great businesses will hire and retain great people. • Start them young. Develop mentors/coaches. • Have a survey of income ranges to check that businesses are offering competitive wages. (See AIGA survey.) • For every decision that comes before the Mayor, City Council, and Planning Commission, ask the questions, "How does this impact economic mobility? How does this impact the ecosystem? • Housing housing housing • Coaching on personal finance at no -cost and in multiple languages. Building out trusted communities led by community members representing the Fayetteville residents we're seeking to include and bolster towards economic mobility. • Training + access to capital Q8: Strategy: What is needed to strengthen the relationship between job seekers and Fayetteville employers? • A centralized job hub • do they have the skills employers need/want? • Establish a program such as'campus Philly's. Job fairs are dated, companies can host mixers and non-traditional events that connect residents with businesses. A campus philly program that was open to students and residents would be huge. • Do students have opportunities to tour industry? Ignite in Bentonville was incredibly successful, though it only took the best and brightest. • Engagement opportunities. Businesses should come to residents, not the other way. Job fairs are becoming a thing of the past, there has to be innovative practices across the country. • Opportunities to connect beyond traditional means. The pandemic has really kept these two groups apart- it also presents an opportunity to connect in a new more innovative way. Can the City host connection opportunities in Downtown? • Make job preparation resources more readily available. • Create awareness forjob seekers to understand culture, customer, and typicaljobs of local companies vs. job postings which are temporary. • Create meaningful interactions for talent and employers to meet. The job posting/application system is beyond broken. 44 1 Economic Vitality Master Plan Appendix D: Community Engagement Documentation • Easy access to job opportunities. • An employment ombudsmen? Could be a position through the chamber. • Frequent, periodic surveys to local businesses about their needs. Keep tabs on the pulse of the needs. • Make sure Fayetteville is a place that is "easy -to -business -with" and the market will take care of the rest. • Tie skill development to career outcomes. Any program that trains people but does not have career placement results is ineffective. • Internships, job training programs • Encourage job exercises for students while they are still in school. • Insist on any youth 16 and older to either volunteer or work part time to experience work. • Networking and engagement of hiring managers • Advertising and marketing on where and when events are being held. • Have events to promote employers. • Have a website where employers can list their opening for free. • Matchmaking services • providing paths for upward mobility • More opportunities for open-door engagement among recruiters/business leadership and available talent. • Fellowships and internships that expose job seekers to employers when talent is still in school or prior to entry into the labor market. • Empower job seekers to become job creators through entrepreneurship. • Centralized cityjob postings + applicant postings. Q9: Strategy: How do we expand public and private apprenticeship programs and increase skilled trades training? • through the schools - ex. Bentonville Ignite Program • We don't have a technical education facility in Fayetteville. Right out of the gate students are negatively impacted because it takes far too long to get to NWACC or NTI. • Can the City get aggressive on encouraging companies to utilize these programs? We are having a massive talent crisis/shortage. Apprenticeship programs have a high retention rate- could be attractive to companies right now. • Money talks. Market the wages (and guaranteed raises) that come with these programs. Encourage industries such as IT and Healthcare to adopt these programs, ACDS is doing a great job on this. • Can the City lead? Bentonville has a program with their electric utility. If the City has positions it's struggling to fill, use these programs to fill the positions. • Help change the image of apprenticeships and the skilled trades. Many people have misconceptions that need to be changed. • Leverage ACIDS. • Work with appropriate businesses to create these. • Incentive to local businesses. Cost -share the initial program time. • Fund the cost of the apprenticeships so the businesses are willing to take the risk and spend the time required to make the program work. Economic Vitality Master Plan Appendix D: Community Engagement Documentation 145 • Out of 17,000 open jobs in NWA, 80% require 2-year or less training. Inventory highest needs & skill development needed to meet those needs. Ensure connections from skill to experience with local employers. • Additional funding for programs • By making it as easy as possible for this program to come into being. • Supplement existing state and federal program offerings - don't reinvent the wheel • Pay mentors and instructors competitively. • Be sure to have diverse facilitators, teachers, mentors. • Marketing and advertising should show people of ages, abilities, ethnicities. • The UA has staff who facilitate internships and mentorships. This would be a good model to follow. • Help employers stand up apprenticeship programs by engaging with CareersNWA. • Fund them Q10: Strategy: How do we aid in meeting Information Technology's workforce development needs? • business/industry needs assessments (do one or partner with groups that do) - work with educational institutions to ensure those needs are being met • Addressing this issue is going to require a lot of effort, including remote workers helping to address the gap. • Establish a program such as the coding academy that residents can take without encumbering debt. • It has to be a facet of early childhood education as well has economic equity. Four year education path isn't going to fix this- programs need to be streamlined to be more inclusive. • I'm not sure, this seems to be the multi -billion dollar question for Northwest Arkansas. • Coordinate education and training programs with workforce needs. Open a dialogue so the needs are clearly communicated and understood. • Create focused strategies that address the shortfalls of stereotypical boot camps, and provide meaningful skill development. • Create a training, apprenticeship, internship programs to provide skills & experience. • Provide events for existing technologists and those interested to mingle. • Provide mentorship programs to match aspiring technical talent with experienced talent. • Map existing jobs & skills in the region vs. skill availability. • Develop space for "creative collisions", collaboration, and remote worker office/meeting space in one of the city's hubs. • Train more people. • Target needs where possible and make sure education is directed to areas of greatest need. • Set the goal of achieving gender parity in coding classes offered by schools • Pressure must be applied to the UA to create a responsive and relevant 4 year program in CSCE that increases graduates with full -stack software skills by 10X. Certificate programs should be added to get cross -training adults into the mix as well. • Get local businesses in front of young students so they know the job opportunities locally. • Flexible, on -demand training for workers looking to transition into a new field. • Certification programs that naturally continue with IT classes at local high schools and colleges. 46 1 Economic Vitality Master Plan Appendix D: Community Engagement Documentation • Start with the industry practitioners collaborating with training providers to discuss what skills are needed, where are the gaps, and how to fill the gaps • More action and less meetings. • Offer scholarships. • Marketing and advertising. • Promote what we have. • Create training in missing areas of professional development. • Offer classes at night. • Provide childcare and family care. • Partner with sister regions where IT is really leading - Austin, for example. • Help elevate the public perception of Arkansas in the eyes of talent we want to recruit from outside of the state. DO NOT pass discriminatory legislation. • Develop city-wide perks programs (arts and cultural programming, community discounts, relocation bonus matching) employers can offer talent they're recruiting to the area. • Consider supporting a regional effort that mirrors what Tulsa has done: https://jobs.intutsa.com/ • Training to university students as part of their curriculum Q11: Strategy: How to we aid the existing accommodation and food services sector needs for talent? • partner with CVB or other group to hold a hiring fair or some other method to rise awareness of need • The talent shortage here is terrifying, yet I think this industry is going to have to radically change how they pay and provide benefits to their employees. Prepandemic restaurant employees didn't vanish, they left the industry. • Train folks who traditionally are overlooked (face barriers). I'd be willing to wager a lot of people out there struggling would love to work for these businesses. Use the library's teaching kitchen. • Housing / apartments in town that are affordable for people living at or below the median income range. • The industry is going to have to rethink wages and BENEFITS. Which means we the consumers are going to have to pay more (which will be necessary). • Provide pay incentives for hospitality workers. • Educational programs to prepare prospective employees. • Support a grant to make possible the certification program at the Fayetteville Public Library • Encourage automation. Change laws that prohibit 16-21 year olds from serving adult beverages. Provide career pathing education in hospitality. • Offer financial incentives • Gap funding to individuals until employers can offer full-time. • Facilitate coordination for shift sharing, flex scheduling. • Co-op programs for employee benefits. • Have the junior high schoolers spend a summer working in accommodation, tourism, and food service sectors and discuss their experiences in school in the following fall. From the career development standpoint • "Must incentivize work over unemployment. • Offer specialized training to get folks beyond entry level." Economic Vitality Master Plan Appendix D: Community Engagement Documentation 147 • Train new talent. • Offer new training areas for existing workers. • Be sure all offerings fit with their schedules. • Could we market our town and our restaurants to other rehions where food service training is happening? • Help professionalize the hospitality sector with programs to support smaller employers offer benefits and more competitive wages. Q12: Strategy: How do we further strengthen the relationship between industry and education with public school systems? • series of meetings to explore the options - what does each need from the other to be successful? • other towns have had some success with educator visits to industry - plant tours • Internships for students, externships for teachers. • Include businesses in the development and review of the curriculum. Include them in the teaching of courses. FPS's job signing day was a brilliant move, but more needs to be done to curb the stigma associated with many industries. • Think beyond Fayetteville Public School system- we need to think regionally here. • Can we take students to businesses? Has the Be Pro truck ever come to Fayetteville? • Create ways for the two to come together and discuss needs. • Map classes, especially AP courses to career outcomes. • Bring partitioners in industry into the classroom - workers not button ups, to answer questions on what students need to prepare for and what it is really like. • Carbon copy Ignite in Bentonville. • Conduct coding, robotics, etc. competitive events, invite industry to participate, mentor, judge. • Do something vs. nothing... • The ITRI brought 300 high school students in to drill local CTO/CIO/VP of Technology. The ITRI is no more, but this forum could be re-created. • Establish internships and apprenticeships. Reference Arkansas Fellow, and ACDS. • Make it easy for employers to participate.... they are extremely busy, and schools are extremely slow/red tape. • Form task forces with the people who can make a difference participating. • The Ignite program and Tyson School of Innovation are great models. Let's do the same with robust skilled trade and manufacturing tech training programs in HS. 65% of all graduates will NOT go to college. We need to get them useful skills. • Internships and apprenticeships at local area businesses. • Local businesses are provided incentives to work with local schools with job training. • The Arkansas Education System must set in place regulations that encourage this conversation. Many times, what employers want is not supported by the public school systems because the rules they each follow are not complimentary of each other. • Make public school programs that are industry based, about career readiness. Can't lose focus on fundamentals. Soft skill development is critical as well • Develop a program to bring professionals into the classrooms weekly, monthly. • Pay professionals, even a small stipend, to visit classrooms. 48 1 Economic Vitality Master Plan Appendix D: Community Engagement Documentation • Have industry bring their real -world challenges to teachers and students to create the curriculum. • Structured professional development opportunities and corporate advisory boards to policymakers and education leaders. • More practical training through public schools Q13: Strategy: How to we create pathways to prosperity for residents who face barriers to achieve employment at a living wage? • As previously mentioned, enable non -profits that already exist to help accomplish this. Barriers are broad yet very specialized, if a resident has one, they have several. Expand the capacity of existing non- profits to helps achieve this. • If someone is fighting a battle, whether it be hunger, housing, or poverty- we can't expect them to know what resources and programs are available. We need to develop a new approach. • Make this an intentional city goal. Provide incentives to local businesses to hire residents who are in these groups. • Meet basic needs, provide upskill opportunities in line with their capabilities/capacity. • Provide incentives to companies that "do the right thing", otherwise we could drive jobs out of the city. • Think outside the box. This is a hard problem as -is. • Create programs that provide on-the-job training for each barrier category identified. • Providing opportunities for upward mobility is a starting point. Beyond that, coaching could help. • Trade school programs that are accessible. • Job training programs with incentives given to the trainers/facilitators. • Follow the Alcoholic Anonymous process, have group meetings with a mentor/coach to discuss the barriers and how to overcome them. Meet regularly until the barriers are taken down one by one. • Data shows that key to success in America is high school diploma, no kids before marriage, and have a job. Create programs that address these 3 areas • Offer training in multiple languages. • Teach ESL classes or connect them with existing resources. • Offer childcare and family care. • Offer scholarships or free classes. • Promote offerings at nonprofits that already serve these populations. • Continued support for dislocated worker upskilling programs. Incentivize more advocacy groups to speak for residents facing barriers. • Networked savings model: https://neighborproject.us/networked-saving/ • Revisit zoning laws that reinforces barriers and disproportionately affect low-income residents. • Reduce the administrative burden on them. The time and effort cost of a police interaction for a low income or neuro-diverse resident is EXPONENTIAL over a well -funded white resident with access to an attorney. Q14: Draft Goal 1: How do we raise the number of residents both living and working in the City of Fayetteville? Economic Vitality Master Plan Appendix D: Community Engagement Documentation 149 • Provide infrastructure targeting known household expenses, like childcare and broadband • affordable housing • Recruiting more jobs and building more housing. • We have to build more housing. A massive chasm is forming between housing units and residents moving in. The idea we can't build more housing is perpetuating the problem. • Attract midsized companies to establish locations or headquarters here in Fayetteville specifically. • Control the rampant evictions and property acquisitions being then used for airbnb and vacation property to allow lower income residents the ability to actually live here. • Job growth has been fairly good, but the economic report shows housing is lagging big time. How are the other cities doing with adding housing compared to Fayetteville? • More affordable housing options. • Provide jobs in Fayetteville vs. Rogers/Bentonville. • Address affordable housing. • Add convenience. Commute, flexible workspace, live/work/walk. • Make Fayetteville a comfortable place to work with sufficient opportunities. • Make having a business in Fayetteville easier by removing the friction points for starting and operating here. • Provide more affordable housing options • Less restrictive zoning. • By providing housing, good education, and job opportunities. • Focused economic development programs. Attract talent and companies. Look at remote workers as key to strategy • Create more affordable housing. • housing housing housing • Cohesive branding campaign around our business -friendly client and our identity around talent recruitment. • Address period poverty. • Empower more local developers to offer a diverse mix of affordable housing through pattern zones. • Increase housing availability and diversity Q15: Draft Goal2: How do we raise the retention of University of Arkansas graduates working in Fayetteville post -graduation? • There has to be jobs here they want, and the City has to be built in a manner that the quality of life is better than the other places they could move to. • Job placement programs partnered with University departments • The jobs they want need to be here. • Provide incentives to local businesses to hire U of A graduates. • Create awareness of local job opportunities. There are other jobs than with the big 3. Job postings only represent what is open as of today. Remove friction points in career fairs, job posting/applications. • Develop internship and apprenticeships with the U of A. • Create events where smaller employers can meet potential talent without the hassle of a career expo setup. 50 1 Economic Vitality Master Plan Appendix D: Community Engagement Documentation • Have the appropriate jobs available for the graduates, particularly in engineering, but also others. • Provide graduate incentives to fund up to $10K in startup costs for grads who decide to stay and build a business. • Recruit businesses with more higher paying jobs • Help connect local businesses with soon -to -be -graduates. Many small, local businesses are not represented on campus. • Retention bonus to be invested in cause of their choice. • By engaging the students the moment they show up in Fayetteville their first year. Be intentional in our programming to show them what job opportunities are possible in Fayetteville. They are also bean entrepreneur • By helping them find internships during their junior or senior year and hopefully turn those internships into permanent job offers. • Improve engagement of employer -students. Focus on recruitment of students from region. • Find out who is leaving and why. Survey. • provide employment that provides a path to advancement • Provide better internship / experience during college years. The new graduates who have interned for us have not been prepared for the modern office environment. Q16: Draft Goal 3: How can we address workforce housing for Fayetteville's current and future workforce? • Redo the City' code. • Build more housing. Allow appropriate density across the City. Address storm water run off and work with neighbors to set design standards for what appropriate infill is. • Overhaul the City's Code to be more in line with the City's goal. We ARE NOT building enough housing, something is not working, I'm not sure exactly what it is- but something is keeping units from being added. • Make affordable housing a true city goal. • Attract more flats for non -college students, ex.. the Beverly in Austin: https://www.thebeverLyaustin.com/#pagel • Keep crime rates low in lower income housing units. • Create live/walk/work "hubs". Remove the need for a second car or commute expensis. • Work to find appropriate governmental programs that support funding groups such as insurance companies looking for relatively safe investments as well as the developers with altruistic tendencies. • Figure out the existing inventory and shortfall first. Also assess the affordability of existing rent. This needs to be studied with a legitimate survey to assess the size and scope of the expected need and rent costs vs. ability to pay. • Implement programs/incentives to reduce the cost of buying a home - down payment assistance • Increase inventory of subsidized housing. • By building more housing per square feet of space. By building multifamily housing for the workforce. Design them according to the workforce needs • City to set aside funding for housing. Leverage this funding with federal and develop a housing plan that is managed by the city. • Turn rent into home ownership. Check out Arrived.com model. Economic Vitality Master Plan Appendix D: Community Engagement Documentation 151 • Add housing along 71 b. • Provide incentives for developers to retain some percentage for affordable housing through subsidizing down payments • revising the UDC to make development more accessible • Re -write the zoning code from scratch. Balance with an urban growth boundary. Q17: What measures and strategies can be utilized to address the gender pay gap? • Companies need to be transparent about wages. • I'm not sure. • More child care options, flexible hours, education assistance. • Make equitable offers. • Identify if the gap is due to lack of hard skill, communication, or "other" • Emphasize fairness in job postings and hiring processes. • Encourage employers to pay based on the worked performed regardless of any other attribute. • Transparency of problem. Frequent reporting of progress being made. • City/chamber/council works with local businesses to encourage equal pay. • Make sure that the females "feel" just as capable as the males. Often times, it's in their brain that they think they have to take a secondary role to males. Maybe it's the culture or societal expectation. We need to break this mindset. • Businesses should report their pay. • Provide a mediation service for people with discrimination concerns that is anonymous to remove the potential reputation hit of reporting your company, and positively supports a business AND an employee in fixing the issue. Workforce Development Focus Group WF Focus Group #2 6.15.2021 2:00 — 3:00 pm Via Zoom Attendees: Duyen Tran, Kent Watson, Maileno Urso, Monty Sedlak, Morgan Scholz, Nate Walls, Rogelio Garcia Contreras, Stacy Harper, Zane Chenault City Staff: Chung Tan Workforce Focus Group Notes 1. Should any of the funds the city of Fayetteville will receive from the ARPA be used for workforce development? If yes, how? • Dedicated to nonprofits, small businesses, bars, restaurants • Scholarships or classes in the new library teaching kitchens • Recruit local companies 52 1 Economic Vitality Master Plan Appendix D: Community Engagement Documentation • Those working with refugee and immigrant community • Training for shift in job types • Grants to small business to cover recruitment and retention costs • Learn trade at a discounted/free rate • Basicjob skills training such as ms office suite, resume building, customer services, communications, reading, • Youth technical education and readiness training • Training for hospitality workers • Job fairs or other tools to connect businesses to workers • DEI 2. What barriers are you seeing that hinder upward mobility of our residents and workforce? • Gap between market wages and value of supportive services • Childcare, affordable housing close to entertainment district • Teach higher, specialized skills that lead to more in demand careers • Cliff effect • A livable wage • Access to reliable transportation • Lack of drive or leadership skills, not necessarily lack of education • Lack of knowledge of resumes, applications and interview skills • Reliable transportation • Low salaries, lack of affordable housing, healthcare, access to education 3. What is your opinion of the following? • Availability of training programs • Relevancy • Supportive services - childcare, transit, housing • Accessible information • Specific strategies 4. What training programs are needed that are currently not available in NWA? • Pathways that do not require going into debt • Training for software development not robust or outdated • Entrepreneurship training • Paid internships/apprenticeships • Training programs in other language • Home ownership, business startup and financing training • Technology based training 5. what are some of the barriers residents face to achieving upward economic mobility? 6. In the area of workforce development, what should the city focus on with its resources? • Invest in existing programs • Training that provides industry standard and nationally recognized certifications, that can be awarded within a week to 4 weeks of training • ROI of trade vs traditional pathways Economic Vitality Master Plan Appendix D: Community Engagement Documentation 153 • Charlotte, NC program Bank of America initiative • Invest in trade school training • Certification based training vs college deg • Studio spaces available for creatives, • Training people on jobs we need done and not outsource as much • Focus on lower level income residents, younger people, minorities and age based and those wanting to make a career change 7. Do you know of any innovative best practices used in other communities that Fayetteville should consider, in WF? • Apprenticeships that employers don't have to subsidize • Occupational licensing laws negatively impacting AR residents • Incorporate city construction projects as community workforce agreements • New America: Partnership for advancement of youth apprenticeships • Look at Denver or Boulder, CO for programs • Work readiness programs for people to get into the workforce sooner • Plenty of programs but don't know basic economic principles and fiscal knowledge • More tech based and retail -based programs • Hospitality and technical trade training 8. Do you have any additional comments? • No need to reinvent the wheel • Have a hub for resources in various languages • Identify real criteria for success 6/15/2021 Group #2 comments: • Growth opportunities within the industry, management opportunity • No computers, how to apply, provide technical training on how to apply for work • Have career readiness sites. • Help with resume, clothes, have a package plan for 6 months for uber/lyft at the beginning, to go to work • Emotional instability, mentally ready to come back to work • Have WF centers, have subsidies • Be strategic • Use the library and have hospitality boot camps --serve safe courses, sourcingjob postings, fill applications, etc. • Many working for free --food chefs, etc. Tryto pay them. • The library has flight simulator, recording studio, commercial kitchen, but no money for programming. • Partnering with uber/lyft. • Using existing resources, understand who is doing what, identify the gaps then fill them. Those who receive training, those who offer the training • Work with different organizations, job skill development, etc. • Make sure that there is representation. Use Marshallese if the program targets the Marshallese. • Communication campaign —weekly topic, video testimonials 54 1 Economic Vitality Master Plan Appendix D: Community Engagement Documentation • Remote training as a possible solution to transportation challenge • No need more job boards or sites. What we need is people helping people. Like a workforce coach or consultant. • Look at what projects/initiatives are happening in US and overseas to optimize resources. UA has a AR Global Change Makers program. Looking at international network job skill initiatives, in locations that have a lot less resources than NWA and yet do better. • Must measure impact along the way. • Office of DEI in UA— effort to bring more minority owned businesses to become vendors of the university. Biggest need is Lack of information or awareness. • Do not developing programs without a career path. • People need people to help them. Not just tools such as job sites. • Hire a community workforce consultant • Having a person and a tool. Housed with tools like the library • Compile existing resources. • Subsidy programs. For example, in DC they connect with small businesses and offer subsidy money to job seekers for 16 weeks. • In Jacobs, we are already doing that and more. We match half the salary. • Need different programs for entry level workers, for replacing those retiring, and for finding middle level managers • Whatever skills program we have, we must link to a career/job as an outcome. Track this. • Develop resources to help those attending training. Daycare, funds to offset their inability to earn while undergoing training. • Pre-screen individuals to be sure the career is what they want to have before wasting resources • Have training programs for hospitality sector Fayetteville Arts Council Fayetteville Arts Council, June 16, 2021 Q1: How do we increase employment opportunities for residents within the creative economy retaining this talent in Fayetteville? • First step is for the artists to know about all the employment opportunities that currently exist. Next step is to make business aware of the benefit artists can bring. • Attract more tech start-ups via incentives • Create a job board that is well -maintained and easy to search and upload new gigs, openings. • By funding more creative endeavors in the city. 2. Encourage and Promote the Creative Economy through grants and tax incentives. 3. Create publicly funded creative events. • By funding more creative endeavors. 2. Encourage and Promote growth in the creative economy through grants and tax incentives. • Facilitate and host creative centered events. • Small, densely placed, stores, in a walkable, strolling, covered promenade, with low rents that would allow artist galleries, small restaurants, antique shops to attract visitors and provide visual exposure. Q2: How can we develop more talent in the creative economy in Fayetteville? Are programs or resources missing? Economic Vitality Master Plan Appendix D: Community Engagement Documentation 155 • YES! We desperately need more places for artists to work... maker spaces/studios that are affordable! It is relatively easy for painters to find places to work, but MUCH more difficult for potters or sculptors (for example) to find studio space. • DANCE. FILM. Both need to be university programs • Develop accessible, ongoing business training for artists. • There needs to be more educational and training opportunities. I believe this was a missed opportunity with the library expansion. We need to have training for artisan and artistic skill sets. • The talent is there, but the exposure is limited. F'ville is not a walkable city. Things are spread out and disconnected. We need to give the existing talent more exposure and support in a dense shopping environment (that is not a mall). Q3: Specifically, what industry sectors and employment opportunities in the creative economy would you like to see more of in Fayetteville? • 1 would love to see more galleries come to the area to display/sell artist works. • Music, Film, and TECH (not Walmart tech) • Not more sectors but more diversity in the artists so we can have more cultural variety. • 1. Video and film production • 2. artisan crafts such as metalwork and custom carpentry." • "l . video and film production • 2. music production and audio tech • 3. Custom carpentry, cabinetry, wood turning • 4. glass work and glass blowing • 5. stonework and masonry • metalwork, welding, casting • 6.... " • More galleries. More restaurants to attract chefs and create competition, and increase the exposure for residents of the city to become more sophisticated in their tastes for food and a rt. Q4: How do we raise the survival rates and revenue of creative economy based small businesses and individual members of the creative economy? • Encourage more walkability, less driving, more public transportation, more competition to be better than what we currently are capable of. College Ave is strewn in a helter skelter manner. Dickson feels like slow death. Lower rents and better food! Q5: City Plan 2040 called for the development of unique areas throughout Fayetteville where residents can live, work, and play. How can public art and... • "Add maker spaces to those plans... • More art in local (small) parks." • Create live -work housing. • "Last question didn't have any input options. • There needs to be shared studio spaces at affordable prices available to artists and artisans. • They're needs to be dedicated live/work housing for artists." 56 1 Economic Vitality Master Plan Appendix D: Community Engagement Documentation How can they not? This needs to evolve naturally with encouragement from the city by providing lower rent (this is F'ville, not San Francisco), higher density shops and restaurants, not on Dickson. The Square needs a lot more energy. It's depressing. Q6: Housing is a huge issue in the region, what strategies can be utilized to develop needed studio space and housing for members of the creative economy? • I'm less concerned about the "housing" for artists... as someone with a family, almost all the options that are proposed always seem to be geared to younger people without kids. Not feasible for most artists I know. • 1 would LOVE to see a city -owned community maker space where artists could rent studio space as well as having a "general" working area. Have some shared equipment (like kilns etc). Old warehouse or something? • Incentivize developers to create it. • Collaborate with Art House or other non-profit ventures to construct affordable live/work studio space. • Warehouses, maybe made up of shipping containers, done creatively so artists can live and work in spaces close to each other, with open store fronts for art sales and for restaurants and clothing stores, etc. Q7: Performing Art's plays a huge role in defining Fayetteville's sense of place, and serves as a major economic draw. How can the City elevate... • Unsure. • Marketing&Advertising • "1. Promote the creative economy with earmarked funds and host events. • 2. Partner with Experience Fayetteville, the Chamber and other orgs to promote creative events." • I have a hearing impairment so don't attend plays and such, but this seems to be evolving naturally and I'm not sure how much help it really needs. As F'ville gets more sophisticated, it will attract more venues and talent. Q7: Developing measurable goals: Specifically, what goals should be included in the various sections of the plan for the arts and creative economy? • Increased awareness of opportunities (both sides). 2. build/rezone to allow for more studio/maker spaces. 3. Percent for the arts to be included in certain development. 4. fund a city maker space/studio that has affordable rent. • Increase investment into the arts by the City by 20% by 2025. • Create a cultural master plan by 2023. • Create 10 live -work homes by 2025. • Create a shared workspace for sculptors by 2026. • Create a shared workspace for indoor artists by 2025. • Create a shared workspace for painters by 2025. • Create shared admin/finance/insurance option by 2025. • not my wheelhouse, no input. • 1 don't have numbers, but I think we need to shoot for WAY past pre-Covid numbers. We need more density and more/better restaurants. Economic Vitality Master Plan Appendix D: Community Engagement Documentation 157 • Workforce Development Focus Group WF Focus Group #3 6.16.2021 3:30 pm — 4:30 pm Via zoom Attendees: Anthony Sumlin, Chris Seawood, Christine Tan, Douglas Hutchings, Hannah Withers, Jesse Fulcher, Joanna Bell, Khalid Ahmadzai, Patty Sullivan, Paula Ihms, Martin Miller, Tara Carr City Staff: Chung Tan Workforce Focus Group Notes 1. Should any of the funds the city of Fayetteville will receive from the ARPA be used for workforce development? If yes, how? • Dedicated to nonprofits, small businesses, bars, restaurants • Scholarships or classes in the new library teaching kitchens • Recruit local companies • Those working with refugee and immigrant community • Training for shift in job types • Grants to small business to cover recruitment and retention costs • Learn trade at a discounted/free rate • Basic job skills training such as ms office suite, resume building, customer services, communications, reading, • Youth technical education and readiness training • Training for hospitality workers • Job fairs or other tools to connect businesses to workers • DEI • Engage the educated and underemployed immigrants • Hospitality industry and more entrepreneurships • Invest in welding, plumbing and other trades • Water industry 2. What barriers are you seeing that hinder upward mobility of our residents and workforce? • Gap between market wages and value of supportive services • Childcare, affordable housing close to entertainment district • Teach higher, specialized skills that lead to more in demand careers • Cliff effect • A livable wage • Access to reliable transportation • Lack of drive or leadership skills, not necessarily lack of education • Lack of knowledge of resumes, applications and interview skills 58 1 Economic Vitality Master Plan Appendix D: Community Engagement Documentation • Reliable transportation • Low salaries, lack of affordable housing, healthcare, access to education • Not enough tech jobs in the region • Language barrier • Training programs in low income areas • Openness of hiring offers to immigrants. • Funding for up-skilling and certifications very limited. 3. What is your opinion of the following? • Availability of training programs • Relevancy • Supportive services —childcare, transit, housing • Accessible information • Specific strategies 4. What training programs are needed that are currently not available in NWA? • Pathways that do not require going into debt • Training for software development not robust or outdated • Entrepreneurship training • Paid internships/apprenticeships • Training programs in other language • Home ownership, business startup and financing training • Technology based training • Quality assurance testingfor software • Software development, not boot camp experience • 80% of jobs in NWA do not require a degree 5. what are some of the barriers residents face to achieving upward economic mobility? 6. In the area of workforce development, what should the city focus on with its resources? • Invest in existing programs • Training that provides industry standard and nationally recognized certifications, that can be awarded within a week to 4 weeks of training • ROI of trade vs traditional pathways • Charlotte, NC program Bank of America initiative • Invest in trade school training • Certification based training vs college deg • Studio spaces available for creatives, • Training people on jobs we need done and not outsource as much • Focus on lower level income residents, younger people, minorities and age based and those wanting to make a career change • Training is great but placement is great too. 7. Do you know of any innovative best practices used in other communities that Fayetteville should consider, in WF? • Apprenticeships that employers don't have to subsidize Economic Vitality Master Plan Appendix D: Community Engagement Documentation 159 • Occupational licensing laws negatively impacting AR residents • Incorporate city construction projects as community workforce agreements • New America: Partnership for advancement of youth apprenticeships • Look at Denver or Boulder, CO for programs • Work readiness programs for people to get into the workforce sooner • Plenty of programs but don't know basic economic principles and fiscal knowledge • More tech based and retail -based programs • Hospitality and technical trade training • Mixed use developments like East Lake in Atlanta • Portland, Maine 8. Do you have any additional comments? • No need to reinvent the wheel • Have a hub for resources in various languages • Identify real criteria for success • For ITjobs, chicken and egg. 6/16/2021 Group #3 comments: • Look at the workforce trade programs in Springdale -- healthcare, beauty, engineering electricians • Unemployment office has some pathway with AWS. • Do entrepreneur training • Create the pipeline • Look out for actors, creatives, restaurants, transportation, wages, • United Airlines uses skilled immigrants -- 400 adults from 50 countries 25% Asia, 25% others 50% Spanish • Foreign transcripts need to be accepted. Immigrants can go for allied health, arts, culture, tourism. • Look at Georgia, Atlanta — East Lake Dev. A golf course was revitalized with a combination of housing structures • Archibald Yell— mixed income housing. Low income population there probably need mentoring. • City has private public partnership with home building. Willow Bend housing. • Homeownership. Historically disenfranchised. • Need Tech jobs in software development, etc. Need internships, Have UA teach languages that are transferable. Teach Problem solving skills. • Programs on product management, programs not there in NWA. • T2 is a 50 FT organization. Experiencing a lot of growth. Various positions —from barista to director positions. Compensation is subject to what you will be doing. We have Entry positions, to management positions. T2's formal training priority is for the underrepresented. Hope to have public resources. City/Biz training partnerships. Theatre is highly specific, and yes, we need more soft skills • Develop Entrepreneurs among refugees and immigrants — Need a hub to start business that offers min rent. From their garage. Like World Market in MN. Need help in Public Transportation and housing. 60 1 Economic Vitality Master Plan Appendix D: Community Engagement Documentation • Construction trade, from concrete, framers, to roofers. Housing construction. Jobs pay very good price. • We have some of the richest art assets. Need city's support for art space, not profits, build capacity, retention of talent. Workforce Focus Group #4 6.29.2021 2:00 - 3:00 pm Via Zoom Attendees: Andrew Garner, Aron Shelton, Ben Marler, Brad Hammond, Christina Williams, Chuong Nguyen, Jacob Arnold, Jeremy Williams, John Simmons, Lyna Ninkham, Monique Jones, Sarah Daigle, Tara Dryer, Staff: Chung Tan Workforce Focus Group Notes 1. Should any of the funds the city of Fayetteville will receive from the ARPA be used for workforce development? If yes, how? • Dedicated to nonprofits, small businesses, bars, restaurants • Scholarships or classes in the new library teaching kitchens • Recruit local companies • Those working with refugee and immigrant community • Training for shift in job types • Grants to small business to cover recruitment and retention costs • Learn trade at a discounted/free rate • Basic job skills training such as ms office suite, resume building, customer services, communications, reading, • Youth technical education and readiness training • Training for hospitality workers • Job fairs or other tools to connect businesses to workers • DEI • Engage the educated and underemployed immigrants • Hospitality industry and more entrepreneurships • Invest in welding, plumbing and other trades • Water industry • Use immigrants • Internships forjuniors and seniors in high school • Improve quality over quantity of jobs • Provide incentives to keep graduates in NWA 2. What barriers are you seeing that hinder upward mobility of our residents and workforce? • Gap between market wages and value of supportive services Economic Vitality Master Plan Appendix D: Community Engagement Documentation 161 • Childcare, affordable housing close to entertainment district • Teach higher, specialized skills that lead to more in demand careers • Cliff effect • A livable wage • Access to reliable transportation • Lack of drive or leadership skills, not necessarily lack of education • Lack of knowledge of resumes, applications and interview skills • Reliable transportation • Low salaries, lack of affordable housing, healthcare, access to education • Not enough tech jobs in the region • Language barrier • Training programs in low income areas • Openness of hiring offiers to immigrants. • Funding for up-skilling and certifications very limited. • Not enough technologyjobs in Fayetteville • Help companies grow to upward employees • Govt is part of the problem • Rising food costs 3. What is your opinion of the following? • Availability of training programs • Relevancy • Supportive services — childcare, transit, housing • Accessible information • Specific strategies 4. What training programs are needed that are currently not available in NWA? • Pathways that do not require going into debt • Training for software development not robust or outdated • Entrepreneurship training • Paid internships/apprenticeships • Training programs in other language • Home ownership, business startup and financing training • Technology based training • Quality assurance testing for software • Software development, not boot camp experience • 80% of jobs in NWA do not require a degree • Computer skills, Engineering technician training such as CADD, Drafting, • Change starts with our children • Healthcare talent development 5. what are some of the barriers residents face to achieving upward economic mobility? 6. In the area of workforce development, what should the city focus on with its resources? • Invest in existing programs 62 1 Economic Vitality Master Plan Appendix D: Community Engagement Documentation • Training that provides industry standard and nationally recognized certifications, that can be awarded within a week to 4 weeks of training • ROI of trade vs traditional pathways • Charlotte, NC program Bank of America initiative • Invest in trade school training • Certification based training vs college deg • Studio spaces available for creatives, • Training people on jobs we need done and not outsource as much • Focus on lower level income residents, younger people, minorities and age based and those wanting to make a career change • Training is great but placement is great too. • Actual longterm sustainable strategies. • Focus on populations and businesses that are struggling disproportionately • Increase share of higher quality of life employment opportunities • Develop children to be productive citizens before graduation 7. Do you know of any innovative best practices used in other communities that Fayetteville should consider, in WF? • Apprenticeships that employers don't have to subsidize • Occupational licensing laws negatively impacting AR residents • Incorporate city construction projects as community workforce agreements • New America: Partnership for advancement of youth apprenticeships • Look at Denver or Boulder, CO for programs • Work readiness programs for people to get into the workforce sooner • Plenty of programs but don't know basic economic principles and fiscal knowledge • More tech based and retail -based programs • Hospitality and technical trade training • Mixed use developments like East Lake in Atlanta • Portland, Maine • West Philadelphia skills initiative 8. Do you have any additional comments? • No need to reinvent the wheel • Have a hub for resources in various languages • Identify real criteria for success • For IT jobs, chicken and egg. • Decision paralysis 6/29/2021 Group #4 comments: • In the technology space, there is a shift to availability of quality work from home. • Now that unemployment rate is low, perhaps we should hone in on the underemployed workers to move them from lower to higher paying jobs • Job vacancies data often show low -paying, entry leveljobs. Could be misleading. Middle to upper level job vacancies are through head hunters or word of mouth. "Black market" for jobs, using existing network. Economic Vitality Master Plan Appendix D: Community Engagement Documentation 163 • Audit training programs in UA, NTI, etc. to ensure no duplication of efforts and qualify the programs • Include training workshops and seminars. There are gaps. Identify them, learning should be from end to end • Build new programs in skills gap area. Start with entry level to get foot in the door. • UA is willing to partner in curriculum development. • Within employers, educate to create career growth space. Middle managers to lead so that they are not lured away. • Help employers to teach them up to upskill their employees, grow within the organization • Go after licensing credentials • Low paying jobs coupled with cost of living going up —wages need to be up. • English literacy is not an indicator of intelligence • Superior Automotive has a call center of more than 40 people. It's one of the largest dealership. Don't forget us. • Do not incentivize people to stay at home. We should incentivize them to go to work. • It's controversial. Change tactic to inspire • Technician shortage everywhere. We need such training. Certified technicians. Ignite program in Bentonville. • Start them in high schools. First 2 years basics, train them to be productive citizens, last 2 years, junior and senior, place them in internships with local employers • Starting in high school may be too late. Start even earlier. Have tracks like engineering camps, LPN, CNA, cosmetology, carpentry, etc. So that when they leave school, they are ready to work or enter college. If not, it's too late. • 2 buckets for high schoolers -- going to college and vocational or entrepreneurship • Field Agent partner with Potter House — develop business skills training. Meeting once a week. The youths are energetic, smart, and aspires to be the next Fayettechill, Wrights Food Truck, etc. • Provide Training, tax incentives, etc. • Transportation is a barrier. It takes 3 hours for someone to travel from Willow St to the food pantry in North Street. 2 miles distance. • We have youths who thought that just because they live in a college town, they will get into U of A. For some of them, they couldn't get in and then realize they have no skills to get a job. • Our manufacturers sometimes do not require a high school diploma to get hired. Some kids get into their heads that they then do not need to finish high school. Need to educate them. • For the Underemployed, beware of the cliff effect. Sometimes when this group of people take raises, they then lose their public benefits. Employer may build a career pathway, but for lower management jobs, accepting the promotion can be detrimental to their overall financial well-being. • Communicate to the community on what training programs are available, where and who are the providers, etc. Need a central resource hub. • Oregon has a program where they take kids from high schools and put them into internships. City paid the kid for 30 days or 60 days. • NC RTP -- Local and employers work together. 64 1 Economic Vitality Master Plan Appendix D: Community Engagement Documentation • Provide soft skills and leadership training. Seen in IT sector, those with good soft skills get promoted, across the board. Childcare Subcommittee Childcare Subcommittee Meeting, July 6, 2021 Childcare Subcommittee meeting Tuesday, 7.6.2021 1:00 pm — 2:00 pm By Zoom Subcommittee Chair: Meredith Lowry, Co -Chair Attendees: Allison Quinlan, Architect, Flintlock Lab Debbie Malone, Program Coordinator, Child Care Aware of Northwest Arkansas Eileen Jennings, Dir of Lending & Community Involvement, Arvest Bank Kathleen Hale, Pre-K Director, Fayetteville School District Kim Davis, Senior Advisor, Home Region, Walton Family Foundation Kris Paxton, Planning Commission, City of Fayetteville Laura Kellams, Northwest Arkansas Director, Arkansas Advocates for Children and Families Mary McGetrick, Long Range Planner, City of Fayetteville Michelle Wynn, Co -Director, Child Care Aware of Northwest Arkansas Tammy Rowland, Administrator, Northwest Arkansas Family Childcare Association Staff: Chung Tan, Deputy Director, Economic Vitality Dept, City of Fayetteville Meeting Notes: We had an interactive meeting where we had the opportunity to learn from those working in the childcare sector. Pre-K Pre-K is for children who turn 4 by August in the Fayetteville public schools. Majority of the funding comes from the Arkansas Better Beginning. The grant pays for the salaries of teachers and staff. They follow the school district salary scale. This uses up all the grant award and so they have another grant to pay for supplies. Arkansas Community Foundation pays for after -school care in Owl Creek Elementary School. Excellerate Foundation (formerly Endeavor Foundation) keeps Asbell Elementary School center open. Excelleratehas been doing this for the last 4years tooffer extended day care. This amenity is not offered at every school because for some schools, their buildings are overflowing and so no pre-k for Washington Elementary, Vandergriff Elementary, etc. Working on possible additions, expansions with EOA (Economic Opportunity Agency) Head Start, to do some planning for the future. University of Arkansas Early Care and Education is working on a project, taking a lead on expanding home day cares up to a quality level. Elizabeth Scudder is the Family Child Care Network Advisor leading this Family Child Care Provider project. Conditional Use Permit Waiver City together with Kris Paxton, current City's Planning Commissioner, worked on removing the need for a conditional use permit for home day cares. This passed last month. For the past 40 years, potential home day care providers had to spend between $150 — $300 just to find out if they might open a day care at home. Tammy Rowland, Administrator for the North West Arkansas Family Economic Vitality Master Plan Appendix D: Community Engagement Documentation 165 Childcare Association, supported the conditional use permit waiver. If not, some family day care providers go underground. This is for keeping 5 or less children. With this waiver, they can now provide care legally. Improve Quality in Family Child Care Tammy Rowland is now working with the state with a "step in" process. The goal is to provide quality inside any facility. New family day care providers may need/want mentoringto produce quality home child care. The Licensing route entails a long list of work to do. It includes the need to formulate schedules and has an education component. For family child care providers, it could be just a parent wanting to keep a couple more children together with their own. You just want to love the babies, not write an education plan, etc. In that scenario, you may not want to join the licensing system. Long ago, for family child care, there was just a registration book where it just talked about health and safety. For example, had a background check, had a fire extinguisher. It might not be exactly what we wanted but it was a good start. Now we let them get the help/mentorship along the way until they may become a nationally accredited home child care home provider, through the association. These home child care centers are still safe, still healthy. They could incorporate the US food program. Some may still just want to be baby sitters. Post Pandemic Developments We see some new providers expanding their programs that give infants/toddlers more slots. Providers are starting to get a waiting list. Kids are coming back. Staffing is an issue. Finding quality staff, getting them trained. We provide training by zoom, in -services, parent education, and educating community on childcare vouchers so they can go back to work. We share resources. Arkansas has done a good job at keeping early childcare open during the pandemic. At the same time, we see some providers closing for good because of financial constraints. Needs for Data Child Care Aware of Northwest Arkansas has monthly calls with the state's Division of Childcare. They keep track on how many children are on waiting list, etc. The state may probably break it down by counties. They publish data as a state. Child Care Aware of NWA may get the data for us. The Walton Family Foundation is interested to have information on accessibility, availability, and how the day cares may not be in the right location. Public school district's model may be cost prohibitive to continue. It is challenging to expand or to continue having the resources to cover the costs. We are factfinding now. What are the resources? What are the challenges? What is stopping people from joining the workforce. What can the city do? Is that feasible? The benefit of the education component to the kids at this age. Child Care Challenges Many groups and individuals working on various solutions to solve the childcare challenge. Accessibility and affordability. Accessibility could be challenging due to childcare affordability. Parents may drive across town in peak hours to access child care that is affordable to them. This is a hardship to families especially when you add in the costs of transportation. On affordability, generally speaking, childcare should not cost more than 7% of household income. Here, it is closer to 26% now. At 26%, this community's figure is higher than many places. (The US Dept of Health and Human Services advises that daycare should amount to no more than 10 percent of a household's budget.) When you add in a 2"d child or 3rd child, despite them having up to 20% discount, childcare could cost up to 60% of household income. So, we need to make childcare accessible and 66 1 Economic Vitality Master Plan Appendix D: Community Engagement Documentation affordable. What training and support can we offer to help open more daycare and have them more spread out. Train more people to do the task so more are available to back fill existing facilities and build new ones. Opportunities for Solutions While this issue may be problematic, it can unlock opportunities. Employers may offer child care flexibility. We see a huge attrition rate among childbearing workers. There could be not so expensive solutions too. Pay attention and time to find low hanging fruits. Different cohorts face different challenges. Gathering information on all childcare amenities, like camps, in 1 place is helpful. We have c-suite mothers. How to put a calendar together in a common place with a comprehensive childcare schedule. Like a depository. What is gap coverability when schools are closed? How to find care after the standard Monday to Friday 8 am —5 pm coverage? For the 25-45 age parents, how to keep children safe and happy while I am at work. We like to think that jobs are fixed but they are not. There are jobs where if you are late, you may be fired. How do we manage gap coverage for people who are not the 8-5 workers? What are their options? People working in the night shifts. People who have a 2Id child would think of quitting. Businesses are struggling with folks with kids. It is really a short time period that they need the extra support. Someone who have 2 kids, which is the average, need extra help for 4-6 years. If the support is not there, it may have permanent negative impact on the parent's careers. We need to rethink the time schedule. Policy Changes Arkansas Advocates for Children and Families works on state policies. They can potentially use our plan as an example for the state to emulate. We could work in the areas of more flexibility, more funding, or expanding what we already have, subsidies and so on. Maybe use Fayetteville as a pilot program. We may need to look at the region when talking about childcare. We may need a clearing house for 2 different groups --People who have and those who have not. Different solutions for different groups. An idea — Sleep away camp. Work with the state to provide this option could be huge. When school is out, people are leaving their children with family members or with people they may not feel comfortable with. Should cover childcare throughout the night. Child Care Aware of Northwest Arkansas is working on gap coverage and wages of child care workers. The group is a resource. Early childhood workers work at minimum wage. They may go work at Hobby Lobby, etc. for better pay or benefits. Some employers try to upgrade them but not all can do that. Providers prefer to look after infants/toddlers than pre-schoolers to get more money. New providers that are opening are offered pre -license training. Some families use friends and neighbors who are not licensed. We want to keep them licensed. Childcare as a System Childcare is a complex issue. We cannot look at 1 aspect. Must look at the system. Based upon the parents' abilityto pay. There may be subsidies but for the most part, it is on the parents. If we do not make systemic change, it will not move the needle too much. Can we use existing systems to support this childcare system? Cares Act funds is a one-time money. So, not good to be used to increase wages. Once the money is gone, do we reduce the wages back Economic Vitality Master Plan Appendix D: Community Engagement Documentation 167 down low? How about providing startup grants or for remodeling the buildings, building a fence, increase the capacity, etc.? A degreed teacher in a childcare program is ideal. But there is noway the provider can pay the person the salary he/she deserves. What we want in our program, and what we can pay the workers or the benefits are 2 different things. Arkansas state does have draft recommendations on improving childcare amenities but they are not ready to be made public. They are general. The task force just wrapped up their meetings about a month or 6 weeks ago. Can we spend pandemic funds for digital infrastructure? Make it Spanish friendly, for example. To increase access. City website? Or development of an app? Better Beginnings Arkansas has an app but limited to family childcare. Information is out there but the public is not aware. How to link all the information that are scattered everywhere? Family childcare will be a huge plus in providing gap coverage. Family child care has more flexibility because the care giver is not going somewhere else after the facility closes. School age children is another issue. How to care for them after school and when they are on holiday. Sometimes it's just about gathering all the information in one place. It could be as simple as this. We spend about $1800—$2000 for childcare for 2 kids. When you add in the moneyfor lunches, etc., it could be a lot. Is there assistance for food/lunch program? Maybe the city can contract to buy in bulk and then let even the smallest child care center take advantage of this. Steering Committee Meeting #4 Steering Committee Meeting 4, July 12, 2021 Q1: What should the City's approach be to activate each growth node with housing, employment, transit, and placemaking amenities? • Ensure that all voices are heard and represented in these decisions. Be intentional in seeking input from underrepresented populations. • Community input sessions • Focus on supporting, attracting, and retaining business first. Fayetteville needs to be the preferred location for great businesses. The other pieces will naturally follow. • Coordinated effort across all applicable City divisions. Pick a 'node' or area where public investment is being planned, such as College Avenue north of north street. If road improvements are coming, trails, lighting, seating, rezoning the entire. • If investment isn't planned in an area- pick a node, say 15th and S. School and make an intentional effort to coordinate public improvements. Likely will need to focus on 1 or 2 a year. • Add cycling trails to population centers such as Wedington and connect them to Greenway. • Establish representatives for each growth node to help with planning. Also engage these people to help with promotion, awareness and education of the neighborhoods affected. 68 1 Economic Vitality Master Plan Appendix D: Community Engagement Documentation • Incorporate Art and Cultural planning into each area to encourage businesses and residents to invest (money, time, thought). • Be a partner in the actual development with financial investments • To be able to determine the fate of this growth concept idea, all4 components need to be housed in the Dept of Economic Vitality in the city • Identify gaps/deficiencies in the active transportation/transit network and develop a capital improvement plan to create complete sidewalk/trail networks and improved bus stops. • Identify city owned property that potentially could used for affordable housing in each node. • Evaluate existing zoning in each node and undertake a comprehensive rezoning of the area. • Identify water and sewer improvements that are needed in growth nodes based on the adopted vision for increased residential and employment density. Develop a capital improvement plan to address deficiencies in water and sewer infrastructure. • Start with ensuring that there is green space preserved with many trees and lots of landscaping. Nature makes a space more livable, cooler, and more beautiful. A recent New York Times article came out that only "rich neighborhoods" have trees. • Create a central gathering place for each node and celebrate it. Use green infrastructure to manage stormwater and use trees to for shade, stormwater management, and beautification. • Put up more covered bus stops. link each node with trails. Protect waterways and create signage that helps to name historical and natural heritage. • Provide education on why suburban sprawl is a problem (cost of infrastructure, road congestion, etc.). Explain how walk -ability solves these problems, improves home values, active lifestyles, etc. • Contracting with or with a firm like Velocity Group to mobilize community leaders that represent perspectives of stakeholders in each node/across all nodes. • Build upon success. Look to areas where you already have 1 or 2 of the 4 components, i.e. where do you already have placemaking projects? Where do you already have a concentration of businesses? Look there to help layer in housing and transit • Activate what we already have. We have invested millions in the Ramble (Cultural Arts Corridor) of placemaking efforts and green space. Private investment will follow. Housing in that area should be a focus. • Live up to our stated diversityvalues - look to support placemaking efforts in areas with high minority populations • "Infrastructure, Infrastructure, Infrastructure. • QUALITY roads, sewer, water, gas, electric, gas and internet. • CONSISTANT maintenance of ROADS, water, SEWER, gas, electric and internet." • Do a best practice pilot project as an example for the vision through public private partnerships with the various stakeholders. Q2: The supply of housing has not kept up with demand, causing an affordability issue with no signs of stopping. How can the cost of housing be addressed? • Review of city codes that may be driving up building costs - permitting fees, zoning, aesthetic requirements, etc. • Truly make affordable housing in Fayetteville a priority instead of just giving it lip service. • We need tax incentives for developers to build workforce housing. • We need to remove many local regulations for development. Economic Vitality Master Plan Appendix D: Community Engagement Documentation 169 • Eliminate single family zoning • Continuing to build high density rentals is the key. These can have nice amenities and can be made to be affordable. • Complex issue that should be addressed on all fronts. Expand subsidized housing, leverage City land to have workforce housing built, and address regulatory impediments such as zoning. Storm Water utility will fix a big issue inexisting neighborhoods. • The idea that if we fight development it will go away does nothing more than raise housing prices. Its a logical fallacy to be for affordable housing and lowering housing costs, yet against metrics that add housing in desirous areas. • Enable duplexes, triplexes, and quadplexes to be built where single family homes can. How much of the City is only for single family? • Develop South Fayetteville • Invest resources in ways to make it easier to address middle housing as well as large scale. Pre-auth a selection of ADU, Duplex, Triplex designs. Develop how-to guides. • Give planning staff more autonomy to make decisions in order to move faster. • Develop incentives (tax? development?) for middle housing as well as large scale. • Have a housing development component within the city • Reduce cost of transit, childcare, to free up money for housing • Change development regulations to negotiate for more housing units • Subsidize the cost of additional "affordable" housing by providing city owned land/lots, providing infrastructure improvements, down payment programs, purchasing naturally occurring affordable housing, and waiving/offsetting development impact fees. • Put a cap on rent or create a coupon system for those under a certain income level so that they can access the housing market. • Work closely with Partners for Better Housing to implement pattern zones and a regionally focused Pay It Forward fund to be deployed on a scattered -site basis. • Incentives for small developers and non-profit developers like Partners for Better Housing to provide innovative approaches to developing mixed -income neighborhoods. • Learn from interesting work by Farmland Access Fund - in connection with a farmer's purchasing of new land, easement that lowers the price of the land by 50% under the condition that the land must stay farmland. Apply to workforce housing land sites. • Increase supply. • Improve East to West navigation, allowing shorter commutes from more affordable housing in close proximity but outside of the city. • Utilize city owned land for housing • We need more development, not less. We know this to be true, but yet still make it difficult for new development. • Allow back -yard rental units to be built on single family lots. • Encourage smaller homes in the desired price range through city/development incentives. Q3: Are there specific revisions to the City's Unified Development Code that would help address the housing affordability challenge? • Eliminate single family zoning. • Simplify the process for variances. I'm not a developer but making sure the process is open to creativity is important. I'm not a fan of trying to socially engineer communities. I don't think that can be imposed by the City. 70 1 Economic Vitality Master Plan Appendix D: Community Engagement Documentation • It needs to be completely replaced, it's a big project, but it is doable. Consult with other Cities that have undergone this and see what the challenges were. Bump up tree preservation- or the City should get more aggressive on planting trees. • Yes. Like increasing height. Like allowing ADU by right in targeted areas • Offer incentives to developers to build attainable housing in targeted areas of the city • Eliminate or reduce impact fees in growth nodes for affordable housing. • Create a stormwater utility that requires green infrastructure in order to receive incentives like reduced business license, rapid approval timing, etc. • Yes! We could change policies to encourage smaller, affordable homes. Q4: What strategies or actions can the City take to encourage housing development within the various'growth nodes' on the GCOD map? • Offer incentives for housing developers and reduce the amount of red tape required . • Make the process for approval easier and consider support for utilities, sewer, and water subsidies as needed. • Upzone the area where the City wants to see growth. Consider incentives such as waiving impact fees in that area, density bonuses, etc. Or the City could buy key parcels and bid them out for affordable housing. • Assign specific planners to focus on certain areas. That way they get to know the areas and can move faster- building relationships with its business owners and residents- in hopes to change perception that development is difficult. • Acquire a land bank to offer to developers for attainable housing development • Cost share with developers on water and sewer construction in exchange of attainable housing % • Provide infrastructure that is installed/paid for by the City in exchange for affordable housing units being developed in the growth nodes. • Provide land/lots, infrastructure, and reduce or waive impact fees for "affordable" housing development. • Reduced business license fee, co -marketing offers, city -supported landscaping and parks nearby, trail access. • Specify the types of building using zoning. • Incentivize mixed use (commercial first floor, residential on additional floors). • Incentivize walkability, shared parking for businesses, but not in a strip mall layout. • Make it easier to add duplexes and multi -family structures • Engage the mighty network Placemaker Labs: https://www.placemakerLabs.com/feed?invite_token=d221873cl 99c6954714d68c410379 d81 • Offer developers incentives to encourage the specific goals. Q5: What strategies or action can be taken to ensure housing developments do not have negative impacts on existing neighborhoods? • Solicit input from impacted individuals. • Tax incentives for developments including workforce housing as a significant portion of the development. • Avoid trying to socially engineer outcomes. It doesn't work, has never worked and will never work. Economic Vitality Master Plan Appendix D: Community Engagement Documentation 171 • Need to pass the storm water utility. Developments of any size should have to address storm water. Pattern zones could also make infill more appropriate. Also, we need a new word for infill. • Visual preference studies that include neighbors! • Examiningtrail system in dense neighborhoods • Incentivize arts/ cultural aspects and/or playgrounds for all as part of developments to encourage community cohesion. • Encourage mixed -use so developments can house neighborhood amenities, becoming assets to surrounding neighbors. • Main stream the attainable housing mix with market housing. That way, there is no expensive or poor subdivisions • Transition between existing neighborhoods with increased residential and employment density and building height. • Listen to existing neighbors and work together. Do not label them as NIMBYs. Don't assume that zoning is the best fix. Leave/protect the trees in established neighborhoods. Apply the tree protection ordinance across the city, not just on hillsides. • Listen to neighbors. Diversify the planning commission so that it is not only builders and realtors who have a vested interest in reducing building restrictions. • Require that the Planning Commission has a diverse representation across professions and voices. • Single family neighborhoods with quiet streets are afraid of a Lindsey appt, or a 4 lane road cutting through... Improve trails & park access, as well as convenience to retail services next to existing neighborhoods. Smart road design. Q6: What strategies or actions can be taken to limit negative environmental impacts from housing developments? • There are too many of these restrictions already in place. Fayetteville needs to take a hard look at these and consider changing them. • Provide incentives for best practice sustainable designs. • Again, storm water is a big deal. Fayetteville has the strongest environmental protections in Arkansas. What's worse for the environment? Carbon off put from sprawl development or building near services and jobs? Can staff do the math on this? • Plan for healthy buildings. Plan for amenities to be within walking distance. • Plan to be a 15-min city, a smart city, and a socially supportive city • Continue to enforce /meet the tree preservation, hillside preservation, streamside protection, grading, and storm water drainage criteria manual. • Protect and expand the streamside protection ordinance. Require Low Impact Development stormwater management. Require the preservation of existing trees and the planting of new trees. Enforce stormwater management in building sites. Use the EAC. • Require complete streets and complete networks for all modes. Require street stub outs. Limit street lengths and block lengths (subdivision design/layout) • Establish multiple, open communication channels with neighbors that will be directly impacted. Q7: What strategies or actions can the City take to ensure growth nodes have place making amenities such as parks, trails, and public art? • How can we grow around our existing trails/parks? 72 1 Economic Vitality Master Plan Appendix D: Community Engagement Documentation • Do we have underutilized space that can be repurposed for these uses? Old buildings, alleys, etc. How can the city work with developers to accomplish this goal and theirs? • Get public input. • Ensure every plan has some linkage and access to soft surface and greenway trails. Make that a mandatory part of every development. • City funded public art for each growth node, has the trails master plan been updated since GCOD was adopted? When was the last time the City built a pocket park in area that lacks access? • Separate parks/trails and art/culture. These should be city depts that work together but we need designated reps working in these categories- advocating and educating. • Remove the barrier for local businesses to engage with local visual artists by creating a simple directory of muralists in the region. • Make sure that public art can be as interactive as possible. Like a musical instrument, an exercise piece of equipment • Have chargers for phone. Have ad panels to communicate with users. • Be within 15 min walking distance • When appropriate, require parkland dedication as part of the parkland dedication ordinance for new development. • Continue to implement the adopted trail plan. • The city has no budget for public art & the arts council is limited in their scope. Want all sorts of art in the public sphere? 1) budget for it 2) have a review/approval process that is focused on getting to YES • Invest in it. Include a line item in the general fund for placemaking projects, public art, and public programming • Incentivize public place making in large developments. • Let's adopt a 1 % for the arts plan. • Let's take liquor sales on Sunday to the voters and dedicate 1 % of those sales to public art. Q8: What strategies or actions can be taken to enhance, preserve, and integrate Fayetteville's natural resources in and around growth nodes? • Fayetteville does a masterfuljob of preserving natural resources, so much so that it now may be too much. Consider revisiting existing policies in place. • Allow developers creativity in adding trees, grasslands, wetlands, and other green space. • Educate business owners and residents on lower maintenance native plant use including pollinators. Develop how-to guides to make it easy for people to opt -in to choices that have Long-term benefits. • Develop land preservation and yard awards from the Mayor. Promoting residents and businesses doing cool things! • Build trails around them. Educate along the way, names of flowers or trees or birds that can be seen there • Continue with the "adopt" a trail, etc. initiatives • Continue to enforce the Tree Preservation Ordinance. • Level -set expectations within regional and national contexts and based on proven best practices. Be very strident in the way we provide training to stakeholders on easy, moderate, and difficult steps to take to contribute. • Trails, picnic areas, etc around the natural resources. Economic Vitality Master Plan Appendix D: Community Engagement Documentation 173 • Enhance: Identify places that need trees, plant them. • Preserve: Increase, bolster and strengthen our tree canopy requirements. Q9: What strategies or actions can be taken to drive or entice employment opportunities in growth nodes? Does remote work play into this? • Yes, remote work is a factor. Green space with wifi, coffee shops, etc, all provide good remote work options. • Zoning that allows for mixed use buildings, where appropriate, or dense easily walkable communities. • Consider offering possible incentives to encourage people moving to certain areas in Fayetteville. • Start with incentives to attract, develop, and retain businesses and the employment will follow. Fayetteville should be the preferred city for business in NWA. Today it isn't. • I'm not sure, but remote work will hopefully continue, so housing can help drive employment. High level, companies will follow talent, if we build an incredible place to live - the companies will come. • Affordable housing to be prioritized in each area. • Focus on future improvements to our East - West connectors. Trails!, bike lanes and roads. • Change the zoning codes to allow for housing, work, and play to be together within a 15 min walk. Eg. mixed use buildings • Have a community "director" for each growth node to organize work, live, and play for all the residents there. • Improve city and regional transportation access by all modes to designated growth nodes. • Employee matching for moving incentive program targeting specific talent pool gaps. Remote will be an integral play for the long term, so a cohesive community benefits plan to align with company recruitment efforts. • Recruit specific employers with incentives. Plan that a portion of those workers will be partly of fully remote. Q10: Of the various components of a growth node, please rank the following areas on importance of activating an area. 1st Employment opportunities 2nd Mix of diverse housing options Placemaking amenities such 3rd as public art, parks, natural spaces, and trails 4th Affordable transit options 74 1 Economic Vitality Master Plan Appendix D: Community Engagement Documentation Q11: Do you have any additional comments about housing, employment, or quality of life you'd like to provide? • It's going to take a mix of housing options to appeal to a wide variety of residents. The city must be intentional about supporting existing neighborhoods as it works to diversify and infill. • The City's approach to parking is a major disadvantage compared to everywhere else in NWA. If this doesn't change, Fayetteville will never compete favorably against Bentonville. • It must be a concerted effort to be successful. All the pieces must work at tandem. • Adopt the "it takes a village" mentality. Everyone must play a role. Not just depend on the city. • Activate nodes by continuing to program music, art, and events in each of the nodes. IT Talent Development Subcommittee IT Talent Development Subcommittee Meeting, July 19,2021 Q1: How can the City of Fayetteville and/or it's partners aid in addressing the talent shortage for Information Technology? • Truly understand the needs of employers, not only for the region but also by looking at the trends and needs nationally. With remote work, we no longer need to limit the types of jobs to those that are physically located here. • From higher education perspective, provide scholarships (especially larger ones) to attract top high school students in the state to come to Fayetteville to study information technology • Push the UA to create a 10X larger 4-year CSCE program with a mix of tenure -track and practitioners as instructors. The education needs to be relevant to employer needs. Increase the non-traditional sources for picking up languages quickly • Improving on costs for housing, transportation, and broadband. Collaboration/co-working space would also provide options for those who work from home, but need meeting spaces or just a change of pace. • On the first point, this parlays into place and housing. We need to train talent for the needs of the country, not just local employers. • Offer targeted relocation packages directly to the talent we are short on. Q2: Are their gaps in the educational offerings for Information Technology in Fayetteville or the broader region? If so, please list them. • Yes. 4 yr degree programs aren't required for many tech jobs. Need robust training programs - but not just entry level. We need programs geared towards mid and senior level, we must'elevate' talent and help them advance • Yes. Across the board. Not enough volume and not fully relevant. We need mobile, web, full stack, and data skilled folks. • Entry level talent isnt what the industry needs- mid level and senior level talent is what is needed. • We have to figure out a clever way to get them here. (Mid and Senior level talent). • Not everyone is built to be a coder - there are lots of supplemental roles in IT such as digital designer, UI/UX, Product/Project manager, business support (software sales, product marketing, etc) - this is also an educational gap to be addressed Economic Vitality Master Plan Appendix D: Community Engagement Documentation 175 • The bumper sticker is "It doesn't suck to live here". Q3: How can publicly owned assets such as the Fayetteville Public Libraries Innovation Lab be leveraged/utilized to help bolster workforce development • A very unique asset that must be leveraged. Opportunity for training labs and collaboration space. Host site for apprenticeship training, professional meet ups, etc. Need to get the tech community together. • Organize events to pique interests of K-12 students in information technology • Use these venues for non -tradition cert programs and for K-12 coding programs year round. • Partnerships with small businesses and local accelerators (like startup junkie) would open up more opportunities. • Could the library be home of a co -working space? Test • Programming- Figure out what workshops, hackathons, and other programs can be suggested to best use that resource. • Leveraging the space: What drives it is a regular cadence of events. • Leverage the library to host nationals startup events- or create our own. Across areas we have not thought of before. • Hackathon- Start with a challenge that has corporate interest. We need to be doing more than that. There needs to be a carrot to draw big attendance. • Coalition of software development firms to sponsor support some of these efforts. Someone needs to own it and drive. • Needs to be driven by industry. • Example: City allocates funding and puts out to bid proposals for someone to drive this - likely regional match opportunities. Q4: Do opportunities exist to partner with local public -school systems and non-profit organizations to aid in meeting the Information Technology... • 1 think partnering with non -profits such as ACDS and veteran focused organizations are a great place to start. K12 schools should be focused on fundamentals so that students have options upon graduation - degree, job, etc. • Yes. The Ignite program in Bentonville and Tyson School of Innovation are examples. The Arkansas Coding academy is another. Consider funding firms like RevUnit, Lofty and others as well to run the training. • Yes, absolutely. Internship sponsorships such as Ignite in Bentonville would be a great sta rt. Q5: Has the pandemic changed the nature of work to a point where the City needs to rethink attracting IT companies and instead focus on attracting IT.. • yes. focus on attracting talent, companies will go to where the talent lives. it's about people! • Attract IT remote workers and attract IT companies. Both are looking to escape metro chaos and costs. • Remote work is a great opportunity for Fayetteville, especially given it's continued presence in nationally recognized "best place to live" rankings. We need better broadband though. 76 1 Economic Vitality Master Plan Appendix D: Community Engagement Documentation • The bumper sticker is "It doesn't suck to live here." • We need to target around places like Omaha. Notjust the coasts. Q6: Can Information Technology be leveraged as a career pathway for populations who face barriers to employment? • Yes. demand for talent far outweighs supply. IT career pathway has many on and off ramps for talent to engage, all levels and diverse backgrounds / needs. • Possibly. There are some fundamental educational building blocks that can't be overlooked. If they don't get critical, system thinking skills in K12 it will be tougher. Check out PeopleShores in Mississippi as an example that does work. • Support desk / help desk and field maintenance areas are both great opportunities for non- native populations. • There are likely 3 or 4 of these programs in areas where there has been low achievement. (Note: Find the names of these programs). • Onshoaring. • Becoming an expert in one area (there is something to be said). Q7: Are their best practices in other parts of the country you are aware of that have made a significant impact on Information Technology talent... • Augusta, GA. / Bossier City, LA / Ruston, LA / Kansas City, KS / Tulsa, OK think it's important to look at smaller markets who have had positive impacts or programs to build a best practice approach for what we can do. • PeopleShores in Mississippi and soon Pine Bluff has a solid model. • North Carolina's Research Triangle Park has been a highly successful model, facing similar challenges to NWA in the mid-1900s. https://en.wikipedia.org/wiki/Research_TriangLe_Park • 35 cent rebate on software development, example. Q8: What strategies or actions can the City take to build a stronger Information Technology cluster in Fayetteville? • organic tech community growth • talent focused events • unique incentives for talent recruitment • leverage UofA for ecosystem • Make this place a preferred location for remote IT workers as a first step. Once they are here, immerse them in the local startup and tech scene through events and programs. Small Business Focus Group Meetings Small Business Focus Groups July 12-19, 2021 Q1: Why are small businesses so critical to Fayetteville's economy? • Diversity Creativity Enhancement Reliability Personality • Create jobs Create identity • Resilience • diversity • Fill a need • Sustainability Economic Vitality Master Plan Appendix D: Community Engagement Documentation 177 • Jobs Diversity Economy Security Choices • Jobs • Economic -Engine Labor Locality Dream -Reality Future • Growth Innovation Employment -opportunities Money -remains -local • Attracting talent GDP growth Cultural cohesion Diverse economy Local —tax —revenue • growth engine core Q2: Draft Goal: Increase the 1 and 5 year survival rates of small businesses. How can the City help increase survival rates of small businesses? • Promote impartiality- • Provide targeted assistance to this group • Affordable & reliable child care 2. Provide 6-month free basic services/training: bookkeeping, advertising, labor/tax laws (training to include how to budget for this costs after free services are up) • Provide raining and resources meeting them where they are (less zoom & more approachable training) 4. Remove language barriers (reliable support in their languages) • Resource matching and promotion • mentorship • affordable and flexible office space • technology support (website, etc.) • underwriting legal and CPA expenses" Q3: What strategies are needed to enhance customer service and support for small businesses? • Have a staff dedicated to helping small businesses • Be proactive in reaching out to small businesses • Skilled consultancy services that help plan/project growth initiatives locally: example: consultant that helps build a financial impact model that forecasts cost/benefit of bringing warehousing or manufacturing in-house locally. • not sure what this would be??? Q4: Are there any issues or challenges you can share that you are currently facing while conducting business in Fayetteville? • Findingworkers • Difficult to get direct flights to many locations from XNA. • Office Space • expense of technology and infrastructure • recruiting talent (especially tech) Q5: How can the City of Fayetteville better serve you as a small business owner? • Provide resources • Less high-level planning, more tactical on the ground support. Example: facilitating introductions to new customers vs. broadly discussing the benefits of expanding operations in Arkansas 78 1 Economic Vitality Master Plan Appendix D: Community Engagement Documentation • 1. transportation and trail access 2. office space 3. networking opportunities Q6: As a small business owner, what is your biggest challenge right now? • Workforce • Finance • Acquiring —new —customers Capital. —financing Fundraising -capital Local talent • funding talentoffice_space Small Business Focus Group Meeting #1 7.13.2021 (a) 11 am via Zoom Small Business attendees — Relaxing Massage Therapy, LLC/Bradley Huff Staff —Chung Tan 1. Why are small businesses so critical to Fayetteville's economy? Diversity, reliability, enhancement, personality, creativity 2. Increase the 1- and 5-year survival rates of small businesses. How can the City help increase survival rates of small businesses? • Promote exploration • Provide technical assistance • Be a partner 3. Increase the 1- and 5-year survival rates of women and minority businesses. How do we bring them to parity with overall economy? • Promote impartiality • Provide targeted assistance to this group • Education on about how a business is run. • Have goals and how to reach them. 4. What strategies are needed to enhance customer service and support for small businesses? • Have a staff dedicated to helping small businesses • Be proactive in reaching out to small businesses • Reaching to show that you care, calling to check during this difficult time is appreciated. 5. Are there any issues or challenges you can share that you are currently facing while conducting business in Fayetteville? • Finding workers • Ina tense world, people are stressed out. Finding away to help people feel more comfortable in their surrounding • Have to adapt and develop new strategy to help people, how to clean, etc. 6. How can the City of Fayetteville better serve you as a small business owner? • Provide resources • Great city, doing a lot to improve the city with sidewalks, bike trails, causing people to move in. Economic Vitality Master Plan Appendix D: Community Engagement Documentation 179 • Regular customers from out of town commented that while Fayetteville has cute little shops, accessibility is not very good. 7. As a small business owner, what is your biggest challenge right now? • Finance • Workforce • Shut down for 5 weeks, experienced cash flow. Had some set aside. Wife was working. Kept us afloat. • Fit my life into my finances, cut back on things. • Not spending on things, cash flow. • Govt helped to the extent that I don't have to close my shop, I was able to pay rent. 8. Would you like to provide any additional comments pertaining to small business support, growth, and retention? • Market the city • Form small business group to support each other Meeting notes #1 1. Business momentum is picking up. 2. Startups spend time looking for a location. They may hop around until they find a rental at the right price range at the right place. 3. City has done road improvement, built retaining wall, making it easier for customers to reach my office. 4. Setting aside a percentage of business to certain groups could be discrimination against the rest Small Business Focus Group Meeting #3 7.14.2021 @ 11 am via Zoom Small Business attendees: Zystein LLC/Zoraida Aguilar Staff: Chung Tan 1. Why are small businesses so critical to Fayetteville's economy? Diversity, reliability, enhancement, personality, creativity 2. Increase the 1- and 5-year survival rates of small businesses. How can the City help increase survival rates of small businesses? • Promote exploration • Provide technical assistance • Be a partner 3. Increase the 1- and 5-year survival rates of women and minority businesses. How do we bring them to parity with overall economy? • Promote impartiality • Provide targeted assistance to this group • Education on about how a business is run. 4. What strategies are needed to enhance customer service and support for small businesses? • Have a staff dedicated to helping small businesses 80 1 Economic Vitality Master Plan Appendix D: Community Engagement Documentation • Be proactive in reaching out to small businesses • Reaching to show that you care, calling to check during this difficult time is appreciated. 5. Are there any issues or challenges you can share that you are currently facing while conducting business in Fayetteville? • Findingworkers • Ina tense world, people are stressed out. Finding away to help people feel more comfortable in their surrounding • Have to develop new strategy to help people, how to clean, etc. 6. How can the City of Fayetteville better serve you as a small business owner? • Provide resources • Great city, doing a lotto improve the city with sidewalks, bike trails, causing people to move in. • Regular customers from out of town. Cute little shops. Accessibility is not very good. 7. As a small business owner, what is your biggest challenge right now? • Finance • Workforce • Shut down for 5 weeks, experienced cash flow. Had some set aside. Wife was working. Kept us afloat. • Fit my life into my finances, cut back on things. • Not spending on things, cash flow. • Govt helped to the extent that I don't have to close my shop, I was able to pay rent. 8. Would you like to provide any additional comments pertaining to small business support, growth, and retention? • Market the city • Form small business group to support each other Meeting Notes #3 • Have a tax moratorium from the city, county, state for new businesses from 0-5 years. When they are starting, they don't have funds. So, don't start taxing them. Give them an opportunity to grow • When we were starting our business, there were so much that we did not know. Have a go - to person, hub, or place to ask questions, to find answers • City to provide space at an affordable rent. Consider this is infrastructure costs to help startups • Have a directory of small business in the city so that we may refer one another. Like housing the directory in the business license page • Have a "How To" page with check list for small business to do. • I thought StartUp Junkie charges for its service and so I did not go to them. Communicate better and often • Once I got all my licenses and permits, etc. doing business in Fayetteville poses no challenges Economic Vitality Master Plan Appendix D: Community Engagement Documentation 181 • Have a small business mentorship program. Don't need 1-on-1. Once a month, with a specific topic, maybe helpful. • The pandemic caused us to lose some customers because they closed their business. We upgraded ourwebsite and e-commerce channel. Because of funding, we could not upload all our products online. Can the city help? Small Business Focus Group #4 7.14.2021 @ 2:30 pm Staff —Chung Tan 1. Why are small businesses so critical to Fayetteville's economy? Diversity, reliability, enhancement, personality, creativity, create jobs 2. Increase the 1- and 5-year survival rates of small businesses. How can the City help increase survival rates of small businesses? • Promote exploration • Provide technical assistance • Be a partner • Provide incentives • Improve transportation 3. Increase the 1- and 5-year survival rates of women and minority businesses. How do we bring them to parity with overall economy? • Promote impartiality • Provide targeted assistance to this group • Education on about how a business is run. • Have goals and how to reach them. • Setting aside %age to certain group could be discrimination against the rest • Provide training and resources where they are • Remove language barrier • Affordable and reliable child care 4. What strategies are needed to enhance customer service and support for small businesses? • Have a staff dedicated to helping small businesses • Be proactive in reaching out to small businesses • Reaching to show that you care, calling to check during this difficult time is appreciated. 5. Are there any issues or challenges you can share that you are currently facing while conducting business in Fayetteville? • Findingworkers • In a tense world, people are stressed out. Find a way to help people feel more comfortable in their surrounding • Have to shift to adapt and develop new strategy to help people, how to clean, etc. 6. How can the City of Fayetteville better serve you as a small business owner? • Provide resources • Great city, doing a lot to improve the city with sidewalks, bike trails, causing people to move in. 82 1 Economic Vitality Master Plan Appendix D: Community Engagement Documentation • Regular customers from out of town commented that while Fayetteville has some cute little shops, accessibility is not very good. 7. As a small business owner, what is your biggest challenge right now? • Finance • Workforce • Shut down for 5 weeks, experienced cash flow challenge. Luckily had some money set aside and a wife who was working that kept us afloat. • Fit my life into my finances, cut back on things. • Not spending on things to help with cash flow. • Govt helped to the extent that I don't have to close my shop, I was able to pay rent. 8. Would you like to provide any additional comments pertaining to small business support, growth, and retention? • Market the city • Form small business group to support each other Meeting notes #4 1. Can city, county, state consider waiving property taxes? Waiving licensing costs? 2. Expand transportation services, reliable, like 7 days, and all hours. Partner with uber/lyft 3. How can small business compete with big business to attract workforce? They are giving out bonuses. 4. For Startup founders, they usually are not able to pay himself/herself. Provide financial support to the founders? 5. For women/minorities - reach them at their level. Difficult to attend a zoom call if they are also running a business. Marshallese community is not so educated. Dumb down to audience level. Go to Jones Center to reach the Hispanic/Latinos? 6. Startup programs like the accelerator programs are meant for educated groups. For some business owners, they need grassroot, elementary business education. 7. If a small business has a question, does it know where to find the answers? City should streamline, have a hub. Provide a check list. Anything a small business needs, it could find answers so it is not discouraged or frustrated. 8. Even if you have the resources, how to constantly communicate so the business knows. 9. Make sure that your programs can work. For example, Rockin' Baker is a certified trainer but based on the program criteria, it cannot recruit anyone to participate in the program. Small Business Focus Group #6 7.22.2021 @ 2:00 pm Advertised through social media—facebook, linkedin, alignable. Rick West/Field Agent, Spencer Jones/Lineus Med, Casey Kinsey/Lofty Labs Staff -Chung Tan Meeting notes #6 • Small businesses are good for cultural diversity, economic diversity --manufacturing, med device • Provide affordable flex space, underwriting fiber, provide alternative financing Economic Vitality Master Plan Appendix D: Community Engagement Documentation 183 • Different sizes (FTEs) of the small business have different needs. A small business with 75 workers will need 100 parking spaces. Fayetteville does not have enough parking for its businesses but Rogers does. • Internet of 1 GB costs $99/mth for homes. Cox charges $350/mth. Will be good if city can underwrite infrastructure 5K-10K for startups. • Loans are very hard to get for startups if the founders have no homes, houses, or cars. They get a 2Id mortgage. Not getting a loan from SBA. Kiva possible for 2- 10 people business for $20K or 50K. • Funding side of things— service industry has very few assets. Need money to make payroll. Usually small businesses need to be doing about $1 M business a year before a bank will underwrite and even then, still need personal guarantee • How am I going to fund it? Need capital to grow • When you are starting your business, no income. As a safety net, provide unemployment benefits or work with existing employers to allow workers to take leave of absence. • Different stages of the business cycle have different needs. Need to match their needs at their level of business cycle • Recommend startups to join accelerator programs out of state to be trained and/or to get investments but come back. Send them out and return with our incentives to attract them. • Give startup $5K per employee that you hire. Loan until forgiven after x months. • State's Tax credit for payroll program is useless or not significant. Business can just pay Less to get the same benefit without the paperwork. • Usually early stage businesses have small financial gap that the city can fill. • Things that help businesses in general will help the minorities/women/veterans, as well. • Hope is not a strategy • Businesses face difficulties finding workers from the minorities etc. Field Agent offers Internships, part time work @ $12-$15, Jobs at $45 - 50 K, attend job fairs, etc. Yet, out of the 100, they probably have 2 minority candidates. Woman in software is so few. They are not applying. First, you need to expand the talent pool. We hire basic degreed people, Looking at JBU, UA. • Small businesses compete with the bigger employers. Amazing candidates go to the big 5. P & G will pay minority staff starting at $65K. • Solve all the other problems first, like transportation, make the workforce pool a big pool • The infrastructure is not there. • Lineus Medical and Lofty Labs resort to hire remote workers. Another reason is because XNA either has no direct flights or tickets are expensive. They hire out of Dallas, Denver, Chicago that have hubs. • Product managers, sales managers — hire in other states, up to 4. Compared to Fayetteville/NWA region, time wasted with 1 or 2 stops for flights and higher ticket prices • But if the city can offer $5K - $10K for every worker who relocate to Fayetteville, it may help to bring some workers here. • Set aside funding to either hire specialists or to pay for consultants to help local businesses with long term strategies — eg. a 4 year site selection long term strategies plan. Help to project Warehousing/manufacturing needs with tactical forecasting and financials. • Community resource —1 person for site selection. • Or choose an industry. Eg Accelerate my understanding of running a restaurant. • For this Specificity— city makes some bets on some certain sectors. 84 1 Economic Vitality Master Plan Appendix D: Community Engagement Documentation • StartUp Junkie is good but stops at in depth support. They are only broadly supportive. • Fund activities that can produce outsize effect on certain groups, sectors. Create the Cascading effects • We start our business in Fayetteville by choice. It is not the best place to do business here. Finding workers too hard. Finding space is hard. Flying can be time consuming and costly. Office space, not enough parking lots. More retail. • AR is a small market. Big accounts all over the country. Liability to the business to have workers in Fayetteville • Fayetteville is not anti -business but not pro -business either. • WRMC, UA, Library all good. But the decisions that Fayetteville made for the last 30-40 years till now is hurting Fayetteville if Fayetteville wants to be seen as a fast growth city. • Billboards would have exposed/marketed Fayetteville businesses. Rogers and Bentonville feel more pro -business • What has the city done for businesses in last 10 years? • Is the Development you see in Rogers/Bentonville a result of friendlier development process or land use? • Does Fayetteville want to build a place where developers want to come? • I like the people, I like the town, I like progress. I grow my business despite of. • Office space doesn't need to be 10-story high. Fayetteville has to ask itself what it wants to be. Fayetteville has Progressive people, has its own character. There is land along Appleby, Gregg, S Fayetteville. Why are they not developed? • Learn from others. Why did Highlands Oncology build in Johnson? High payingjobs. Why did we lose them? How not to lose more projects? • Fayetteville's priorities on streams, trees, over pro -business have impact on development. • Fayetteville may build infrastructure, etc. but these projects are hoping for potential dividend. • Fayetteville to decide who do you want to be? Vibrant economy? • Fayetteville lost Whytespyder. Could lose Lofty Labs next. • Fayetteville can't be everything to everybody • How will Fayetteville define its next 10 years of success? Asa Lifestyle community? High growth? Manufacturing? • How to get more folks from the area to move back to Fayetteville, repatriation, to move back. Stop the brain drain. • City works on places to park, transit, affordable housing, pro business, Arts district, • Get back to the priority— is it business, is it livable. The machine is now pushing up north. • City can start by buying the Hwy Motel Inn. Have Cafe La Rue be the restaurant and convert all the rooms for startups. • Recognize that city has a tough time with private owners who are just squatting on Fayetteville land while waiting for the prices to go up. GCOD Subcommittee Growth Concept Oriented Development Subcommittee, July 22, 2021 Q1: Of the various components of a 'growth node' below, please rank the importance of each item as it relates to activating a growth node or corridor. Economic Vitality Master Plan Appendix D: Community Engagement Documentation 185 1st Diverse housing options 2nd Access to goods and services 3rd Employment opportunities 4th Quality of life amenities such as parks, trails, and public art 5th Access to transit Natural Resources such as the 6th City's enduring green network Q2: If the City wants to focus on activating one growth node at a time, how should this be approached at a macro level? What steps should be taken first? • Acquire land, either as the city or in partnership with commercial/development entities, for the purpose of partially directing/strongly influencing the development of both structures and uses contributing to the node. • Develop a Economic Development Scoring Matrix. Calculate a Economic Development Score for each Growth Concept Map element area. Allocate Economic Development programs, funding, actions, etc. based on the priorities calculated by the Matrix. • Start by doing a complete design for the node accompanied by the infrastructure to allow it by right • Completely re -write the City's Unified Development Code to not be antagonistic to dense, walkable, mixed -use development and elect a City Council that actually, truly believes that GCOD is a priority. • To set the framework, entitlements ought to be set by the City, starting with rezoning. From there, the City can facilitate make targeted improvements to streets and infrastructure. Then prioritize acquiring greenspace and coordinating transit. • 1 am not sure the idea of doing one at a time is the best course of action and I would think the steps or initiatives would need to be tailored to each. Nodes may do better if they have their own "personality" or direction for placemaking. • Well, it shouldn't focus on one node at a time. But if it were, I'd start with a catalyzing plan and public investment. • Identify opportunities for quick wins with willing land owners. Demonstrate success with projects that are close to shovel -ready. • Rewrite the UDC • Intentional parcel -level planning and analysis and matchmaking by Economic Development office for underutilized parcel owners with development projects with a variety of how owners can be compensated or stay involved) Q3: What strategies or actions can be taken to entice, incentivize, and encourage a mix of diverse housing types in a growth node (tier on the GCOD map)? 86 1 Economic Vitality Master Plan Appendix D: Community Engagement Documentation • Pre -zone rather than wait to rezone parcels. Create "node overlay" zoning to more proactively identify desired uses. If possible acquire the land that is to remain open space and reduce the parkland dedication/fee for node uses that are desired. • Inventory public and private vacant and underutilized areas in the Transit Supportive Core (1/4 mile radius) of the Tier Center. Properties of this classification should be pursued as a public/Private partnership development project. • Rezone selected properties in the Transit Supportive Core to a form based mixed use zoning classification or amend existing Euclidean Commercial Zones to permit mixed use development. • Invest in the development of a transit stop/station with amenities (I.e. park & ride facility, covered waiting areas, information screens, etc.) in the Transit Supportive Core of the Tier Center. • Design and construct a network of internal pedestrian pathways and vehicular routes within the Transit Supportive Core and Pedestrian -Shed of the Tier Center to focus on the pedestrian experience and maximize safe internal circulation of vehicles. • Establish service standards (childcare business, personnel care businesses, eating and drinking establishments, etc.) for Tier Centers and undertake Economic Development actions to implement the service standards. • Undertake Economic Development action to support the Art Branding of the Tier Center.. • Inventory the public and private Open Spaces and support their development and programming to enhance the pedestrian experience within the Transit Supportive Core and Pedestrian -Shed of the Tier Center. • Use city, county, state, and federal funding resources to leverage private investments • This is one area where the City has done well by allowing ADUs by right and reducing or eliminating parking minimums, at least in certain areas, and allowing cottage courts. • Again, the Unified Development Code makes developing several residential building types and configurations difficult and the architectural requirements lead to actually worse design. • The City can rezone and make infrastructure improvements. Existing waivers for low- income housing impact fees can be emphasized. • Zoning should be diverse - no zoning that limits development to single family exclusively. Small parcels and small formats should be encouraged by making them more convenient. • Re -write the UDC. • Rezone the entire city • Remove the suburban setback and utility standards that require big front setbacks, side setbacks, and larger than needed alleys • Allow more than 2 attached townhouses!! • Sell or lease city -owned land to a private developer (non-profit or for -profit) and require mixed -income housing via deed restrictions. • Stop making infill harder than greenfields to develop • Make missing middle housing the easiest project type to build on infill parcels in targeted growth centers and along transit corridors through pre -permitted building plans, i.e. Pattern Zones. • Support for small-scale developers, including professional development training and a guaranty fund to enhance access to capital. This strategy could also help developers of color, women, and other underrepresented groups build wealth. Economic Vitality Master Plan Appendix D: Community Engagement Documentation 187 • Elect council members who don't think we already have all the houses we'll ever need built. • Put an urban growth boundary on the city, but allow basically unlimited form based density inside the boundary to preserve forests and fields at the edges • Legalize Single Room Occupancy housing • Start over to build a UDC focused on public health, fiscal resilience and access/mobility. Q4: What strategies or actions can be taken to slow the cost of housing (buying a home and rental rates)? • Develop a pre-fab manufacturing operation for housing. Framing, wall sections, cabinetry can all be better constructed when mass produced indoors and then delivered and assembled on -site. Sears used to sell home kits. Various models can be provided. • Increase the housing density in the Transit Supportive Core (1 /4 mile radius) of the Tier Centers to a minimum 10 DU's per Acre. (Gross). Eliminate minimum residential parking requirements in the Transit Supportive Core and Pedestrian -Shed. • Help pay for the down payment • Perspective house buyers must undergo home ownership responsibility training before they can get an incentive • Subsidized home construction by offering up city -owned land • Allow SFH to build ADUs. Train the SFH owners. • ADUs maybe owned by people other than the SFH owners • Change dev codes to allow duplexes, triplexes, quadplexes in SFH zones • Form a consortium of bankers to finance home ownership • Don't artificially reduce supply. Don't have fee structures and enforcement processes that disproportionately affect lower priced units. Allow manufactured homes and development of manufactured home parks (with thoughtful regulation). • All the City can control is the cost of regulation. Construction and land costs are market - driven. Evaluate development code standards for relaxing standards, • Think about Housing + Transportation as opposed to housing cost in a vacuum. • The city has to radically lower barriers to small -format multi unit projects. Prices go up when supply doesn't keep up with demand. • Legalize Single Room Occupancy, eliminate roommate max • Eliminate all density requirements that are unit / acre base • Eliminate fire sprinklers from 4 units or less • Start over and rewrite the UDC • Do we have data on the Jobs/Housing Balance (by location) within the City? • How could we begin to quantify the 15 Minute City? This could be a helpful frame for the "why" for many of this committee's housing/transit initiatives. It speaks to the benefits of infill, and there's something in it for everyone. • Scaling up shared equity homeownership for multi -generational affordability. Q5: What additional data is needed to help inform this section of the plan? • Traffic patterns, vehicles densities, commute and vehicle idle times by streets would be nice to know. In addition, knowing if existing traffic signals have "smart" on the fly adjustable timing with linked traffic cameras would be helpful. 88 1 Economic Vitality Master Plan Appendix D: Community Engagement Documentation • Thomas Brown e-mailed Devin a list of 27 GIS data requirements (on 7/20,) that need to be considered for application in the creation of an Economic Development Scoring Matrix.. Contact Thomas Brown for more information. • University of Arkansas enrollment growth and housing plans should be obtained. 26% of students are housed on campus. 21,000 students and 11,000 employees compete for Lower cost housing within 3 ZIP codes, they consume more than half of that housing. • City's adopted master street plan should be re -reviewed, looking for future east -west, north -south corridors which could be invested in with Covid relief infrastructure funding. • We have enough data for now • Heat map of units approved each year by location. Detailed analysis of cost of infrastructure and maintenance by use and unit type. • What tools exist to prevent land prices from inflating after City rezoning or infrastructure improvements, but before development? Q6: Do you have any additional thoughts you'd like to provide? • Fayetteville, Springdale„Rogers and Bentonville need to coordinate their long range land use planning activities and land use policy to support the transit readiness of the NWA Metropolitan Region as a Regional Economic Development effort. • The University should be encouraged to constructed (with state approved bond funding) a major on -campus housing development for grad & married students, new faculty, and low income maintenance personnel - a true mixed community. • Have a dedicated person/division to monitor, manage, and guide the implementation of the growth nodes Additional Comments from Subcommittee members provided via email: Background Issues: 1. Review the GCM elements (Tier 1 Centers, Tier 2 Centers, Tier 3 Centers, Transit Corridor, High Activity Corridors, Special Districts, EGN) - Location Criteria, Boundary Criteria and add to City GIS. 2. Review the typology for Tier 2 & 3 Centers (see attachment illustrating the Transit Supportive Core, Pedestrian Shed, Park & Ride Shed). 3. Review Survey results. 4. Review the Economic Development Plan Objectives. (Existing and Proposed) 5. Consider the application of an analysis tool like our "Infill Scoring Matrix". We could call it the Economic Development Scoring Matric. It would be applied to each of the GCM Element Areas to describe and calculate the priority for applying GCD strategies, action items, investment options. 6. Determine data requirements for building a Scoring Matrix tool. (Population density, Employment density, affordable housing, Transit facilities, Utility facilities, Active transportation facilities, Street infrastructure, Economic mobility barriers, Under served populations, Vacant/Underutilized Public & Private Property, Vacant/Underutilized Private property, Public Art, Open Space assets, Workforce and Attainable Housing distribution, Crowd Sourced Data, etc.). See the 26 Economic Development Criteria and description of a Scoring Matrix. 7. Create a parcel level Growth Concept Map. This map establishes GCM element boundaries at the parcel level. Economic Vitality Master Plan Appendix D: Community Engagement Documentation 189 Some Study Products: 1. Identify GCD strategies, action items, investment options and implementation responsibilities. • GCM element Economic Development Standards (Affordable housing. Restaurant, Bar, Childcare, Park and Ride, Transit Station/Stop. Art Studio Space, Etc.) • Regulatory framework & Rezoning (including connectivity design). • Development Marketing Plans. • Public/Private Partnership Projects (look at City Vacant and underutilized property, etc.) • Public infrastructure projects (Bond and CIP projects). • Project Funding Grants. • Potential improvements to the UDC (address Minimum Residential Parking in GCM Element Areas, Allow Mixed Use in the C-1, C-2 and 1-1 Zoning Districts, etc.) 2. Identify metrics for tracking performance GIS data requirements for potential economic development criteria for an Economic Development Scoring Matrix tool: • Dwelling Unit Density of residential parcels. • Population Density of residential parcels. • Employee Density of commercial and industrial parcels. • Employee Density Classes of parcels. • Vacant or underutilized Municipal and County parcels. • Private Parking lots. • Parcels within 300 feet of Water • Parcels within 300 feet of Sewer • Parcels within direct access to Sidewalks and Trails. • Parcels within a half mile of Elementary Schools. • Parcels within six minutes of a Fire Station. • Affordable Housing Density. • Parcels within a half mile of Commercial properties. • Parcels within a half mile of a Park. • Parcels within a half mile of an existing and future transit route. • Parcels with direct access to Regional Link and Neighborhood Link classified streets (existing and future). • Number of Businesses by NAICS sector. • Populations facing barriers to economic mobility (I.e. minorities, women -run businesses, residents in poverty, and neurodiverse residents, etc.). • Small Businesses. • Businesses with Workforce Development and job -skill training opportunities. • Arts and Entertainment properties. • Child Care businesses. • City Housing Map comments regarding feedback on locations that are appropriate and inappropriate for housing. • Impervious areas. • Areas zoned R-A. • Areas zoned using a Euclidean Commercial or Industrial Classification. 90 1 Economic Vitality Master Plan Appendix D: Community Engagement Documentation • Areas zoned using a Form Based Mixed Use Classification Then create an overlay map: • A Parcel level Growth Concept Map. Then Develop a Scoring Matrix for GCM Element Areas displaying values for each of the 27 economic development criteria. Then Calculate the Economic Development priority score of each GCM Element Area. Finally Identify GCM Element Area Parcels with high Economic Development potential (or vacant or underutilized parcels within GCM Element Areas with high potential). Post Kick Off Meeting Email from Tom: Devin, There were many great ideas discussed at our first Growth Concept Development focus group meeting. I hope the following four ideas will be perused and that I will be permitted to help in their development: Create a Economic Development Scoring Matrix. This is a land use planning tool that can be utilized in each of the GCM Element Areas* to help describe current conditions and facilitate the calculation of a priority for implementing GCD Plan strategies, action items and investment options. This task begins with the determination of the GIS data requirements for building a Scoring Matrix tool. (See the attached proposed 27 GIS Economic Development Criteria). Create a parcel level Growth Concept Map (GCM). This map delineates GCM Element Area* boundaries at a parcel level which facilitates spatial clipping of GIS data for each of the GCM Element Areas*. Inventory and delineate all the public and private vacant and underutilized property located within the boundaries of the GCM Element Areas. This GIS data will provide baseline parcel information necessary to begin an effort to identify the Municipal and privately owned properties to be further analyzed to evaluate their development potential as a partnership project. This activity should include the initial assessment of partnership project potential for priority properties. Identify Economic Development Standards for the GCM Element Areas. Standards that include; residential density, employment density, restaurant availability, childcare availability, affordable housing requirements and other residential service requirements. The standards can be used to characterize the current level of infrastructure and amenities available at individual GCM Element Areas*, determine upgrade requirements and establish priorities for pursuing Economic Development activities, programs and investments. Economic Vitality Master Plan Appendix D: Community Engagement Documentation 191 Potential GIS Criteria for a Economic Development Scoring Matrix Tool • Dwelling Unit Density of residential parcels. • Population Density of residential parcels_ • Employee Density of commercial and industrial parcels. • Employee Density Classes of parcels. • Vacant or underutilized Municipal and County parcels. • Private Parking lots. • Parcels within 300 feet of Water • Parcels within 300 feet of Sewer • Parcels within direct access to Sidewalks and Trails_ • Parcels within a half mile of Elementary Schools. • Parcels within six minutes of a Fire Station_ • Affordable Housing Density. • Parcels within a half mile of Commercial properties. • Parcels within a half mile of a Park. • Parcels within a half mile of an existinq and future transit route. • Parcels with direct access to Regional Link and Neighborhood Link classified streets (existing and future). • Number of Businesses by NAICS sector. • Populations facing barriers to economic mobility (I.e_ minorities, women -run businesses, residents in poverty. and neurodiverse residents, etc.)_ • Small Businesses. • Businesses with Workforce Development and job -skill training opportunities. • Arts and Entertainment properties_ • Child Care businesses. • City Housing Klap comments regarding feedback on locations that are appropriate and inappropriate for housing_ • Impervious areas. • Areas zoned R-A. • Areas zoned using a Euclidean Commercial or Industrial Classification_ • Areas zoned using a Form Based Mixed Use Classification Figure 1: From Tom Brown During our recent GCOD Goal Exploration meeting there was one question asked of the group that I wanted to comment on. o Do you have any additional thoughts or comments about goals for the GCOD section of the Plan? We need to consider integrating the following Fayetteville 2040 City Plan Affordable Housing Action Items in our Plan: • Fayetteville should actively participate and engage in the regional dialogues and initiatives as outlined in the report completed by the Northwest Housing Regional Planning Commission entitled "Our Housing Future- A Call to Action for Northwest Arkansas". • Fayetteville should identify gaps in affordability throughout the city and set numerical targets for housing that is affordable to a variety of households, including workforce, supportive, low-income, families with children, and senior housing. • Promote long-term affordability by: 92 1 Economic Vitality Master Plan Appendix D: Community Engagement Documentation o Supporting a local or regional community land trust and other shared equity approaches; o Targeting the use of public funds for the lowest -income households, including those who are homeless, at risk of homelessness, or who have other special needs; and o Developing new goals, targets, and strategies to promote the distribution of affordable housing in all parts of the city, including incentives for affordable housing in new developments and for the preservation of existing rental units. • Identify new or expand existing dedicated revenue sources for affordable housing. • Examine potential regulatory barriers and policies that impede the provision of household affordability, including: infrastructure costs, the costs and benefits of development ordinances on housing development, and how the City's fees and requirements impact the cost of living for households in Fayetteville. • Develop a community educational campaign to address the issue of affordability such as; the loss of existing affordable housing, rising utility and transportation costs, and the need to maintain affordability as a part of Fayetteville's quality of life. • Identify opportunities for the creation of affordable housing on publicly -owned land and develop partnerships with developers to provide flexible, affordable work space and housing. • Support the creation of a "real-time" database of available affordable housing units, services, resources, and incentives to strengthen the process of connecting qualified buyers and renters with affordable housing to comprehensively lower monthly household expenses. We also need to consider integrating the following four recommendations presented in the Enterprise Advisors 2018 report titled "Our Housing Future A Call to Action for Northwest Arkansas", • CREATE A LOCAL FUNDING SOURCE FOR NEW HOMES • ESTABLISH ANTI -DISPLACEMENT MEASURES. • DEVELOP LOCAL TENANTS' RIGHTS POLICIES. • CREATE A LOCAL HOUSING PRESERVATION POLICY AND ALIGN TOOLS FOR IMPLEMENTATION. Review the attached Reports for more details about the four recommendations. Devin I noticed that Gunder Coaty with the GIS Department created a new map titled; "City Growth Nodes Inside a 15 Minute Walk". It looks like a good start to creating a "Growth Concept Map" to be placed on our GIS City web portal. Below I have suggested a list of map improvements that I hope will be made to the subject map: 1. The borders of the Downtown Tier 1 Center should be the boundaries established in the Downtown Neighborhood Master Plan. 2. The borders of the Uptown Tier 1 Center should be established like the Downtown's. An example of potential boundaries for the Uptown Tier 1 Center are; north side - City Limits, east side - College Avenue, south side - Fulbright Expressway and west side - Gregg Avenue). 3. The boundaries of the Transit Supportive Core in the two Tier 1 Centers should be the 5 minute walking distance around (existing and potential future) transit stops. Economic Vitality Master Plan Appendix D: Community Engagement Documentation 193 4. In Tier 2 and 3 Centers, the boundary of the Transit Supportive Core should be the 5 minute walking distance around the middle of the Center and the boundary of the Pedestrian -shed should be the 15 minute walking distance around the middle of the Center. 5. There are just a few Tier 2 and 3 Centers that I would like to discuss making adjustments in the Location of their node symbols. 6. The TOD depicted in the Fayette Junction Neighborhood Master Plan needs to be added to the Map as a Tier 3 Center. 7. The University Special Growth Node should use the University property boundaries. 8. The Medical Special Growth Node should use the Washington Regional Medical Center property boundaries. 9. The Airport Special Growth Node should use the Drake Field property boundaries. 10. The Industrial Special Growth Node should use the appropriate FLUM Industrial Area boundaries adjusted to follow existing property boundaries. 11. The Special Growth Nodes only need the 5 minute walking distance boundaries around (existing and potential future) transit stops located within Special Growth Node boundaries. 12. We need to be able to display individual Growth Nodes, 5 minute walking distance boundaries (or Transit Supportive Cores) and 15 minute walking distance boundaries (or Pedestrian -sheds). 13. Need to title each of the City Growth Nodes. 14. Consider changing the title of the map to "City Growth Nodes". I also wanted to propose a few basic evaluation criteria that can to be used to perform an initial rating of the degree and nature of the existing development in each of the Tier Centers: • Transit Supportive Core should have a density of 10 DU/Ac or 1257 DU's. • Maximize the existing overall DU density of Tier Centers and their two structural components; Transit Supportive Core and Pedestrian -shed. • Tier 2 Centers should be located at the intersection of crossing major roads. • Tier 3 Centers should be located at the intersection of crossing neighborhood and major roads orjust neighborhood roads. • Maximize internal multimodal connectivity and circulation density (LF of sidewalks and trails per acre) in the Pedestrian -shed and Transit Supportive Core. • Maximize the number of retail service establishments (grocery stores, restaurants, personal service establishments, child care facilities, etc.). • The amount of vacant and underutilized parcels/land by Transit Supportive Core and Pedestrian -shed (total and %). The overall development rating for each Tier Center can be used to prioritize them for future development actions. I would like to talk to Gunder orthe individuals responsible for developing the City Growth Node Map to explore the future application of my suggestions. Thanks Thomas Brown 94 1 Economic Vitality Master Plan Appendix D: Community Engagement Documentation Economic Vitality Master Plan Appendix D: Community Engagement Documentation 195 CDBG in the Park CDBG in the Park Public Input Session, July 30, 2021 CDBG In The Park Event 7.30.2021 Walker Park from 10:30 am —1:30 pm Q: What types of small businesses would you like to see more of in Fayetteville? • Water park (x4) • More businesses in south Fayetteville • Grocery store in south Fayetteville • Another splash pad in south Fayetteville • Whataburger • Six Flags • Church's Chicken • Taco Bell • More parks • Ice cream shop (x2) • Food truck • Barber shop • McDonald's • Taco shop • Restaurant • Ride share • ORT • Handy rides Childcare Subcommittee Childcare Subcommittee Meeting, August 12, 2021 Childcare Subcommittee Meeting Thursday, 8.12.2021 12:45pm-1:45pm By Zoom Subcommittee Chair: Meredith Lowry, Patent Attorney, Wright Lindsey Jennings Attendees: Debbie Malone, Program Coordinator, Child Care Aware of Northwest Arkansas Kathleen Hale, Pre-K Director, Fayetteville School District Tammy Rowland, Administrator, Northwest Arkansas Family Childcare Association Staff: Chung Tan, Deputy Director, Economic Vitality Dept, City of Fayetteville 96 1 Economic Vitality Master Plan Appendix D: Community Engagement Documentation Meeting Notes: Head Start EOA (Economic Opportunity Agency) Head Start emphasizes birth — 3 years old for brain development, etc. Funding for pre-K has been static and a lot of children are not being served. Head Start partners with public schools and churches such as St. James Church to increase capacity. Only families that meet state or federal income guidelines may be offered this service. More Pre-K services are Needed While Head Start serves all they can, the perfect scenario is for every child to go through pre-K. To achieve this goal, it will require construction of new facilities as not all existing facilities are poised to expand. Lack of Child Care Facilities Family day care may be an alternative to center based programming. Just to increase number of childcare facilities available. Many children are on waiting list with no places to go for certain centers. At other centers, there were cancellations because of Covid. Families could be in quarantine. There are yet parents who choose not to send their children. Challenges and Possible Solutions Arkansas Department of Human Services, Child Care & Early Childhood Education Division has identified a few gaps that they could possibly spend money on — availability and hours of care. Workers working late night shifts need child care services, too. We may build partnerships between businesses and child care. Money directed towards that. Businesses like Tyson knows the needs are great for off hours care. We need more funding to expand existing programs. Workforce Issues We face a huge problem in getting qualified staff. It is a difficult job. Teachers are not paid like nurses. They make minimum wage, receive food stamps, and have a difficulttime in pursuingfurther education. Arkansas Early Childhood Association offers T.E.A.C.H. (Teacher Education and Compensation Helps) Early Childhood Scholarship Program for teachers. However, we need parity in wages across the board. A childcare teacher in a private program makes more money than a kindergarten teacher in a public school. In some states, they work with charitable organizations and businesses to pull resources together to pay teachers more. Sometimes, one can go work in McDonald's and be paid more. Local charitable organizations such as the Arkansas Community Foundation has been very supportive. Winthrop Rockefeller Foundation and the Fayetteville Public Education Foundation are as well. Arkansas Better Chance (ABC) is no good. It does not keep pace with certified teaching positions and scrambling every year to find money to stay open. Put pre-school teachers on the Economic Vitality Master Plan Appendix D: Community Engagement Documentation 197 same salary scale to attract and maintain teachers. Happy Hollow Foundation is concerned about early childhood education. Child Care Development Fund (CCDF) funded programs pay even less and so becomes far more difficult to manage. CCDF teachers get paid half. What It Takes to Provide Childhood Education There is a mad scramble to find out what you need to operate a childhood education facility. Many people do not understand the complexity of child education. We need to educate our community and business leaders. We have all kinds of statistics to be problem solvers. We are talking about millions of dollars to build new facilities. To outfit a classroom could cost up $60 thousand and up depending on age we are serving and if you want high quality. Amenities must be developmentally appropriate. Cot sheets, blankets, cots, furniture, learning centers, highly qualified staff, and so. Costs may reach $100 thousands per room. A typical pre-K or kindergarten teacher who has a master's degree, is nationally board -certified may start at around $48,000 a year with 28% fringe benefits. After 14 years, he/she may make $60,000 annually. It is usually a 190-day contract. Family Child Care Services They may be simply baby sitters and unregulated. If we want to increase slots fast, family childcare in a home setting is the way to go. Springdale, Rogers, and Bentonville may allow you to keep 5 children or less underground. In Fayetteville, it is difficult to recruit this type of providers to go from being unregulated to regulated. We spend some money to do the marketing. StartUp Junkie will assist to produce a video to put in youtube to promote recruitment. If a provider is licensed, it may increase the number of slots from 5 to 10. It will cost the providervery little money if it is a home. The providerjust needs to buy some equipment. She/he will spend thousands of dollars instead of tens of thousands of dollars. We are trying to do a step-in process. Just watch children, watching TV, with care giver sitting on the couch. Those were wonderful places to go. However, with regulations and a little money, we can show them how wonderful it can be. To do it correctly and not have angry or bored children. We help them with business schedules, how to be an entrepreneur and so on. Arkansas Better Beginnings have money. What is your goal? We want more quality care. Kids who are in good quality care center do better in schools later on. Possible Next Steps: We may conduct a survey of the parents to find out what they are thinking and what do they want. At the same time, look from the early educators' side of view. Let these 2 come together and come out with strategies. 98 1 Economic Vitality Master Plan Appendix D: Community Engagement Documentation Family Support Network used to be on its own. Now, we have the support. We can get them through the system. There are now groups that are willing to give money. So why not do quality? Problem is to get the process easier. Got to have the support. Many providers shut down once you talk about being regulated/licensed. To reach the providers, we may do youtube videos, let them watch and decide if they want to be regulated or licensed. There is the education part. For example, there are teaching grants available. To be childcare giver, one mayjust need to have high school education, GEDs, childhood education credentialing. Very few jobs need to have degrees. Providers may be nationally accredited and yet do not have a degree. There is a Child Development Associate (CDA) credential in early childhood education that is administered by the Council for Professional Development. For the school district, the teachers hold at a minimum bachelors' degrees and are certified teachers. One may enter with an associate degree, grandfathered in with CDAs. Family childcare homes build community, build entrepreneurship, and could be a career pathway. And you do not need a master's degree. Compared to setting up a center, the latter is very costly. For moms, it is important that the child educators are moms themselves. The children need to be safe, loved, cared for, and fed. Not a deal breaker if the person does not have the credentials Still, the education part is important. If they have the degree, they need to be appropriately compensated. If not, that's still alright. Many training is free and available. We need an ecosystem that includes the discussion of grants, training, etc. It does not exist now. Teacher Education and Compensation Helps, TEACH program is amazing. There is not a system to substitute for in home training. Used to be they cannot go and get trained. Thanks to zoom, they can do it now. Whether the providers are at home or at the centers, if they go for training, you pay them. Substitute teachers as a tool is needed. If the teacher is sick or go to training. Need the substitute pool and the funding to pay them because this is usually not included in the budget. During the pandemic, if a staff is exposed or got covid, the facility closes that room because they cannot find a substitute. The children are sent home because there is no teacher. This is not an ideal situation. If the teacher is in quarantine, she/he is not paid. The University of Arkansas' Early Care and Education Projects, ECEP, started in July 2020 and can be accessed by everybody. What does City want long term? We need women in the workforce. Some of them can be entrepreneurs if they provide childcare services at home. There are currently only 3 regulated family home care in Fayetteville. They are supposed to be regulated in Fayetteville. Many are illegal right now. We may set up very precise goals, this is what we are willing to accept to accomplish this. For example, let us increase the number of regulated family childcare in the homes. Facilitation may Economic Vitality Master Plan Appendix D: Community Engagement Documentation 199 grow the partnerships. If we are to improve education, we will need to allocate funding for this goal. For example, per Arkansas Better Chance, we need to spend up to $100,000 to set a room up for 20 children. What to do with summer, Christmas break, after school care? We need to plan for a continuum of care. The children could not be at home by themselves. There are lots of camps available in the summer time. However, they are expensive. We need affordable camps. Fayetteville Farmers' Market Re Farmers Market Public Input Session August 21, 2021 Vitality Priorities Farmers Market Which of these economic vitality areas are most important to you? 8/21/2021 Ensuring housing development keeps up with population growth and that housing is available across all income levels 129 26% Job -skill training opportunities for all 46 9% Attracting new jobs and businesses to Fayetteville 40 8% Supporting small businesses 96 19% Economic mobility for residents 38 8% Bolstering non -profits and businesses in the performing arts and the creative economy 41 8% Quality of life amenities such as our enduring green network, trails, and parks 107 22% Total 497 100% Estimated Number of Participants 166 First Thursday First Thursday Public Input Session September 2, 2021 100 1 Economic Vitality Master Plan Appendix D: Community Engagement Documentation Economic Vitality Priorities Which of these economic vitality areas are most important to you? Ensuring housing development keeps up with population growth and that housing is available across all income levels Job -skill training opportunities for all Attracting new jobs and businesses to Fayetteville Supporting small businesses Economic mobility for residents Bolstering non -profits and businesses in the performing arts and the creative economy Quality of life amenities such as our enduring green network, trails, and parks 1st Thursday 3 dots per participant 9/2/2021 # of dots % 85 23% 43 12% 33 9% 62 17% 25 7% 34 9%1 84 23%1 Total 366 100 Estimated Number of Partici 122 Economic Vitality Master Plan Appendix D: Community Engagement Documentation 1 101 Employment Opportunities 1 & 2 1st Thursday 3 dots per participant What types of employment opportunities would you like to see more of in Fayetteville? 9/2/2021 # of dots % Medical manufacturing (device, pharmaceutical, etc.) 25 4% Sports equipment manufacturing (exercise, cycling, sports, etc.) 17 3% Research and development (Specialized technologies) 46 8% Food production 32 6% Healthcare 50 9% Arts and the creative economy 75 13% Information technology 39 7% Other goods -producing industries 3 1 % Business services (administration, accounting, legal, finance) 20 3% Education 52 9% Construction/skilled trades 42 7% Gig -economy 10 2% Retail 12 2% Renewable energy and/or energy efficiency 74 13% Transportation and logistics 34 6% Remote work opportunities 46 8% Other 3 1 %1 Total 580 100%1 Estimated Number of Participants Creative Economy As it relates to the creative economy and the arts in fayetteville, how important are each of the following areas? Creation of a funding stream, such as "percent for the arts" in the City of Fayetteville - Very important - Somewhat important - Neutral - Not important - Opposed Total 193 1st Thursday 1 dot per question per person 9/2/2021 # of dots % 38 42% 30 33% 17 19% 4 4% 1 1% 90 100%1 102 1 Economic Vitality Master Plan Appendix D: Community Engagement Documentation Proactive development and/or recruitment of affordable artists # of dots % studio spaces and housing - Very important 46 54% - Somewhat important 24 28% - Neutral 14 16% - Not important 0 0% - Opposed 1 1 % Total 85 100% Expanding employment opportunities within the creative # of dots % economy - Very important 52 58% - Somewhat important 31 34% - Neutral 7 8% - Not important 0 0% - Opposed 0 0% Total 90 100% Professional an dorganizational development for creatives # of dots % - Very important 42 55% - Somewhat important 25 32% - Neutral 6 8% - Not important 4 5% - Opposed 0 0% Total 77 100% Incorporation of public art projects with all applicable city # of dots % construction projects - Very important 54 57% - Somewhat important 24 25% - Neutral 12 13% - Not important 5 5% - Opposed 0 0% Total 95 100% Economic Vitality Master Plan Appendix D: Community Engagement Documentation 1 103 Economic Mobility Subcommittee Economic Mobility Subcommittee Meeting, September 10, 2021 Economic Mobility Subcommittee Meeting Friday, Sept. 10, 2021 10 am Attendees: Ananda Rosa, Christina Williams, Daymara Baker, Kelly Colebar, Monique Jones, Noel Sosa, Rose Sparrows, Mark McCoy Staff: Devin Howland, Chung Tan Summary: • Devin went over the Economic Vitality and Recovery Plan overview, the 4 focus areas, an update on what have been completed so far, what we found out. • City will provide the links and menti after the meeting • Provided 3 outputs —the True Sales book, the Economic and Labor Analysis, and the GIS maps • Jumped to Menti to seek for committee members input and discussion. • There is a need to make this topic more "sexy" than "ugly" • Believe that everyone has a right to the table. Listen to what everyone has to say. • Transportation came up a lot. • How to overcome the cliff effect • How to take care of the transition population -those age 18-25 who are left on their own without support and guidance • This is social development • Hope to have a draft goals and action items ready by Oct. 1 Economic Mobility Subcommittee Economic Mobility Subcommittee Meeting 2, September 22, 2021 Economic Mobility Subcommittee Meeting#2 Wednesday, Sept. 22, 2021 2:00 - 3:10 pm Attendees: Christina Williams, Daymara Baker, John Newman, Kelly Colebar, Mark McCoy, Monique Jones, Noel Sosa, Pastor Curtis Smith, Rose Sparrow Staff: Devin Howland, Chung Tan Meeting Summary • Devin Howland is the meeting host • Went over the menti • Barriers that are missing: ➢ Any difference between refugees and new Americans? ➢ Domestic violence -sometimes impacting 2 generations -the parent and the child ➢ Mental health • Economic mobility ➢ Transit seems important ➢ Bring assistance to the level the small business/minority understand 104 1 Economic Vitality Master Plan Appendix D: Community Engagement Documentation ➢ There area lot of opportunities out there but the small businesses/minorities don't know about them. How to share the info, teach them how to look. ➢ Start at the base level- how to provide info to our community • Raising median household income ➢ Impacted by students. So now trying to remove students and looking at median household income for 25 years and older ➢ Certification program for participating business -seat of approval • How to increase diversity of local hiring ➢ If we are at the table, we can set our criteria so we can measure. Local agreements, etc. • What should this plan address ➢ Gender pay gap ➢ Cliff effect ➢ Child care subsidy levels -- DHS controls the income levels • Neurodiverse folks ➢ Walmart doesn't have a tool to help this population ➢ How to cover the income gap ➢ Educate local employers. Incredible risk ➢ 20 years ago, employers just said no. Now, more doors open. But they want the job coaches there forever. ➢ Can the city lead by example? • Formerly incarcerated residents ➢ Work opportunity tax credit ➢ Work on prevention ➢ Bail assistance ?? ➢ Make known that employers offer 2Id chances • Library expansion. How can we use them? • Goals ➢ Let you set the targets ➢ Let skill training be tied to the other goals of raising median household income • Other good metrics? ➢ Align what is realistic versus ALICE levels. ➢ ALICE is the working poor. Learn from them but not really using it in totality • Do you use google sheets? Will share so we can collaborate Q1: What barriers are missing that need to be addressed in the plan? • Domestic Violence • Social support • lack of social support system • Refugee • Mental halth • People who experience the "Cliff Effect" / benefit cliffs • Wealth building • Access to all Resouces for bipoc counity • lack of skills • Paradigms need to shift Economic Vitality Master Plan Appendix D: Community Engagement Documentation 1 105 • Untreated mental health/lack of mental health resources There are little to no resources for individuals in acute mental health distress • lack of skills and job experience, which produces a job reference, which then is required to get a job. So a catch 22 for those who have limited or no job skills • ALICE - the working poor, those making barely enough to get by • more specifically single MOMS • Support system when child care fails • Access to personal and Professional development • Access to wifi and technology • Where & How to access capital • Parents keeping the status quo • 1 did not immediately recognize any groups that have been omitted. • The Faith to reach out and get the help that is so readily available to all who qualify. People need to reach out and ask for what they need. Just remember Don't allow society or others tell you what you shouldn't do for yourself. Go for IT!!!! • The lack of Transportation is really a big one. A person can only walk so far. Available transportation through Arkansas Support Network, Ozark Transit, Razorback Transit, etc., must be scheduled by the individual needing the service. Q2: When you think of economic mobility for populations who face barriers, what are three words that come to your mind? policy reliable transportation support for wmb; stigma stereotypes literacy network autonomy access to more stuck power skills amily history o transportation Q o Q building bridge for other 0- `� self-contro► 0 Q3: What strategies or actions can be taken to reverse the decline of Black or African American Median Household Income in Fayetteville? • Start with k-12 education system. Identify systems of white supremacy that prevent African American students from excelling. Eg: over -identification of African American students in special education and excessive arrests by resource officers • Support of African American Scholars programs at the high school level • Commit to reducing Black or AA households interactions with the criminaljustice system. • Take a look at fines/fees being paid by Black or AA households and offer fines/fees forgiveness program. • Centering leadership of Black or African American households who experience poverty -- asking them this question directly. • Better marketing of open positions along with easier access to transportation to get to the places of employment • Development and promotion of Trade Schools 106 1 Economic Vitality Master Plan Appendix D: Community Engagement Documentation • Outreach Campaigns • Subsidies to employers to provide training • Subsidies to Tutors Elementary & HS years • I'm not sure at this time. • To make Economic Development, Financial Literacy, Job Skills Training and investing into one's self sexy again. Q4: How can the City's work help raise the median household income of populations who face barriers? • Public Transportation (reach & hours) • Show and tell. You can be what you can see. • Affordable housing -not only low-income housing but just regular affordable housing • More skills training opportunities • Employment, job training/ skills dev • more focus on transitional -aged individuals (18-22) What happens after high school • Development of a network of local business that hire felons and/or provide on-the-job training • Invest in programs that set increasing income for participants as a primary, measurable goal. • Invest in programs that help build and increase social capital among these populations (connect into higher wage jobs) • Invest in financial supports for families as they work to increase their income but hit benefits cliffs (i.e. decrease fear of taking a raise) • Offer incentives for employers to post theirjobs online (rather than just rely on word of mouth) • Conduct analysis of the city's job landscape to help workers understand whatjobs offer clear paths to upward mobility/promotion, jobs with stable but good income, and what jobs are neither of these. • Invest in coaching programs that help people in these populations develop goals and career pathway plans that focus on obtaining salary work with benefits (or more stable, high -paying wage work) • Partnership with Razorback and ORT Transit to create better routes and accessible transportation. Possibly adding additional routes. • Certification Program for Participating Businesses • Citywide Campaign to educate community • I'm not sure at this time • Partner with the local workforce office and other agencies within the workforce. Q5: What strategies or actions can be taken to increase the diversity of local hiring? • Widen the span of where jobs are advertised, partnering with high -schools • Incentivize employers to post their jobs rather than just relying on word of mouth / connections. • Invest in programs that bring local business owners /HR reps into proximity with these populations to build social capital / connections / trust in hiring. • Increase diversity in interns that local business employ from university • Modernize Talent Acquisition Methods Economic Vitality Master Plan Appendix D: Community Engagement Documentation 1 107 Sponsor the use of Al to transform Hiring practices I'm not sure what can be done, but I do believe that it is important to educate local business owners/organizations about diverse work places Encourage everyone to create an account in the Arkansas Joblink system located at your local workforce offices. www.arjoblink.arkansas.gov or visit your local office. Q6: As it relates to populations who face barriers, what should this plan address? • Child care, transportation and housing • Childcare • Customized programs to the specific population • Job Coaching • Life coaching • Addressing the Cliff Effect and building social capital/connections for populations who get excluded from economic opportunities • The Cliff Effect • The economic burden placed on people by fines and fees from their interactions with the criminaljustice system • Measurable goals focused directly on increasing income (not just the parallel goals of increasing jobs skills, increasing access to resources, etc.) -- All important but we need to see people increase their income... bringing in more money. • Transportation obstacles • Childcare obstacles • Housing --how to ensure people don't slip into economic crisis because of their housing situations (can drain their savings, lose their jobs, etc.) • An education & awareness campaign of services available • Specific Action items with metrics to evaluate, revised and re -implement • Sharing knowledge with the recipients and making sure they understand what's available to them. Many people go to the unemployment office to apply for their benefits and don't know that in that same building are multiple resource agencies there. ASK Q7; How can the City help address the gender pay gap through this initiative? • Continue to increase supports for single moms • Increase support and resources for moms in general to ensure women do not lose their career progress when they have a family • Just give up the money and understand all heads of household need the money to talk care of their families. Q8: What strategies or actions can be used to address the cliff effect so many low income residents face? • Examine the criteria and requirements for accessing various government and nonprofit programs --are we excluding people be of income who actually still need the services? Can we rethink or expand the criteria? • Increase education and awareness of the Cliff Effect in the city so employers better understand how this might impact their employees • Utilize Leap Fund to help workers plan for and navigate benefit cliffs as they work toward increasing their income • Increase income eligibility for child care subsidies 108 1 Economic Vitality Master Plan Appendix D: Community Engagement Documentation Bring together organizations to collaborate around how to mitigate the Cliff Effect Register in the Arkansas Joblink system online at www.arjoblink.arkansas.gov or call your local office to reactivate your account. This will give the state an accurate number of people who need services. Q9: How can this initiative enable the City to better serve neurodiverse residents through economic mobility? • Education program for employers & community at large • Additional resources to be invested in services that are stopped after graduating from HS • Access to Reliable Transportation • Additional resources to employers • Additional resources to parents • Launch pilots hiring a greater % of neurodiverse workforce • Partner with local rehab services, hospitals and mental health agencies to make known and offer the services needed to that group. Q10: What actions can the City take to help serve formerly incarcerated residents and help them achieve meaningful employment? • Identify companies that will recruit and hire formerly incarcerated residents • Clearly indicate that they support employers who hire formerly incarcerated residents • Contact your local WIOA agencies, create or reactivate their accounts at the workforce offices and develop an essential referral plan. Q11: How can the new Library Expansion, specifically the Center for Innovation, be utilized to raise the economic mobility of all residents? • Continuing to provide access to the commercial kitchen, art studio space, small business mentoring services • Link these offerings with actual careers that are available in the region. Help people see how learning audio production, video production, podcasting, etc could help them get a career in a certain field. • Communicate and market open positions within areas of diverse populations • It is a great resource for people who don't know which career path they should take. Plan events and tours to take a group of people to visit the Fayetteville library and learn what's available to them. The Fayetteville chamber, as well. Robotics! Economic Vitality Master Plan Appendix D: Community Engagement Documentation 1 109 O O O 0) a O Z Ensure job skill training opportunities and supportive services are available to all residents who face barriers to employment. Adak Raising the median household income of Fayetteville households 4.5 Bringing populations whose median household income (MHI) is less than the City's MHI, to parity with the overall economy. Goal around increasing the diversity of local hiring Goal around removing the labor force participation rate gap between men and women (also female householders with children) ti Q12: At a macro level, what other areas would be good metric based goals for this section of the plan (if any)? • Utilize the income measurements from the "ALICE" data for survival vs. stability budgets • Encourage that the sharing of success stories be done on a more regular basis. We need those success stories. Q13: Do you have any additional comments on this section of the plan you would like to provide? • We should be willing to do: MORE PARTNERSHIPS!!! MORE COLLABORATION!!!! DON'T BE AFRAID TO SAY YOU NEED HELP EVEN AS COMMUNITY LEADERS!! Hispanic Heritage Festival Hispanic Heritage Festival Public Input Session, September 26, 2021 110 1 Economic Vitality Master Plan Appendix D: Community Engagement Documentation Economic Vitality Priorities HHF 3 dots per participant Which of these economic vitality areas are most important to you? 9/26/2021 # of dots % Ensuring housing development keeps up with population growth and that housing is available across all income levels 40 22% Job -skill training opportunities for all 28 16% Attracting new jobs and businesses to Fayetteville 24 13% Supporting small businesses 36 20% Economic mobility for residents 8 4% Bolstering non -profits and businesses in the performing arts and the creative economy 11 6% Quality of life amenities such as our enduring green network, trails, and parks 33 18% Total 180 100% Estimated Number of Participants 60 Employment Opportunities 1 & 2 HHF 3 dots per participant What types of employment opportunities would you like to see more of in Fayetteville? 9/26/2021 # of dots % Medical manufacturing (device, pharmaceutical, etc.) 13 5% Sports equipment manufacturing (exercise, cycling, sports, etc.) 11 4% Research and development (Specialized technologies) 27 10% Food production 11 4% Healthcare 23 8% Arts and the creative economy 23 8% Information technology 29 10% Other goods -producing industries 2 1 % Business services (administration, accounting, legal, finance) 9 3% Education 35 12% Construction/skilled trades 20 7% Gig -economy 2 1 % Retail 4 1 % Renewable energy and/or energy efficiency 29 10% Transportation and logistics 22 8% Remote work opportunities 24 8% Other 0 0% Total 284 100%1 Estimated Number of Partici 95 Economic Vitality Master Plan Appendix D: Community Engagement Documentation 1 111 Creative Economy HHF 1 dot per question per person As it relates to the creative economy and the arts in fayetteville, how important are each of the following areas? 9/26/2021 # of dots % Creation of a funding stream, such as "percent for the arts" in the City of Fayetteville - Very important 23 53% - Somewhat important 10 23% - Neutral 9 21 % - Not important 1 2% - Opposed 0 0% Total 43 100% Proactive development and/or recruitment of affordable artists studio # of dots % spaces and housing - Very important 14 35% - Somewhat important 12 30% - Neutral 9 23% - Not important 5 13% - Opposed 0 0% Total 40 100% Expanding employment opportunities within the creative economy # of dots % - Very important 27 60% - Somewhat important 12 27% - Neutral 6 13% - Not important 0 0% - Opposed 0 0% Total 45 100% Professional an dorganizational development for creatives # of dots % - Very important 21 51% - Somewhat important 12 29% - Neutral 8 20% - Not important 0 0% - Opposed 0 0% Total 41 100% 112 1 Economic Vitality Master Plan Appendix D: Community Engagement Documentation Incorporation of public art projects with all applicable city construction # of dots % projects - Very important 22 55% - Somewhat important 12 30% - Neutral 6 15% - Not important 0 0% - Opposed 0 0% Total 40 10 Hospitality Recovery Subcommittee Hospitality Recovery Subcommittee Meeting, November 1, 2021 Hospitality, Accommodation, and Food Services Subcommittee: Kick Off Meeting October 5, 2021 5:OOPM-6:OOPM Meeting 1: Agenda Committee Members: Molly Rawn, Jose Romero, Chrissy Sanderson, Grant Feltner, Reese Roberts. Tyler Wilson, Dr. Kelly Way, David Culpepper, Allen Brummet, Jason Piaza, Jerry Davis Staffed by: Chung Tan and Devin Howland. Department of Economic Vitality Purpose of Subcommittee and Plan Overview: Devin Howland, Director of Economic Vitality, City of Fayetteville Committee Member Introductions: Facilitated by Molly Rawn: Round robin introductions of subcommittee members. When you are called on, please tell the group your connection to this topic, and what you hope to see this plan address as it relates to hospitality, accommodation, and food service businesses. Primary Discussion: Current challenges, obstacles, and opportunities Facilitated by Molly Rawn: Open discussion over the current challenges and obstacles faced by this industry (changes in commerce, workforce needs, loss ofsales, etc.). Discussion over opportunities the City and this industry has moving forwarding. Next Steps: Utilizing the feedback from today's meeting, the Department of Economic Vitality will send out a 'Menh Questionnaire' for your expanded feedback, guidance, and direction. Resources: • Fayetteville Economic Recovery and 'Atality Plan Proiect Pane • Fayetteville 2019 v_ 2020 True Sakes Analysis • Fayetteville Economic and LaborAnaNsis Q1: Goal 4: By 2024, work to add an additional $68M in annual hospitality sales above current trajectory, making up for revenue lost during the pandemic. • That's a big number, but I think we should aim high and make every effort to reach it. Economic Vitality Master Plan Appendix D: Community Engagement Documentation 1 113 • We can strengthen our local business community by setting requirements for third party delivery apps, assessing cost of living for our workers, considering the effect of empty business fronts downtown (how to fill them?) • 1 think this is an attainable goal but will take significant effort in designing creative attractions to the area beyond the typical events like football and motorcycles. • 1 think the goal is attainable considering the rise in the number of travels post -pandemic. People want to travel and get out. We just need to figure out the best events that fit the city of Fayetteville and its style. To keep encouraging people. • 1 like this. It's possible. Lots of things happening here in Fayetteville. Lots of growth • 1 think this is a great goal. Would love to find out how. • The government can best help annual hospitality sales by leaving them alone and allowing them to operate their businesses as they wish. Q2: Beyond the draft goal on the previous slide, what do you feel would be a strong, measurable goal that focuses on recovery for this sector? • Employee retention, community feedback on how to support the hospitality industry. • A campaign to support hospitality workers similar to previous ones that supported health care workers. • We could measure retention of our small businesses and their health. We could measure empty vs full business spaces and what might be keeping some of these empty. • Data driven evidence on travel to the area and from what areas they came from. • Quit cancelling events that bring in revenue. • Quit creating mandates that are not based on any data or scientific evidence. Q3: What specific actions can be taken to aid the accommodation (hotels and lodging) industry with increasing sales and addressing workforce challenges? • Hiring and training seminars. Devise employee programs to encourage and grow loyalty. • Investing in workforce development courses, developing programming for our community that supports these businesses, improving walkability so guests are likely to frequent multiple businesses on each outing. • Increasing sales will be achieved organically if we are able to attract travelers to the area. Building the work force is more difficult to achieve as it will rely on the owners willingness to hire to fit needs particularly in hotels with reluctance. • Quit cancelling events that bring in revenue. Q4: What specific actions can be taken to increase sales and address workforce challenges within the restaurant industry? • We need to create workplaces that encourage loyalty and trust so employees will stay in the industry. Proper hiring practices and training must be obtained. • Cost of living is a huge concern for industry workers, as well as accessibility of jobs. Owners are currently focused on surviving each day instead of thinking ahead to build sales and hire the right people to staff their businesses. Finding a way to increase their ability to accommodate take out and dine in options is key. This allows them to address the consumers that may not be willing to dine in still but alleviates the hardship need of additional staffing. 114 1 Economic Vitality Master Plan Appendix D: Community Engagement Documentation • Quit cancelling events and creating mandates that accomplish absolutely nothing. Q5: How can the City and its partners help address the negative public interactions so many staff in the accommodation and hospitality sector are facing? • 1 think a hospitality / service workers campaign would help. Spotlight them for their hard work, endurance and resilience. • 1 liked the idea to have a campaign focused on our local hospitality workers, the challenges they face and the magic they add to our community. • More incentive and effort behind awareness of the hard work these individuals are doing. Something beyond simple recognition would be good if possible. • Accountability is a difficult issue. The current climate is such that everyone has a shorter fuse than is necessary. However, giving some enforcing power to any mandate is necessary for its effectiveness. Expecting all people to simple abide will not • Quit forcing them to engage in Covid sanitation theater. Cloth masks accomplish nothing. Q6: Do you have any additional thoughts on the current challenges this industry (Accommodation and Food Services) is facing? • not at the moment • We talked briefly about the all day parking - I agree that consistency is key. I would love for all parking in the entertainment district to be the same + for our city to look at what surrounding downtown spaces are doing with their parking • 1 see lots of small businesses in historic buildings concerned with the property owners potentially selling their property to the highest bidder - we see this with lots of overpriced and empty Dickson storefronts. • The largest challenge for the industry is complying with the overbearing local government. Q7: Are their specific actions the City and its partners can take to aid this industry as it adapts to new means of commerce? • Continue to listen to our feedback! This subcommittee is a great example of a positive and productive way to address these issues. Perhaps join the ASBTDC monthly restaurant forum? • Leave the businesses alone. Quit cancelling events and forcing them to engage in silly behaviors. Q8: What actions or initiatives can be taken to increase workforce retention? • have already stated a few in previous answers • 1 think the Kitchen Basics program and building internship opportunities for our workforce -ready youth are the ways to strengthen our workforce. When our restaurant leaders have more time to spend on hiring, operators will have more successful hires. • Increased wages. If these city could incentivize business to offer increased living wages to their line level workers this would help with retention and attract new business to the area. • Leave the businesses alone and let the owners run them as they please. Economic Vitality Master Plan Appendix D: Community Engagement Documentation 1 115 Q9: What other topics do you feel the plan should address the impact hospitality, accommodation, and food service businesses and their staff? • parking on Dickson is an issue - but not everywhere else. Safety from the public is a bigger issue- that is happening everywhere! • Walkability is huge for business growth and staff safety (well lit streets and crosswalks!) - think consistency in city parking also helps. • Increased wage. Business owners must have an incentive to increase the wages. Unfortunately we cannot simply rely on them to pay more. Possibly tax incentive could be given to those willing to pay a standard wage. • The issue is ownership. There need to be communications on that level and until we are able to convince them of the benefit of these efforts to them they will not be willing to do anything that impacts their bottom line and will not see theirbenefit • Leave the businesses alone. The local government attempted to fix the parking issues but they've consistently made it worse. Q10: Do you have any additional comments you would like to provide? • Thanks for your time! • Ownership on the hospitality level is key. There is very little willingness to make any adjustment to the status quo and there must be a level of communication with them. Without they will not consider any sort of holistic effort to make things bette • The local government is the problem, not the solution. The more the government attempts to "fix" the industry the worse they'll make it for everyone involved. Fayetteville Arts Council Fayetteville Arts Council, October 19, 2022 Q1: What do you want a Percent for the Arts program to accomplish? (Please be specific) • Fast start across the board for all categories of art throughout Fayetteville. • more meaningful integration of arts in Fayetteville development - ie for art to be a real part of development, not just a cherry on top • Fund the programming in the Ramble. • Improve quality of life of Fayetteville residents and visitors. • Professional development for artists: taxes, marketing, web design • Awards and recognitions for Fayetteville artists • Education of art buyers • Professional Development Conference for creatives i.e. Creative Exchange • Lower costs • Supporting organizations that support LOCAL artists! • Creating revenue for LOCAL artists! • Help smaller artists who are struggling with high rent. Grants or projects. Stop giving money to orgs that pay their directors six figures or more. Independent artists and art start ups are so important. • To highlight local artists • Give artists access to the tools, equipment, and space to create their work affordable Q2: What is the ideal'percent' for the Percent for the Arts program? • 10% 116 1 Economic Vitality Master Plan Appendix D: Community Engagement Documentation • not sure... 10 if we're dreaming ... 2 if we're real lucky... • Whatever funds our goals • 0 • 0 • 30 • 1 don't know! I'd need more information on that. • 1 don't understand the question Q3: Do you have model programs in other cities that you'd like to see Fayetteville emulate? • no • Atlanta, Georgia; Charlotte, North Carolina; King County, Washington; Los Angeles, California; Oklahoma City, Oklahoma; Philadelphia, Pennsylvania; Phoenix, Arizona; Portland, Oregon; San Jose, California; and Tampa, Florida, Boise • Dallas, TX • Sedona • Artist Inc. KC • Pensacola Fl • https://cowboystatedaity.com/2022/08/21/art-advocates-investment-in-public-art-is- investment-in-community/ • Not at this time. • Something that isn't online directory based. A physical space to highlight local talent. Q4: How do we increase employment opportunities for residents within the creative economy retaining this talent in Fayetteville? • commissions • better resources for connecting artists with opportunities, more educational opportunities for new artists, more transparency around all opportunities, more opportunities (with more consistency and predictability) • Increase Artist residency opportunities • Offer affordable live work spaces • Create a directory of artists • Market and brand existing groups i.e. graphic/comic artists • Art Fair • Studio Tours • Improve streets for better traffic flow and fewer blockades and tight streets with no parking • By connecting with organizations that already have the infrastructure to hire and employ more creatives. • Tell the Waltons to stop focusing on out of state talent. Seriously. When partnering with them, build it into the agreement. Also, affordable housing would go a long way to help artists. • You need to give artists the right tools, space, and access to resources to continue created their work post graduation. Q5: How can we develop more talent in the creative economy in Fayetteville? Are programs or resources missing? Economic Vitality Master Plan Appendix D: Community Engagement Documentation 1 117 • Shared studio spaces in a central locations • missing connection between artists; missing pipeline from aspiring artist to emerging artist; missing transparency around arts orgs and opportunities • Collaboration with Fayetteville Public Schools • Collaboration with 011i to offer art buying and making education to 65+ • Mentor programs to work with people in different stages of career • Relaunch a new and improved New Design School • Online professional development • Ted model for artists • Ongoing workshops with a fun twist hosted by businesses during the evening • This is not the role of government • Yes. Consistent workshops and funding that allows 12 month planning. • The talent is here but the pay is so low and rent I so high. People need to be able to make a Living wage. Expanding things like mount Sequoyah art spaces and artist housing for LOCALs • There is no social hub for artists in Fayetteville. And there are too few galleries. Q6: Specifically, what industry sectors and employment opportunities in the creative economy would you like to see more of in Fayetteville? • more opportunities for aspiring/emerging artists and designers • Furniture • Apparel • Construction and engineering • Commission work for local artist for all major projects. Community Outreach coordinator to create synergy amongst organizations. Event planner for creatives to give them opportunities to be seen. • Not sure • Digital Fabrication Q7: City Plan 2040 called for the development of unique areas throughout Fayetteville where residents can live, work, and play. How can public art and... • Public art plants seeds all over town for youth growing up in our city • Access to arts • Walk -friendly to allow experience • Stay out of it • Functional art. Murals. Workshops and classes hosted in those spaces. Barter and exchange programs to create sense of community. On site studios • People have to be able to afford to live here. Have affordable housing for artists and others and they will create creative spaces themself. People invest in their own communities. Make it affordable is the key • Artists can act as consultants on large projects. Offering unique creative solutions. Q8: What actions and strategies would you like to see in the economic plan to assist artists and members of the creative economy achieve these goals? • Determine the numbers of shared studio spaces needed • Artists own their live work spaces 118 1 Economic Vitality Master Plan Appendix D: Community Engagement Documentation • Paths to ownership • Show the making i.e. peer into creative process • City government and boards to get out of the things they have no business being involved in • Affordable housing. How do you think Fayetteville got the way it is? Artists lived in town. Now they can't thanks to people who are more interested in single family homes than their own neighbors. • Access to tools and equipment. Woodshop, metal shop Q9: Developing measurable goals: Specifically, what goals should be included in the various sections of the plan for the arts and creative economy? • Double women -owned, minority -owned creative businesses • Zero government involvement, 100% private support and funding • To focus on local artist. • Affordable housing. Grants to local artists. • Determine if the local community can support the artistic growth expected for the area. Fayetteville Arts Council Fayetteville Arts Council, February 15, 2023 Staff provided a broad update of the planning process and requested a special meeting to discuss the development of goals and strategies related to the creative economy. Click here to watch the discussion. Fayetteville Arts Council Fayetteville Arts Council Special Meeting, Goal and Strategy Workshop, March 1, 2023 Click here to watch the discussion. Fayetteville Board of Education Fayetteville Board of Education and City Council, April4, 2024 Economic Vitality Master Plan Appendix D: Community Engagement Documentation 1 119 City of Fayetteville and Fayetteville Public Schools Joint School Board Presentation Career and Technical Education Draft as of April 4, 2024 Proposed action items have not yet been approved by the City of Fayetteville ARKANSASV ILLE Economic Vitality Master Plan: Structure The City of Fayetteyille is engaged in a strategis plannin process to produce its Economic Vitality Master Plan, which will guide economic development activities movin forward. Staff from the city s Department of Economic Vitality have consulted with a range of community stakeholders including Faye eville Public Schools, while developing the plan across three strate is focus areas. The Economic Mobility, Workforce revelopment, and Employment strategic focus area has , 9 supporting strategies, and 80+ action items. Strategic Focus Areas Framework Drawing on a strategic planning approach, the Master The Master Plan documents , supporting strategies, Plan is segmented into three strategic focus areas: and action items for each of the strategic focus areas. Measurable. overarching. outcome - oriented, and time -based objectives for economic vitality work in Fayetteville SUPPORTING Defined processes necessary to enact STRATEGIES desired goals ACTION Activities and programs that City staff ITEMS and partners can begin implementing immediately 2 120 1 Economic Vitality Master Plan Appendix D: Community Engagement Documentation Strategic Focus Area Overlap The interplay between industry employment, and place, drives Fayettevilleis economic growth. Action items in each strategic ocus area were developed concurrently, recognizing that topics are relevant across strategic focus areas. The City's eight target industries, for example, are incorporated across each section of the Master Plan. ' su=ta.ned;pb � rr�adanmatd,ed wkna ralnx Small Business Economic Mobility, ppegnera Workforce Entrepreneurship, edn°° and Industry d DeEmployment d �� Employment ECONOMIC I VITALITY IN / A fordable \ v,tep FAYETTEVILLE hou na r arM workspace.and placement of oloyer, ntribui,_ toem cqualM of life Cmr::the : growth required for olen<retenuon _ notl` and atrr ties, Growth -Concept Oriented Development Goals The Economic Mobility, Workforce Development, and Employment section of the Master Plan is dedicated to advancing equitable, sustainable economic growth by increasing worker productivity and raising standards of living for all residents - Establish economic mobility and financial inclusion of current and future residents as the City's highest priority economic development focus, doubling the growth rate of median household income in Fayetteville from 1.72% to 3.54% The City plan: to sec sub -goal: e-.tabkhng targe for Fayeoe lle': uncle—ed and h'ctodcalfy underrepresented popular — Remove barriers to short- and long-term career trajectories for Fayetteville's parents and other caretakers by promoting more accessible, stable care ne.VDrks A Reduce the 7%gap between mile and fen We IWn farce prUepM on rates by 2027 2B- Raise the labor farce partidwiliow rate of fenale read— with two children by 8%by 2030 2C. Increase dr rlunbw of Vots in Ike d childcare facilities with L,r 1 3 or higher Bette 9eginning:lab ifs Increase the number of residents working in Fayetteville's target industries and in high -wage, high -skill, high -demand (1­13) careers Raise the City of Fayetteville's Arts Vibrancy Index score by increasing the supply of independent artists working in Fayetteville SA Improve N retention of iM ,dual: gradusong from tte Umer-ity of Arkansas's ans unowil, d —rol graduate program: Master Plan Target Industries 1, Advanced manufacturing and specialized packaging 2e Circular economy 3e Creative economy 4. Healthcare 5. Information technology 6. Infrastructure 7. Professional services $. Research and development Prime -Age Working Population (2017-2022) 1� vat Fayetteville School District Enrollment (2010-2023) t� 2010 '12 'l4 '16 '18 '20 '22 Year bled repe,enl,the year for le.E.. 2010 1, 1. 20102011 xM 1 Soune. AM Date Centre. 2110,2023 Enrollment Co Economic Vitality Master Plan Appendix D: Community Engagement Documentation 1 121 Supporting Strategies Action items for the Economic %Mobility. Workforce Development, and Employment strategic focus area are aligned to each supporting strateggyy and assigned to,o is or more stt�akehDlders. While aLrti items are i tended tD steer the Implem ntatlon of su port ng str t es to achieve th Gtys econo is daevelop nt Dais, this lief is non-exhaustive and subject toange base�on evolving community neeeds. goals may �ie acitievedawlout executing all action Items �etalled in this secyllon, but action items represent an array of activities that can make our community more economically resilient Action items for this supporting soategy were developed with the fdlowing UW res 1tl popiat cen in mind: resident facing housingim— —ray. reurodiverx widen=. formerly e2nd resident. dill eol workers. individual: with low literacy aril oasis :kill I 1v . New Americans antl refugee-., and —dent lacking access to — Stakeholder Key DS: Dewlopmem eervi a Nk Local nonprofits • AC: Art and Culture EF. Etgeri ce Fayetteville R. purchasing • ATTY: Chy Anomey's Office EMk Local employer PD: City Polk. Depanmem • CCommunications Ev: Economic Vn,lky PNRCA. perks. Natural Resources. and Cultural • CCk lnol childcare providers FPL Fayetteville public Library Affairs • City. City of Fayen Ale FPS: Fayetteville Public echooh PW:public Worts • CON —ors - HK Human Reau S: Swuninability • DFC: Downtown Fayetteville Coalition LRk Long Range Planning Uk Urm-mity of Arkansas Supporting Strategy 9. Align labor supply with industry demand through expanded career and technical education options within Fayetteville Public Schools -- ----------------- -----------------, ACTION ITEM 73. Analyze local and regional labor market trends and E provide a list of target industry sectors (i.e., existing high -demand and t j emerging industries) to FPS on at least an annual basis to enhance j alignment of career pathway offerings and regional workforce needs [EV] 11 Ongoing Action Items i `— -------------------------------------------— ---- ACTION ITEM 74. Explore the creation of training and pre -apprenticeship t programs within target industry sectors and ensure accessibility to current i j FPS students and recent graduates, including online certification 1 coursework and culturally responsive career counseling [EV, FPS] ACTION ITEM 75. Support the review of current enrollment patterns and areas to expand enrollment in CTE for special student populations (e.g., i students with disabilities, English language learners) [EV, FPS] i i ACTION ITEM 76. Support the identification of existing barriers to i participation in CTE or concurrent credit coursework (e.g., lack of transportation to work -based learning, program screening criteria, i r financial challenges, lack of supportive services, inflexible scheduling) and r develop strategies to overcome each barrier [EV, FPS] i j ACTION ITEM 77. Provide technical assistance to support industry partnership tracking [EV] j ACTION ITEM 78. Support the development of targeted outreach to j parents to overcome negative perceptions associated with CTE [EV, FPS] ACTION ITEM 79. Encourage all students 16 years and older to either i volunteer or work part-time to gain work experience and prepare them for i resume writing, interviews, and compensation negotiation [EV] Short -Term Action Items `--------------------------------------------- 122 1 Economic Vitality Master Plan Appendix D: Community Engagement Documentation Supporting Strategy 9. Align labor supply with industry demand through expanded career and technical education options within Fayetteville Public Schools (cont.) ACTION ITEM 80. Organize industry talks, tours, internships, apprenticeships, job shadowing, and competitions for high school j students, working closely with parents, counselors, local employers, and the Northwest Arkansas Economic Development District to host these events and bring awareness to state and federal resources [EV] j ACTION ITEM 81. Develop programming to expose FPS students to Fayetteville's entrepreneurial ecosystem, including youth i entrepreneurship activities targeting K-8 students [EV, FPS, CON] ACTION ITEM 82. Explore the creation of reserved seats for student entrepreneurs in regional entrepreneurship incubators or accelerators [EV, FPS, CON] ACTION ITEM 83. Explore the creation of mentorship programs matching students with industry professionals, centering the importance of fostering relationships between students who are historically underrepresented in CTE or concurrent credit programs and industry leaders [EV] i Mid -Term Action Items I--------------------------------------------- --. � ACTION ITEM 84. Explore the pursuit of federal and state grant opportunities to advance CTE in local career pathways systems [EV, FPS] 1 j ACTION ITEM 85. Explore the development of shared -use agreements with FPS magnet schools to provide public use of facilities for adult r education and job skill training opportunities outside of school hours [EV, j FPS] i Long -Term Action Items ; L--------------------------------------------� Downtown Fayetteville Coalition Downtown Fayetteville Coalition (DFC) Preliminary Discussion of Economic Vitality Master Plan • DFC Attendees: Kelly Rich, Richard, Justin, Bo Counts, Brian Crowne, Rachel, Ellen, Morgan • DH provided overview of purpose, history, and structure of the Economic Vitality Master Plan (EVMP) • What comes to mind when you hear economic development o Driving tax revenue o Perpetual growth of local economy and small businesses o Focusing on sustainability • Action item: DH to send some more data to inform question around the 10% annual growth rate listed in Section 1, Goal • Action item: KR to send City relevant data request • DFC strategic planning process and support o Peer bench marking happened, but no SWOT analysis o Need longer term funding commitment from the City; funding lends credibility when working with other organizations ("shows our City believes in us") o Team has demonstrated good stewardship of seed funding to date o Interested in engaging with policy work in the future o Targeted participation in EVMP implementation o Want a small business support funding source ■ Can target key cost areas that give small biz trouble ■ Needs to be small business specific, not for larger orgs Economic Vitality Master Plan Appendix D: Community Engagement Documentation 1 123 ■ Utility rebates, undoing punitive personal/business cost structures (e.g., Cox Communications) ■ May need to be seed funded by federal government • General discussion o Biggest opportunities downtown ■ Maintaining and preserving the unique and authentic nature of downtown Fayetteville (also a potential threat) • Organic heart and soul businesses that exist next to influx of non - local biz • Potential for growth -related goal to keep in mind that growth might outprice smaller businesses • Placekeeping ■ Branded hotels can be a gamechanger for Dickson Street ■ Being open to change happening as a result of growth and to finding solutions to shepherd that growth realistically • How do we address issues realistically? • Where can we help investors to access programming/dollars that provide the community supports we think they need? • Need community messengers to help communicate the WHY beyond this type of work o Downtown character ■ Reactions to block -by -block zoning in downtown master plan • No immediate response ■ Intrinsic value of a legacy institutions —hard to quantify impact of community building • Setting table for next discussion —do we want to engage broader DFC membership or just Board for future discussion? o Share general public engagement opportunities o EV could do a happy hour pop walkthrough of Section 3 once completed ■ Final decision4draft form review o Timing within next 30 days CDBG in the Park CDBG in the Park, July 19, 2024 What do you love about your neighborhood? • How community has supported me and children while I battle cancer • Proximity to amenities & Lake Fayetteville • My friend is in it • Friends • 1 love the bus system • The view • WalkabilitytoUniversity sports • Greenery, great live music, art, and culture • Walkability & accessibility • Lots of art/mural throughout the city • The way they/the city help the community • Love the buses and the resources around 124 1 Economic Vitality Master Plan Appendix D: Community Engagement Documentation • Great schools • Trail access • Diversity • Walking trail at the Underwood Park • Friends • Short commute time • Easy, quick access to the trail! • Diversity & culture • It's so naturally panoramically beautiful. Stunningviews at Huntsville Rd @ 7 Hills What do you want to see in your neighborhood? • More dog parks • More family event • Help the homeless more • Interpretive signage in the Underwood Park like "this is a pecan tree." • Better sidewalks all the way down the road • Sidewalks on 15t" Street • Better housing & more services for the under privileged population • More public activities that help the homeless in the area • Helping the homeless • Flooding issue in south Fayetteville • Better lighting near the Lewis Soccer Field for walkability • Needs more stores over at Crossover Road • Gas stations that will give free ice • Public art in more places x 2 • Safer walking at night • Trolley rides, children train rides that are kid friendly • Free ice bags during the hot season • Free coat lines • Stop taking away the poor neighborhood away from us near Walker Park • Wifi in affordable/workforce housing • Shopping center stores, bus stops, restaurants, handicapped delineation and vehicles signals • Wifi and plugins 8-5 in Walker • Diverse housing options • More safe places forthe public at Huntsville @ 7 Hills • West Adams St — streetlights • Better bus stops. We need more covered with benches bus stops for the elderly, etc. • Pedal It Forward — needs more sub stations. Currently in Springdale • More community activities • More pet stations across town (Lake Fayetteville trails) • A parking lot for Underwood Park • Address run-off issues with the RV Park on 15" St. Economic Vitality Master Plan Appendix D: Community Engagement Documentation 1 125 From: Devin Howland 10/10/2024 11:07 AM 479-236-4741 christina@circlesnwa.org R P.O. Box 663 Fayetteville, AR 72702 (0 October 10, 2024 RE: Circles NWA's Support for the 2024 Economic Vitality Master Plan Mayor Jordan and City Council members, On behalf of Circles NWA, I share my strong support for the proposed 2024 Economic Vitality Master Plan. I lead Circles NWA, a nationally -proven poverty reduction model that helps low-income families move up and out of poverty. Circles helps families build vital social capital and connections for upward mobility by bringing people together across income lines. Subsequently, our work dovetails with this plan's emphasis on removing the varied and overlapping barriers that keep people stuck in poverty. One of the areas we focus on most in Circles is called the Cliff Effect, and we see this as one of the biggest and post persistent barriers keeping families stuck. The cliff effect occurs when a pay raise at work triggers a sudden loss of public assistance, resulting in a disproportionate drop in a households net financial resources. In other words, working families are losing public support faster than they are earning income to replace it. We are encouraged by the Department of Economic Vitality's integration of research on the cliff effect into the new economic vitality plan. During the planning process, Circles NWA introduced the Department to the Federal Reserve Bank of Atlanta's suite of CLIFF resources that can be used by City staff, employers, and workers alike to understand when and how these benefit cliffs will affect the workforce in our community. Additionally, we are encouraged that the department has focused the new master plan on residents experiencing economic hardships who often get overlooked. Circles works with those in the "ALICE" population, an acronym that stands for "Asset -Limited, Income Constrained, Employed." This is the population of working residents who earn above the Federal Poverty Line but their income is not enough to afford basic necessities. While 14% of Washington County's households earned below the Federal Poverty Level in 2022, another 32% of households were part of the ALICE population. By focusing on the economic mobility of the ALICE population in Fayetteville, the Economic Vitality Master Plan will allow us to support an often -overlooked segment of our workforce and community. Circles NWA looks forward to working with the Department of Economic Vitality to continue to raise awareness about and address barriers to economic mobility within our community. Together we can ensure that Fayetteville's essential workforce is thriving, not just surviving. Sincerely, e Christina Williams Founder & Executive Director Circles NWA Received From: Devin Howland 10/10/2024 11:07 AM October 8, 2024 RE: Excel by 8's Support for the 2024 Economic Vitality Master Plan Mayor Jordan and City Council members, I am writing to express my support for Fayetteville's 2024 Economic Vitality Master Plan on behalf of Excel by Eight, a team of policy makers, health care professionals, educators, nonprofit leaders, and community organizers committed to increasing children's health and education outcomes across Arkansas. In March 2024, the City's Department of Economic Vitalityjoined Excel by Eight's Business Coalition, which engages employers across the state to address working parents' challenges accessing safe, reliable, and affordable child care. Throughout the year, the coalition has discussed policy goals ahead of the Arkansas State Legislature's 2025 general session, and the City's Economic Vitality Master Plan's action items related to early childhood legislative advocacy are informed by the coalition's work. I am also pleased to see that the Economic Vitality Master Plan has adopted the accessibility - affordability -quality framework that our partners use to frame the child care crisis we face today. Excel by Eight and the City of Fayetteville share an understanding that quality child care is essential to a thriving economy, and we lookforward to working together to support children, parents, and early childhood education professionals. Best regards, Angela Duran Executive Director Excel by Eight Received From: Devin Howland 10/10/2024 11:07 AM startup junkie Oct 6, 2024 City of Fayetteville 113 West Mountain Street Fayetteville, AR 72701 Purpose: Letter of Support for Economic Vitality Master Plan. Startup Junkie is a key economic development catalyst in the City of Fayetteville, and has proven to be an important leader in the advancement of the innovation and entrepreneurial ecosystem in the City. Through our work with local entrepreneurs, small business owners, and business leaders, it has become clear that we must continue to maximize our innovative, forward looking, and comprehensive planning efforts. This Economic Vitality Master Plan is extremely thoughtful, and objectively we can only see a net positive impact on this City if implemented. Beyond the increased vibrance and quality of life improvement that this plan will bring to the City, it will help create new jobs, generate new tax revenue, and provide much needed opportunity for residents of our beautiful City. Startup Junkie along with many community stakeholders have been involved in the plan development process every step of the way, aiding in not only the drafting of the plan, but collecting public feedback, staffing focus groups and committees, research, etc. We're very excited about the small business and entrepreneurship section, and the positive impact it will have on the City and its residents. It's time to get to work and we're excited to help the City begin implementation in Q 1 of next year under the new and expanded entrepreneurship contract. Let this letter of support make it clear that we support the Economic Vitality Master Plan, as it is critical to continued economic development and continued quality of life improvement for Fayetteville. Regards, Startup Junkie Team Received From: Devin Howland 10/10/2024 11:07 AM Cl ROX / Radio Group /j% ROX Radio Group 1716 W Holly St Fayetteville AR 72703 (479) 571-1061 EIN: 83-1998749 My name is Noel Sosa, and I currently serve as the General Manager for Rox Radio Group, the largest locally owned radio provider in the Northwest Arkansas Market. We currently own and operate 5 radio stations and work to serve multiple demographics within our local community. I am writing today to express our support for the City of Fayettville's Economic Vitality Master Plan. As a local company ourselves, our standard is to focus on matters that are happening right here in our own backyard. This is why the Economic Vitality Master Plan excites us so much. Incorporating goals that will put an emphasis on aiding underserved residents and introducing opportunities and resources is an absolute game changer. We plan to support this effort by using the full force of our company. Some of our on -air personalities have been on their respective radio stations for over 20 years. This has allowed them to build a brand that has become a familiar and trusted voice. They will use their voices, brands and community ties to shine a light on what the city is doing and encourage them to explore opportunities that are available. A campaign focused on aiding underserved residents is sorely needed. It has been revealed through multiple personal conversations, that many of these community members fail to realize all that is available to them. Oftentimes mistaking these resources as being for just the select few. I personally have built a career focused on fostering relationships within this sector of individuals. I can confidently say that we are in a unique position to effectively fight back against these negative perspectives and bring a positive narrative to the lead. By using our radio platforms in conjunction with strategic photo, video and creative content, we will cast a large net of support for this thoughtful campaign. We live in a time where people are very much in need. We are overjoyed to have the opportunity to stand with the city of Fayetteville in answering that call. We look forward to utilizing our career long expertise to impact our friends and family that live right here in the great city of Fayetteville. What has always made the radio industry special is its service and genuine connection to the community. Together, we can raise the bar and set a new standard of what true community collaboration and support looks like. We are with you. Noel Sofa Noel Sosa General Manager Rox Radio Group THE KBVA-FM KXNA-FM 7ILI , rl ,. 00 KXRD-FM KXVB-FM KFFK-AM Received From: Devin Howland 10/10/2024 11:07 AM Y 7 WRIGHT LINDSEY JENNINGS 3333 Pinnacle Hills Parkway, Suite 510 Rogers, AR 72758-8960 Main 479.986.0888 Fax 479.986.8932 wlj.com Meredith K. Lowry ATTORNEY Direct: 479.631.3282 1 mlowry@wlj.com October 8, 2024 Mayor Lioneld Jordan Fayetteville City Council RE: Expressing my support for the 2024 Economic Vitality Master Plan Mayor Jordan and City Council members, It is my pleasure to submit a letter in support of the 2024 Economic Vitality Master Plan. As the Co -Chair of the Steering Committee, I can attest to the unique challenges our community faced when we first kicked off planning activities in 2021. As a Fayetteville native, I also understand that our community will continue to evolve and that we require a new outlook on economic development to ensure that our growth is equitable. Northwest Arkansas is home to countless innovative leaders and entrepreneurs, yet our community still faces serious systemic economic inequities. This reality guides my work with Woman -Run, a statewide initiative that supports women- and minority -owned businesses through networking and mentorship, education, and other resources that address the unique needs of historically disadvantaged entrepreneurs. The plan shares a similar commitment to diversifying our local entrepreneurship ecosystem and removing barriers to entry for women, entrepreneurs of color, and members of the creative economy. Over the past three years, countless subcommittee members and community partnerships have sharpened this plan's focus areas. The plan's new economic development paradigms —childcare, equity -oriented workforce systems, and high - quality places —reflect the insight that new voices brought to the table throughout the planning process. Evident in each section is a commitment to supporting our neighbors and a clear vision for the steps we must take together to ensure that Fayetteville is a place where businesses, workers, and families can thrive for generations to come. Wright, Lindsey & Jennings LLP WRIGHT LINDSEY JENNINGS October 8, 2024 Page 2 Sincerely, WRIGHT, LINDSEY & JENNINGS LLP Meredith K. Lowry Economic Vitality Master Plan Steering Committee Co -Chair Partner, Wright Lindsey Jennings and Woman -Run MKL/sj Received From: Devin Howland 10/10/2024 11:07 AM 0. FAYETTEVILLE PUBLIC LIBRARY Dear Mayor Jordan & City Council Members, On behalf of the Fayetteville Public Library, I am writing to express our full support for the City's new Economic Vitality Master Plan. As an integral part of this community, the library is committed to contributing to the growth, well-being, and prosperity of our city. We believe that the master plan's focus on fostering economic resilience, supporting local businesses, and improving the quality of life for all residents aligns with the values and mission of our library. As a trusted and accessible public institution, the library plays a key role in advancing the goals outlined in the master plan. Our resources and services not only provide free access to information, technology, and educational materials but also directly support workforce development and economic advancement. Whether through job search assistance, digital literacy training, business research tools, or entrepreneurial support programs, the library is a critical partner in creating a thriving economic ecosystem. We are especially excited about the plan's emphasis on supporting small businesses and workforce development, as these are areas where the library has been increasingly active. Our recent initiatives, such as our Center for Innovation and the ARPA funded Level Up program, business resource center, technology training workshops, and collaboration with local job placement agencies, have demonstrated the value of such community -focused efforts. We look forward to expanding these programs in alignment with the goals of the master plan. Additionally, we are eager to collaborate with the city, local businesses, and other organizations to ensure that our library continues to be a hub of innovation, learning, and economic opportunity. We believe that, together, we can create a vibrant and prosperous future for all residents of Fayetteville. Thank you for the opportunity to contribute to the city's vision for economic vitality. We are confident that the master plan will have a positive and lasting impact on our community, and we remain committed to doing our part to ensure its success. Sincerely, David Johnson Executive Director Fayetteville Public Library 479-856-7100 djohnson@faylib.org 401 W. Mountain St. Fayetteville, AR 72701 479.856.7000 1 www.faylib.org Received From: Devin Howland 10/10/2024 11:07 AM FAYETTEVILLE PUBLIC SCHOOLS Since 1871 October 7, 2024 RE: 2024 Economic Vitality Master Plan's Partnership with Fayetteville Public Schools Mayor Jordan and City Council members, We are writing on behalf of Fayetteville Public Schools (FPS) in support of the 2024 Economic Vitality Master Plan, which includes tailored action items related to career and technical education (CTE) within Fayetteville's public schools. Over the past year, our team has worked with the City's Department of Economic Vitality to co -create a vision for the future of career and technical education in Fayetteville. The Department's periodic provision of local and regional labor market data will support the continued alignment of CTE career pathways, ensuring our learners have opportunities to pursue high -wage, high -skill, high -demand jobs. The Department of Economic Vitality will also support the district's plan to identify and mitigate existing barriers to participation in CTE coursework, ensuring that every student in Fayetteville has an equitable opportunity to benefit from CTE. FPS and the Department of Economic Vitality are likewise committed to expanding opportunities for career exposure and experimentation through strategic development of pre -apprenticeship programming as well as cultivating stronger employer relationships. Our planned collaboration will benefit not only K-12 students in Fayetteville but also a range of adult learners through shared use agreements of facilities to support adult education programming as well as expanded professional development opportunities for educators interested in engaging with industry professionals. Secondary education is the foundational building block to better workforce outcomes in our community, particularly when we think about talent retention. Collaboration between Fayetteville Public Schools and the City of Fayetteville is critical to unlocking the full potential of Fayetteville's future workforce. Best regards, I Dr. John Mulford Superintendent` Fayetteville Public Schools CA Dr. Courtney Morawski Assistant Superintendent for Teaching & Learning Fayetteville Public Schools Lisa Hotsenpiller, Ed.S. Director of Career & Technical Education Fayetteville Public Schools